Talent Management
Talent Management, Indian Instt of personnel management.
Murali, HR, Siemens,15th June
Balance Scorecard
Comptency framework - sales | manufacturing
Rebellious notion
Orchestrating winning
Robert frost _ Road not taken
Cultural business context cross road
Study indicates
-Uncertainty avoidance
-Power distance ( Familiar | Unfamiliar playground)
-collectivism
Business context
- ability to handle ambiguity
-build relationships
-innovation and creativtiy
-Entrepreneurship and strategic thinking
Being a part of the team
Engaging the team
People who are highly mobile
IT wave
What drives winning performance
Passion | competence | Organisation need
Differential billing
HR budget
solutions | consulting
complex service
Onsite-offshore model
Shifting the goal post | raising the bar
Learning quotient
Individual view
My strengths?
Whatz the organisation expectancy
Role holder
Manager requirements
Corporate knowledge | Functional experience
Business acumen
We Need god
Super man
All in one
So, what's missing ?
People don't change much
Parito's law
Manager bashing
Benefit of doubt
Focus was not on skill, but on behaviour
No sensitivity training
No T group
Truth is better said than hidden
NASA Mercury expedition,1961
2 text book perfect
2 heroic
2 mediocre
1 excited
Talent = something beyong that makes a winning performance
Recurring pattern of thought and feeling behaviour to different stimuli that can be productively applied
Vibes - mental freeware
Striving talent
Thinking talent
Relating talent
Talent = | Competence = rather outcome
Select for talent
Define the right outcomes
Focus on strengths
Create the heroes
Jim collins - good to great
Mechanical data, jundgemental data
Observable behaviours
3 rounds of technical | 1 round of HR
Recruiter
Staffing is critical but not core to HR
Skill premium
Strategic orientation to resource management
Credit card sales
Transactions
Tired for competency
Fired for attitude and behaviour
Neck him out
Probing
Halo effect
Substitutes coming in 2nd half and scoring the goal
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