Additionally, the process must be easily understood, credible, cost-effective, and time-efficient. Once an organization commits to excellence through the three outcomes stated above, it will need a carefully constructed human resources process that links together the core elements of human resources planning (the dots) and then joins them to strategies, policies, and action plans. Poor allocation of compensation and training and development resources can lead to unwanted turnover and morale and performance problems, particularly in Superkeeper and Keeper groups. The employee groups are Superkeepers, those employees who greatly exceed expectations Keepers, those employees who exceed organization expectations Solid Citizens, those employees who meet organization expectations and Misfits, those employees who are below organization expectations. The classification of and investment in each employee based on his/her actual and/or potential for adding value to the organization. Gaps in replacement activity for key positions are highly disruptive, costly, and distracting to the organization.ģ. The identification and development of high-quality replacements for a small number of positions designated as key to current and future organization success. Bill Gates once said, Take our twenty best people away from us and I can tell you that Microsoft would be an unimportant company.Ģ. Their loss or absence severely retards organization growth because of their disproportionately powerful impact on current and future organization performance. Superkeepers are a very small group of individuals who have demonstrated superior accomplishments, have inspired others to attain superior accomplishments, and who embody the core competencies and values of the organization. The identification, selection, development, and retention of Superkeepers. Based on our research, we discovered that successful companies either articulate or intuitively focus on three outcomes.ġ. Before launching into a systematic approach to managing talent, however, it’s important to understand the goals of proactive talent management. Our conclusions based on this research were simple: to optimize an organization’s ability to achieve sustained excellence, it must recognize the need for proactive talent management and have a systematic way of accomplishing the activity. The organizations that failed took a more casual, traditional approach. The successful organizations focused on proactively and systematically managing their human resources along these lines. These conditions were: a performance-oriented culture, low turnover (particularly in premium employee groups), high levels of employee satisfaction, a cadre of qualified replacements, effective investment in employee compensation and development, and the use of institutional competencies (success factors) in employee selection and performance evaluation processes. The results of the study suggested that six human resources conditions had to be met. The study examined organizations that had survived and prospered, and those that had failed, over a 25-year period. IN THE 1990s, LBA CONSULTING GROUP UNDERTOOK A MAJOR STUDY THAT focused on identifying the factors that most contributed to the creation and sustenance of organization excellence. Introducing a Talent Management System Chapter 1 Creating a Talent Management System for Organization Excellence: Connecting the Dots Sibson Consulting, and Towers Perrin, The Talent Management Handbook is an authoritative resource for creating and maintaining excellence in your organization through people management. And it will help you combine your organization’s diverse human resources activities into a single, cogent system.įeaturing best practices from leading companies as well as contributions from field experts who hold top positions in such leading HR consultancies as AON Consulting, The Hay Group, Hewitt Associates, Right Management Consulting. It is full of simple, efficient, easy-to-follow methods for assessing, planning, and developing high-value people to meet your organization’s current and future needs. The Talent Management Handbook will help you design career plans that boost employee morale, as well as create and sustain excellence in your organization. How to link your employee assessment process to career planning and development Six human resources conditions necessary for organization excellenceģ. A system for integrating three human resources “building blocks”: organizational competencies, performance appraisal, and forecasting employee/manager potentialĢ. The Talent Management Handbook explains how organizations can identify and get the most out of “high-potential people” by developing and promoting them to key positions.ġ.
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