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"Talent pool. When they are identified they are assigned to regional or business unit talent pools. Employees in these pools are then selected initially for new assignments within their region or line of business and over time, are given positions that cross boundaries. They are viewed as having the potential to reach a senior management role in a region or business. Managers of the pools then single out people to recommend for the group talent pool, which represents the most senior cadre of general managers and is administered centrally. "
"People and positions are tracked in a technology-based talent management system.... The system captures information about succession planning at the country, business category, and regional levels; includes career histories and capabilities, as well as education and community affiliations; identifies top talent and their development needs; and tracks diversity.
- Exclusive approach in creating their talent pool: everybody cannot be a part of the talent pool.
- Good : integration of the approach and try to capture the total supply chain
BUT hard to develop such a system
- Drawbacks : lot of time and really expensive
- Find high-potential employees
- Skilled employees are required
- Reorganization plans and right staffing : the good person in the good place
- How to target the employees to maintain in the company
- Avoid drain brain and turnover from the talents
* System very expensive
* Can we trust computer program in order to recognize talent within a company ?
* No every single employee in the database, are they not talents?
* Talent is also subjective, how a computer can be subjective
- Self-improvement of the company
- Improvement performance (company & employees)
- Fulfill goals
- Lower recruitment
(Attractive company- commitment of employees)
- Talents : get responsibilities and suitable positions
- Talents: career development possibilities
- Talents : Job satisfaction
“HSBC also learned that, talent pools notwithstanding, leaders of the local units still behaved as princes of their domains. So, for example, the top executive team launched what it called collective-management conferences, where employees could learn about the company’s strategic objectives and operations around the world. Each conference is attended by about 40 senior managers (...)”
- Hard to define talent management
- Difficulties to create policies within the organization
- Define the company’s needs about talent recruitment
- Hard to satisfy talents (short and long term)
- Hard to find the good talent, for the good job, at the right place
One job opportunity, 1,734 applicants for a role within the Champions League department
* Good strategy
* But why just only 40 senior managers?
* Every single employee must have a chance of being discovered as a potential talent
A person or people with a natural skill or ability
The suitable, skilled people who are available to be chosen to do a particular type of job
"Engagement: the degree to which company leaders show their commitment to the details of TM. P&G engages employees in their own career development the day they start with the company. For high-potentials, P&G identifies 'destination jobs', which are attainable only if the employee continues to perform, impress and demonstrate growth potential. The purpose is to view job assignments through a career development lens"
"To develop local talent while maintaining global standards, HSBC centrally designed its human resources practices and policies but built in some flexibility to accommodate local variations. The firm now has company wide processes for assessment, recruiting, performance and career management, and leadership development, but local offices can adapt them to their own resource capabilities and cultural requirements. (...) Ensure a degree of objectivity and establish a common measurement language across all the businesses and locations."
Find them : direct sourcing on open roles 70%
Build them : building talent pools 20%
Others initiative: 10%
1
- Competition within the company
- Competition has some advantages but also important drawbacks
- Individualism : focus on their own career development
- Hard Work atmosphere
- Happy Workers <-> Good job
With constant competition is it possible ?
- Make the recruitment in the talent pool and the business strategy fit together
- Difficulties with combining global talent needs and local talent needs.
- Positive to the global way of measure talent
But how to define the system both for the company needs and for the candidate expectations in order to efficiently respond to the expected results of the recruitment ?
"Leaders maintain talent relationship dialogues with members of each pool, in face-to-face conversations where possible, to address their development needs and concerns. In new relationships, the dialogues are time intensive and available to the employee on demand; in established relationships, the conversations tend to occur two to four times a year, as needed"
1. Companies must be aware of national situation (crisis, finance...)
2. With budget concerns: focus on non-financial incentives
3. Determine what motivates their top performers and other key employees
4. Well-designed employee engagement surveys : define how to motivate and engage key people
2
- Ex employee referrals -
Find 5 people who have left and ask them who they would recommend
- Employee referrals -
- New starter referrals -
* Build mechanism for continued engagement
* Treat every pool as if it were a requisition
* Choose the role carefully
#1: Who are the people companies should focus on?
#2: What can companies do to ensure that they have the right people doing the right job?
#3: How do companies know whether the company is at risk of losing key employees or whether they will be able to attract top talent
* Dialogue mandatory for all employees instead of on demand
* Time consuming job for the managers
“Leaders have long said that people are their companies’ most important assets, but making the most of them has acquired a new urgency.”