IILM Institute for Higher Education

Course Manual

Talent Management and Employee Engagement

PGP (2010-2012)

Talent Management and Employee Engagement PGP Batch [2010-2012] I. COURSE FACILITATOR (S) Dr Sanyukta Jolly (Module Leader) Dr Sujata Shahi Dr Kakoli Sen Dr Tripti Desai Dr Pragya Sonawane Dr Kailash Tuli Ms Swati Sinha Ms Vinusha Kannan

sanyukta.jolly@iilm.edu sujata.shahi@iilm.edu kakoli.sen@iilm.edu tripti.desai@iilm.edu pragya.sonawane@iilm.edu kailash.tuli@iilm.edu swati.sinha@iilm.edu vinusha.kannan@iilm.edu

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COURSE OVERVIEW: This course is an introduction to the concept of Talent Management. The course begins by outlining the role of Human Capital Management and how talent management and HRM are related. The focus shifts from these fundamental concepts to the concept of talent management, its role and importance for todays organizations. The course dwells deeper into the process of talent management- starting with recruitment, selection, moving to implications that it has on individual performance. The course takes into account various case studies to understand these above mentioned concepts. Last but not the least, the content moves towards the impact talent management has on retaining best employees and its significance for succession Planning.

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COURSE TOPICS: a. b. c. d. e. f. g. h. i. j. k. l. Concepts of Human Capital and its management for optimal results Concept of Talent Management- need, role and development of talent Relationship between HRM and Talent Management Developing Talent Management System Relevance of Competencies, Performance Management, Recruitment & Selection and Coaching in TM Concept of Knowledge Management Role of Competencies Strategic issues in succession Planning Introduction to the concept of Employee Engagement Key to an engaged workforce Developing employee engagement strategy Dark side of engagement 2

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LEARNING OUTCOMES: On completion of the module, participants will: a. b. c. d. e. f. g. Understand the nature, role and importance of Talent Management Understand the relationship between talent management and HRM Understand and use the strategies that can be used to retain and select best employees Relationship between Talent Management and Performance Management Role of Talent management in succession planning. Understand the nature of Employee Engagement Strategies and methods used to enhance employee engagement

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PRE- REQUISITES: It is essential that the student has an understanding of the basic concepts of Human Resource Management, which is the core course in the area of HR BOOKS AND REFERENCES: Main Text Book a. The Talent Management Handbook: Creating organizational Excellence by identifying, Developing and promoting your Best People, edited by Berger & Berger. Tata McGraw Hill. (2008) b. Employee Engagement: Tools for Analysis, practice and competitive advantage, by Macey, Schneider and Barbera. Wiley Blackwell (2009) Additional Readings c. Harvard Business Review on Talent Management (2008) d. Talent is overrated: What really separates world class performers from everybody else, by Colvin Nicolas. Brealey Publishing (2008) e. Talent Management: Cases & Commentary, edited by Eddie Blass. Palgrave Macmillan (2009). f. Talent Management: Leveraging talent for Business results by Prasad & Rahman. IHRD (2009). g. Talent Magnets: How to Recruit and Retain the Best, edited by Taher, Nasreen. ICFAI University Press (2005). h. Talent Management: Concepts & Cases, Vol 1, edited by Ramani & Guruswamy. ICFAI University Press (2003) i. Human Capital Management: Achieving added value through people, by Baron & Armstrong. Kogan Page (2007) j. The Essential guide to managing talent: How top companies recruit, train and retain the best employees, by Macey, Schneider & Barbera. Kogan Page (2007) 3

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k. Talent on Demand: Managing Talent in an age of uncertainty, by Peter Capelli. Harvard Business Press (2008) l. The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance, by Cheese, Thomas and Craig. Kogan Page (2008) m. Talent Management: Strategies for Success from six leading companies, by Israelite, Larry. ASTD (2010) n. Talent IQ, by Murphy, E.C. Platinum Press (2007) o. The Talent Masters: Why Smart Leaders put people before numbers, by Conaty and Charan. Business Books (2011) p. The Essential Guide to Employee Engagement: Better Business Performance through staff satisfaction by Sarah Cook. Kogan Page (2008, 2009) Journals and Magazines: a. Harvard Business Review b. Journal of Applied Psychology Online Resources: a. www.shrm.org b. www.hbr.com c. Any blog etc.

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ASSESSMENT CRITERIA: S.No 1 2 3 Parameter Case analysis Group work End Term, closed book Weightage 20% 20% 60%

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SESSION PLAN Session Topics & Issues 1 The Concept of Human Capital Pre- Readings/ Cases Selecting the Best and the Brightest: Leveraging Human Capital Chapters Chap 1& 2 - HCM by Baron & Armstrong

Human Capital Management: More than HR with a new name Introduction to Talent Talent Management: A Critical management Review Talent Management: Making it Real

Chap 1- TM by Prasad & Rahman Chap -1& 3- TM: Cases & Commentary by Eddie Blass 4

Talent is the edge: No Talent, No Numbers 3 Need and Importance of Talent management Relationship between HRM & Talent Management Developing a TM System The Talent Myth The Talent Value chain Developing a TM System Nine best Practices for Effective Talent Management Strategic Talent Management Case study of Accenture

Chap 1- Talent Masters by Bill Conaty & Ram Charan Chap 1 & 2- TM: Concepts & Cases by Ramani & Guruswamy Chap 2- TM: Cases & Commentary by Eddie Blass Chap 1- TM Handbook Chap 5 & 6- TM: Concepts & Cases by Ramani & Guruswamy Chap 6- TM by Prasad & Rahman Chap 9, 10, 11 Talent Masters by Bill Conaty & Ram Charan

Case Study SmithKline Beecham Case study of Lloyds TSB ENRON Case

Get the Right Leaders Set the Right Values and Behaviors Get the right TM Process Competency Management: The foundation to TM

Four Steps to Talent Management Developing Talent

Chap 2- TM Handbook Chap 8- TM: Cases & Commentary by Eddie Blass

Using Competencies

Building a Talent Pipeline to the Top: Hindustan Unilever Starts at Day one Emerging Issues in Assessment and Development

Chap 5 Talent Masters by Bill Conaty & Ram Charan Chap 5, 6, 7- TM Handbook Chap 12- TM by Prasad & Rahman Chapter 1& 2. Knowledge Management by Wissens Chapter 6 & 7. Knowledge Management by Wissens

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Knowledge Management and its linkage to Human Capital Management Relevance of Knowledge Management: Cultivating Knowledge Professionals Developing Talent

Effective PM Results from a Banking Sector- Dr Rajashree

Chap 7 & 8- TM Handbook 5

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Using Performance management Talent Management Strategies Recruitment & Selection

Vyas Five Strategies for Retaining Employees by Roger Herman Employee Retention in Indian BPO Industry: The New Initiatives Chap 15 & 16- TM Handbook Chap 10 & 11- Concepts & Cases by Ramani & Guruswamy Chap 5- TM by Prasad & Rahman; Chap 27- TM Handbook Chap 12- Concepts & Cases by Ramani & Guruswamy Chap 23- TM: Cases & Commentary by Eddie Blass Chap 2, 3 & 8- TM by Prasad & Rahman

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Coaching & Training for Talent Management

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Strategic Issus in Succession Planning Introduction to the concept of Employee Engagement Employee engagement (working paper) Employee Engagement: the only way ahead by Dr Kakoli Sen Feel & Look of Employee Engagement What engages employees the most: the 10 Cs of Employee Engagement, IVEY Business Journal, 2006 Engage the Employee: HR Survey, Business World, 2008 Employee Engagement: Whats your engagement ratio? By Gallup Consulting Employee Engagement: the key to realizing competitive advantage Employee Engagement & Commitment, SHRM Study Your Managers: the real key to Employee Engagement by R.P. Cordock

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Chap 2- Employee Engagement: Tools for Analysis, Practice & Competitive Advantage by Macey, Schneider, Barbera & Young

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Factors related to Employee Engagement

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Key to an engaged workforce: Role of Culture Burnout & disengagement: the dark side of employee engagement

Chap 3 & 6- Employee Engagement: Tools for Analysis, Practice & Competitive Advantage by Macey, Schneider, Barbera & Young

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SESSION DETAILS: Session 1: In this session the students will be introduced to the concepts of Human Capital and Human Capital Management. Pre-Reading - Chapter 1 & 2 HCM by Baron & Armstrong Question for discussion in class - What is Human Capital Management its need and importance? - Human Capital an expense or asset? - What is meant by cohesive hire-to-retire HCM strategy? - What are the challenges faced by organisations in the areas of HCM? Case discussion - Strategic Issues in Succession Planning by AV Vedpuriswar. Learning Outcomes: As an introductory session, the objective is help the students understand the basic concept of Human Capital and Human Capital Management. By the end of this session, they will understand the link between HR processes and business strategy to achieve desired organizational goals. This chapter will explain in detail the fundamental principals of HCM, need and aims of HCM, Measurement of human capital and some challenges in human capital management. Also, through the case study, the relevance of investment in human capital is released through the process of succession. Session 2: In this session the students will be introduced to the concept of Talent Management. They will be able to define TM and also relate with the growing need felt by organizations to practice good talent management. Pre-Reading - Chapters 1 & 3 TM cases & Commentary by Eddie Blass - Chapter 1 TM by Prasad and Rahman - Chap 1- Talent Masters by Bill Conaty & Ram Charan Questions for discussion in class - What are the key drivers of Talent Management? - Explain the Develop-deploy-Connect Model. - Paradigm shift / Change of Psychological contract Discuss. - What is meant by War for Talent? - How can good talent management create / enhance economic value? Learning Outcomes: As an introductory session, the objective is help the students understand the concept and framework of Talent Management, the characteristics of good 7

talent management and the key drivers of talent management in an organization. By the end of this session, students will be aware of how organizations can manage their talent effectively. They will also be abreast with the key issues in retention of talent and why n todays times, talent retention is imperative for the success of any establishment. Session 3: This session will further dwell on the need and importance of good talent management and discuss some strategies for its implementation Pre-Reading - Chapters 1 & 2 TM Concepts and Cases by Ramani & Guruswami Questions for discussion in class - What is Strategic Talent Management? - What are some of TM best practices? - HR is now a strategic partner. Discuss. Activity [Situational Discussions/Examples] - A pharma company introducing a blockbuster drug. Hence, it needs to double sales force in eight months; add right kind of talent (sales reps who take a consultative approach with physicians). Discuss the role of HR / Talent Management in this situation as being a key partner at the time of strategy making. Learning Outcomes: This session explains how organizations can manage their talent optimally in the competitive environment. It discusses in detail some of the best practices followed by global organizations in order to fit the right person for the right job, facilitate his/her growth and thereby attempt to retain talent and fulfill business requirements. This session reinforces the growing need to retain talent in todays corporate world where the pace of work is very fast, deliverables and pressures are high and state-of-art technology. This session also highlights the importance of success profiles and a good value proposition in order to attract people with the right capability. Session 4: In this session, the concept of HRM and the new approach of talent management will be compared and discussed. Pre-Reading - Chapters 2 TM Cases & commentary by Eddie Blass Questions for discussion in class - What is the relationship between HRM and TM? - Is TM Old wine in a new bottle? Case discussions - Accenture case - Old wine in a new Bottle 8

LOreal TM Case

Learning Outcomes: This session explains the relationship between HRM and Talent Management. By the end of this session, students will understand the similarities and differences between these two. They will also be aware of how a few global organizations managed their talent effectively and were able to reap high returns on their investment in their human capital. This session shall once again reinforce the need and importance of TM in todays world. Session 5: In this session, the pros and cons of developing a talent management system will be discussed. Pre-Reading - Chapters 1 TM Handbook - Chapters 5 & 6 Concepts and Cases by Ramani & Guruswamy - Chapter 6 TM by Prasad and Rahman Questions for discussion in class - What is the talent myth / is talent overrated - discuss. - How can organization achieve high return on talent? Case discussions - The Enron case Learning Outcomes: This session draws the attention to the paradox of talent management and exposes the talent myth talent is overrated. It discusses how a narrow focus on talent leaves us vulnerable to disappointment, unfulfilled expectations and rotting potential. The talent myth is busted and the importance of system over talent is highlighted. This session makes the students realize that talent is a good thing but peak performance is even better. Peak performance is talent applied at its best. It is talent coupled with the right emotional intelligence. It is attitude not just aptitude that gets us altitude in life. This session also discusses the Talent Value Chain; how talent breeds innovation; age of excellence with no geographic boundaries and the five links in the idea-talent chain. Session 6: This session will further discuss the development of a TM system though some case studies Pre-Reading - Chapters 1 TM Handbook - Chapters 5 & 6 Concepts and Cases by Ramani & Guruswamy - Chapter 6 TM by Prasad and Rahman - Chap 9,10,11- Talent Masters by Bill Conaty & Ram Charan Case discussions 9

SmithKline Beecham Case Study LBA Consulting Groups Study

Learning Outcomes: We continue with our focus on proper systems to manage talent and reinforce the concepts and practice of TM though various case studies. The focus of discussions in this session on organizational excellence factors, goals of proactive talent management, classification of employees, emphasis on super-keepers. By the end of this session, students will be well versed with the nuances and challenges faced by organizations in developing a TM system Session 7: This session will list and discuss in detail the key steps taken to develop a talent management system Pre-Reading - Chapters 2 TM Handbook - Chap 5- Talent Masters by Bill Conaty & Ram Charan Questions for discussion in class - What are core competencies in an organization? - What are the various assessment tools and their importance? Learning Outcomes: The four critical steps to be taken to establish TM system are dealt with in detail in this session. The importance of identifying and measuring core competencies of an organization is elucidated; development of suitable assessment tools and assessment scales is explained with examples. The process of mapping competencies over employees and jobs in an organization is explained. The concept of competency assessment and bench strength are highlighted. By the end of this session, students will be well versed with the steps involved in development of TM system. Session 8: This session will discuss in detail the concept and importance of competencies in TM. Pre-Reading - Chapter 8 TM Cases & Commentary by Eddie Blass Questions for discussion in class - What are competencies? - What are the different types of competencies? - Why is competency management important? - Describe the process of competency modeling challenges? Learning Outcomes: This session explains in detail how organizational effectiveness can be achieved though proper competency management. It stresses the fact that most successful leaders and organizations spend most of their time on managing a competent 10

workforce. The history of competency modeling is discussed in the light of how it has evolved; IQ is no longer a measure of success; it is EQ that leads one to job success; David McClellands theory of Motive Acquisition is learnt; what all do competencies include; how are competency models established and how they serve as a foundation to talent management is explained and understood. In short, this session lays emphasis on the benefits of competency management. Session 9: The objective of this session is to touch upon the topic of Knowledge Management and its linkages with human capital management. Pre-Reading - Chapters 1 & 2 An illustrated guide to Knowledge Management, Wissens management Forum Questions for discussion in class - What is knowledge management? - What are the benefits of KM? - What is the role of the employee? Learning Outcomes: This session revolves around the concept of knowledge management; its objectives and benefits, the role of the employee; knowledge logistics (handling the knowledge transfer requirements, available knowledge and knowledge transfer via social networks and vial information and communication technologies. It establishes the fact that organization develops its core competencies by combining internal and external resources and, in particular 'knowledge'. The ability to expand or change its knowledge base through knowledge creation and the inclusion of external knowledge sources determine an organizations ability to act and innovate. Session 10: The objective of this session is to further discuss the relevance of knowledge management and its connection to people and process development which results in organizational growth. Pre-Reading - Chapters 6 and 7 Knowledge Management Cultivating knowledge professionals Questions for discussion in class - What are the cultural enablers of knowledge sharing? - Discuss the benefits of communities of practice.. - What is a 'Learning Organization'....? Learning Outcomes: This session dwells on operative knowledge management; how to establish an efficient knowledge management system for a project, knowledge transfer between two projects; transfer of experience, etc. Students learn that successful knowledge management in projects must resolve the conflict of interests between primary project goals 11

and learning/knowledge goals. They also learn that the transfer of experience should serve to broaden the spectrum of decision making possibilities. This is explained by way of 'Lessons Learned Workshop'. This session also discusses the communities of practice and the way knowledge is shared. It session also touches upon the concept of 'a learning organization'. Session 11-12: The objective of this session is to explain the function of performance management as a tool to develop talent management. Pre-Reading - Chapter 7 & 8 TM Handbook Questions for discussion in class - What is the nature and use of PMS? - Discuss Law of Effect - Is TM and PM same or are they different? - What are the benefits / Objectives of performance management system? Case discussions - Effective PM results from a Banking sector Dr. Rajashree Vyas. Learning Outcomes: By the end of this session, students learn the importance and benefits of performance management. They understand the law of effect and its application in organization settings. A strong performance management system is able to drive results and enhance the capability building process for an organization. They learn about the different types of appraisal system and what each focuses on measuring; they also understand the role appraiser plays in the whole process and the different types of appraisers and their role and importance in PMS. Session 13: The objective of this session is to highlight the criticality of recruitment & selection with respect to the process of talent management. Pre-Reading - Chapter 15 & 16 TM Handbook - Chapter 10 & 11 Concepts and Cases by Ramani & Guruswami - Chapter 5 TM by Prasad & Rahman Questions for discussion in class - Who are Super-keepers? How can one identify them? - How and where do we hire super keepers from? - How do you pry them away from their current employers? - How do you ensure diversity in your Super keepers? - What are the current practices of talent acquisition? - What motivates / drives the talent pool? 12

Learning Outcomes: By the end of this session, students learn about the strategies to acquire the right kind of talent for their organization; the various modes of recruitment & selection; the focus on newer ways to hire in the present times like E-recruitment, through social and professional networking options, employee referrals, etc. They also learn the various methods to hold the attention and try and retain the talented lot of people in the organization. Session 14: The objective of this session is to understand the role of coaching and training in the process of managing talent for an organization. Pre-Reading - Chapter 27 TM Handbook Questions for discussion in class - What is coaching? - What is the relationship between a coach and the person being coached? - What is the reason for such a growing popularity of coaching? - What are the issues surrounding coaching? Learning Outcomes: By the end of this session, students learn coaching; its importance in the talent framework; types of coaching; coaching as an action oriented partnership; coaching as a developmental and continuous strategy; coaching for leaders and super keepers; the exigency of coaching in the complex, ever changing, fast developing corporate world with flatter structures and flexible global boundaries . Session 15: The objective of this session is to understand the role of succession planning in the process of managing talent for an organization. Pre-Reading - Chapter 12 TM Concepts & cases by Ramani & Guruswamy - Chapter 23 TM Cases & Commentary by Eddie Blass Questions for discussion in class - What is succession planning? - Why succession planning.? - What are the various models of succession planning? - Key objectives of succession planning? - Common obstacles to succession planning? Learning Outcomes: By the end of this session, students learn all about succession planning and its importance in sustaining organizations in a rapid changing environment; they realize the importance that it requires and the time and effort leaders must spend on planning for successors is critical for the smooth running of the organization and retention of all stakeholders. The relevance of succession planning in family owned and professionally run 13

business houses is detailed. The various stages of succession planning are also understood. Tools for succession planning and the challenges faced are also discussed and understood. Session 16: The objective of this session is to introduce the concept of Employee Engagement. Pre-Reading - Chapters 2, 3 & 8 TM Prasad & Rahman - Chap 2- Employee Engagement: Tools for Analysis, Practice & Competitive Advantage by Macey, Schneider, Barbera & Young - Employee Engagement Working paper Questions for discussion in class - What is employee engagement? - What are the strategies to engage employees? - How can you measure the level of employee engagement? Learning Outcomes: Students are introduced to the concept to employee engagement. They learn the importance of positively engaging employees in an organization, the resultant benefits. They also learn about the dark side of engagement what happens when disengagement takes place. They also learn about the various indices to measure engagement levels of an organization. Some examples of how global organizations engage their employees are shared with them. Session 17: The objective of this session is to discuss in further detail about the various factors that influence employee engagement in an organization Pre-Reading - Article on 10C's of engagement - The drivers of employee engagement article by Robinson D Perryman, S Hayday; Report 408, IES, April 2004 Questions for discussion in class - What are the key drivers of employee engagement? - What is the role of the manager/supervisor in employee engagement? - How can you make out that an employee is well engaged? Learning Outcomes: By the end of this session, students are made aware of the typical employee village which includes High potentials, high achievers, 'not yet- engaged', CAVE dwellers; and what strategies can be used to influence the engagement levels of these different categories of people in an organization. This session also deals with the ten commandments of employee engagement and the role played by employees, their managers and leaders in strengthening employee engagement.

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Session 18: The objective of this session is to explore the role of culture in employee engagement for an organization. Pre-Reading - Chap 3 & 6 - Employee Engagement: Tools for Analysis, Practice & Competitive Advantage by Macey, Schneider, Barbera & Young - Wow Moments Helps TD Canada Trust Nurture Employee Engagement, Growth, By William Keenan Jr.; Article in Engagement Strategies Magazine Questions for discussion in class - How does culture of an organization influence employee engagement? - Discuss Wow Moments and Moments of Truth - What are the key benefits of peer recognition?

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