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HRM (MANAGING PEOPLE (TALENT MANAGEMENT (WHY? (1. retain key personnel, 2.…

- - - - 1. retain key personnel
      - 2. develop leaders for tomorrow
      - 3. maximize employee performance (competitive advantage)
      - 4. to compete effectively in a dynamic environment - achieve sustainable growth
    - - Competitive perspective
      - Change management perspective
      - Developmental perspective
    - - A Positions = STRATEGIC Autonomous decision making, Performance compensation, value by enhancing revenue or reducing costs, may have very costly consequences, right position is important
      - B Position = SUPPORT follows processes, Job Level compensation, supports value-creating positions, consequences can be costly, easier replaceable
      - C Position = SURPLUS Little discretion in work, market price compensation, has little impact on value, no costly consequences, easy replaceable
    - - Manage your portfolio of positions and Identifiy A, B, C players
        
        A: get C players out of A positions, work to help B players in A positions and become A player
        
        B: maintain B in B, identify and develop A player and transfer into A position
        
        C: outsource C positions and players where possible
    - - Management style and competence, top-down decisions, dissatisfaction with career opportunities, poor quality work-life balance, work stressors, co-worker relationship
    - - pay, work-life balance, job security, organizational vision and values, stimulating work, promotional opportunities
    - - Workforce Planning, 2. Talent Acquisition, 3. Performance Management, 4. Learning and Development, 5. Succession Management, 6. Engagement and Retention, 7. Workforce Planning