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Build an Inclusive and Integrated Talent Management Strategy Empower your people with programs that engage and develop all employees. Talent management is the least effective HR function, and HR leaders are tasked with solving the problem (Source: McLean & Company, HR Trends and Priorities for 2015). Building a talent management strategy needs to be done quickly but also effectively – this time crunch will have to be reconciled by HR. Having a poor/incomplete talent management strategy results

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Build an Inclusive and Integrated Talent Management Strategy Empower your people with programs that engage and develop all employees. Talent management is the least effective HR function, and HR leaders are tasked with solving the problem (Source: McLean & Company, HR Trends and Priorities for 2015). Building a talent management strategy needs to be done quickly but also effectively – this time crunch will have to be reconciled by HR. Having a poor/incomplete talent management strategy results in: Inability to achieve finance targets – 43% of the time. Reduction in innovation capabilities – 40% of the time. Inability to achieve forecasted growth – 39% of the time. Inability to start a major project or initiative – 37% of the time. Reduction in organizational competitiveness – 27% of the time (Source: American Institute of CPAs). Without a properly crafted talent management strategy, you develop ineffective programs and unnecessary administration, not talent. An inclusive and well integrated strategy steps up the effectiveness of your talent management programs by focusing on the necessary work to develop ALL talent and your key players. The foundation of talent management is competencies. Strong competencies enable an organization to articulate what the best talent means for them, instead of spending a lot of time and resources hiring people who seem great on paper, but in reality do not fit in with organizational needs or culture. Conducting a desired state must start with the organizational programs and cascade into talent initiatives. The maturity assessment must be an internal assessment that results in a gap analysis to identify what the HR department neseds to in order to increase its maturity.   After brainstorming what initiatives are needed to support organizational programs, prioritize them to understand which initiatives will provide the most value. Integrate talent management initiatives and any necessariy program modifications into existing business methods to help employees understand, buy-in to, and adopt the changes more easily. In addition to new initiatives, you also have to align all current programs to your new strategic framework. Building a business case is important, but stakeholder involvement is key: CEO’s active participation in talent management strategic implementation was associated with a successful talent management strategy 69% of the time. Shared responsibility by all organizational stakeholders for the talent management strategy had an impact on the success of strategy implementation 55% of the time. (Source [for both]: SHRM – Improving Talent Management Strategies) .


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http://hr.mcleanco.com/research/ss/build-an-inclusive-and-integrated-talent-management-strategy


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