Integrated Talent Management

CPLP Study Guide

Integrated Talent Management

Integrated talent management can be summarized as building an organization's culture, engagement, capability, and capacity through the implementation and integration of talent acquisition, employee development, retention, and deployment processes; and ensuring that these processes are aligned to organizational goals. Integrated talent management is often described as getting the right people with the right skills in the right jobs at the right time.

Key Components of Talent Management Systems
Objective / Information
Describe two approaches to workforce planning and talent acquisition. / 1. View workforce planning and talent acquisition as two separate processes that are targeted and reactive.
2. View workforce planning and talent acquisition through the lens of talent shortages. This approach is proactive and plans ahead.
Outline performance management elements necessary for successful talent management. / Elements of Performance Management

Clarifying responsibilities
Establishing accountability for goals, standards, and expectations
Providing learning opportunities and building capabilities
Providing resources and required support for training and development
Developing action plans
Reviewing progress
Providing feedback and coaching
Taking corrective action when necessary

Define the types of learning opportunities available for employee development. / Types of Learning Opportunities

Formal training - internal and external
On-the-job training (formal and informal), includes shadowing
Self-development and self-study (formal or informal)
Job rotation (often linked with succession planning)

Identify viable succession plan actions. / Succession Plan Actions

Identify and analyze critical roles
Identify growth, decline, and other changes affecting critical roles
Identify potential attrition from critical roles
Identify high-potential individuals
Select talent for certain roles
Determine succession program structure
Assess talent against job and personal requirements
Assist with creation of individual development plans
Encourage management discussions
Monitor attrition and candidate progress
Use outside information to fine tune plans

Explain the role of compensation and rewards in talent management. / Compensation is a factor in attracting new employees. Compensation and rewards are factors in retaining talent.
Relate organizational strength to engagement and retention strategy. / Organizations with high engagement and retention of talent have 3.9 times the earnings-per-share growth rate compared to organizations with lower engagement levels (Harter, 2012).
Workforce Planning and Talent Acquisition Approaches
Identify ways to identify current talent capabilities. / Conduct a capability assessment by defining performance in terms of contribution to objectives, functionality, stability, complexity, costs, strengths, and weaknesses.
Outline a means to estimate future demand. / To estimate future demand, conduct an
environmental scan to think through an organization’s projected needs, taking workforce supply and demand projections into account and considering which segments of the business may increase or decrease.
Examine factors relevant to hiring internally versus externally. / When to hire internally:

Position is difficult to fill
An internal selection is strategically important
There are internal candidates
Position has a steep learning curve
Position requires continuity and institutional knowledge
Internal learning opportunities exist

When to hire externally:

Change is desirable
Open position signals a new direction and requires a fresh perspective
Little internal capacity exists
Organization is experiencing high growth
External hire could bring key relationships and intellectual capital

Summarize the relationship between workforce planning and strategic planning. / Workforce planning identifies skill and knowledge gaps and the skills and knowledge required to meet future workforce needs—it provides managers with a framework for making staffing decisions. It emanates from the strategic plan.
Strategic planning is a process of systematically organizing the future and helping practitioners focus on the organization’s desired outcomes. It includes:

Identifying organizational values
Creating an operational mission statement
Doing an environmental analysis
Identifying an organization’s goals and objectives
Identifying action steps to accomplish the plan,
Reality testing the plan
Feedback

List five job analysis methods and three Competency Model elements. / Job Analysis Methods

Interview
Survey/questionnaire
Observation
Focus group
Work diary/log

Competency Model Elements

Executive skills, behaviors, and attitudes to create vision, lead, strategize, influence, plan, negotiate, and recognize talent
Managerial/supervisory skills, behaviors, and attitudes required to supervise, direct, counsel, discipline, coach, organize, and develop people
Functional skills, behaviors, and attitudes to perform job tasks

Define the role of HRD in workforce planning. / The purpose of Human Resource Development (HRD) is to improve performance by developing human expertise through organizational development and training and development.
Describe the roles of T&D professionals in workforce planning. / T&D professionals play many roles in workforce planning from analyzing development plans to evaluating the effectiveness of training. Roles include analyst, implementer, evaluator, and business partner.
Career Development Theories and Approaches
Define the balance between personal assessment and the market. / Determining the ideal future involves looking at the present situation (personal assessment) and future possibilities (the market).
Leibowitz (1986) recommends:

Focus on real needs, structures, and cultures
Establish vision (where you will be in 5 years if current focus is implemented well)
Employ career development theories to “provide a sense of direction, a rationale for approaches, and indications upon which to measure results.”

Discuss Williamson’s trait-and-factor theory and how it relates to career development. / Traits are characteristics of a person that can be measured through testing. Factors refer to a characteristic required for a job. Trait-and-factor counseling has been described as matching people to jobs and criticized as the square-peg,
square-hole theory.
Define the Super developmental framework / D.E. Super based his theory of career development on the idea that careers move through five distinct phases from childhood through adulthood.Super theorized that the choice of an occupation is highly influenced by each person's self-image and how this self-image maps to people already in a particular occupation.
1.Growth stage
2.Exploratory stage
3.Establishment stage
4.Maintenance stage
5.Decline stage
Summarize each of the personality or typology theories, including Roe’s theory, Holland’s occupational congruency model, and psychodynamic theory, and compare their value for the individual employee. / Tends to be helping people match to careers…

Roe’s Theory of Occupation - breaks occupations in to 8 groups of service and 6 decision levels.
Holland’s Occupational Congruency model – seeks to match people to their best career choice through interviews over 6 work environments (realistic, investigative, artistic, social, enterprising, and conventional)
Psychodynamic Theory – tool to help predict career success, choice, and behavior by trying to understand what motivates individuals and the internal conflicts common to all humans

Describe Krumboltz’s behavioral theory. / Uses psychology to help match person to careers.
DECIDES model

Define the problem
Establish an action plan
Clarify values
Identify alternatives
Discover probable outcomes
Eliminate alternatives systematically
Start action

Discuss Schein’s career anchor theory. / Management school study…
One principal finding is that as people learn more about themselves, their career choices were influenced with this self-knowledge. People stay in comfort zone…mostly.
Basic career choice drivers divided into 8 career anchors.
The tool is used to help individuals gain personal insight and make choices.
Describe how gender, culture, and generational issues affect career development. / Lots of theories about how these things differ in general for some career needs.
Generations like Baby Boomers vs. Gen X vs. Millenials (Gen Y) mean different qualities and interest in the career state [may relate to culture of youth or to Super Development model].
Many organizations are now multicultural and global. The differences of reference points and communication can be an issue across cultures.
How people develop their career often depends on where they are in their needs—and what their generation or culture predisposes one towards.
Also, the way people learn when they are in school influences learning preferences in the workforce. No one training style is appropriate for all situations so you need to evaluate the training topic and target audience to create effective training.
List development programs for key roles and jobs in the organization. / Development Approaches for Key Roles

Action learning
Academic assignments
Advanced degree education
Assessment centers
Coaching
Committee and task force involvement
Cross-functional job rotations
Instructing others
Job shadowing
Loaned executive program
Management training courses
Mentoring
Professional associations
Sabbaticals

Individual and Organizational Assessment Tools
A human resource audit is one component of a succession planning system.
List two types of multi-rater feedback tools and define each. / Note: At least two levels of management review the employees and agree on their candidacy for specific positions.

360-degree evaluations (survey appraisal from above, below, peers, and/or customers)
Assessment centers (catch-all term for variety of exercises – oral exercises, counseling simulations, problem analysis exercises, interview simulations, role-play exercises, written report or analysis exercises, and group exercises) The purpose is to allow candidates to demonstrate their skills in job-relevant situations.

Discuss the key differences between personality inventory instruments and personality tests. / Personality inventory instrument provides personality type and personal preferences.
Personality test is a less formal and less accurate version.
Identify the purpose and benefits of career profiles. / A career profile is used in connection with a resume – a summary statement that highlights a person’s work history and skills and competencies. It can help map career paths.
Define the purpose of leadership assessments and list two types of leadership assessments. / Leadership assessments identify developmental needs of current and future leaders at all levels in the organization.
Examples: 1)Simulation-based or 2)role-playing assessments focusing on foundational, vital leadership skills such as decision-making, delegating, gaining commitment, and coaching.
Summarize the issues associated with administering assessments, including validity, reliability, fairness, special accommodations, and legal issues surrounding testing. /

Validity – how well the instrument measures what it intends to measure
Reliability – ability to produce consistent results over time
Fairness – lack of bias
Special accommodations – prohibits discrimination against people with disabilities
Legal issues – requirements for employment are related to job performance

Talent Management Analytics
Outline learner data available through talent management databases. / Data available through talent management databases

# of users who have attended specific courses
Knowledge acquisition
Business impact
Correlations between course content and performance

List the methods for capturing learner data. / Methods for capturing learner data

Surveys
Games
Focus groups
Manager surveys
Human resource information systems (HRISs)

Compare the methods of analyzing learner data to be used in decision making. / Methods to analyze learner data
Correlation analysis – results can show direct correlation, inverse correlation, or no correlation
Multiple regression analysis – used to quantify how certain behaviors are tied to outputs (identify the factors that have affect on the result)
Significance testing - used to verify correlation and multiple regression analysis (Statistical significance means the probability a relationship exists between two variables is true.)
Talent Management Software Solutions
Categorize the technological capabilities of talent management software. / Talent management systems can produce data about the following:

Career development
Coaching and feedback
Employee competencies
Training effectiveness
Onboarding effectiveness
Employees' interests
Performance management
Succession planning

List strategies for keeping up-to-date with emerging technologies. / Sources for keeping up-to-date with emerging technologies:

Industry reports
Articles
Books
Suppliers’ webinars
Users’ blogs
Conference expos
Talking with peers and suppliers’ clients

Describe steps to evaluate new technologies. / Steps to evaluate new technologies

Determine what functionality the organization needs
Determine what each supplier provides
Talk with peers about their experiences working with different suppliers
Ask selected suppliers to provide a demo or pilot period

Maximizing Workplace Diversity
Compare and contrast high-context and low-context cultures and discuss how communication differs when dealing with each of these. / Book didn’t mention this!
Did compare High Power versus Low Power cultures (power of personal authority) See table 85, p. 477.
The general terms "high context" and "low context" (popularized by Edward Hall) are used to describe broad-brush cultural differences between societies.
High context refers to societies or groups where people have close connections over a long period of time. Many aspects of cultural behavior are not made explicit because most members know what to do and what to think from years of interaction with each other. Your family is probably an example of a high context environment.
Low context refers to societies where people tend to have many connections but of shorter duration or for some specific reason. In these societies, cultural behavior and beliefs may need to be spelled out explicitly so that those coming into the cultural environment know how to behave.
Communication – high context is hard for new person to communicate well with since they lack the implicit knowledge of the collective. Low context are easier for new person to communicate with because of the rules and usually the needed communication points are published and available to access.
From:
Explain considerations regarding personal space and workplace diversity training. / Cultures vary in needs of space/social distance, i.e. Proxemics. Personal space in the U.S.:

Intimate – 18” apart
Personal – 18” to 4’ apart
Social – 4’ to 12’ apart
Public – more than 12’ apart

List two strategies that are used to create diverse workforces. / Not really covered in the curriculum.
From Star Fisher:

Quotas (not recommended)
Due diligence (where HR shows they’ve done recruitment strategies that allow for diverse cultural outreach)

Training managers to interview and hire for diversity as well as performance.
Provide examples of the needs of the Baby Boomer generation versus Generation X and Y employees and how this may have an effect on career planning programs. / Not covered in this module, but the topic is covered in Module 6.
From Star Fisher:
WIIFM: In today’s highly-competitive, global economy, an organization in tune with its age-diverse workforce will enjoy a real competitive edge. Generational blending can enhance creativity and productivity, as age-diverse work teams are able to approach problems and challenges from a variety of vantage points and draw from a greater breadth of experience.
Traditionals(1922-1945): conformers, financially conservative, loyal to institutions, believe in discipline. Expected to work for one company, until retire. [grew up in age of war heroes and trusting the government]
Baby Boomers (1946-1964) Competitive, Question institutions, Politically adept, Want personal expression, Team-oriented. Expected to mostly stay with one career path, but may change some companies—new info shows expectations to do something new/different part time or so in “non-retirement.” [grew up with Watergate & Cold War]
Gen X (1965-1980) Self-reliant, Skeptical of institutions, Informal, Will change jobs to advance, Don’t want to work late, Independent-minded (prefers non-team). [grew up as latchkey kids.]
Gen Y / Millenials (1981-2000) Confident but realistic, Technically savvy, Enjoy homework and collaboration, Highly social, Very “green” or cause-focused. Really into Web 2.0. Expect to change jobs frequently to advance. [grew up plugged in to computers and networks]
Identify strategies that could be used to facilitate inclusion in multi-racial, multi-generational environments. / Celebrate differences—builds awareness and appreciation.
Combine differences for success.
Embrace diversity to drive a high performance culture.
Approaches:

Awareness
Modeling
Targeted solutions
Desensitization
Training

Ethical Standards and Legal Issues
Identify and explain the implications of hiring or promotion decisions when using psychological and personality tests. / T&D professionals can use testing and personality or psychological tests for hiring, coaching, and employee development.
If an employer's selection rate for a protected applicant group (for example, a racial group or a gender) violates the 80 percent rule (the group in question must have a success rate of 80 percent of the most successful group), all components of the employer's selection process should be investigated to determine whether it has an "adverse impact" on the affected group. If testing is shown to have an adverse impact, the test must be validated according to EEOC guidelines. In general, this validation process requires the employer to confirm that the test criteria are directly related to job performance and that the test actually measures these criteria.