What Is Talent Management? • Talent Management  Concerned with enhancing the attraction, long-term development, and retention of key human resources © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–1 Why Talent Management Is Needed • Impending retirement of experienced baby boomers • A shortage of young people entering the workforce • High school graduates who lack writing and verbal communication skills, as well as a work ethic • College graduates with weak writing, leadership, critical thinking, and creativity skills • Companies unprepared for a sudden loss of leadership • Lack of accountability for managers and executives in developing their direct reports © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–2 FIGURE 9–1 Talent Management © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–3 FIGURE 9–2 Succession Planning Process © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–4 Careers and Career Planning • Career  The series of work-related positions a person occupies through life • Career Paths  Represent employees’ movements through opportunities over time © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–5 Individual-Centered Career Planning Individual Career Management Self-Assessment Feedback on Reality © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Setting of Career Goals 9–6 Individual Career Choices Career Choice Interests Self-Image © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Personality Social Background 9–7 FIGURE 9–5 General Career Periods © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–8 Special Individual Career Issues Technical and Professional Workers Women and Careers Dual Career Ladders Sequencing Glass Ceiling Special Individual Career Issues Global Career Concerns Dual-Career Couples Repatriation Global Development Family-Career Issues Relocation © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–9 Developing Human Resources • Development  Efforts to improve employees’ abilities to handle a variety of assignments and to cultivate employees’ capabilities beyond those required by the current job • Developing Specific Capabilities/Competencies  Lifelong learning  Redevelopment © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–10 Possible Development Focuses For Managers • • • • • • • • An action orientation Quality decision-making skills Ethical values Technical skills Team building Developing subordinates Direct others Dealing with uncertainty © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part For Technical Personnel • • • • Ability to work under pressure Ability to work independently To solve problems quickly To use past knowledge in a new situation 9–11 FIGURE 9–7 Development versus Training © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–12 Developing Human Resources (cont’d) Employee Development Needs Analysis Methods Assessment Centers Psychological Testing © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Performance Appraisals 9–13 FIGURE 9–8 HR Development Approaches © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–14 Supervisor Development Supervisor Development Topics Basic management responsibilities Time management © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Human relations training 9–15 Leadership Development Modeling Coaching Leadership Development Management Mentoring Executive Education © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–16 FIGURE 9–11 Stages in Management Mentoring Relationships © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–17 [...]... Supervisor Development Topics Basic management responsibilities Time management © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Human relations training 9–15 Leadership Development Modeling Coaching Leadership Development Management Mentoring Executive Education © 2011 Cengage Learning All rights reserved... in whole or in part 9–12 Developing Human Resources (cont’d) Employee Development Needs Analysis Methods Assessment Centers Psychological Testing © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Performance Appraisals 9–13 FIGURE 9–8 HR Development Approaches © 2011 Cengage Learning All rights reserved... with uncertainty © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part For Technical Personnel • • • • Ability to work under pressure Ability to work independently To solve problems quickly To use past knowledge in a new situation 9–11 FIGURE 9–7 Development versus Training © 2011 Cengage Learning All rights... Education © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–16 FIGURE 9–11 Stages in Management Mentoring Relationships © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 9–17