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Talent Management MindMap

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on 22 March 2016

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Transcript of Talent Management MindMap

Business Planning
Talent Management
Performance Management
HR Planning
Ec's got talent!
"Mind Mapping" talent management
Talent Management
Optimizing performance for business results
Talent Management
It's not Rocket Science, but there are a lot of intertwining elements to consider!
Performance Management
Business Planning
CONTEXT: To set the tone for discussion
- Performance Management
- Learning and Leadership
- HR Planning
- EX Talent Management
- Language Training
- Staffing
HR Planning
It's important to note that talent management is employer-driven.
Why are we here?
To discuss how we can integrate talent management into succession planning efforts, align it to the EX Talent Management process, consider language training needs, all the while ensuring we are respecting the PSEA in regards to any merit/performance-based staffing actions.
Knowing our clients!
A solid understanding of our clients’ business/HR needs (including some of their challenges), are all key to ensuring the success of talent management at EC.

Investing in high performers & high potentials
to bring them to the next level!
Having the right people involved!
Through collaboration, we can ensure we integrate our processes in a way that truly benefits the organization, as well as high performing / high potential employees.
A seamless and transparent process!
As with most HR processes, there are many linkages and interdependencies to consider. Mapping these out will not only help us simplify/clarify, but it will also flag important issues and opportunities for improvement.
Making it easy!
Providing our employees and managers with the necessary tools and supports to help them reap the benefits of an effective talent management strategy.
Ultimately, talent management supports a systematic approach to investing in high-performing employees to meet business needs and collaborate with other CPA organizations in the development and mobilization of high-value talent.
What's the difference between a Talent Management Plan and a Learning & Development Plan?
L&D plans focus on ensuring employees have the coaching, training and other learning opportunities to achieve the performance expectations in their current performance agreement for their current position and helping employees to prepare to progress in a public service career.

Talent management plans, on the other hand, focus on optimizing employees’ potential to advance to new positions in order to address organizations’ workforce development needs. They focus on learning not for the employee’s current position, but for possible future ones.
EC Talent Pool
Readiness & Success

Business Planning
Employee's contributions (the what and the how) to the organization's business objectives are attributed a rating using a scale from 1 to 5
High performers are automatically offered a talent management plan
Learning & Development
Management Services
Language Training
People Mgt Gaps
Key Positions
Knowledge Transfer
career progression to meet organizational business needs
Leadership Pipeline
Retirement projections
Flagging high performers
Paying it forward using the Talent Pool
Strategic development opportunities for top talent
Mobilizing talent to address need
Identifying potential successors
Mentoring / Coaching
Referrals/Matching from Talent Pool
Formal / Informal
Transparency of TM Processes
High Performers
High Potentials
Role of Review Panels
Relevant and timely
Blended approach
70/20/10 Rule
70/20/10 learning approach
70% from doing / 20% from others / 10% traditional learning.

*McCall, Lombardo and Eichinger's survey (1996) of high-performing managers revealed that: Lessons learned by successful and effective managers are roughly 70% from tough jobs, 20% from people (mostly the boss), 10% from courses and reading.
Leadership Architect
Self-Assessment / 360
Upward Feedback
Is Management for me?
Career Conversation Guide
For career development
For succession planning
A study by the Center for Creative Leadership (2014) suggests that the degree of transparency and formality of notifying employees of their status as a high potential actually impacts how employees see themselves and how they see the organization.

If employees are not formally recognized by the organization as high potential, they may be less likely to see themselves as a future leader in the organization. Informal recognition alone may not be enough to convince employees that they are part of the organization's long-term plans.

Furthermore, it was found that the level of transparency and formality in identifying high potential talent has a direct impact on retention.

To Be or Not To Be ...
The Impact of High-Potential Identification
In a study by the Center for Creative Leadership (2014), designed to gain some insight from inside the leadership pipeline, it was found that high potential leaders can be key players in the organization's approach to talent management.

High potentials receive differentiated opportunities for development and growth and, it seems, are likely to reciprocate those efforts by actively developing talent in the organization. The organizational implication of this finding is that development investment in high-potential leaders doesn’t stop with them—it cascades throughout the organization. High potentials become developers of talent in the organization.
High Potentials as Talent Developers
Workforce Analysis
Succession Planning
Learning & Development Strategies
OL Capacity
Organizational Objectives and Priorities
Now... How can we work together to align our processes and make this all appear seamless to our clients?
Ensure that people are matched to the right job for their skills, competencies, and career plans through dialogue, feedback, career support, and individually tailored learning; and,
Support the ongoing development and retention of executives while supporting current and future departmental business goals.

Managing ex talent @ EC:
Program Objectives:
Full transcript