Talent Management

Submitted By:

1- Paul Ashraf 23128426

2- Bassem Youssry 23126733
3- Samuel Samir 23126393
Submitted to: 4- George Zaki 23126732
5- Milad Hanna 23126739
DR. Sarah Yassin 6- Amir Fahmy 23126849
 Talent management HR MANAGEMENT

•Definition

•Importance or Purpose of Talent Management

•The process of Talent Management

•Impact of Talent Management on HR

•Impact of Talent Management on Organizational Performance

• challenges of talent management

•Best Practices of Talent Management in the Market

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 Talent management HR MANAGEMENT

Definition

Talent management is process of planning, recruiting, developing, managing, and compensating

employees also in other word is the process of that talented people are attracted, retained, motivated and
developed in line with the needs of the organization (Armstrong, 2011).

1. Planning

In the Planning phase stared by analyzing the current and future goals that the organization seeks for and
define any deficit or gaps of skills in order to build pool of candidates, forecast future talent
requirements and fulfill the gap of skills.

2. Recruiting

After planning the recruiting phase, I started by attracting the right talented candidate to fill the position
in the organization through screening resumes and interviews.

3. Developing

Once the employees join the team the talented management provides opportunities to the employees to
innovative their skills through training programs, mentorship and job rotation.

4. Managing

Monitoring the performance of management who set up the organization goals, giving feedback, and
resolve any issues or challenges, this process ensures a thorough assessment of managerial effectiveness
in goal setting, feedback provision, and issue solutions, contributing to a more comprehensive
understanding of organizational path.

5. Compensating

Compensating refers to providing financial or non-financial rewards to individuals in exchange for

their work, services, or contributions. This can include salary, bonuses, benefits, incentives,
recognition, or any other form of compensation provided by an organization to its employees. the

By applying these processes with the organization's overall goals and objectives, talent management
helps to select the right people in the right roles, equipped with the necessary skills and support to drive
business success.

Why is Talent Management important?

To understand why Talent Management has become so important, we must first look at the evolution of
corporate HR.

Stage 1: Personnel Department

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In the 1970s and 1980s the business function which was responsible for people was called The
Personnel Department. The role of this group was to hire people, pay them, and make sure they had the
necessary benefits.
Stage 2: Strategic HR

In the 1980s and 1990s organizations recognized that the HR function was in fact more important - and
the concepts of Strategic HR emerged. During this period organizations recognized that the HR manager
had a much larger role: recruiting the right people, training them, helping the business design job roles
and organization structures (organization design) and serving as a central point of communication for
employee health and happiness. the HR department now became more than a business function: it is a
business partner, reaching out to support lines of business.

Stage 3: Talent Management

We are now entering a new era: the emergence of "Talent Management." While strategic HR continues
to be a major focus, HR and R &D organizations are now focused on a new set of strategic issues:
How can we make our recruiting process more efficient and effective, How can we better develop
managers and leaders to reinforce culture, instill values, and create a sustainable leadership pipeline
How do we quickly identify competency gaps so we can deliver training, e- learning, or development
programs to fill these gaps? How can we use these gaps to hire just the right people?
How do we manage people in a consistent and measurable way so that everyone is aligned, held
accountable, and paid fairly? How do we identify high performers and successors to key positions
throughout the organization to make sure we have a highly flexible, responsive organization?
These new, more challenging problems require new processes and systems. They require tighter
integration between the different HR bases and direct integration into line of business management
processes. Today organizations are starting to buy, build, and stitch together performance management
systems, succession planning systems, and competency management systems. The HR function is
becoming integrated with the business in a real-time fashion.

Defining the Talent Management Process

Organizations are made up of people: people creating value through proven business processes,
innovation, customer service, sales, and many other important activities. As an organization strives to
meet its business goals, it must make sure that it has a continuous and integrated process for recruiting,
training, managing, supporting, and compensating these people.

1. Workforce Planning: Integrated with the business plan, this process establishes workforce plans,
hiring plans, compensation budgets, and hiring targets for the year.
2. Recruiting: Through an integrated process of recruiting, assessment, evaluation, and hiring the
business brings people into the organization.

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3. Onboarding: The organization must train and enable employees to become productive and
integrated into the company more quickly.
4. Performance Management: By using the business plan, the organization establishes processes to
measure and manage employees.
5. Training and Performance Support: critically important function. Here companies provide
learning and development programs to all levels of the organization.
6. Succession Planning: As the organization evolves and changes, there is a continuous need to
move people into new positions. Succession planning, a very important function, enables
managers and individuals to identify the right candidates for a position. This function also must
be aligned with the business plan to understand and meet requirements for key positions 3-5
years out.
7. Compensation and Benefits: Clearly this is an integral part of people management. Here
organizations try to tie the compensation plan directly to performance management so that
compensation, incentives, and benefits align with business goals and business execution.
8. Critical Skills Gap Analysis: For example, today industries like Government, Utilities,
Telecommunications, and Energy are facing large populations which are retiring. How do you
identify the roles, individuals, and competencies which are leaving? What should you do to fill
these gaps? We call this "critical talent management."

The Process of Talent Management

To have an effective knowledge of talent management, one must understand the process. There are 4 key
steps in talent management that leaders must grasp. They are: entry, retention, development and
performance. The combined effort helps in the achievement of talent as desired by the firm.

Entry is considered as the first step where the organization decides as to how to recruit, select, orientate,
and develop the employees. Recruitment seeks attracting the most talented employees at work while
selection comprises a range of tests and interviews needed to sort out the better candidates from others.
Consequently, organizations would need to retain their existing staff or talent. Retention strategies help
the employee stay in the firm and develop a long-term commitment to it. Organizational culture will be a
key component in that it encourages the employee to learn about the values, history, milestones, and
achievements made by the firm.
Employee development is the third step of the talent management process. The development of personal
competences is important both to the employee and the firm. The competence can be assessed through
performance management mechanisms to elicit better standards from the employee. Mentoring from
supervisors of caliber might be useful here while the tasks done by the employee must be influenced by
challenges within the job environment.
Finally, performance management will be assessed. This has a key driver for talent. Performance is
related to rewards which could be both intrinsic and extrinsic. In performance management, the roles
must be clearly defined but at the same time, there must be constructive feedback provided by the
supervisor.

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Organizations know that they must have the best talent in order to succeed in the hyper-competitive and
increasingly complex global economy. Along with the understanding of the need to hire, develop, and
retain talented people, organizations are aware that they must manage talent as a critical resource to
achieve the best possible results.
Few, if any, organizations today have an adequate supply of talent. Gaps exist at the top of the
organization, in the first- to mid-level leadership ranks, and at the front lines. Talent is an increasingly
scarce resource, so it must be managed to the fullest effect. Are today's leaders able to do more with
less? The A-players can, and there should be a strategic emphasis on keeping those leaders-and
developing their successors. Many organizations are reducing their workforces, but let's be careful not to
cut so deep that talent is scarce when the economy rebound.
The Steps in Talent Management Process
1. Entry: Determine the key leverage skill sets required by the organization in order to move into
the future. The organization’s strategic plan should give an indication that directs you to what
talent you should be sourcing.
 Source the required people from the appropriate avenues.
 Be sure to have very detailed job descriptions that include specific competencies required.
 Apply behavior-based interviewing to select the best candidates.
 The ability to retain talent starts from the quality of the first point of contact.
 Carefully consider how you orientate a new employee into the culture of the organization, the
work area, and the specific job.

2. Retention: Retaining your talent will not solely depend on what you pay them. It is found from
exit interviews that many high performing individuals will leave an organization for the same or,
in some cases, even less remuneration if other needs of theirs are not being met.
 The culture, the way things are done around here, plays a huge role in creating a work
environment that will draw individuals in or repel them. The culture is created through the
systems, processes, technology, structure, leadership, and behaviors of people and teams in the
organization.
 The most important relationship for any individual in an organization is the relationship with
one's immediate manager. Ensure that your managers have the skills to constructively lead their
direct reports and their teams.
 Involve individuals in decision-making in their areas of responsibility. Involve high performers
in cross-functional projects. Allow people to feel that they are making a difference.
 Make sure that each new employee is the right fit for the organization’s culture, and then ensure
fit with the work area, and then the actual job. Revisit this person-environment fit, as people and
circumstances change and some adjusting or repositioning may be required for best results.

3. Development: Development is about growing people to meet both their own and the
organization’s needs. Development plays a large part in talent management. No organization

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can afford to promise a person a particular job through development. At best, you can offer the
promise of making a person more eligible to be part of a pool of talent who would be looked at
when positions open up, and then only if the existing skills match the position requirements.
Competencies need to be broken down into their four components:
 Knowledge: (What you know)
 Skills: (What you know how to do)
 Behavior: (What you do)
 Attitude: (What you are willing to do)
 Assess every employee's competency profile. This would include establishing if there are any
competency deficiencies that are responsible for the gaps that exist between the actual and
desired current performance, as well as gaps between current competencies and possible future
performance needs.
 Avoid getting trapped into only developing weaknesses; focus on keeping strengths at the cutting
edge.
 Create opportunities for development through different methods, such as, training, job
shadowing, and involvement in projects, cross-functional exposure and teamwork.
 Make sure that the training provided is linked to the strategic needs of the organization.
 Mentoring can play an important role in developing others, as well as strengthening
relationships. This goes a long way to influencing feelings of belonging to an organization.
 Link talent development into the performance management system.

4. Performance: Identifying potential is one component of talent management, but actual

performance reflects on usable talent. Sound performance management practices are crucial.
 Clarify roles throughout the organization, ensuring alignment with the strategy.
 Involve individuals in setting their own performance agreements. These agreements need to be
firm on objectives to be met, deliverables to be produced and at what quality standards, actions
to be taken, and the deadlines.
 People need to be held accountable for what they deliver, but against performance agreements
that function as working documents so that adjustments are made to them as circumstances
dictate.
 Feedback is essential - ongoing, objective and constructive.
 Positive reinforcement, when done with genuineness, it makes people feel recognized.
 Tap into what would make talented individuals within your organization feel rewarded; it is not
necessarily always about money or upward mobility.
Impact Talent Management in HR

-Talent management in HR is essential because acquiring candidates with top talents helps improve the
company workforce and can expand opportunities. Here are specific ways talent management can
benefit employees and the company.

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-Talent management process relies on HR experts and supervisors to determine which candidates are
best to fill a position. HR uses various strategies to determine the best talent in a company.

how employees at every level work with HR in order to affect in talent management:.

Human resources

The human resources department handles the hiring process and gives performance reviews to help
improve the workforce. They also develop strategies to train new employees to help them succeed and
work with other employees to develop skills and advance their careers. This helps everyone perform job
tasks to the best of their ability and ultimately contributes to achieving company goals.

Executives

Executives meet with HR to discuss the needs of the company and help develop staffing solutions. For
example, this may include creating positions within the company or providing resources to create
training materials. Executives also approve HR strategy proposals.

Managers

Managers play an important role in mentoring new employees and gathering feedback from employees
on how to improve the work environment. Managers help HR identify department needs and help assess
employee performance in their department.

The talent management team in HR has several responsibilities, including:

1. Advancing career opportunities

The talent management team works with employees to create long-term goals with the company
such as getting promotions and developing their skills. Helping to advance career opportunities
can increase job satisfaction and encourage employees to stay with the company for longer.

2. Organizing management strategy

, HR makes plans with managers on how to improve the work environment, provide adequate
training to new hires and help current employees further develop their skills.

3. Managing employee performance

HR monitors employee performance by tracking their attendance and productivity. They provide
feedback to employees in performance reviews, which gives employees an opportunity to
improve.
4. Developing training programs
HR provides training materials to help employees succeed in their roles. Their success leads to
job satisfaction, which can increase retention.

5-Developing employee skills

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 Talent management HR MANAGEMENT

Talent management focuses on developing employee skills through training, mentoring,

and coaching. By investing in employee development, employers encourage performance
and career growth.
Impact of Talent Management on Organizational Performance:

Talent management requires coordinating several human resource activities, such as workforce
acquisition, assessment, development, and retention.

There are also five specific areas related to talent management practices which are: talent strategy,
workforce planning and talent acquisition, capability development and performance, leadership and high
potential development, and talent analytics.

The application of talent management practices makes a difference in the organizational performance, as
the knowledge-intensive industries tend to focus on developing and connecting their employees,
financial services companies tend to concentrate on attracting and retaining employees, with little
attention given to development or collaboration while retailers focus heavily on talent strategy, in
addition to applying notable number of talent management practices overall.

Many organizations believe that effective talent management practices can be a critical source of
differentiation in today’s highly competitive, global integrated economy. Other studies done show that
companies with established talent management capabilities achieve the following:

 improved quality
 speed and skills
 higher innovative ability
 higher job satisfaction among employees
 higher retention rate of employees overall and of talent in particular

There are two main approaches to talent management:

 Individual and system level

 Strategic focus

If you can attract and retain individuals who do well in an organization, you are bound to win every
competition in the market and industry.

The overly rated individualistic approach as strategic adopted by companies in the talent war often fails.
This concurs with the findings of the study of analysts from a start investment who experienced an on-
going deterioration of business performance even after switching firms. The individualistic approach
views talent as human capital which ignores the contribution of the social and organizational context in
achieving organizational performance.

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Talent management has moved from an individualistic approach to a strategic approach through its
development over the years though there is an ambiguity surrounding what the concept strategic means
in talent management context.

Strategic talent management as activities and processes that involve the systematic identification of key
positions competitive advantage which differentially contribute to the organization’s sustainable, the
development of a talent pool of high potential and high performing incumbents to fill these roles., and
the development of a differentiated architecture to facilitate filling these positions with competent
incumbents and to ensure their continued commitment to the organization. This definition essentially
integrates the recent progression in talent management.

The strategic approach to talent management lays emphasis on the macro analysis which centers on the
systems-level issues rather than on the micro approach which focuses on the analysis of the individual
level talent. The underlining premise of this approach is that the performance of talent in organizations
is largely because of factors such as leadership, team membership, technology, internal network, training
and also processes and systems in which they operate. Without these processes and systems, it will be
very difficult for those classified as talents or high.

For talent management to be considered in a strategic activity, its value to the bottom line must be
demonstrated. If talent management is to make a significantly new contribution, it must hold a clearer
link with strategic human resource management.

When an organization effectively implements talent management strategy, it improves employee’s

engagement and organizational performance.

What is talent and talent management?

According to the CIPD (Chartered Institute of Personnel & Development):

Talent consists of those individuals who can make a difference to organizational performance either
through their immediate contribution or, in the longer-term, by demonstrating the highest levels of
potential.

Talent management is the systematic attraction, identification, development, engagement, retention, and
deployment of those individuals who are of value to an organization, either in view of their ‘high
potential’ for the future or because they are fulfilling business/operation-critical roles.

What are the challenges of talent management?

1. Encouraging passion

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Talented individuals want to work for an organization and in an environment that suits their values,
attitudes, and expectations. They generally won’t settle for ‘a job’ just because it pays quite well, and
they can meet the job requirements. Those attitudes may be typical of the average employee (though
even that might be a dangerous assumption) but are simply not enough to attract the real talent.

Highly talented individuals believe they are worth more than that and want to be aligned with the
organization (or vice versa) and for it to be doing something that they care about. They want a job that
engages and suits them. The simple truth is, that most organizations and most senior leaders just aren’t
ready for these kinds of employees, or able to meet their needs and aspirations.

2. Embracing new interests

Part of that re-imagining is driven by the changing nature, needs and behavior of younger recruits –
especially “digital natives”. It is from this more recent cohort that much of the ‘talent’ we are talking
about will come. They interact with the world through technology as their first instinct.

The senior leadership often believe that it is enough to pay them (reasonably) well and give them
holidays and a few benefits. There is a fundamental mismatch of expectations here, and it has to be
resolved if talent is to arrive and stay.

3. Offering impressive salaries

My question is, how do you expect that to be the outcome when you are setting out to employ people
who are a bit above average? Why would the best people in the field come to work for you under those
circumstances? I’ve already said that they expect to be valued.

The salary package is the headline of that and the thing a talented person will see upfront. If they self-
select out of your prospective talent-pool by choosing not to apply for a job with you, you won’t have
the chance to ‘sell’ your organization to them, no matter how good it actually is.

4. Giving engaging work

Talented individuals won’t tolerate a boring job for very long, if at all. We live in a world where
everything can be discovered in 5 keystrokes, and most functions can be done with an app. There is no
appetite for drudgery and a very short attention span, so if you want to attract and retain young talent,
you need to design interesting and challenging jobs that engage people and are enjoyable.

If you can’t do this, one of your competitors will. Then you’ll lose twice: you won’t get the benefit of
the talent, and your competition will, and will use it to out-innovate and out-perform you.

5. Attracting talent in the first place

Talent moves in packs. Once you have attracted a pool of younger talent, others will gravitate towards
them. I remember Steve Jobs being asked ‘how do you manage to find all these talented people?’ and his

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answer was significant. ‘We don’t’ he said, ‘they find us. He said they received upwards of 200 CVs a
week from the best of the available talent. They had become a talent magnet.

6. Being open-minded

Working styles and patterns are different young professionals, especially for the high performers. The
‘baby-boomer’ generation was taught to keep their head down, work hard and follow the rules, but these
guys don’t think or work that way. It’s easy to look at them and say, ‘they can’t spell’ or ‘they can’t get
up in the morning’, but that’s just trying to force them to behave and think like their parents or
grandparents, and they’re not going to do that.

Instead of berating or belittling them for not being like you, consider the skills they have that previous
generations couldn’t have dreamed of, such as the ability to multi-task using different tools and formats.

The new generation of talent also can work collaboratively to create ideas or content.

In summary, talent doesn’t necessarily think like you, behave like you, or work like you. It probably
doesn’t look or dress like you either.

It may well be difficult to manage, especially if you attempt to turn talented individuals into clones of
you. So, don’t. Talent needs proper attention, like an exotic plant, so keep it in the right conditions,
provide the right environment, and feed it regularly.

Japanese Genie (Fukuko Kyohei)

World War II is considered one of the crucial periods in Japanese history, as the country witnessed
economic and cultural transformations. After the war ended, Japan made great efforts to rebuild and
develop its economy. We discuss below some of the points that are part of these processes:

1. Economic reconstruction:
After the war, Japan was completely destroyed, and Japan bore the costs of reconstruction. It
adopted an available policy to stimulate commercial production and sales abroad. Special
attention was directed towards the export industry and the contribution of Japanese companies in
building a strong economy.

2. Economic transformation:
Japanese industry made a massive shift from agriculture to industry. It had a strong government
policy that supported major industries such as steel and automobiles. Modern Japanese
companies rely on technology and production processes.

3. Accelerated economic growth:

Japan became increasingly popular in the post-war period. Technological innovations and
improvements in product quality have contributed to achieving this goal.

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4. Social and cultural transformation:

Japan has witnessed social and cultural transformations as well. It witnessed the liberalization of
social roles and an increase in educational levels. Japanese culture has been influenced by global
changes, embracing consumerism and a more modern lifestyle.

5. Strong relations with the West:

Japan began to build strong relations with Western countries in particular. Economic and
technological support from the West, as well as international trade relations.

In the second half of the nineteenth century, Japan adopted a comprehensive modernization
policy in an attempt to catch up with the industrial West under the slogan "Fukoku Kyōhei"
(Developing the Country's Economic and Military Strength)."
Japan's collapsed economy soon emerged from the ashes of World War II. By 1956, real GDP
per capita exceeded the prewar level of 1940. During the recovery period, which extended from
1945 to 1956, real GDP per capita rose at an average annual rate of 7.1%. The recovery was
followed by a period of rapid growth.

Khaled Bishara winds save Wind.

The Italian company Wind Telecom was established in 1997, but with strong competition, its
profits began to collapse until Khaled Bishara came.
Khaled Bishara was born on July 27, 1971, and graduated from the American University in Cairo
in computer science.
Khaled Bishara founded Link Dot Net in 1996 after a short period of work at Micro lab Software
Company. The company was called “Link Misr” at the time, which was working as an Internet
service provider.
Khaled had a role in a partnership between Microsoft and LINK.NET.
LinkdotNET - under the management of Khaled Bishara - acquired eight Internet companies,
which led to an increase in the company's workforce to more than 1,500 employees to become
the largest private company providing Internet services in the region.

Orascom Telecommunications Holding Company became the largest investor in LinkdotNET in

1999, with its stake in the company reaching 54 percent. In 2000, Bishara was appointed as
Internet services strategist for Orascom. In 2000, he became a member of the Board of Directors
of Orascom Holding Company in 2003.

In 2005, Khaled Bishara was appointed to manage the landline unit at Wind Italy and then as
director of operations for the company.
Bishara traveled to Italy, and there he began a series of meetings through which he tried to
understand the reasons for the company’s failure. “The meetings were not about numbers and
business plans, but about the team and the work environment.” After replacing 20 company

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leaders, the company began to become profitable again after one year, transforming it into a
leading company in the field of landline and mobile communications and Internet services on the
European continent.

In April 2009, Bishara was appointed Chief Operating Officer of Orascom Telecommunications
Holding until he became CEO in November of that year.

Throughout his life, Bishara continued to apply what he advised in his life and work, achieving
amazing achievements, until in 2009 he became CEO of Orascom Development Group. His
achievements went beyond the communications and technology sector, which he worked in
throughout his life, to contribute with his vision in implementing the El Gouna Film Festival and
managing the El Gouna Sports Club.

From his sayings:

- Passion is not enough. You have to love what you do in order to succeed in it
- If you have a good team, you can overcome difficulties.
-Luck is the combination of opportunity and preparation.
- Work a lot, talk little
- Balance between experienced and competent people

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Dessler G. (2011), Human Resource Management; 12th Edition. Pearson Education, Inc. Page 8

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Alexander Gerschenkron, Economic Backwardness in Historical Perspective: A Book of

Essays (Cambridge, MA: Belknap Press of Harvard University Press, 1962). See also Robert Barro and
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Robert Barro and Xavier Sala-i-Martin, “Technological diffusion, convergence and growth,” Journal of
Economic Growth, 2(1): 1-26.
Fumio Hayashi and Edward C. Prescott, “The Depressing Effect of Agricultural Institutions on the
Prewar Japanese Economy,” Journal of Political Economy, vol. 116, no. 4 (August 2008), pp. 573-632.
Waya Arab journal 3 Feb 2020

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