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GLOBAL TALENT MANAGEMENT AND ROLE OF SOCIAL NETWORKING

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MAHARSHI SHUKLA

on 24 September 2012

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Transcript of GLOBAL TALENT MANAGEMENT AND ROLE OF SOCIAL NETWORKING

photo credit Nasa / Goddard Space Flight Center / Reto Stöckli GLOBAL TALENT MANAGEMENT
&
ROLE OF SOCIAL NETWORKING WHY DO WE NEED SOCIAL NETWORKING??? KEY ELEMENTS OF
TALENT MANAGEMENT LOYALTY AND MOTIVATION PERSONAL DEVELOPMENT CHOICE AND POSITIONING DISCOVERY AND ADDRESS PROFILE CREATION 19TH CENTURY THIS IS AGE OF TRADE 17TH CENTURY THIS IS AGE OF INDUSTRIALISATION 16TH CENTURY THIS IS AGE OF LABOUR 21ST CENTURY THIS IS AGE OF INNOVATION & TALENTS The New Age of Innovation reveals that the key to creating value and the future growth of every business depends on accessing a global network of resources to co-create unique experiences with customers, one at a time. To achieve this, CEOs, executives, and managers at every level must transform their business, implementing key social and technological infrastructure requirements to create an ongoing innovation advantage. C.K. Prahalad, the world's premier business thinker, and IT scholar M.S. Krishnan unveil the critical missing link in connecting strategy to execution--building organizational capabilities that allow companies to achieve and sustain continuous change and innovation. A simple definition of a social network is given by the Business Dictionary. They explain social
networks as “family, and friends and their families, that together create an interconnected system
through which alliances are formed, help is obtained, information is transmitted, and strings are
pulled. In an organizational setting, it usually constitutes the group of one's peers, seniors, and
subordinates who provide privileged information on how to get things done, how the power
structure operates, and who holds the strings at present” (Business Dictionary, 2010). THIS IS AGE OF SOCIAL NETWORKING THANK YOU COMMON INTERCHANGE CONTACT MANAGEMENT CONTEXT AWARENESS EXPERT SEARCH IDENTITY MANAGEMENT FUNCTIONS OF
SOCIAL NETWORK Talent consists
of different components: knowledge, skills, personal attributes and career experience. Many
companies only have one definition of talent for every hierarchy, but to these authors it is necessary
to distinguish the hierarchical levels and target positions. Furthermore, Ulrich (2006) states
that “organizations are the universal setting in today’s environment where individuals find
abundance in their lives through their work”. They intend to achieve that their investment of time
represents to be meaningful. Ulrich’s talent equation presents a multiplicative one instead of an
additive. If one of the three terms is missing, the other two will not replace it. These authors propose the following definition for GTM:
“GTM includes all organizational activities for the purpose of attracting, selecting, developing, and
retaining the best employees in the most strategic roles (those roles necessary to achieve
organizational strategic priorities) on a global scale. GTM takes into account the differences in both
organizations’ global strategic priorities and the differences across national contexts for how talent
should be managed in the countries where they operate” Another definition of talent was developed by Mäkelä et al. (2010) who argue that most major MNCs
define talent as “those employees who are high performing and continuously improving within their
current position… are mobile and have the potential and the willingness for further growth in other
key positions”. According to this, talented employees have to demonstrate two qualities: current
high performance and future potential. According to McKinsey, talent is “the sum of a person’s abilities… his or her intrinsic gifts, skills, knowledge,
experience, intelligence, judgement, attitude, character and drive. It also includes his or her ability to
learn and grow” (Michaels et al., 2001). `` Seek to creat identification with company.
They seek success to give direction to their career JOB STARTER Focuses on promotion and higher salary
They also wish responsibility and specialization PROFESSIONALLY EXPERIENCED Returners are characterized as flexible workers who need a new challenge
They want position in company that offers financial protection RETURNERS TO EMPLOYMENT Professional employees seek to undertake great responcibility.
They aim to reach at leading position in order to gain self realization and involvement in company’s affairs. PROFESSIONAL MAHARSHI SHUKLA
KRISHNA PATADIYA
NAKUL SHAH
TRUSHANT MANDHARKAR
SHIKHA SARAF
HARSHAD SHAH
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