Human resrouce management 12th mathis jacson chapter 0010
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CHAPTER 10
Talent Management
and Development
Section 3 Developing Human Resources
© 2008 Thomson/South-Western All rights reserved.
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Chapter
Chapter Objectives
Objectives
After you have read this chapter, you should be able to:
■ Identify the importance of talent management and
discuss two issues it addresses.
■ Differentiate between organization-centered and
individual-centered career planning.
■ Discuss three career issues that organizations and
employees face.
■ List options for development needs analyses.
■ Identify several management development methods.
■ Explain what succession planning is and its
components.
© 2008
Thomson/SouthWestern. All rights reserved.
10–2
Nature Of Talent Management
• Talent Management
Concerned with enhancing the attraction, long-term
development, and retention of key human resources.
• Determining the Scope of Talent Management
Targeting jobs—executive, senior and upper-level
management and key jobs
Targeting high-potential individuals (high-pos)
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10–3
Nature Of Talent Management
Creating and
maintaining an
organizational culture
that values people
Identifying future
needs and developing
individuals to fill
those needs
Key Areas
of Talent
Management
Establishing ways to
conduct and manage
activities to support
talent development
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Developing a pool of
talented people who
can supply future job
needs
10–4
FIGURE 10-1
Talent Management Bridge
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10–5
FIGURE 10-2
Effective Talent Management
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10–6
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.
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10–7
Careers and Career Planning (cont’d)
• Organization-Centered Career Planning
Focuses on jobs and on identifying career paths that
provide for the logical progression of people between
jobs in the organization.
• Individual-Centered Career Planning
Focuses on an individual’s career rather than in
organizational needs.
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10–8
FIGURE 10-3
Organizational and Individual Career Planning Perspectives
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10–9
Individual Career Planning Components
Individual Career Management
Self-Assessment
Feedback
on Reality
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Setting of
Career Goals
10–10
Individual Career Choices
Career
Choice
Interests
Self-Image
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Personality
Social
Background
10–11
FIGURE 10-4
General Career Periods
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10–12
FIGURE 10-5
Portable Career Path
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10–13
Career Transitions and HR
Entry Shock
for New
Employees
Supervisors
Feedback
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Time
The Work
10–14
Special Individual Career Issues
Technical and
Professional Workers
Women and Careers
Sequencing
Glass Ceiling
Dual Career Ladders
Special
Individual
Career
Issues
Global Career Concerns
Dual-Career Couples
Repatriation
Global Development
Family vs.Career
Relocation
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10–15
Developing Human Resources
• Development
Efforts to improve employees’ ability to handle a
variety of complex assignments (knowledge work)
requiring judgment, responsibility, decision making,
and communication.
• Developing Specific Capabilities/Competencies
Lifelong learning
Redevelopment
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10–16
FIGURE 10-6
Development vs. Training
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10–17
Developing Human Resources
Employee Development
Needs Analysis Methods
Assessment
Centers
Psychological
Testing
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Performance
Appraisals
10–18
FIGURE 10-7
HR Development Approaches
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10–19
FIGURE 10-8
Possible Means for Developing Employees in a Learning Organization
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10–20
FIGURE 10-9
Management Lessons Learned from Job Experience
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10–21
Management Development
Supervisor
Development
Executive
Education
Leadership
Development
Management
Development
Methods
Management
Mentoring
Management
Modeling
Management
Coaching
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10–22
FIGURE 10-10
Stages in Management Mentoring Relationships
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10–23
Problems with Management Development Efforts
Failing to conduct an
adequate needs analysis
Trying out fad programs
or training methods
Common
Problems in
Management
Development
Failing to address
organizational factors that
result in encapsulated
development
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Substituting training
instead of selecting
qualified individuals
10–24
FIGURE 10-11
Succession
Planning
Process
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10–25
