1 / 16

Talent Management

Talent Management. Agenda. About the Innovators Forum Background & Perspective on the 2014 Topic The Case for Change Talent Management Framework Summary of the Group Discussion and White Paper What Happens Next Questions. About the Innovators Forum. Purpose

holli
Télécharger la présentation

Talent Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Talent Management

  2. Agenda • About the Innovators Forum • Background & Perspective on the 2014 Topic • The Case for Change • Talent Management Framework • Summary of the Group Discussion and White Paper • What Happens Next • Questions

  3. About the Innovators Forum Purpose Engage in analysis and discussion of major issues impacting higher education and procurement Goal Develop roadmaps that procurement professionals can use

  4. 2014 • OBJECTIVES • University Strategy Trends and Procurement’s role • What practices needed to attract and retain people with the right skillsets • Evaluate the issues and challenges • Provide an integrated framework and useful roadmap

  5. Participation and Support Business and HR Officers • Geoff Barsch– University of Colorado • Diane Goddard – University of Kansas • Matt Hawks – Rollins College • Maria Martinez – Rollins College • Betsy Rodriquez – University of Missouri • Howard Teibel – Teibel, Inc. Procurement Officers • William Cooper – UCOP • Lisa Deal – University of Florida • Eric Denby – University of Virginia • Sandy Hicks – University of Colorado • Ted Johnson – UCSD • Jason Knoch – Princeton • Gary Kraft – University of Nebraska • Nichol Luoma – Arizona State University • Paul Martin – Rensselaer Polytecnic • Valerie Rhodes-Sorrelle – Grand Valley State • Barry Swanson – University of Kansas With Support From

  6. Case for Change Global Issues Universities pursue aspirational goals Local Communities Students Technology Procurement needs talent to become an essential partner Process People

  7. What Do We Mean by Talent? A person or group of people with a special ability to do something well • Single biggest driver of results • More important than experience

  8. Talent Management Framework There is a direct relationship between talent and business performance

  9. Organizational Strategy • CRITICAL PROCUREMENT STRATEGIES • Recognized as an essential strategic partner • Define and communicate procurement’s value proposition • Proactively engage campus constituents • Be a provider of essential information • Drive process redesign to be of service to the campus University Procurement

  10. Talent Strategy What key competencies are needed to achieve strategic goals? • KEY PROCUREMENT COMPETENCIES • Develop compelling business cases • Sell and influence diverse stakeholders • Prioritization and management of complex projects • Skills in critical thinking and adaptability • Build and managerelationships with a wide variety of stakeholders

  11. Talent Acquisition Selection is more important than training and attraction is better than recruitment? • RECRUITMENT / ATTRACTION • Develop and sell an exciting image • Emphasize professional growth and investment in people • Revise job descriptions to emphasize talent skills • SELECTION • Develop an evaluation team with different roles • Develop behavioral based questions to evaluate keytalent attributes and cultural fit

  12. Talent Performance People quit their supervisors before they quit the organization • PERFORMANCE MANAGEMENT • Align individual goals with broader strategies • Incorporate self assessments and360 degree evaluations • Develop strong coaching programs • DEVELOPMENT • Develop visible career paths and curriculum maps • Provide committed training funds • Develop mentorship opportunities

  13. Barriers and Challenges Does procurement need to re-brand its image? • Competing for talent against other industries • Offering competitive salaries • Support from leadership • Retaining talent – will they stay engaged • The “back office” perception • Salarybenchmarking practices

  14. Actions We Can Take Now Developing the ideal solution will take time. Don’t wait! • Evaluate and complete a skills assessment • Readthe University’s strategic plan and align goals • Identify key executive sponsors who will provide support • Develop a re-branded procurement concept and market it • Solicitfeedbackfromstakeholders • Developmetricsto track value creation

  15. What’s Next NAEP’s focus on talent management • Distribution of White Paper • NAEP’s work on Competency Model resources and implementation • Complete Competency Gap Analysis • Create additional Interview Guides • Expand competencies currently mapped to Procurement Academy and other talent development programs • Discussion at other professional group meetings • Link outcomes to future annual/regional meeting programming • Select topic for 2015

  16. Questions

More Related