May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in Why Talent Management Is Needed • Impending retirement of experienced baby boomers • A shortage
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What Is Talent Management?
Concerned with enhancing the attraction, long-term development, and retention of key human resources
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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
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FIGURE 9–1 Talent Management
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FIGURE 9–2
Succession
Planning
Process
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Careers and Career Planning
The series of work-related positions
a person occupies through life.
Represent employees’ movements
through opportunities over time.
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Individual-Centered Career Planning
Individual Career Management
Self-Assessment Feedback on Reality Career Goals Setting of
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Individual Career Choices
Career Choice
Interests Self-Image Personality Background Social
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FIGURE 9–5 General Career Periods
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Special Individual Career Issues
Special Individual Career Issues
Technical and Professional Workers
Dual Career Ladders
Women and Careers
Sequencing Glass Ceiling
Dual-Career Couples
Family-Career Issues Relocation
Global Career Concerns
Repatriation Global Development
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Developing Human Resources
Efforts to improve employees’ abilities to handle a
variety of assignments and to cultivate employees’
capabilities beyond those required by the current job.
Lifelong learning
Redevelopment
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Possible Development Focuses
For Managers For Technical Personnel
• An action orientation
• Quality decision-making skills
• Ethical values
• Technical skills
• Team building
• Developing subordinates
• Direct others
• Dealing with uncertainty
• Ability to work under pressure
• Ability to work independently
• To solve problems quickly
• To use past knowledge in a new
situation
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FIGURE 9–7 Development versus Training
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Developing Human Resources (cont’d)
Employee Development Needs Analysis Methods
Assessment
Centers
Psychological Testing
Performance Appraisals
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FIGURE 9–8 HR Development Approaches
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Supervisor Development
Supervisor Development Topics
Basic management
responsibilities
Time management
Human relations
training
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Leadership Development
Leadership Development
Coaching
Modeling
Management Mentoring
Executive Education
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FIGURE 9–11 Stages in Management Mentoring Relationships