(12.11.2017) BFBM စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲတြင္ ဆရာႀကီး ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ ေဟာေျပာခဲ့သည့္ Presentation File

1. FUTURE OF TALENT DEVELOPMENT
Prof.Dr.AungTunThet November 14, 2017

2. INTRODUCTION

4. Talent
Development
• Dichotomy
• Three key areas

5. Talent Development
Social
• Building Digital
Literacy
• Mobile Performance
Management
• Culture Shapers
Transparent
• Work
• Leadership Dashboard
• Learning as New Currency
Connected
• Smart Learning
Paths
• Des-
intermediating
Content Providers
• -HR Analytics

6. GREAT WORKFORCE

9. Today • VUCA - Volatile, Uncertainty,
Complex and Ambiguous
• Solving problems essential

10. “Wicked”
problems
• Overwhelm ability of any single
mind
• New tools - “futures” planning,
systems thinking, etc.
• Insufficient

11. Build collective
problem solving
competence of
workforce
• Not being “smartest person in
the room”
• Collective knowledge, insight,
expertise, and wisdom of the
entire workforce
• “Great man” yields to “Great
workforce”

12. Great Workforce • Different from high performing
workforce
• Not only engaged — self-
engaging
• Take personal responsibility for
engagement and performance

13. Great Workforce • Creative, adaptable, & customer-
focused
• Change-enabled
• New capabilities business critical
• Beyond abilities of single
managers or executives

14. Great Workforce • Outperform similar number of
individuals
• Perform more complex tasks
• Create new competitive
advantage

15. Great Workforce • Create new knowledge
• Accelerate enterprise-wide
change
• Solve most complex business
problems
• Unleash collective problem-
solving power

16. TALENT MANAGEMENT

18. Four Major
Components of
Talent
Management
1. Talent acquisition
2. Organizational development and
planning or talent transition
3. Talent Development (TD)
4. Talent retention and
engagement

19. Talent
Development
• Opportunistic process
• Passion and organizational need
collide
• Phased approach of orientation
• Developing expertise
• Specializing in management and
leadership styles

20. Talent
Development
• Complex
• Multi-faceted

21. Talent
Development
1. Orientation to profession –
developing expertise,
specializing in management and
leadership styles, and continuous
development
2. Cross-functional team
development
3. Performance/potential
segmentation grid

22. Talent
Development
4. Working with individual’s strengths
versus concentrating on shortcomings
or deficiencies
5. Training needs analysis and design of
training program
6. Optimal learning and development
7. Performance evaluation techniques
and incentivizing models
8. Sharing Best practices

23. PERFORMANCE/
POTENTIAL SEGMENTATION GRID

25. 9-Box
Performance/
Potential Grid
• Appropriate segmentation
• Solid training curriculum for
development
• Appropriate strategies employed
by category for overall employee
development

27. Strategies • To nurture and retain employees
in top talent category (top talent,
future star, or current star)
• Emphasize individualized career
development

28. Strategies • To support employees in solid
talent category (key player, solid
professional, or high professional)
• Focus on skill-based
development and continuous
education
• Provide opportunities to explore
new roles/assignments to ignite
greater passion

29. Strategies • Employees in hidden talent
category (diamond in the rough or
inconsistent player) wrong “seat
on the bus”
• Focus on identifying and
leveraging unknown or under-
utilized strengths to boost
performance

30. Strategies • For employees in talent risk
category
• Focus on transitioning employees
(out of the organization or out of
risk category)

31. Strategies • Tailored to engage employees:
• Informational, social,
intellectual, service,
professional, and leadership

32. STRATEGIES
• INFORMATIONAL
• Enhancing internal
communications
• Inviting top talent as
“Insiders” for mentoring
and other developmental
opportunities
• SOCIAL
• Training for
celebrations,
gatherings, and other
activities
• INTELLECTUAL
• Develop training & development
programs to support advancement of
team members at every stage of career
• SERVICE
• Create training
opportunities to serve
in volunteer roles
• PROFESSIONAL
• Training for cross-
functional work
teams
• Leverage and
highlight strengths
and expertise
• Foster professional
development and
career
management
programming
• LEADERSHIP
• Targeted development
strategies to prepare and
deploy top talent
• Short-term/project capacity or
long-term appointment

33. Performance
Development
Process (PDP)
• Based on Performance
Development Cycle

35. Performance
Development
• Collaborative effort between
organization, supervisors, and
staff members
• Align individual contributions with
overall strategic objectives of
organization

36. Myth of Bell
Curve
• People not “normally
distributed” around average

38. Power Curve • Small number of “hyper high
performers”
• Broad swath of “good
performers”
• Smaller number of “low
performers”

40. ATD COMPETENCY MODEL

41. ATD
Competency
Model
• Talent development (TD)
undergone significant
transformation
• Redefine skills and knowledge
required
• Changes driven by digital, mobile,
and social technology;
demographic shifts; globalization;
and economic forces

42. ATD
Competency
Model
• Latest competencies needed
• Professional development
roadmap
• IdentifyTD skills gaps and close
them

43. ATD
Competency
Model
• Emphasize:
• (1) Foundational competencies
• (2) Specific areas of expertise
(AOEs) - specialized knowledge
and actions required by specific
roles

46. THANK YOU!