A collaboration of incompetents, no matter how

diligent or well-meaning, cannot be successful-

Michael Schrage
A collaboration of incompetents, no matter how
diligent or well-meaning, cannot be successful-
Michael Schrage
People are not your most important asset. The RIGHT people are.
Jim Collins
Take our 20 best people away and I can tell you that
Microsoft would become an unimportant company
Labor is about 65% costs of typical
business
Performance differences are huge
Employees and how theyre managed is
source of most competencies
4
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
5
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
90% of CEOs declare that Talent is top of
their agenda but ..
Only 17% say the Talent strategy is aligned with
business strategy
Most agree that CEO is accountable for
succession but only 7% hold managers / 10% hold
senior managers accountable
70% do workforce planning but only 15% as part
of a Talent strategy
90% of CEOs declare that Talent is top of
their agenda but ..
Only 17% say the Talent strategy is aligned with
business strategy
Most agree that CEO is accountable for
succession but only 7% hold managers / 10% hold
senior managers accountable
70% do workforce planning but only 15% as part
of a Talent strategy
6
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Less than 10% say they
measure the effectiveness of Talent
Management programmes
track the quality of the talent over time
use quantitatively frameworks to align
human capital investments with the
business strategy
Less than 10% say they
measure the effectiveness of Talent
Management programmes
track the quality of the talent over time
use quantitatively frameworks to align
human capital investments with the
business strategy
7
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
There are career opportunities at my
organisation
The Engaged employee
70% agree 10% disagree
The Disengaged employee
26% agree 45% disagree
There are career opportunities at my
organisation
The Engaged employee
70% agree 10% disagree
The Disengaged employee
26% agree 45% disagree
8
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent is about to be in the top 10% of the organization
Talent is relevant only at executive level
A talent will remain a talent whatever the organization
will join
Talent is fixed
The overall performance of a company is depending on
the mass of individual talent. More talents means better.
Talents does not need to know that they are talents
Talent is only about high potential
There is a clear correlation between potential and
performance
Talent is about to be in the top 10% of the organization
Talent is relevant only at executive level
A talent will remain a talent whatever the organization
will join
Talent is fixed
The overall performance of a company is depending on
the mass of individual talent. More talents means better.
Talents does not need to know that they are talents
Talent is only about high potential
There is a clear correlation between potential and
performance
9
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent Management involves organisations aligning
the right talent to the right roles to deliver current
and future business objectives. Successful talent
management will be strategic, integrated and
embedded within an organisational culture that
places a high value on supporting and developing its
people.
Talent Management involves organisations aligning
the right talent to the right roles to deliver current
and future business objectives. Successful talent
management will be strategic, integrated and
embedded within an organisational culture that
places a high value on supporting and developing its
people.
10
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
A holistic approach to optimizing human
capital, which enables an organization to drive
short- and long-term results by building
culture, engagement, capability, and capacity
through integrated talent acquisition,
development, and deployment processes that
are aligned to business goals.*
A holistic approach to optimizing human
capital, which enables an organization to drive
short- and long-term results by building
culture, engagement, capability, and capacity
through integrated talent acquisition,
development, and deployment processes that
are aligned to business goals.*
11
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
TALENT
MGMT
3 YEAR PLAN
TALENT
ACQUISITION
TALENT
DEPLOYMENT
JOB
PROFILE
& ANALYSIS
TALENT
SATISFACTION
TALENT
RECOVERY
TALENT
RETENTION
TALENT
SATISFACTION
TALENT
RECOVERY
TALENT
RETENTION
THE TALENT TRACK
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(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent management is about identifying and
developing outstanding individuals for key
leadership roles in a company.
This is particularly important for companys
facing the challenge of developing innovative
and imaginative leaders to meet the needs of
learning transformation.
Talent management is about identifying and
developing outstanding individuals for key
leadership roles in a company.
This is particularly important for companys
facing the challenge of developing innovative
and imaginative leaders to meet the needs of
learning transformation.
13
13
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent management is different from simple
succession planning and filling existing
hierarchical leadership roles that exist today,
as it is a process of providing able and
talented people who will create new and
different leadership roles in the future.
14
14
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent Management requires an
understanding of:
How you define talent
Who you regard as talented
The difference between technical
ability & leadership potential.
Talent Management requires an
understanding of:
How you define talent
Who you regard as talented
The difference between technical
ability & leadership potential.
15
15
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Performance in one role is not
necessarily a good predictor of
ability in another.
Excellent managers do not always make good
leaders, senior leaders or business Heads!
Important to separate idea of
performance from the notion of
potential.
Performance in one role is not
necessarily a good predictor of
ability in another.
Excellent managers do not always make good
leaders, senior leaders or business Heads!
Important to separate idea of
performance from the notion of
potential.
16
16
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent management is about identifying and
developing outstanding individuals for key
leadership roles in a company.
This is particularly important for companys
facing the challenge of developing innovative
and imaginative leaders to meet the needs of
learning transformation.
Talent management is about identifying and
developing outstanding individuals for key
leadership roles in a company.
This is particularly important for companys
facing the challenge of developing innovative
and imaginative leaders to meet the needs of
learning transformation.
17
17
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent management is different from simple
succession planning and filling existing
hierarchical leadership roles that exist today,
as it is a process of providing able and
talented people who will create new and
different leadership roles in the future.
18
18
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent Management requires an
understanding of:
How you define talent
Who you regard as talented
The difference between technical
ability & leadership potential.
Talent Management requires an
understanding of:
How you define talent
Who you regard as talented
The difference between technical
ability & leadership potential.
19
19
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Performance in one role is not
necessarily a good predictor of
ability in another.
Excellent managers do not always make good
leaders, senior leaders or business Heads!
Important to separate idea of
performance from the notion of
potential.
Performance in one role is not
necessarily a good predictor of
ability in another.
Excellent managers do not always make good
leaders, senior leaders or business Heads!
Important to separate idea of
performance from the notion of
potential.
20
20
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
21
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Commitment to Organisation Values (commitment)
Customers thinking highly of our Services (pride)
Understanding what is expected of me
Senior leaders valuing employees
Sufficient incentive to perform well
My opinions counting
Being encouraged to take ownership of my work
My org is effective in attracting & retaining talent
Commitment to Organisation Values (commitment)
Customers thinking highly of our Services (pride)
Understanding what is expected of me
Senior leaders valuing employees
Sufficient incentive to perform well
My opinions counting
Being encouraged to take ownership of my work
My org is effective in attracting & retaining talent
22
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Higher commitment & accountability for Talent Development
Leadership walks the talk*
Depth & consistency of Practices
Talent Management is a top priority
Talent reviews & succession planning are institutionalised
Processes are integrated across units, geographies & population segments
Progressive and innovative practices
Progress and success is measured
Higher commitment & accountability for Talent Development
Leadership walks the talk*
Depth & consistency of Practices
Talent Management is a top priority
Talent reviews & succession planning are institutionalised
Processes are integrated across units, geographies & population segments
Progressive and innovative practices
Progress and success is measured
Good to Great, Why some companies make the leap and others
dont.
Collins, Jim. Harper Business. 2001
23
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Create Talent
(from ZERO to HERO)
Create Talent
(from ZERO to HERO)
24
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
% who could identify the next promotion ___
% who thought they had good chance of getting that
promotion ___
% who thought they could become a leader if stayed with their
company ___
% of their execs who came from within ___
How long they would wait for opportunity ___
% who could identify the next promotion ___
% who thought they had good chance of getting that
promotion ___
% who thought they could become a leader if stayed with their
company ___
% of their execs who came from within ___
How long they would wait for opportunity ___
25
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Talent management is the collection of
things companies do that help employees
do the best they can each and every day.
In your organization
what are the things?
which of them has the greatest
potential for helping employees
do their best..?
In your organization
what are the things?
which of them has the greatest
potential for helping employees
do their best..?
26
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
There is no big bang
Try not to go it alone
Follow these simple steps:
Choose a place to begin
Enlist support
Get started, but start small
Learn from your mistakes
There is no big bang
Try not to go it alone
Follow these simple steps:
Choose a place to begin
Enlist support
Get started, but start small
Learn from your mistakes
27
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
Measure
1. The experience
2. The results
3. The impact
28
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net
If you have any questions at
all please do not hesitate to
send a note or call.
My email address is:
wm@synergymanager.net
29
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career
spanning over 25 years
He is a consultant and
advisor to Board of
Directors of leading
companies & Chambers of
Commerce;
a management trainer of
high repute who has
conducted over 2250
seminars in India and
abroad in areas of
business strategy,
marketing & organization
development.
a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
is a nationally acclaimed
stalwart in the field of
business management with
an illustrious career
spanning over 25 years
He is a consultant and
advisor to Board of
Directors of leading
companies & Chambers of
Commerce;
a management trainer of
high repute who has
conducted over 2250
seminars in India and
abroad in areas of
business strategy,
marketing & organization
development.
a Visiting Professor to
premier management
institutes and staff training
colleges throughout India.
30
website: www.synergymanager.net
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
http://wilfredmonteiro.blogspot.in/
http://negotiating-wizard.blogspot.in
http://salescoach-india.blogspot.in
http://the-sales-champ.blogspot.in
http://salesforce-excellence.blogspot.in
http://strategic-selling.blogspot.in
http://hrm-excellence.blogspot.in
http://personal-growth-guru.blogspot.in
http://thegreatmanager.blogspot.in
http://leadership-by-values.blogspot.in
http://therightetiquette.blogspot.in
http://wilfredmonteiro.blogspot.in/
http://negotiating-wizard.blogspot.in
http://salescoach-india.blogspot.in
http://the-sales-champ.blogspot.in
http://salesforce-excellence.blogspot.in
http://strategic-selling.blogspot.in
http://hrm-excellence.blogspot.in
http://personal-growth-guru.blogspot.in
http://thegreatmanager.blogspot.in
http://leadership-by-values.blogspot.in
http://therightetiquette.blogspot.in
31
website: www.synergymanager.net
(c) copyright 2010 Dr Wilfred
Monteiro
www.synergymanager.net
CONTACT
Dr Wilfred Monteiro
EMAIL: wm@synergymanager.net
website:
www.synergymanager.net
SYNERGY MANAGEMENT ASSOCIATES
since 1993
HR Systems Design
Policy Deployment
Talent Management innovations
Best Practices enablement
Competency based HRM
H R Systems Metrics & Audit
32
(c) copyright 2010 Dr Wilfred Monteiro
www.synergymanager.net