...Sample Talent Management Philosophy We achieve results through people. Therefore, our success hinges on our ability to effectively attract, engage, and reward talented people. Attracting Talent As a national organization, we compete for talent across sectors, organization sizes, and geographic areas. To be successful, we must attract high caliber people who can grow with us. Attracting a talented work force requires a strong employment brand. Therefore, we are committed to creating a culture of excellence which rewards performance, supports professional growth and development and values diversity. In addition, we seek to treat each person as an individual and to create a climate of openness and trust, respect and dignity. At the same time, we will balance individual needs with the needs of the whole organization. Engaging Talent As we continue to grow, the capabilities of our employees must keep pace with the challenges before us. New challenges require new competencies and approaches. Our talent engagement strategy seeks to ensure that our culture stretches our capabilities, rewards results, and provides meaningful and satisfying work. To achieve this, we will focus on competency development, performance and talent management, and succession planning. Our priority is to enable high performing employees to achieve their best and to develop high potential staff. We commit to promoting from within, when possible, and to selecting for diversity...
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...brand in the United States. Bank of America began as a small regional North Carolina National Bank and has become one of the largest companies in the world. Bank of America services individual consumers, small, middle market businesses and large corporations. 1. Outline the talent management program that led to success for the company. Bank of America has always been a leader in the financial services industry. Its philosophy of talent management and development is driven by seven guiding principles that create a mindset that is pervasive across the bank’s executive ranks. The seven different philosophies are stated below: 1. Leaders really do matter in managing and driving accountability, results and culture. 2. Performance rules: Top performers, then high potentials 3. Talent is an enterprise resource. 4. Today’s top-performing leaders are not necessarily tomorrow’s. 5. A broad set of experiences and assignments is the best classroom; yet, a balanced approach is necessary for development. 6. Today’s top 100 must leave a legacy of future talent by teaching, mentoring and serving as role models to others on what it takes to succeed. 7. Invest in the best and focus the rest. Bank of America’s talent management and development efforts are structured around a core set of frameworks that includes the Bank of America core values, a 70-20-10 development frameworks that includes experience based development, 70 percent, coaching and feedback, 20 percent, and learning, 10 percent;...
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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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... The talent management program That led to Success for the Company Bank of America believes successful global leadership development is a mix of three essentials: global consistencies, cultural distinctive and individual ownership. Aligning, teaching and developing key leaders from across the enterprise are main facts of their consistent approach. According tone of the articles of Carter (founder and CEO of Best Practice Institute and the author of several books, including Best Practices in Leadership Development) at Talent Management’s web site, “Participants of their Accelerated Development Program include 80 to 100 high-potential leaders identified from a pool of 5,000 nominees as the bank’s next generation of senior leaders”. The author Carter adds that “The curriculum is a blend of self-paced, Web-enabled content, instructor-led classroom learning, assessment, coaching and ongoing, virtual instructor-led learning”. Carter asserts that, program participants are assigned to coaches from Bank of America’s HR community who know the company culture and live and work in the same region or business unit as those they are coaching (Carter, 2012). Bank of America's overall philosophy of talent management and development is determined by seven base doctrines that create a mindset which penetrate across the company’s executive line. This company has always kept the leadership in talent management in the...
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...Global Talent Management at Novartis Individual Case Assignment There are two philosophies of leadership behind Novarits. First was to develop talent for leadership positions from within, which was one of the goals of any talent management system. It was easier to build a company culture when its employees come up through the ranks with shared values and experiences. Also, it was often less expensive to promote from within than to outbid an outside competitor for someone already holding a comparable position. Another element of Vasella’s philosophy was that the company needed to move talented individuals to their desired positions before they were solicited from the outside. Vasella recognized that in order to manage talent successfully, the company needed to pay people well, but he also knew that pay was not enough to motivate people. People work because they believe in the purpose of the company and they feel engaged in its success. From 2002 onward, the entire company adopted the two-dimension scale, with one dimension focusing on business objectives and the other focusing on values and behaviors consistent with Novartis norms. Each of these two performance dimensions had a three-point scale, with 1 indication poor performance dimensions, 2 indicating satisfactory performance, and 3 indicating superior performance. Employees saw their compensation closely connected to company performance and to their individual rating. In order to minimize the criticism of various aspects of...
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...Tangle wood – Strategic Staffing Decisions Acquire or Develop Talent With Tanglewood being a culture rich organization, it would be more effective to develop talent internally when possible. Functional competencies can be developed over time, but it much harder to acclimate an employee to the company culture. Internal talent will know how the organization operates strategically in regards to the “how” and not just the “what” of how to accomplish objectives. Internal talent has been acquired because their personal goals and values are in alignment with the current company philosopshy. Also, it is more cost effective to develop internal talent than it would be to source and select external talent. The morale and encouragement from employees in regards to their opportunities internally will keep morale high and the motivation will be higher if employees know that the company values them over external talent. Hire Yourself or Outsource When possible, it is recommended that Tangelwood hires as opposed to outsourcing. Again stressing the importance of a culture-rich organization, as much of the talent development process should be internal. An outside organization will be more concerned with the “what” of hiring and not the “how”. External or Internal Hiring When job vacancies are created, the organization should first seek to fill these vacancies from an internal labor market. This will allow the organization to create a more stable, committed workforce. This...
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...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 Management Globalization, competition and technological trends, and changes in the workforce make finding and retaining talented employees a major priority for any organization. In this highly demanding business environment, Human Resources departments are starting to move away from the traditional HR role to a more strategic position that unites the management of human capital with organizational goals. How could organizations overcome such a bottleneck? Through Talent Management. Talent Management is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs. Talent Management has moved away from being an administrative process to a continuous organizational practice with a strategic focus that drives organization outcomes. Human capital and Talent management are aligned in regards to the below management processes: * Succession planning * Development of leaders * Retention and career planning In this project, we have explored the talent management programs in several insurance organizations in Jordan. We've approached the organizations, did interviews with them, as well as surveys. Afterwards, we analyzed the data, and benchmarked the organizations' talent programs with the UNDP's talent program. We benchmarked against the United Nations Development...
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...more designer appearance than discount stores. This strategy is further supplemented by the company’s trademark “look” which involves an outdoors theme, complete with real wood décor and use of natural colors (Kammeyer-Mueller 2009). In order to meet the company’s business strategy and goals, staffing must be considered. The company must take some time to consider what route to take when it comes to staffing quantity and quality. A staffing strategy requires making key decisions about acquisition, deployment and retention of the organization’s workforce (Heneman III and Judge 2009). There are thirteen decisions under staffing strategy that affect staffing levels and staffing qualities. The thirteen decisions are: acquire or develop talent, hire yourself or outsource, external or internal hiring, core or flexible workforce, hire or retain, national or global, attract or relocate, overstaff or understaff, short- or long-term focus,...
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...playbook. by Patty McCord How Netflix Reinvented HR SPOTLIGHT ON TALENT AND PERFORMANCE This document is authorized for use only by Janet Hughes (JAH612@LEHIGH.EDU). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. SPOTLIGHT ON TALENT AND PERFORMANCE Spotlight ARTWORK Freegums, Good Vibrations 2011, acrylic on wood, 8' x 15' This document is authorized for use only by Janet Hughes (JAH612@LEHIGH.EDU). Copying or posting is an infringement of copyright. Please contact customerservice@harvardbusiness.org or 800-988-0886 for additional copies. FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG Patty McCord is the founder of Patty McCord Consulting and the former chief talent officer at Netflix. How Netflix Reinvented HR Trust people, not policies. Reward candor. And throw away the standard playbook. by Patty McCord S heryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should...
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...Take the Pepsi Challenge Professor Marsh Strayer University Discuss how PepsiCo uses its talent to sustain a competitive advantage in the marketplace. PepsiCo sustain a competitive advantage in the marketplace through talent acquisition, talent management and development, PepsiCo University, and inclusive culture. Talent acquisition is defined as finding the right talent when needed and delivering a consistent candidate experience across the attraction, recruitment, hiring, and onboarding process. Talent management and development is building bench strength for key leadership positions and delivering talent development opportunities and capability for employee learning. Learning at PepsiCo’s University, individuals will have a broad accessibility in a learning environment at culture is described as shaping the PepsiCo culture and reinforcing the behaviors required to support the talent of the present and the future that reflects multicultural, multigenerational, and global needs. (Church, 2010) PepsiCo’s approach on talent acquisition is mainly driven by their philosophy on talent management. They look for and acquire talent based on the potential of growth within the company, for that particular individual; grooming its employees to take on more advanced and functional roles within the company. PepsiCo prides itself on having a “bench”. The bench being more than one person to fill that particular role/ position as it becomes available, or as the company needs it to be...
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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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...1. Competitors. There are eight major competitors of Tanglewood: Dillard’s, J.C. Penny, Kohl’s, Macy’s, REI, Sears Holding Corp., Target and Walmart. On page 4 of casebook, it says “major concern for Tanglewood has been the westward expansion of companies like Kohl’s and Target”. Tanglewood has even more direct competition right now. It might be good to hire qualified staff to exceed the competition. Structure. Tanglewood is a retail business. It has clothing, jewelry, and non-clothing merchandise: sporting goods, bath, bedding and home décor. Company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood is located in 12 geographical regions, with 20 stores per region. The breakdown of stores is: * Eastern Washington * Western Washington * Northern Oregon * Southern Oregon * Northern California * Idaho, Montana and Wyoming * Colorado * Utah * Nevada * New Mexico * Arizona Total number of stores is two hundred forty three. Employees. * Each store is managed by a single individual – store manager * He/she has three store managers working beneath him/her * The assistant managers for softlines, hardlines, and operations and human resources. * Department managers * Shift leaders * Associates Total: two hundred fifteen employees per store. Culture and values. * Tanglewood has emphasized employee participation and teams. * Vision for employee relations...
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...TangleWood Case One To: Donald Penchiala, the Director of Staffing Services REE: Tanglewood Retail Case Date: July 18th, 2010 Every business in the global market has to have some sort of staffing strategy in order to be successful. Tanglewood Retail store is one of the big and poplar retailers among 12 regions locally and obverses. After I examined the report that you provide me with, I have analyzed the staffing strategy decisions as below with my recommendations. Acquirer or develop talent, Core or flexible workforce: After reviewing the Tanglewood case, and exhibit 1.7 in chapter one of our text book Staffing Strategy, I felt the that the staffing levels and quality listed, developing talent and exceptional workforce are the most important strategy's for the company to focus on because of the different cultures which are related to the different regions. Tanglewood has to differentiate it's self from its competitors such as Kohl's, Target, and Kmart by having a high level of employee expertise in their work performance and customer service to maintain and exceed the competition. Going back to any successful company you will notice that their internal culture is strong due its requirements. For instance people from the same region as the store will be a better fit for the job because they know the culture and will live in the same atmosphere as there workplace. According to Business monthly, "Tanglewood really needs to slow down and take a hard look at our corporate...
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...Running head: PROBLEM SOLUTION: RIORDAN MANUFACTURING Problem Solution: Riordan Manufacturing Khwaja Shaik University of Phoenix Problem Solution: Riordan Manufacturing Riordan Manufacturing is a global plastics producer employing 550 people with projected annual earnings of $46 million. The company is wholly owned by Riordan Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Production is divided among three plants: plastic beverage containers in Albany, Georgia; custom plastic parts in Pontiac, Michigan; and plastic fan parts in Hangzhou, China. Research and Development is conducted at corporate headquarters in San Jose, California. Riordan's major customers are automotive parts manufacturers, aircraft manufacturers, the Department of Defense, beverage makers and bottlers, and appliance manufacturers. This research paper will discuss the issues being faced by Riordan Manufacturing and provides solution based on various motivation, rewards and performance concepts Situation Analysis Issue and Opportunity Identification – Total reward system The current reward system is barely based on performance, instead recognizing cost-of-living increases, seniority and position. Faced with declining morale and work ethic, Riordan managers have been pressuring the CEO to "do something" about the rewards system. Riordan’s employees comprise three major demographic groups. Baby boomers make up the bulk of the managerial and about...
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