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Talent management polish team

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Dawid Krent

This document discusses talent management and its key processes. It defines talent as innate skills or abilities that allow above average performance. Talent management is defined as the skillful management of conscious or discovered talents. The key processes of talent management include defining talent needs, identifying talent within the organization, attracting and retaining talent, managing talent through development and evaluation. Talent management is important because talented employees deliver significantly higher performance and drive innovation, competitiveness, and the ability to adapt to changes. Organizations must focus on all stages of the talent management process to successfully source, develop and retain top talent.

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Talent Management Harasik Kamila Kielar Marcin All rights reserved
About what we will talk about ? 1. Talent definition 2. Talent management definition 3. Why is Talent Management important? 4. Key process of Talent Management 5. Talent Management in Poland
Today, global economy has created a more complex and dynamic environment in which most companies have to learn how compete effectively to achieve sustainable growth. Probably, that is the reason, why in recent times we could hear often about Talent Management.
As talent we can understood as a innate skills in the field intellectual or artistic, activity which manifested as higher than average level of efficiency in a given field, or the ability to quickly learn it. http://pl.wikipedia.org/wiki/Uzdolnienie Głowacka-Stewart, K. and M. Majcherczyk "talent" is an employee who in a special way affects the growth of the company and stands out higher than average in the organization of the potential for further development, as well as to senior managerial functions. K. Głowacka-Stewart, M. Majcherczyk, op.cit. p. 5. M. Armstrong suggests that every employee has the capacity, so TM should not be limited only to a small group of selected people, but he admits, probably these actions will focus on people who have the rare skills and powerful success. M. Armstrong, Zarządzanie zasobami ludzkimi, Wolters Kluwer Polska, 2007, s. 354 Talent definition
In our opinion the best and simplest definition can be described by saying that talent is I am and you are, so each of us has a lot of talent is just a matter of finding them and skillfully managed…
…and Talent Management is nothing more than a skillful management of conscious or freshly discovered talent. T. Listwan defines talent management as a [...] a set of actions relating to gifted people, undertaken with a view to their development and efficiency, and achieve organizational objectives. T. Listwan, Zarządzanie talentami - wyzwanie współczesnych organizacji [w:] S. Borkowska (red.), Zarządzanie talentami, IPiSS, Warszawa, 2005.
Why is Talent Management important? Research of Hay Group in Poland in 2010, shows that outstanding performers typically deliver 4 to 6 times more performance than average. What is more, selecting or developing just one outstanding performer has huge impact on overall performance.
We could say that talented employees are the most important factor which is warranty of economic success of organization in current time. Belowe we have reasons why: First of all, talented manpower are employees of the new generation, it means that they able to create a new knowledge and solution which the basis for generating breakthrough innovations.
Secondly, they are the key factor of competitiveness for companies in a constantly growing economy, changes we could observe in the market, growing technological fluctuations.
On the end, talented employees play a major role in enterprises implementing model-based economy knowledge - knowledge every day is outdated. Communicate information and knowledge could be to everyone, but no one can give or teach talent, because of the need to be born. Adapt to the new conditions and to maintain a strong market position requires an adequate capacity, the talent is.
It is hard to find talent? The best way to answer this question is present the results of recruitment telents by Heineken. In 2012 they asked themselfs: Standard questions. Prepared answers. If job interviews are all the same, how to find the right talent among 1734 applicants?
Key process Till this moment, as we know, sourcing the best people from the industry has become the top most priority of the organizations today. It is a never-ending process that starts from targeting people. The process regulates the entry and exit of talented people in an organization. To sustain and stay ahead in business, talent management can not be ignored.
Key process In all the literature we could find many similar patterns about key process of talent management. In order to understand the concept better, we will discuss the stages included in talent management process:
Talent management key process 1. Define talent 2. Identify 3. Attract & Retain 4. Manage 5. Nature & Develop 6. Evaluate
Defining talent • Clarify strategy to inform identification of mission critical roles in the future • Ensure that performance evaluation processes are objective and there is cross organization consistency in any application • Recognise that much of “talent” may be unrecognized potential • Consider assessment methodologies including competency models and psychometrics to evaluate talent • How will critival/key role identification occur
Identify • Develop a protocol and train line management in Talent Identification • Ensure that identification and nurturing of talent is recognized as a key line management responsibility • Generate a set of agree criteria by which Talent can be identified • Conduct informal of formal assessment of mission critical role holders or of potential talent pool groups • Generate Talent database
Attracting & Retaining • Actively promote your positive culture in the market • Recognize that climate/working conditions are a key element, • Recognize current staff as key ambassadors • Recognize that you need to think about functional specialism as well as sector • Ensure assessment centres in corporate cultural and values fit • Evaluate your organization through staff surveys and use the feedback to actively improve areas of weakness
Manage recruiting the talent • Hold regular Talent Panel reviews to monitor and report on Progress of any identified talent • Generate formal carrier planning processes and succession planning for key talent roles • Revue remuneration regularly to ensure that talent role holders remain well remunerated relative to potential sources of poaching • Recognise and reward talent for outstanding performance • Assign a mentor/coach for each high talent role holder • Build relationships with Business Schools, Local Universities and Colleges
Nature & Develop • Create an organisation climate that supports talent development • Make sure the talent feels valued by the organization • Establish specialized talent coaches available on request • Run Development workshops for the talent to identify strengths and areas for development • Build development around key target role talent competencies • Ensure development is seen as being valued by the organisation • Set up development experiences for talent through shadowing and interim roles
Evaluate • Review Progress against success factors agreed At design stage • Use a dashboard approach – assign a red, amber or green light flag for talent to enable quick identification of potential problems • Check retention levels and monitor absence levels regularly • Conduct employee satisfaction surveys • Explore whether there is a positive correlation between Talent “ranking” and performance • Review how do participants feel about the process and use feedback to improve • What is working well and what needs to improve
As we could see, talent management is very complicated process. Excluding discussed stages Managers have to remember during the talent management about: • Retention • Promotion • Competency Mapping • Performance Appraisal • Career Planning • Succession Planning • Exit
Let's look at some of the enterprises implementing various talent management processes. Company Description of activities in the field of talent management Bank Millenium S.A. For employees with the highest potential exists and Development Programs: specially selected training focused on the development of key competencies Carlsberg Polska There are programs for the development of key employees, creating a succession plan, recruits and develops talent at all levels in the organization. LOTOS S.A. There are separated programs: Individual Tracks Development Program, Human Resources Program Reserve, ABSOLWENT Program, Academy of LOTOS. SAP Polska Implemented elitist talent management program, which annually participates in only a few people. Limited participation makes it perceived as an indicator of success.
To sum up… … we find a movie, which present all we said 
Talent management polish team
Thank you for your attention & remember:
Bibliography: • J. Tabor; Rozwój organizacji uczącej się a zarządzanie talentami; http://www.e- mentor.edu.pl/artykul/index/numer/24/id/538 • Raport badawczy, Conference Board, „Zarządzanie talentami: Wyzwania, trendy, przykłady rozwiązao” • Multiannual the director of the department of human resources management Money Expert SA. • Przemysław Gacek, Raport: Wyzwania HR w 2013 roku

More Related Content

Talent management polish team

  • 1. Talent Management Harasik Kamila Kielar Marcin All rights reserved
  • 2. About what we will talk about ? 1. Talent definition 2. Talent management definition 3. Why is Talent Management important? 4. Key process of Talent Management 5. Talent Management in Poland
  • 3. Today, global economy has created a more complex and dynamic environment in which most companies have to learn how compete effectively to achieve sustainable growth. Probably, that is the reason, why in recent times we could hear often about Talent Management.
  • 4. As talent we can understood as a innate skills in the field intellectual or artistic, activity which manifested as higher than average level of efficiency in a given field, or the ability to quickly learn it. http://pl.wikipedia.org/wiki/Uzdolnienie Głowacka-Stewart, K. and M. Majcherczyk "talent" is an employee who in a special way affects the growth of the company and stands out higher than average in the organization of the potential for further development, as well as to senior managerial functions. K. Głowacka-Stewart, M. Majcherczyk, op.cit. p. 5. M. Armstrong suggests that every employee has the capacity, so TM should not be limited only to a small group of selected people, but he admits, probably these actions will focus on people who have the rare skills and powerful success. M. Armstrong, Zarządzanie zasobami ludzkimi, Wolters Kluwer Polska, 2007, s. 354 Talent definition
  • 5. In our opinion the best and simplest definition can be described by saying that talent is I am and you are, so each of us has a lot of talent is just a matter of finding them and skillfully managed…
  • 6. …and Talent Management is nothing more than a skillful management of conscious or freshly discovered talent. T. Listwan defines talent management as a [...] a set of actions relating to gifted people, undertaken with a view to their development and efficiency, and achieve organizational objectives. T. Listwan, Zarządzanie talentami - wyzwanie współczesnych organizacji [w:] S. Borkowska (red.), Zarządzanie talentami, IPiSS, Warszawa, 2005.
  • 7. Why is Talent Management important? Research of Hay Group in Poland in 2010, shows that outstanding performers typically deliver 4 to 6 times more performance than average. What is more, selecting or developing just one outstanding performer has huge impact on overall performance.
  • 8. We could say that talented employees are the most important factor which is warranty of economic success of organization in current time. Belowe we have reasons why: First of all, talented manpower are employees of the new generation, it means that they able to create a new knowledge and solution which the basis for generating breakthrough innovations.
  • 9. Secondly, they are the key factor of competitiveness for companies in a constantly growing economy, changes we could observe in the market, growing technological fluctuations.
  • 10. On the end, talented employees play a major role in enterprises implementing model-based economy knowledge - knowledge every day is outdated. Communicate information and knowledge could be to everyone, but no one can give or teach talent, because of the need to be born. Adapt to the new conditions and to maintain a strong market position requires an adequate capacity, the talent is.
  • 11. It is hard to find talent? The best way to answer this question is present the results of recruitment telents by Heineken. In 2012 they asked themselfs: Standard questions. Prepared answers. If job interviews are all the same, how to find the right talent among 1734 applicants?
  • 12. Key process Till this moment, as we know, sourcing the best people from the industry has become the top most priority of the organizations today. It is a never-ending process that starts from targeting people. The process regulates the entry and exit of talented people in an organization. To sustain and stay ahead in business, talent management can not be ignored.
  • 13. Key process In all the literature we could find many similar patterns about key process of talent management. In order to understand the concept better, we will discuss the stages included in talent management process:
  • 14. Talent management key process 1. Define talent 2. Identify 3. Attract & Retain 4. Manage 5. Nature & Develop 6. Evaluate
  • 15. Defining talent • Clarify strategy to inform identification of mission critical roles in the future • Ensure that performance evaluation processes are objective and there is cross organization consistency in any application • Recognise that much of “talent” may be unrecognized potential • Consider assessment methodologies including competency models and psychometrics to evaluate talent • How will critival/key role identification occur
  • 16. Identify • Develop a protocol and train line management in Talent Identification • Ensure that identification and nurturing of talent is recognized as a key line management responsibility • Generate a set of agree criteria by which Talent can be identified • Conduct informal of formal assessment of mission critical role holders or of potential talent pool groups • Generate Talent database
  • 17. Attracting & Retaining • Actively promote your positive culture in the market • Recognize that climate/working conditions are a key element, • Recognize current staff as key ambassadors • Recognize that you need to think about functional specialism as well as sector • Ensure assessment centres in corporate cultural and values fit • Evaluate your organization through staff surveys and use the feedback to actively improve areas of weakness
  • 18. Manage recruiting the talent • Hold regular Talent Panel reviews to monitor and report on Progress of any identified talent • Generate formal carrier planning processes and succession planning for key talent roles • Revue remuneration regularly to ensure that talent role holders remain well remunerated relative to potential sources of poaching • Recognise and reward talent for outstanding performance • Assign a mentor/coach for each high talent role holder • Build relationships with Business Schools, Local Universities and Colleges
  • 19. Nature & Develop • Create an organisation climate that supports talent development • Make sure the talent feels valued by the organization • Establish specialized talent coaches available on request • Run Development workshops for the talent to identify strengths and areas for development • Build development around key target role talent competencies • Ensure development is seen as being valued by the organisation • Set up development experiences for talent through shadowing and interim roles
  • 20. Evaluate • Review Progress against success factors agreed At design stage • Use a dashboard approach – assign a red, amber or green light flag for talent to enable quick identification of potential problems • Check retention levels and monitor absence levels regularly • Conduct employee satisfaction surveys • Explore whether there is a positive correlation between Talent “ranking” and performance • Review how do participants feel about the process and use feedback to improve • What is working well and what needs to improve
  • 21. As we could see, talent management is very complicated process. Excluding discussed stages Managers have to remember during the talent management about: • Retention • Promotion • Competency Mapping • Performance Appraisal • Career Planning • Succession Planning • Exit
  • 22. Let's look at some of the enterprises implementing various talent management processes. Company Description of activities in the field of talent management Bank Millenium S.A. For employees with the highest potential exists and Development Programs: specially selected training focused on the development of key competencies Carlsberg Polska There are programs for the development of key employees, creating a succession plan, recruits and develops talent at all levels in the organization. LOTOS S.A. There are separated programs: Individual Tracks Development Program, Human Resources Program Reserve, ABSOLWENT Program, Academy of LOTOS. SAP Polska Implemented elitist talent management program, which annually participates in only a few people. Limited participation makes it perceived as an indicator of success.
  • 23. To sum up… … we find a movie, which present all we said 
  • 26. Bibliography: • J. Tabor; Rozwój organizacji uczącej się a zarządzanie talentami; http://www.e- mentor.edu.pl/artykul/index/numer/24/id/538 • Raport badawczy, Conference Board, „Zarządzanie talentami: Wyzwania, trendy, przykłady rozwiązao” • Multiannual the director of the department of human resources management Money Expert SA. • Przemysław Gacek, Raport: Wyzwania HR w 2013 roku