Question 1
The speaker referred to the following four critical areas that are key attributes of talent productivity leaders:
Employee engagement
Goal alignment
Cultural alignment
Organization agility.
The talent management leaders raised the bar of their enterprise performance by focusing on the four aforementioned talent management areas.
Question 2
The business organizations and enterprises must respond to the following four critical trends in response to the challenges related to talent management in 2013 and thereafter:
Complex new work environment that arises from changes in the structure of organizations. These complexities lead to innovations in achieving tasks by following latest standards.
Changing workforce demographics is the second challenging trend that involves multiple generations with diverse set of experiences.
Next trend is talent effectiveness strained by new realities in workplace.
The last trend is new convergence between business management and talent management. Integration of business management with employees is required to utilize talent in effective way. Isolated HR management cannot progress without talent management no matter how proactive it is.
Question 3
The speaker refers to the four generations of employees working in enterprises. These generations are:
The veterans born before 1946 who are referred to as traditionalists.
The Baby Boomers born between 1946 and 1964 who followed slightly lesser work ethics than their predecessors.
Gen X born between 1965 and 1979 and their key characteristics were self-reliant. Independent, and entrepreneurial.
Gen Y born between 1980 and 2000 and they were technology savvy.
The implication of having four generations is that enterprise has vast experience of business and talent management. Employers expect employees to play their effective role in enterprise development by using their vast experiences.
Question 4
The significant reality is that employees must interact with a number of individuals for getting their job done. They need to establish reliance on others and accomplish tasks through others.
Question 5
The required five steps are:
Leveraging enterprise contribution for driving organizational performance, focusing on individual contributor providing support to other enterprises and getting due support from others to enhance overall business outcomes.
At second level, companies need to apply statistics and analytical analysis for talent management. Instead of performing rear view analysis, the management must foresee competitive advantage by utilizing talent effectively.
At next level, the enterprises need to fight with insufficient resources for talent hunting and management.
Fourth level refers to talent driven competitive advantage.
The last level is talent retrorespectives. The main focus should be on future development and what essential practices management should adopt to lead long-term success.
Question 6
The implication of HR functions of a company is to focus on contribution of talent in enterprise development rather than individual success. It is also referred to as net work performance. HR must perform workforce planning for building enterprise future capabilities.
Network performance is crucial for highly contributing talent. Top 10 network performance characteristics are:
Teamwork
Organizational consciousness
Self-awareness
Influence
Self Design
Managing others
Creativity
Resource allocation
Risk management
Systems Thinking
While 40% employees from sample are good as individual contributors but only 17% provide fruitful outcomes for enterprises. 3% of employees are reported to be dedicated to high performance tasks without focusing on individual outcomes.
HR must motivate all employees to play their effective role in enterprise development. For this purpose, they could adopt four steps:
Arrange learning and development programs to drive enterprise success.
Refine performance management systems to measure individual contributions and integrate them for achieving overall goals.
Different units of enterprises should collaborate to enhance enterprise outcomes.
Following extended performance ecosystem by taking inspiration from leading enterprises and business organizations.
