November 20 Readings/Class Notes – MOS
Guest Speaker – Deloitte
Talent Management: An introduction to HR in professional services
– Before HR: “personnel administration.” In past 25 years, change from this to
talent management. Talent management: to succeed, you must work in a
variety of areas eg. Accounting, various HR positions
Deloitte: largest professional services firm in North America.
– Opportunity – 150k people working
– “Green dot” - branding.
Business units: audit and assurance, taxation, financial advisory, enterprise risk
Get out of the professional service career
– Even when you work in the career, you get to work in a variety of tasks.
People like variety in a job.
– Eg. fast-paced and dynamic, hands-on, not always 9-5. Challenges every
Talent Management Fundamentals
– Talent = Everyone. Employees with higher than average potential, have
– All are necessary; top talent is a strategic asset.
– Employees who significantly contribute to company value
– Recruitment, training, skills.
– Should be done constantly – without people, organization wouldn't exist
1. Have a plan – figure out where you want to go
2. Select right people for the right jobs.
3. Once chosen, introduce them to workplace – *induction.
4. After selection = development. Solid workforce if successful
5. Monitor performance.
6. Energize them. Happy people = good organization.
7. Plan for succession – develop people to be promoted to higher positions
in the future.
Concept of potential – what employee has potential – not only what they can do
now; what can they do in the future. It is an investment in people to find out what
returns they will give in the future.
Talent Management: integrated set of policies, processes, programs and
technologies aimed at attracting, aligning, developing and retaining employees to
maximize performance and develop business strategy.
– About getting it right – right people, right place, right time
– Right skills, position, tools, engagement, doing the right things to deliver
and exceed business objectives. Competency: behaviours, observable and measurable attributes, that will drive
– set of observable behaviours comprised of knowledge, skills and abilities
indicative of performance for a particular role
– Enduring qualities – transferable across tasks and work settings
– Observable and measurable
– Aligned with key business objectives and values to foster a company's
Leadership, professional and technical competencies
Professional: those things that enable you to apply knowledge
Leadership: common and required for leaders to be successful eg. Coaching,
Technical: focus on a specific job role
Why competency models?
– **Companies that use this outperform their industry's return by 22%.
Organizations that have well-executed talent programs deliver increased