HR Management Development Talent Management.pptVIP

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HRManagementDevelopment

Management Development Talent Management What does this mean to YOU? Definition of MD All activities to identify and develop those people who have the right characteristics to become high-calibre leaders and who have the potential to hold key positions in the organisation. A focused, long-term process involving: Selection Performance Reviews Talent Identification Process: the elements Process: the purpose Philips MD Principles MD is a core corporate process. Managers must recognise and develop employees’ skills and talents. Every employee has equal opportunities for career development and recognition. Identifying people with growth potential is essential. MD requires a structured approach both to individual development and succession planning. At the centre of the process are the Philips Leadership Competencies. Most key management positions are intended to be staffed internally. Target Groups The Talent Pipeline Definitions of Talent Pools Numbers PLG 120 Executives 700 - Succession ratio Target 2:1 Situation begin 2000 0.7 :1 Leadership Competencies Leadership Competencies Professional Competencies The Competency Framework Developed from strategy; not from past performance Focused set of competencies; not massive menus Behaviourally anchored rating scales; not “low-high” scales Focusing on behavioural/enabling competencies; not technical skills Used as a culture change tool and to integrate HR processes, not for one-off applications Should we communicate talent pool membership? Identification Process Roles responsibilities: High potentials: local management proposes BU/BG-management approves Top potentials: BU/BG-management proposes PD MT approves Inputs for Talent Review Discussion Personal portfolio: Career/learning history (including outside Philips) Performance track record Individual development plan Progress against development plan Employees’ aspirations Career Development Centre Identi

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