1. Why Talent Mgt From: Deloitte(2009) The Public Sector Talent Mgt Challenge: A conversation with Ian Cullwick, national leader of the public sector human capital practice, Canada “ emerging issues, especially for those employers that rely on skills and knowledge-intensive workforce” “ Two main challenges: 1) wave of retirement and 2) competitive recruitment pressures from other industries” “ Strategies: 1) market their workplace (attract) and innovative practices (retention) 2) offering very specific career paths with opportunity to acquire specialized certifications or designations”

1. Why Talent Mgt Challenges of “experience skilled shortage” faced by both private and public sectors:  Changing demographics  International competition  The diverse workforce  Serious “Brain drain” These make both sectors need to come up with talent management practice By Marion Devine and Marcus Powell, from The Ashridge Journal, Autumn 2008 (Ashridge Business School, UK)

ขาดการ rotation ในองค์กร - ทำงานในลักษณะ project มีการอบรมให้น้อย ขาดแผนการพัฒนา แต่ละบุคคล ขาดโอกาสเรียนรู้ ต้องการให้ผู้บริหารกระทรวง รับรู้ว่ามี Hypo และใช้งาน ช่วงแรกๆงานไม่ตรงกับสิ่งที่เรียน ไม่ได้ทำวิจัย ทำ presentation/ งานฝ่ายเลขานุการมากเกินไป ปัญหา ข้าราชการ 1. Why Talent Mgt ( บริบท ราชการไทย )

2. Definition of Talent Mgt. Useful definition of Talent Mgt: “ The additional management processes and opportunities that are made available to people in the organization that are considered as talent. It can be formal and informal, deliberative or unintentional, explicit or implicit.” Different definitions of Talent Mgt:  To ensure pipeline of talented people with specialist, general manager or leadership skills  To match Talent Mgt with: succession planning, recruitment or leadership development  High performer or high potential By Marion Devine and Marcus Powell, from The Ashridge Journal, Autumn 2008 (Ashridge Business School, UK)

2. Definition of Talent Mgt. ( บริบทของภาค ราชการ ) การสรรหา พัฒนา เลื่อนระดับ และ การรักษาบุคลากรที่มีการวางแผน และบริหารอย่างเป็นระบบ สอดคล้องกับเป้าหมายขององค์กร ทั้งในระยะปัจจุบันและอนาคต

In public sector in UK:  Developmental perspective  Few formal talent mgt.  Individual tend to take responsibility  Personal network  No career planning or succession planning 3. Lesson learned Talent Mgt in the Public Sector By Marion Devine and Marcus Powell, from The Ashridge Journal, Autumn 2008 (Ashridge Business School, UK)

In public sector in UK : Defining: A lack of clarity Developing: Favor similar, but accelerated development paths for talents Structure: Move between projects and teams as managers bid for them. 3. Lesson learned

Key Success Factors for public sector in UK : a clear, coherent leadership model (what is an effective and talented leader) talent profiles and skill set match with sector change audit process Clarify the link between internal talent mgt and national talent mgt program Career planning and succession planning 3. Lesson learned

IBM and the Human Capital Institute (August 2008): Survey 1,900 individuals from 1000 organizations (both public and private) Knowledge-intensive firms & financial services tend to make use of various talent mgt practices while non-profit organizations (government agencies, educational and health care institutes) appear to be deficient in their use of talent mgt practices 3. Lesson learned

IBM and the Human Capital Institute (August 2008): Six categories or Different focuses on Talent Mgt. 1. Development Strategy 2. Attract & Retain 3. Motivate & Develop 4. Deploy & Manage 5. Connect & Enable 6. Transform and Sustain 3. Lesson learned

 Knowledge-and service intensive industries are more likely to invest in talent mgt, while public lags  Financial services pay attention to attracting human capital and then hanging on to that talent. (To recruit employees in a timely and consistent manner)  Knowledge-intensive industries tend to focus on motivating and developing talents at the individual level, as well as, connecting and enabling those individuals across the enterprise. IBM and the Human Capital Institute (August 2008): 3. Lesson learned

 Retail Industry (high number of employees with direct contact with customers, as well as factors like global competition and the relatively thin margins across their industry) uses a variety of talent practices IBM and the Human Capital Institute (August 2008):  Government agencies educational institutions and some healthcare firms are significantly less likely to practice enlightened talent management practices. 3. Lesson learned

“ A Healthier Health Care System for the UK ” - An assessment of 126 National Healthcare Services and other hospitals across UK - Interviewing 170 general managers and heads of clinical departments By Pedro J. Castro, Stephen J. and Ben Richardson: Joint research between McKinsey and the London School of Economics and Political Science (LSE) Published in The McKinsey Quarterly, February Lesson learned

Findings: 1. The improved operational effectiveness, performance management, and talent management are associated with better overall better results of the hospital 2. Stronger leadership by doctors in the way hospital are managed could play a particularly significant role in improving them. By Pedro J. Castro, Stephen J. and Ben Richardson: Joint research between McKinsey and the London School of Economics and Political Science (LSE) Published in The McKinsey Quarterly, February Lesson learned

ฝ่ายบริหาร ( มุ่งมั่น เอาจริง สานต่อ ) วัฒนธรรมองค์กร (Talent Mindset) ระบบความรับผิดชอบ ( กจ./ กพร. น้อย / ผอ....) ความเป็นระบบกลไกการคัดเลือก / ระบุ Successors คุณภาพการพัฒนา ความรับผิดชอบและ ทัศนคติ ของ Successors 3. Lesson learned ( บริบท ภาคราชการ ) Key Success Factors

16 ขาดการสนับสนุน / ขาด Owner การสื่อสารการเมืองในองค์กร Talent = Innovator/ ผู้แก้ปัญหาการเปลี่ยนแปลงขององค์กร ระบบการทำงาน (Red Tape/ Paper Work) ประชุมๆๆๆ 3. Lesson learned ( บริบท ภาคราชการ ) DeRailers