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Dr. Hilary Duckett
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To define and understand the strategic importance
of talent management and succession planning
To introduce the concept of High Performance Work
Systems (HPWS) in the context of Human Resource
Management
To use case studies to explore processes and
techniques of Talent Management and HPWS
To consider the role of HPWS and Talent
Management in your organisation
‘a process by which one or more successors are identified
for key posts (or groups of similar posts), and career
moves and/or development activities are planned for
these successors. Successors may be ready to do the job
(short-term successors) or seen as having longer term
potential (long-term successors)’
Hirsch, W. (2000)
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Improve and accelerate job filling
Develop longer term successors
Generation of information through regular audits
Strengthening corporate culture through developing a
talent pool as a key corporate resource
How talent is defined is:
• Organisationally specific
• Highly influenced by the type of industry and the
nature of its work
• Dynamic, and so likely to change over time
according to organisational priorities
An organisation needs to develop
its own definition.
‘Talent consists of those individuals who can make a
difference to organisational performance, either through
their immediate contribution or in the longer term by
demonstrating the highest levels of potential’
CIPD (2006) Talent Management Understanding the
Dimensions
Different organisations can have different definitions
of talent:
• “A transnational organisation may define talent as the top
performing 1% of executives
•Another organisation could define talent as the top 10% of high
performers, whatever their role or level
•Yet others may have a mix , defining talent not only as executives
with potential for board-level appointments, but also highpotential individuals who are identified as leaders of tomorrow
•Others may be taking an end-to end view of newly appointed
graduates to top leadership
•Finally some might take the view that every employee should be
included in talent management activities”.
CIPD Talent Management Tool( 2009)
Defining talent and potential
It is ‘the systematic attraction, identification,
development, engagement/retention and
deployment of those individuals with high potential
who are of particular value to the organisation’
Talent Management Understanding the Dimensions – CIPD
2006
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Agreed, organisation-wide definition of talent and
talent management
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A language for talent management that is understood by
all parties in the employment relationship
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A proactive, strategic approach to talent management
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Support that flows from the top of the organisation
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Engaging line managers from an early stage
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Talent management can be used to enhance an
organisation’s image and support employer branding
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Talent management activities should be developed with
other HR policies and practice
•
Should be a blend of formal and informal methods
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HR specialists should be involved
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The performance and progress of those identified needs
to be tracked
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Enabling retention of highest potential employees
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Building a high-performance workplace or learning
organisation
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Adding value to the employer of choice branding
agenda
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Contributing to diversity management
“Our talent management initiatives are robust and believed to
add value to the organisation. We therefore believe that the
attraction and retention of talent is even more important in the
current economic environment than it has been at any time in
the past
Corporate HR Leader, Insurance Banking and Financial
Services Group”.
Source : CIPD – War on Talent 2009
• Talent management remains a priority
• Organisations spend more time focusing on their existing
work force
• Increased opportunities for recruiting talent discarded by
other organisations
• Greater scrutiny on talent management systems and
processes
• Uncertain times have generally led to better
communications between managers and employees
• Greater scrutiny of pay and reward
• More creative approach to non-financial rewards
• Greater emphasis on ethical leadership – able to motivate
in good and bad times
Source: CIPD – War on Talent 2009
• Greater emphasis on leadership and
management development
• Extra and targeted support from Human
Resources
• Coaching and mentoring
• Greater emphasis on communication and
open discussions
Source: CIPD – War on Talent 2009
Characteristics of a high potential employee:
• Has the respect and trust of peers, supervisors and subordinates
• Maintains a high level of competence in their role/job
• Has a bias for action and is a proactive catalyst for change
• Thinks and solves problems creatively and from apposition of
inquiry (versus advocacy)
• Is open to constructive criticism
• Uses critical judgement
• Has a broad understanding of the organisation’s business and
their role in achieving its goals
• Has high capacity to learn
Characteristics of a high potential employee:
•consistently produces measurable results above expectations
•Self manages in a manner that fosters learning and high
performance
•Ensures that team goals are achieved within ethical and cultural
guidelines
•Manages and leads teams that demonstrate a sense of loyalty
and community
•Strives to deliver and exceed customers’ needs
•Arranges and leverages resources within an organisation
•Has high resilience
From Cannon, J and McGee, R (2007)
Talent Management:
stakeholder roles
Stakeholder
CEO / Senior
Management
Responsibilities
• Develop strategy
•Communicates aims
•Provide support
•Select appropriate talent pools
•Contribute to talent management
panels
•Direct involvement with top talent
pools, e.g. as executive coaches
Talent Management:
stakeholder roles
Stakeholder
HR and talent
management
specialists
Employees
Responsibilities
Research & evaluate approaches
Advise and support
Provide updates
Monitor interventions
Track progress
Take ownership of personal
development
Take proactive approach to personal
development planning
Maximise learning opportunities
Based on CIPD (2008)
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Leaders have a pivotal role in recruiting and
developing talent within the business
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Increasing emphasis on discretionary work and an
increasingly skilled workforce prioritises the ‘war for
talent’
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A targeted talent management strategy can help to
nurture talent internally and attract talent externally
– becomes part of the high performance work
system
References
Cannon, J and McGee, R (2007) Talent Management and Succession
Planning, CIPD: London
CIPD (2006) Talent Management Understanding the Dimensions – CIPD
CIPD (2008) Talent management: design, implementation and evaluation.
CIPD
CIPD (2009) War on Talent: Part 1
http://www.cipd.co.uk/hr-resources/survey-reports/war-on-talent-talentmanagement-under-threat-uncertain-times.aspx Accessed 10/10/11
Hirsch, W. (2000)Succession Planning Demystified, IES Report, 372,
Brighton: IES
London Business School (2010) Strategic talent management
http://www.london.edu/videoandaudio/executiveeducation/5352.html
Accessed 10/10/11
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Author
Dr. Hilary Duckett
Institute
University of Plymouth
Title
Leading, Learning Talent Management
Description
Presentation
Date Created
18th November 2010
Educational Level
6
Keywords
UKOER, LFWOER, UOPCPDLM, Continuous Professional Development,
CPD, Work-based Learning, WBL, Leadership, Talent Management
©University of Plymouth, 2010, some rights reserved
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