ࡱ> 5(   ~*kamjadsaeed@yahoo.com8mailto:kamjadsaeed@yahoo.com,www.kamjadsaeed.edu.pk<http://www.kamjadsaeed.edu.pk// 0DArialin Gothic tt, 0DGaramondGothic tt, 0 DTimes New Romantt, 00DWingdingsRomantt, 0@DFranklin Gothic Medium 0"PDBookman Old Styledium 0`DFranklin Gothic Demim 0" A .  @n?" dd@  @@`` 8 <       123VWXYZ [ `ad e ijklmnopqr   0AA@83ʚ;ʚ;g4CdCd8| 0ppp@ <4dddd@w 0t, 80___PPT10 ? -O  =Q' Topic: TALENT DEVELOPMENT Presentation by: PROF. DR. KHAWAJA AMJAD SAEED Principal Hailey College of Banking & Finance University of the Punjab, Lahore. Pakistan Email: kamjadsaeed@yahoo.com Website: www.kamjadsaeed.edu.pk Date: August 04, 2007D *  0 0 Welcome to our program `  &DEVELOPING TALENT FOR OPTIMUM RESULTS ''$PRESENTATION FRAME P$I  +%1: TALENT CONCEPT 1. Any natural ability or power, natural endowment. 2. A superior, apparently natural ability in the arts or sciences or in the learning or doing of anything. 3. People collectively, or a person with talent to encourage young talent.,&2: OPTIMUM RESULTS ( -'3: MARKETS FOR SUCCESS ( .)#4: Decision Science Availability  1+(5: TALENT DEVELOPMENT: Functional Focus)$ `-<6:1 THE DYNAMICS OF LEADERSHIP Some of the Traits of Leaders== nA: Physical Traits - Height - Weight - Physical Attractiveness - Vitality - Physical Endurance ooa.=6:2 THE DYNAMICS OF LEADERSHIP Some of the Traits of Leaders>= $B: Social Traits - Empathy (Power of Understanding) (Imaginative Projection of Subject) - Tact - Patience - Trust - Status Participativeness b/=6:3 THE DYNAMICS OF LEADERSHIP Some of the Traits of Leaders>  $fC: Personality Traits - Ambition - Confidence - Integrity - Persistence - Imagination ggg0=6:4 THE DYNAMICS OF LEADERSHIP Some of the Traits of Leaders>  $D: Personal Traits - Verbal Skills - Wisdom - Judgment - Intellectual Ability - Capacity for Work - Achievement Responsibilityi17: TALENT MANAGEMENT SCOPE $1. Finds and delivers leaders------the key to performance. 2. Aligns the right person to the right work. 3. Speeds recruitment, selection & staffing. 4. Stability with smooth succession. 5. Closes talent gaps- - - -speeds knowledge transfer. 6. Completes management teams. 7. Forces senior management to confront poor performance. 8. Reinforces personal & professional accountability & performance management. z:8: TALENT: HR DIMENSIONS  };/9: TALENT DEVELOPMENT: Commitments To Learning 0$ H1. Share development Plans. 2. Share development goals. 3. Tell people what you have learned. 4. Share learning experiences: - Successful - Challenging 5. Ask others for their feed back and help. 6. Tell people your: - Failures - Successes 7. Discuss what you did to recover from the failure or success. IZI<10: HR: CHANGING SCENARIOS $ =411: BEST GLOBAL COMPANIES FOR EXECUTIVE DEVELOPMENT 55$1. GE 2. Johnson & Johnson 3. Dell Inc. 4. IBM 5. Weyerhaeuser 6. Bank of America 7. Pepsi Co. 8. UBS 9. Proctor & Gamble 10. Cisco System P>112: TALENT MANAGEMENT: Deloitte Research Model 20$(- Chain with five links - Links 1: Attract - Recruitment policy - Induction program 2: Deploy - Performance and career management - Internal mobility L# / ??  3: Develop - Research - Development of leadership - Critical skills - Attitude of management 4: Connect - Investment in diversity management - Knowledge management - Remuneration of teams B ^ c@  5: Retain - Balance between work and life - Incentive pay - Listening to employees - Consensus on the lack of attention paid to retirement , A013: SMART COMPANIES INVEST IN TALENT MANAGEMENT 11$x1. Spend 30-40 hours of your time on talent management. 2. Have a database of employee competencies to enable you to match individuals to vacancies. 3. Identify your A s B s and C s. 4. Use a staff engagement questionnaire to research in the three most important issues to staff and respond accordingly. =Z=B 5. Make use of secondments to ensure career stretch. 6. Develop some metrics around talent management: - Percentage of jobs filled by internal applicants, or - Percentage of developmental reasons 7. Develop an employee value proposition  C14: FOSTERING TEAMWORK ( In today s world, group productivity is often more important than individual task accomplishment. The success of individual managers should depend on how well the manager s group improves in quality and productivity on a continuous basis. Systems that can pit team player against team player must be changed so that the priority of each team member becomes the accomplishment of the group s mission. "D+15: GUIDELINES FOR EFFECTIVE COMMUNICATION ,,$ Management s Communications weakness often lies in its wishful thought that it is easy to get ideas across to other people. In practice, few things are more difficult. The following five communication essentials may be followed: 1. Motivate 2. Inform 3. Stimulate Questions 4. Check up Invite Participation 5. Invite Participation 0VPRE/16: MARKET RESEARCH Major Discussion Questions .0($A: Total Market 1. Will the total market increase and if so, by how much? At home, abroad? B: Share of Market 2. Can we maintain our present share of the market; or increase it?l$ $$R$$HF+MARKET RESEARCH Major Discussion Questions ,*$(.C: Share of Market 3. 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