hi evey one,
am sharing my ppt on talent management.
hope it will useful to all.
kindly revert back with ur feedback.


With businesses going global and competition becoming intense, there is mounting pressure on organizations to deliver more and better than before. Organizations therefore need to be able to develop and deploy people who can articulate the passion and vision of the organization and make teams with the energy to perform at much higher levels.

These people build and drive the knowledge assets of a corporation, the value of which has been established to be many times more than the tangibles. The capacity of an organization to hire, develop and retain talent is therefore the most crucial business process and priority on the CEO’s agenda.

The 1990’s ended with a call-to-arms to fight “the war for talent”. While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums & concerns with global security; the rear battle to attract, motivate, development & retain talent is going to heat up considerably. A looming demographic time-bomb will make Talent Management a priority for organizations.

A host of issues like: loss of human capital, talent shortages, ageism, and cultural clash has made acquiring & managing talent difficult.

Talent Management describes the process through which employers of all kinds – Firms, Govt., and Non-profit organizations – anticipate their human capital needs & set about meeting them. Thus Talent Management refers to: getting the RIGHT PEOPLE with the RIGHT SKILLS into the RIGHT JOBS.


It is a professional term, also known as “Human Capital Management”, that refers to the process of developing & fostering new workers through on boarding, developing & keeping current workers & attracting highly skilled workers to work for your company. Companies that are engaged in Talent Management are strategic & deliberate in how they recruit, manage asses, develop & maintain an organization’s most important resource – its PEOPLE. This term also incorporates how companies drive performance at the individual level.

Decisions about Talent Management shape the competencies that organizations have & their ultimate success; & from the perspectives of individuals, these decisions determine the path & pace of careers. We may thus understand that this term is usually associated with competency based HRM practices. Talent Management decisions are often driven by a set of organizational core competencies as well as position – specific competencies. The competency set may include knowledge, skills, experience & personal traits.

As per the studies it was found that generally a workforce comprises of the following categorization:
Ř Superkeeper – 3-5%
Ř Keeper – 20-25%
Ř Solid Citizens – 70%
Ř Misfits – 5%
Here Talent Management plays a very significant role in the determination, retention, development etc.of the aforesaid categories of the workforce. It thereby also takes up the responsibility to allocate these categories in a manner to derive the maximum possible benefit from each.

The process of talent management

Competencies required
(Selecting and developing)


Talent Management

Tapping the full potential

Breakthrough Performance



Traditional HR systems approach people development from the perspective of developing competencies in the organization. This can actually be a risk-prone approach, especially for companies operating in fast evolving industries, since competencies become redundant with time and new competencies need to be developed. Thus, over time, the entire approach to development of people might be rendered obsolete calling for rethinking the entire development initiative.

Talent management on the other hand focuses on enhancing the potential of people by developing capacities. Capacities are the basic DNA of an organization and also of individual potential. In fact, the following appropriately describes the role of talent management:




Point of Departure
Point of Arrival
Translating organizational vision into goals and mapping the required level of capacities and competencies to achieve goals
Aligning individual values and vision with organizational values and vision
Clear understanding of the varied roles within the organization and appreciation of the value-addition from self and others leading to building a culture of trust, sharing and team orientation
Assessment of talent to profile the level of capacities and set of competencies possessed within the organization
Enhancing capacities to learn, think relate and act through development initiatives
Individual growth to meet and accept varied, incremental and transformational roles in an overall scenario of acknowledged need for change
Gap analysis and identification of development path
Helping individuals realize their full potential through learning & dev.
Developed individuals enabling breakthrough performance


At the heart of talent management is developing the following intrinsic human capacities:

1. Capacity to learn (measured as learning quotient LQ)

Enhancing an individual’s capacity to learn improves the person’s awareness. It adds to the person’s quest to know more and delve into newer areas. This capacity is developed by holistic education that teaches how to learn, an enabling environment and good mentoring. Capacity to learn comprises of the following:



Reflection & contemplation


  • Introspection is the individual’s willingness to look back and learn, ability to learn from mistakes and identifying areas of improvement.
  • Reflection and contemplation is the individual’s ability to observe his own thoughts, actions and emotions/feelings and using the awareness to improve further and perform better.
  • Getting into the flow is the individual’s ability to get into a new experience and flow with the experience. It is the person’s child-like ability to derive joy out of learning.

2. Capacity to think (measured as conceptual quotient CQ)

An individual’s quest to know more leads his mind to create images. Enhancing an individual’s capacity to think helps the person not only takes learning to a higher level of intellect but also improves creativity. Capacity to think comprises of the following:





  • Analysis is about asking the right questions and breaking complex things into simpler elements.
  • Creativity is about generating new thoughts and breaking the existing patterns of thought.
  • Judgment requires both. This is what helps an individual take quality decisions.

3. Capacity to relate (measured as relationship quotient RQ)

It is important for an individual to be able to relate to his learning and thoughts. This leads the person to be able to relate to other individuals and the environment around him. The outcome is indeed a sense of belongingness and an environment of trust at the organizational level and team spirit at the individual level. Capacity to relate comprises of the following:





  • Listening is the individual’s ability to listen with warmth and respect. Active listening is free of biases, evaluation and pre-conceived notions.
  • Empathizing is the ability to put self in someone else’s shoes and getting out of one’s own shoes.
  • Trust requires a combination of both empathizing and listening. It is about authenticity, openness and genuineness.

4. Capacity to act (measured as action quotient AQ)
Action is how the above three capacities of an individual are manifested. It is the individual’s ability to enact his intentions. Following are components of capacity to act:




Work under pressure

  • Organizing refers to the individual’s ability to organize his time and resources so as to enable him to convert intentions into reality.
  • Implementing means delegating, attention to detail, and focus on the right process.
  • Perform under pressure means the ability to work under pressure and time constraints and handle multiple tasks without negative stress.

The individual’s values help in discriminating amongst alternatives and act as the bedrock for decisions. They act as multipliers in enhancing the individual’s capacities, a sigma of which reflects the individual’s true talent.


(LQ + CQ + RQ + AQ) X Values = Talent


Organizations provide individuals the opportunity and space for physically manifesting their talent into performance for achieving individual and organizational vision. Talent manifests into performance as follows:

Skills & Competencies
Role & structure
Encouragement & Recognition
Training & Development
Action Plan & Goals


Thus the domain of talent management focuses not only on development of individual’s intrinsic capacities, but also on culture building and change management to provide the other elements listed above for manifestation of talent into performance.


We have thus seen the crucial role played by Talent Management in today’s talent – hungry market & competitive scenario. Hence the importance of this practice has gathered even more momentum in the last few years. Thus it has becomes all the more important to understand the significance of this practice & implement the same to enrich, retain & utilize the quality intellectual capital of an organization to achieve the level of efficiency & status it desires.

From India, Pune
Talent management is far easier to understand once one understands leadership because superior leadership "leads" people to unleash their considerable potential of creativity, innovation, productivity, motivation, and commitment. It is in that state that people are as much as 500% more productive than when they are poorly motivated.

The best way to understand leadership is to learn what followers follow because that is the bottom line.

Leadership applies to people and denotes the sending of value standard messages to people which most of them then follow/use. Thus we say that they have been "led" in the direction of those standards. Leadership is one side of the coin called values, the other side being followership.

Leadership in the workplace consists of the value standards reflected in everything that an employee experiences because these standards are what employees follow by using them to perform their work. Most of what the employee experiences is the support or lack thereof provided by management - such as training, tools, parts, discipline, direction, material, procedures, rules, technical advice, documentation, information, planning, etc.

Leadership is not a process any manager can change. It happens inexorably every minute of every day because of the way people responde to managers. The only choice available to a manager is the standard (good, bad, mediocre or in between) which he/she transmits to employees.

Because of these characteristics, "followership" turns out to be a major force in managing people. Those managers who take advantage of it can become extremely effective at "managing" their human capital.

For example, let's look at the top-down command and control technique that is the most widely used method to manage people.

Top-down concentrates on controlling the workforce through directives such as goals, targets, visions, orders and others in order to achieve organizational success. Focusing on giving direction prevents these managers from doing much of anything else. Thus top-down treats employees like robots in the "shut up and listen, I know better than you" mode, and rarely if ever listens to them. By so doing this approach ignores every employee's basic need to be heard and to be respected. In addition, not listening to employees makes top management ignorant of what is really going on in the workplace thus making their directives misguided at best and irrelevant at worst.

In top-down, nobody listens to employee ideas, nobody values their opinions, and nobody gives them any recognition. The only way that the workforce can deal with managers who treat them in this way is to disengage and ignore their behavior. In the workplace this is seen as being sullen, uncommunicative, having a poor attitude, low morale and/or apathy.

(During my first 12 years of managing people (out of 30+), I used top-down and was never aware of how bad my leadership was. It was not until I started really listening to employees that I began to understand.)

In this way and others, top-down demeans and disrespects employees sending them very negative value standard messages. The standards reflected in this treatment "lead" employees to treat their work, their customers, each other and their bosses with the same level of disrespect they received. No one can become committed to company goals while being treated so poorly.

This is the road to very poor corporate performance as compared to the results that would be achieved using a better approach. Top-down managers are their own worst enemies because they “lead” employees to the very worst performance. Authority is not the problem, but misusing authority as in the top-down model is a huge problem. (In “The Human Side of Enterprise”, author Douglas McGregor named this “Theory X” and named the other extreme “Theory Y”, but he did not provide how to achieve it.)

If you want your employees to produce very high performance and eagerly embrace necessary changes, swing to the other end of the spectrum thus leading toward the highest possible performance. To do this, first get rid of all traces of a top-down approach. Everyone wants to do a good job, but no one wants to be ordered around like a robot.

Next, start treating employees with great respect and not like robots by listening to whatever they want to say when they want to say it and responding in a very respectful manner. Responding respectfully means resolving their complaints and suggestions and answering their questions to their satisfaction as well as yours, but most importantly theirs. It also means providing them more than enough opportunity to voice their complaints, suggestions and questions. Spend your time making your support reflect the very highest standards of all values by resolving their complaints and suggestions thus "leading" them to use the very highest standards.

And realize that the highest quality and most respectful "direction" is the very least since no one likes to take orders or really needs them except in emergency situations. Anyone routinely needing extensive orders should not be on your team.

This treatment leads employees to treat their work, their customers, each other and their bosses with great respect. Listening and responding respectfully also inspires them to unleash their full potential of creativity, innovation and productivity on their work giving them great pride in it and causes them to love to come to work.

You will be stunned as I was by the huge amount of creativity, innovation and productivity you have unleashed. To learn how I escaped top-down after using it for 12 years, read an interview of me at
Extensor - Intervew – Ben Simonton speaks to Alistair Schofield

Best regards, Ben
Author "Leading People to be Highly Motivated and Committed"

From United States, Tampa

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