Talent Management at Tenaga Nasional Berhad

2013 ◽  
Vol 17 (02) ◽  
pp. 289-304
Author(s):  
Rozhan Othman ◽  
Wardah Azimah Sumardi
Keyword(s):  
High Performance ◽  
Management Practice ◽  
Talent Development ◽  
Development Program ◽  
Chief Information Officer ◽  
Vice President ◽  
Talent Management ◽  
Development Programs ◽  
Leadership Positions ◽  
Talent Pool

This case describes the talent management practice of Tenaga Nasional Berhad (TNB). It describes how the company selects and develops future leaders to ensure a smooth succession for important positions. This is done through the creation of a talent pool consisting of high performance-high potential managers. Members of the talent pool are groomed for succession to key leadership positions at the corporate level and critical positions at the divisional level. Selection for TNB's talent pool is open for managers and engineers who have served at least 8 years in the company. Members of the talent pool undergo a systematic and rigorous program of talent development. This includes the Accelerated Development Program for preparing managers for succession to the C suite positions (i.e., positions at the Vice President and Chief Financial Officer, Chief Information Officer and Chief Procurement Officer). The PROSEM and PROGEM are talent development programs for those nominated for the Senior Manager and General Manager positions. The techniques and methodology used for this implementation of the talent management process in Tenaga Nasional are described.

Graduate Development Program as Interventional Strategy for Talent Management

2022 ◽  
Vol 9 (1) ◽  
pp. 0-0
Keyword(s):  
Qualitative Research ◽  
Research Design ◽  
Development Program ◽  
Talent Management ◽  
Competitive Market ◽  
Enabling Environment ◽  
Qualitative Research Design ◽  
Talent Pool ◽  
Key Stakeholders ◽  
Negative Perceptions

Organizations have recognized the need to have a workforce that can give the company direction and help it adapt to continuous market changes. Many organizations have taken note of this ever-changing competitive market and implemented the Graduate Development Program (GDP) to ensure the development and consistent supply of its talent pool. Adopting a qualitative research design with research instruments that allow interaction with all key stakeholders, the objective of this paper is to assess GDP as an interventional strategy for talent management, in the context of Namibia. The study findings are mixed as it shows that current and past employees feel that the GDP implementation is not effective due to their negative perceptions about the identification of outside talent and yet the findings did reveal that the GDP has resulted in improved talent sets and an enabling environment to recruit, develop and retain staff in critical positions.

Talent management at Steelcase Manufacturing, Malaysia: managing high performance

2014 ◽  
Vol 4 (6) ◽  
pp. 1-10
Author(s):  
Rozhan Bin Othman ◽  
Wardah Azimah Sumardi
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
High Performance ◽  
Management Practice ◽  
Talent Management ◽  
Policy Options ◽  
Content Type

Subject area Human resource management and leadership development. Study level/applicability MBA course on Human Resource Management. Case overview This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program. Expected learning outcomes Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

‘When I look in the bathroom mirror, I see all the women standing behind me’: An evaluation of a leadership development program for women in STEMM

2020 ◽  
pp. 144078332091145
Author(s):  
Meredith Nash ◽  
Robyn Moore
Keyword(s):  
Leadership Development ◽  
Development Program ◽  
Women In Leadership ◽  
Women In Science ◽  
Development Programs ◽  
Leadership Positions ◽  
Leadership Development Programs ◽  
Representation Of Women ◽  
Professional Networking ◽  
Engineering Mathematics

Leadership development programs (LDPs) are one response to the under-representation of women in leadership positions. This article evaluates Homeward Bound, a 12-month LDP for women in Science, Technology, Engineering, Mathematics and Medicine (STEMM) fields that culminates in a three-week voyage to Antarctica. We evaluate the extent that the program supports key features of LDPs for women – including creating a safe, women-only environment, providing professional networking opportunities and using intersectional approaches. We argue that remote locations generate challenges that must be considered in LDP design and implementation. Findings are widely applicable and can inform LDPs in multiple contexts.

Development of a High-Temperature Molten Lithium Pump

1966 ◽  
Vol 88 (1) ◽  
pp. 13-21
Author(s):  
R. W. Kelly ◽  
G. M. Wood ◽  
J. J. Milich ◽  
C. Ferguson ◽  
D. V. Manfredi
Keyword(s):  
High Temperature ◽  
Liquid Metal ◽  
Nuclear Power ◽  
High Performance ◽  
Power Plants ◽  
High Efficiency ◽  
High Reliability ◽  
Development Program ◽  
Development Programs ◽  
Molten Lithium

The circulation of the liquid-metal heat-transport fluids used in high-performance, mobile, nuclear power plants requires high-temperature pumps. These pumps must be capable of moderately high efficiency over a very long lifetime and have small size, low weight, and high reliability. As an initial phase of a lithium pump development program and to provide pumps for companion development programs, a 195-gpm pump was designed and successfully developed. Extensive testing of pump components, as well as water and liquid-metal tests of complete pump assemblies, was accomplished to meet the program objectives of high performance and high reliability for the required long operating lifetime. Several successful lithium tests of 10,000-hr duration were accomplished with the lithium development pumps and a pump used in a companion heat-exchanger development program.

scholarly journals Relative age and perceptions of soccer specific skills among elite youth players in Norway

2019 ◽  
Author(s):  
Bjørn Tore Johansen ◽  
Ketil Østrem ◽  
Stig Arve Saether ◽  
Martin Kjeøen Erikstad
Keyword(s):  
Talent Development ◽  
Development Program ◽  
Age Effect ◽  
Development Programs ◽  
Relative Age ◽  
Relative Age Effect

One common feature among the selected players in talent development programs are the well-known relative age effect (RAE), characterized by a skewed birth distribution among selected players with an over-representation of players born early in the selection year. The aim of the present study was to examine potential differences in soccer-specific skills between players selected for national talent program born in the first half of the year compared to the players born in the second half of the year. A total of 753 elite male U 14 (N = 363) and U 13 players (N = 390) from 16 of 18 soccer regions in Norway participated. The results showed players born early in the selection year considered themselves stronger and faster than late born players. Similar, coaches considered the players born early in the selection year as stronger than players born late in the selection year. Neither the players or coaches considered the early born players as technically, tactically and mentally better. Within a talent development program, we argue that coaches and recruiters should be aware of differences in relative age, and thus prevent that late born players must compensate their physical disadvantages to be allowed into such programs.

scholarly journals MODEL DEVELOPMENT OF SUCCESSION PLANNING IN SUBSIDIARY COMPANIES ENGAGED IN THE INSURANCE INDUSTRY

2021 ◽  
Vol 1 (1) ◽  
pp. 43-57
Author(s):  
Primadi Candra Susanto ◽  
Naik Henokh Parmenas
Keyword(s):  
Development Strategy ◽  
Succession Planning ◽  
Planning Process ◽  
Insurance Industry ◽  
Model Development ◽  
Talent Development ◽  
Development Program ◽  
Insurance Companies ◽  
Development Programs ◽  
Critical Position

In this study using the Qualitative Phenomenology Method, the purpose of this study is to provide input regarding the proper retention plan formulation procedures and provide input regarding the procedures for identifying talent readiness to meet the needs of a critical position. Based on the analysis of the application of succession planning in insurance companies, it can be concluded that the following matters The implementation of succession planning at the subsidiary company has not been carried out optimally because it is still at the create development plans stage or the 4th stage of the seven stages of the succession planning process, the company is mature enough Identified talent and talent mapping for 15 manager candidates to obtain 2 candidates in the Ready Now category, 8 candidates in the Ready With Development category and five candidates in the Not Ready Yet category. For the candidates mentioned above, the Company has also compiled a talent development strategy (talent development strategy), which includes a number of development programs, including in-house training, coaching and mentoring, as well as special assignments. The development program is adjusted to the proficiency level of each candidate, based on the results of the assessment that has been carried out. right by the Company. The output of the development program carried out is a number of talent readiness to fill critical positions in the Company. Based on the analysis that has been done, the talent readiness of the subsidiary company ranges from 1-2 years. To maintain the talents the Company already has, the Company has also prepared a retention planning strategy. The retention strategy undertaken by the Company is more aimed at increasing bounding with employees and to retaining quality employees. Retention efforts carried out by the Company include clear and directed career development programs, leadership programs, building open and comfortable communication patterns. with employees, employee recognition, and various employee welfare programs. With the development of appropriate succession planning and supported by effective retention planning efforts, the Company will be able to supply competent human resources and have a supply of talent to fill critical position needs. in the future.

scholarly journals Globális tendenciák a tehetségnevelésben - Tehetséggondozó programok

2021 ◽  
Author(s):  
Gordon Győri János
Keyword(s):  
Developmental Stages ◽  
Rapid Development ◽  
Talent Development ◽  
Talent Management ◽  
Development Programs ◽  
Short Term ◽  
New Developments ◽  
Training Opportunity ◽  
Talent Education

A tehetségnevelés mára univerzálisan elterjedt eszközei a tehetséggondozó programok, illetve a vegyes tehetséggondozó tevékenységek (Gagné, 2018). Míg az előbbiek hosszú távú, a tanulók fejlesztését akár több életkori és fejlettségi szakaszon keresztül komplexen támogató tehetségnevelési tevékenységek, amelyek jellegzetesen egy vagy néhány alapvető tehetségpedagógiai alapkoncepció köré szerveződnek, az utóbbiak rövid távú, egy-egy kisebb téma vagy tevékenységelem köré épülő fejlesztések, amelyeket a tanulók tipikusan mozaikosan válogatnak össze maguknak. Jelen tanulmány a tehetséggondozó programokra fókuszál. A szerző négy területen mutat be két-két tehetséggondozó programot, a vezetői tehetség fejlesztésére, a közoktatási és felsőoktatási tehetségnevelésre, az offline és online tehetséggondozásra, valamint a kisebbségi tanulók tehetséggondozására hozva példákat. Noha a cikk egyik példája azt mutatja meg, milyen változások történnek a tehetséggondozásban a globalizáció hatására, ahogyan azt manapság értjük, általában is az mondható, hogy a mai tehetséggondozás nemzetközi szinten az egyre globálisabbá válás irányába igyekszik haladni: arra törekszik, hogy egyetlen potenciális tehetségterület, egyetlen megfelelő tehetségazonosítási lehetőség, egyetlen oda való személy, egyetlen társadalmi csoport, egyetlen képzési lehetőség se maradjon ki a tehetséggondozás lehetőségeiből, elvetve a korábbi, nem kevéssé elitista irányvonalak számos jellemzőjét. Az új fejleményeket elemezve a tanulmány végén a szerző megfogalmazza azt a véleményét, miszerint a tehetséggondozás terén lezajló jelenlegi gyors fejlődés után a mesterséges intelligencia megjelenése hoz majd igazán kopernikuszi fordulatot a tehetséggondozásban.According to Gagné (2018), talent development programs and mixed talent development activities (provisions) are universally used tools in talent education. While the former are long-term talent development activities that comprehensively support the development of learners through several age and developmental stages, typically organized around one or a few basic concepts in talent development, the latter are short-term developmental activities, based on a smaller theme or activity element, and they are mosaically selected by the students. The present study focuses on talent development programs. The author presents two-two talent development programs in each of four areas, giving examples of leadership talent development, public and higher education talent education, offline and online talent management, and talent management for minority students. Although one example of the article shows the changes that are taking place in talent management as a result of globalization, as we understand it today, it can be said in general that today’s talent management is moving towards becoming increasingly global at the international level: no suitable opportunity for talent identification, no person there, no social group, no training opportunity should be left out of the possibilities of talent management, rejecting many features of the previous, rather elitist lines. Analyzing the new developments, at the end of the study, the author formulates his opinion that after the current rapid development in the field of talent management, the emergence of artificial intelligence will bring a truly Copernican turn in talent management.

Talented Employees in Russian and Foreign Companies

2013 ◽  
pp. 147-156 ◽  
Author(s):  
M. Latukha ◽  
T. Tsukanova
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Talent Management ◽  
Foreign Companies ◽  
Study Results ◽  
Practice Development

The study investigates talent management practices in Russian and foreign companies. The inquiry of Russian and foreign companies (working in Russia) showed that perceived and dedicated talent management practices contribute to better companies performance. The study results can be used in talent management practice development.

Partisipasi Masyarakat dalam program pembangunan Infrastruktur Perdesaan (PPIP)

2020 ◽  
Vol 1 (1) ◽  
pp. 45-60
Author(s):  
Lina Kumala Dewi ◽  
Bambang Triono ◽  
Dian Suluh Kusuma Dewi
Keyword(s):  
Development Program ◽  
Study Data ◽  
Community Empowerment ◽  
Infrastructure Development ◽  
Development Programs ◽  
Technical Documentation ◽  
Rural Infrastructure ◽  
High Participation ◽  
Qualitative Descriptive ◽  
Household Heads

The construction of public participation has paid his dues. This is that in realizing development projects readily undergoing a failure that empowers people. Related in all process that deals with planning, implementation, the use of results and development monitoring. The rural infrastructure development program (PPIP) is development programs community empowerment. Where people have got to dive headlong in village development, especially physical development he purposes of this research is to find how the participation of the community in the Rural infrastructure development program (PPIP), Ngranget Village, Dagangan District, Madiun Regency. The kind of research is qualitative descriptive. In research, this is the population is the number of household heads involved in the delivery rabat concrete development in Ngranget village which consisted of 95 KK. The majority of informants interviewed in this research was 12 people. Was used in the study data collection method that is Technical Documentation interviews and data available for analysis namely described the results of research or data with a form of what is he got writer whether it is the results of the interviews, or result in appreciating documentation then investigated and the studies of the issue and. The result that the community participation in development in the village of rabat concrete Ngranget mind (planning), low participation in the form of energy high, participation in the form of expertise, quite low in the form of goods low, the form of money and participation is very low.

Enterprise Development Programming in Partnership with Local Government, Science and Business. The Example of Rybnik

2017 ◽  
Vol 13 ◽  
pp. 53-61
Author(s):  
Wojciech Kiljańczyk
Keyword(s):  
Economic Development ◽  
Local Government ◽  
Development Program ◽  
Development Programs ◽  
Enterprise Development ◽  
Entrepreneurship Development ◽  
Development Programming ◽  
Development Plans ◽  
Resources And Capabilities ◽  
The City

The article concerns the mechanisms of entrepreneurship development in partnership with local government, science and business. The author presents evidence that the sector partnership is crucial for the success of projects developing entrepreneurship in the local and regional perspective. Local government has the resources and capabilities to act as initiators of projects and programs supporting the economic development of the city or voivodeship. At the same time, representatives of local government units must use appropriate operational and management methods in the implementation of the policy of strengthening entrepreneurship. Inter-sectoral collaboration requires the application of organisational solutions allowing for the involvement of units in different fields and basing on various legislation. The author also indicates that the source of the competitive advantage of cities and regions may be the specialisation, as well as the commercialisation of knowledge and technology. In this case, the inter-sectoral partnership is crucial as it conditions the success of economic development programs in its social, economic and political sense. At the same time, the article describes the methods of building the inter-sectoral cooperation. As a basis for the appropriate use of the different potential of the cooperating participants, the authors indicated projects and programs embracing groups of projects. All this is worth being recognised within the framework of strategic documents, such as development plans, strategies, and other records used by local government agencies. The article uses the outcome of the participatory workshops during the preparation of the Rybnik Enterprise Development Program. The aim of the study is the verification of the assumption that the sectoral partnership is crucial to the processes of local and regional entrepreneurship development.

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