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Talent Management

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by

Nabel Bendago

on 24 October 2013

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Transcript of Talent Management

Team Frontenac
Introduction
Six Principles of Effective Global Talent Managment
Winning the Race for Talent in Emerging Markets
Key Takeaways
Definition of Talent
Definition of Talent
Principle 1
Principle 2
Talent Market in BRIC
Emerging Markets
Principle 1: Alignment with Strategy
- Talent is at the core of Cirque du Soleil business
- Keeping the passion in the people alive
Principle 2: Internal Consistency
They invest in every single talent management practices, which are enligned with « keeping the passion alive ».
Principle 3: Cultural Embeddedness and « Culture »
- Creativity is the center of Cirque’s culture
- Looking for talent, but also to a « fit » to Cirque’s culture.
Principle 4: Management Involvement
« HR here is part of every strategic decision. I’m one of four people on the management team.
But we remember that HR is a service.
We’re not the leaders, we’re not taking the business risks, but we do participate in the decision. We strike the balance between decisions and humans. » -Lyn Heward
Principle 5:
- Decentralization of HR departments:
Principle 6
: Employer Branding Through Differentiation (or « Brand »)
It is an admired brand that attracts creative people
With their blue ocean strategy, they impersonate differentiation
They are the performers’ dream
Opportunity
- Provides a environment to
grow personally and
professionally
- “Crossroad” program
- From athlete to performer
Purpose
Invoke
Provoke
Evoke

Concept Linkages
Global integration forces standardized approaches
Limitations


Principle 6
A convergence of Practices
Principle 3
Principle 4
Principle 5
Differentiated approach
Rewards, incentives, attention focused on top talent ‘A players‘

Less attention to bulk of other employees ‘B players’

Little potential, not meeting performance expectations ‘C players’

Inclusive approach
Address needs of employees at all levels

Leveraging the value that each employee brings to the company

Inclusive approach
Differentiated approach
Alignment with Strategy
Adapt talent approach in line with changing business conditions
Match searched skills with strategy
Integrate talent management with business planning
Internal Consistency
Practices consistently introduced and implemented
Leading to synergies
Processes and metrics must make sense together
Fit with each other
Cultural Embeddedness
Corporate culture as source of sustainable competitive advantage
Selection criteria expanded to include cultural fit
Skills easier to develop than personality, values, and attitudes -> cultural fit more important
Values based performance management

Employees active roles

Senior leaders involvement
Line managers involvement
Management Involvement
Trend: balance between global performance standards & locally adapted approaches
Company position may evolve over time
Balance of Global and Local Needs
Extent of local control depends on industry nature
Marketing the corporation to fit candidates
Increase brand recognization
Manage global brand and local demands
Employer Branding Through Differentiation
Leadership Session 4 and 10:
__ Choose the company that is a fit with you
Case Lundbeck Korea – Cultural Embeddedness /Alignment with strategy / Balance of Global and local needs
Two very skilled people
__ Jun no fit with global strategy
__ Rajar no fit with multinational strategy

Driving factors
Compete for the same talent pool
Visibility of successful company practices leads to widespread imitation
Recommendations
Principles have broader application than best practices but are still only guidelines
Article offers a toolbox and not a solution
Adapt talent management practices to corporate strategy, culture, and external environment
Find unique ways to differentiate from competitors and attract the right talent
Thoughtful Execution
Challenges
Promises Made
Brand
Opportunity
Purpose
Known for excellence

Inspirational Leadership
Leading global company
Continual training/development
Accelerated career track
Challenging work
Competitive Pay
Guiding mission and values
Committed to the region
Global citizenship
Promises Made and Promises Kept
Brand
Opportunity
Purpose
Culture
Connection
Authentic
Merit Based Reward System
Talent-Centricity
4. Embrace and leverage diversity
3. Overreliance on English
2. Establish a core of local talent
1. Beware of exporting domestic talent
Scouting & Large-scale auditions (recruitment)
Intensive and continuous Training
Competitive pay & other benefits
Balance of Global and Local Needs
Singapore.
Amsterdam
Las Vegas
Who We Are..?
Why We Are Here.?
Prof. Anthony Goerzen
To Present :
Six principles of effective global talent management
Winning the race for talent in emerging markets
Introduction
What is HR..?
The people who make up a company's workforce — its human resources — are considered to be an asset to the company
Management Wheel :
- Practices
High competition for high-level talent in emerging market
HR is a key system in every business
Align HR policies with strategy
Each company has to find their own
And keep those promises with your culture
The way to differentiate your self is through your Brand, Purpose and Opportunity.
We are DONE
" We aim to provide equal opportunities and create a workplace that supports all our staff and values their differences. Our dedication to diversity and inclusion applies across Shell."

Limitations
Full transcript