...TALENT MANAGEMENT AT GOVERNMENT -LINKED COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary 11 15 Talent Management at Government Linked Companies (GLCs) Page 3 Preface In today’s global business environment, talent becomes the potentially powerful source of competitive advantage. Talent management is the fundamental building block to creating an organisation that is capable of learning, innovating and changing, as well as executing new processes. Finding, acquiring and retaining the right talent complemented by correct management and support are necessary for sustainable competitiveness. This research explores the aspects of talent management among Government-linked companies (GLC) in Malaysia. The Government’s Orange Book on Strengthening Leadership Development of December 2006 provides insights into the transformation processes of GLC in talent management. The Orange book sets out a framework to assess and strengthen company-wide leadership development through talent management. With these in mind, initiatives were taken to research talent management initiatives...
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...Talent Development at PepsiCo PepsiCo’s Competitive Advantage PepsiCo uses its talent to sustain a competitive advantage by the following means: The first means is talent management. PepsiCo’s talent management has four frameworks, talent acquisition, talent management and development, PepsiCo University, and Inclusive culture. PepsiCo has been very successful in talent development and many of their former CEO’s are now in leadership positions at other Fortune 500 companies. The second means is talent development. PepsiCo focuses on developing leaders. They use talent development as a model for targeted succession planning. PepsiCo uses talent management and development to empower employees and develop growth. Growth is the first component of the PepsiCo’s corporate value statement. The growth and development of their employees is critical to their success. PepsiCo’s Career Growth Model PepsiCo has a good model for career growth. The following discusses three key elements: The first key element is proven results. Results are measured by PepsiCo’s performance management process and reinforce the cultural emphasis on growth (Silzer & Dowell, 2010). Business growth creates opportunity for employees to grow and get involved with the company. The second key element is leadership capability. Leadership capability reflects the behaviors that employees are expected to demonstrate (Silzer & Dowell, 2010). The behaviors are tiered...
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...INTRODUCTION The business world is changing at bullet-train speed – technology, the global economy, increasing regulatory scrutiny, the looming talent crisis, the recognition that mental illness is dramatically affecting the workplace. All of these are having a huge impact on the HR profession. The c-level is finally starting to realize how important your role is. They want you to get out of the day-to-day administrivia - while still making sure everything is done perfectly, mind you. They want you to measurably contribute to the top-line and the bottom line, and help mitigate risk. There are ten major trends that you need to be aware of as your role evolves to meet these challenges. Let’s start with the most obvious. #1. The Changing Role of the HR Professional We need to put the “human” back into human resources. Employees are humans, not commodities, and HR departments have to start seeing them differently. With the current push towards strategies that engage employees, attract top talent, and contribute to the bottom line, this change is imperative. We need to stop whining about being at the table. These days, almost every book or article you read about the role of HR talks about HR needing to be ‘at the table’ or to be more strategic. It’s my observation that in almost every respected company, HR is at the table. So for most HR leaders, the question is not ‘how do you get to the table’. It is ‘now that you are at the table, how do you best contribute to the success...
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...Leveraging Current Technology for Human Capital Talent Management WOILE 15-06, CW4 James Arnold Army senior leaders all agree that talent management is an integral piece to human capital distribution; however, the means and current business practices do not meet the current demands. The current manning conferences held at the Army Human Resources Command (AHRC) are highly technicial and provide a modicum of the true talent pool available for the officers identified to move based upon time, information resources, and the Mission Essential Requirements (MER) list provided by the field. The future of talent management distribution hinges upon the Army leveraging current technology for data mining which will enhance talent management distribution in a regionally aligned global force. Observation: Legacy Human Resources systems lack data elements specifically designed to highlight talent management coupled with the fact that the Officer Record Brief (ORB) does not always reflect an accurate picture. Discussion: The Office of Economic and Manpower Analysis (OEMA) conducted a pilot program call the “Green Pages” on talent management that included input from organizations on positions and officer input identifying skill sets. The pilot provided evidence that officers felt more in control of the assignment process and identified officers with more specialized skills that are not captured using current HR systems. Units had more input in whom they selected based upon certain...
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...reluctant to invest in human resources (HR) services in their respective firms. They seem to have failed to realize the importance of having an HR department, which has a vision for retaining talent, developing skills and also managing hidden and known talents in the workforce. They do not gather that an HR department can help with all issues faced by SMEs – in managing everything within a holistic framework of their organization. • Constraints involved in investments HR consultancies and industry representatives are of the opinion that physical and psychological barriers are the biggest constraint in investment in these initiatives. Moreover, SMEs in Pune lack the mechanism needed to collect the structured inputs to manage HR challenges. Financial constraints are also a major hindrance stopping SMEs to appoint HR personnel. Small firms do not have enough funds to make substantial investment in HR initiatives. • Lack of segregation Many SMEs do not have department separations, hence lack chartered policies. Several employees in such industries are also reluctant in contributing to statutory contributions such as ESI, PF from their salaries. They are aware of their statutory right but are reluctant to share their income. Recently, ESI also reduced hospital facilities and these hospitals are not equipped enough to treat patients. Hence, the employees feel that it is a wastage of money to subscribe to these contributions. • Outsourcing of HR function considered a better option ...
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...What is Talent Management? Talent management is a complex collection of connected HR processes that delivers a simple fundamental benefit for any organization: Talent drives performance. We all know that teams with the best people perform at a higher level. Leading organizations know that exceptional business performance is driven by superior talent. People are the difference. Talent management is the strategy. Analyst research has proven that organizations using talent management strategies and solutions exhibit higher performance than their direct competitors and the market in general. From Fortune 100 global enterprise recruiting and performance management to small and medium business eRecruiting, leading companies invest in talent management to select the best person for each job because they know success is powered by the total talent quality of their workforce. The Talent Age In 1997, a McKinsey study coined the term: war for talent. Now in the new millennium, we find ourselves in the talent age. During the agricultural age, the economy was based on land, a truly physical and very tangible asset. The industrial age followed with a manufacturing-driven economy. Higher business performance was derived through the most effective use of factories and distribution networks. The knowledge age moved the basis of economic value to information assets through integrated communications and computer technology. Now the competitive battlefront is for the best people because they...
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...-----------------------6-7 Inside Apollo------------------------------------------------------------------------------------------------8-9 The need for change---------------------------------------------------------------------------------------9-10 Talent management practice Findings----------------------------------------------------------------10-11 Apollo’s Induction program----------------------------------------------------------------------------11-14 Suggestions--------------------------------------------------------------------------------------------------14 Conclusion------------------------------------------------------------------------------------------------14-16 Appendix------------------------------------------------------------------------------------------------------17 References----------------------------------------------------------------------------------------------------18 Introduction Going forward, companies are faced with an array of challenges. They have to focus on costs cutting, evaluating and reevaluating business strategies and developing leadership competencies for top executives. To keep employees happy and for a company to thrive, employers must manage their talents; implement effective compensation and rewards strategies. Apollo Information Services, Inc. (AISI) is the largest medical coding and billing company in Southwest Florida. It is recognized in the community as a...
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...Running Head: Home Depot Talent Practices at Home Depot Shaniekia Moore Strayer University Dr. Sheila Letica Talent Management HRM 532 January 20, 2011 Lockwood, (2006) determine that in a competitive marketplace, the talent management process is one of the most important driver for organizational success. Home Depot maintains its’ competitive edge by using their organizational talent in the Do It Yourself industry. This is achieved by having an exemplary organizational structure of values, principles, and beliefs. In achieving that status, Home Depot’s emphasized the importance of employees’ knowledge of the business and their enthusiasm, (Grow, Brady & Arndt, 2006) and hiring of dependable and knowable older workers (Silzer, & Dowell, 2010). In addition to be effective in maintaining that competitive edge Home Depot has various programs that focused on a wide array of leadership development. They encouraged cross-functionality across the company (Gandossy and Verma, 2005), groomed internal talent to allow for peer tutoring from other executives (Gandossy and Verma, 2005) underscored the importance of human capital and engaged store associates in creating a superior customer experience (Silzer, & Dowell, 2010). The key channels that Home Depot developed for recruiting talent, is focusing its recruiting efforts on older workers by partnering with the senior citizens group, American Association of Retired Persons (AARP), (Tucker, Kao, and Verma...
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...the growing popularity of talent management and over a decade of debate and hype, the concept of talent management remains unclear’ (Collings and Mellahi, 2009) This assignment will explore this statement by conducting a literature review of the current commentary on the definition of ‘talent management’. Furthermore the impact any lack of clarity around the concept of talent management may have on the national and international markets which organisations source ‘talent’ from and any impact of Human Resource Management practices in terms of employee retention and exit strategies being managed fairly and ethically will also be looked at. After careful analysis of the academic literature on talent management and what it actually is, it becomes apparent that there is a ‘fundamental lack of consensus’ about the definition of talent management. Despite various attempts of countless academics to define and describe the concept of talent management, there doesn’t seem to be any consensus on what exactly TM entails. Before looking at the concept of ‘talent management’ as a whole, one must look at the definition of ‘talent’ first to gain a better insight into this confusion and lack of clarity. Here are some examples of some definitions that have been put forward in recent years: * ‘Talent’ is essentially a euphemism for ‘people’ (Lewis and Heckman, 2006:141) * The best and the brightest (McKinsey in Beechler and Woodward, 2009:274) * ‘Talent consists of those individuals...
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...with maximum efficiency. In the nonprofit sector, creating a competitive compensation and benefits strategy is important to attract talent, but developing a total rewards package may be more important. “Employees nowadays are looking at the whole package: ‘What’s my base salary, do I have incentives, what are my benefits, can I telecommute, can I have flex time, can I have a relaxed dress code and is it family-friendly?’” Glantz said. “[If] a not-for-profit can offer what’s considered an attractive total rewards package, [it’s] going to help that company.” The argument now is that these intangibles need to be measured and monitored, and subsequently tied to the bottom line. Re-defining the bottom to include intangibles such as leadership practices, organizational capabilities, and the ability to attract talented people is necessary. In addition, as organizations continue to automate business processes using technology, in order to remain competitive against others that are doing the same, they must now focus on their talent. Additionally, though talent can be cultivated and developed, it can also leave the organization, become sick, de-motivated, and perhaps influence others to behave in ways unfavorable for the organization. Worst of all, talent can deliver the “double-whammy” by moving to a direct competitor. The strategic management of talent as such a critical driver of corporate performance has become more and more important in the last few decades. Several key events have...
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...echnical specialists in a technical career EMELIE BAEDECKE YLLNER ALEXANDRA BRUNILA Master of Science Thesis Stockholm, Sweden 2013 i Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Master of Science Thesis ME200X 2013:31 KTH Industrial Engineering and Management Industrial Management SE-100 44 STOCKHOLM ii iii Master of Science Thesis INDEK 2013:31 Talent management – Retaining and managing technical specialists in a technical career Emelie Baedecke Yllner Alexandra Brunila Approved 2013-05-30 Examiner Kristina Nyström Supervisor Martin Vendel Commissioner Anonymous Contact person Anonymous Abstract The purpose of this thesis is to investigate talent management and how companies should work with talent management in order to retain and manage technical specialists in a technical career. Talent management is found to be important for modern organizations because of the advent of the knowledge economy, new generations entering the workforce and the need for businesses to become more strategic and competitive, which implies new ways of managing human capital. Furthermore, talent management is motivated by the fact that it has been found to lead to higher corporate profits when it is connected to the corporate strategy. The research method in this thesis is qualitative, and based on a case study of an organization in Norway active in the oil and gas industry, where qualitative semi-structured interviews...
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...integration into talent management system of Janssen Pharma Arun Vigneswaran M Ist Year M.A HRM&LR Contents: INTRODUCTION A career path is the sequence of work positions or roles that a person holds over the span of life time..The fundamental components of a career path are a sequential list of roles, Qualifications, Critical Developmental Experiences (CDE), Competencies, Organizational perspective. The potential and promise of career paths lie in the dynamic part of career and talent management.. Career paths factor in mobility and embeddedness and to what extent they play a role in career success. In the contemporary organization concepts of boundryless careers are emerging and needs to be factored in for a comprehensive career path. A career path can be harnessed to maximize both individual and organizational potential and can be used to achieve important business outcomes by aligning with a variety of HR processes and systems. In this project we have tried to find how career paths are designed in any organization and further how it can be customized for MAF, BD division of Janssen Pharma. Career paths have become an important part of talent management and is used extensively during promotion, retention, exit, future planning. We have also tried to identify how career paths can be harnessed by the talent management team and used to solve some of the current problems like attrition, stagnation. CONCEPTUAL DESIGN OF CAREER PATHS In today’s War for talent scenario getting...
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...finance, and shared-service areas, but there’s also a significant finance talent presence in tax, treasury, audit, enterprise resource planning (ERP), and investor relations. There are also specialists in a variety of areas, including economic, enterprise risk management, real estate, information systems, and product innovation. The company’s general organizational design for finance is to locate talent as close as possible to business activities. Finance talent is found in Whirlpool factories, sales offices, R&D functions, and regional headquarters around the world. Finance directors and VPs often have dual reporting relationships—to their business units as well as the office of the CFO. Because Whirlpool has a significant global presence, a great number of its talent base must have higher-than-average skills in U.S. GAAP, currency management, and IFRS. Aside from a strong emphasis on leadership development and finance technical competence, skills in Six Sigma, innovation, and employee engagement are highly valued Vision: Transform the finance organization’s capabilities at Whirlpool to world class status Value drivers of this function: Interdependency of people, processes & systems Trigger: Lack of attractiveness of Finance Talent towards Whirlpool due to lack of development opportunities, training & succession planning, Group CFO Roy Templin had to take up the transformation project * HR Head David Binkley provided all the support but Templin has to...
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...Discuss how the leadership talent pipeline at Ecolab was critical to executing its business strategy. The CEO and executives got together and came up with a strategy that grows the company. They had to capitalize on success to capture greater share in markets. What this mean is they had to go a step higher than where the company currently stands. I think because they don’t want to get comfortable and stuck and can’t grow. They also are looking for new opportunities for the company to expand. With this being said they are trying to develop a broader range of cleaning and sanitizing products. They want to keep up with competition and exceed them. I think once they got everything done nationally they want to go globally; they probably realize there are more opportunities besides in the U.S. and want to be the first or one of the first to expand globally. Stepping into the health market probably was a stepping stone for Ecolab. HR took the lead to develop and implement a global pipeline program so the company could develop the leadership talent it needed to grow. To summarize, Ecolab had to implement a strategic plan. With all the growth Ecolab would grow double its size and they had to be prepared and ready. Discuss Ecolab’s talent management philosophy. There are several philosophies that are involved in Ecolab talent management. They are: a. Talent is shared: Basically everyone had to step in and help out where needed. They are all there to serve a purpose and it’s...
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...ASSIGNMENT NO. 2 TALENT MANAGEMENT RESEARCH PAPER TABLE OF CONTENT I. Executive Summary…………………………………………………...............3 II. Introduction…………………………………………………………................4 III. What is the meaning and nature of talent or global talent management and succession planning in particular organizational contexts?.................................5 IV. What are the key challenges faced by organizations in their approach to talent management?.......................................................................................................7 V. What are the measures of success/critical success factors for talent management initiatives for both the management of the organization and its employees?......9 VI. Conclusion……………………………………………………………..….....13 VII. Bibliography & Reference..……………………………….…………………14 TALENT MANAGEMENT RESEARCH PAPER By Ramy Emam Page 2 I. EXECUTIVE SUMMARY What is talent management? Wide variations exist in how the term ‘talent’ is defined across differing sectors, and organizations may prefer to adopt their own interpretations rather than accepting universal or prescribed definitions. That said, it is helpful to start with a broad definition and, from our research, we have developed a working definition for both ‘talent’ and ‘talent management’: Talent consists of those individuals who can make a difference to organizational performance...
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