- Leadership Development
- Performance Management
- Succession Management
What is Talent Management?
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. The Office of Talent Management and Organization Development (TMOD) has created an integrated framework (see model below) to help members of our Johns Hopkins community see the interrelationships between various HR processes supported by our office.
The Talent Management model illustrates key talent management processes that have been designed and developed to ensure that we attract, retain, and engage talented faculty and staff at JHU. If you are a leader or manager and are interested in learning more about how these services can help you please use the following contact information:
- For School of Nursing, School of Public Health, or School of Medicine: 443-997-8687
- For all other locations: 443-997-4083
Check back frequently to see updates on the status of this new Talent Management initiative.
Key talent management processes include:
JHU brand – A career at Johns Hopkins University is more than a job. Johns Hopkins University is a recognized leader in teaching, patient care, and research, and is a great place to both develop professionally and make a difference. Click here to find out more about Why JHU.
Workforce planning – The intentional and strategic projection and planning of access to talent (either internal or external) with the skills, knowledge, and behaviors essential for the achievement of the university’s strategic objectives and/or demands.
Recruiting – The ability to successfully attract and hire key talent for current and future organizational needs through competency-based advertising and interviewing efforts. The JHUjobs website provides links to the most current applicant information and is the convenient and sole method for submitting an application to join the Hopkins team. Click here to access the JHUjobs website.
Onboarding – The process of acclimating new hires and ensuring that they quickly feel welcomed, and valued by the organization. This process enables new employees to become productive members of the organization, who understand expectations for their job roles. Onboarding goes beyond traditional "orientation" programs which focus mainly on managing policies, forms, and procedures. Click here for the Onboarding Toolkit.
Strategic plan/goal alignment – The process of developing and implementing plans to reach an organization’s long-term goals and objectives. It is the roadmap to lead an organization from where it is now to where it would like to be in 3-5 years.
Performance management – An ongoing, continuous process of communicating and clarifying job responsibilities, priorities, performance expectations, and development planning that optimize an individual’s performance and aligns with organizational strategic goals. Click here to learn more about Performance Management.
360° assessments – 360-degree feedback is an assessment tool that provides faculty and staff leaders with feedback about their performance. Supervisors, peers, and direct reports answer questions based on their perceptions and observations of the leader’s skills and attributes.
Executive coaching – A helping relationship between a client and a consultant, who uses a wide variety of behavioral techniques and methods, to assist the client to achieve mutually identified goals to improve professional performance and personal satisfaction in an effort to improve the effectiveness of the client’s organization. (As adapted from Richard R Kilburg in Executive Coaching: Developing Managerial Wisdom in a World of Chaos, pages 65 and 67.)
Leadership development – Intentional goal-driven activities that enhance the quality of leadership abilities or attitudes within an individual or organization. Click here to learn more about leadership development opportunities. Click here to learn more about the Leadership Development Program.
Professional development – Process of establishing training goals and plans that link to individual goal attainment, career planning, and possible succession planning.
Career pathing/Career development – How the organization structures the career progress of their members, and the individual’s process for identifying job opportunities within an organization’s structure, and the sequential steps in education, skills, and experience-building needed to attain specific career goals.
Recognition programs – A method of acknowledging, honoring, encouraging, and supporting individuals and teams who contribute, through behaviors and actions, to the success of the organization.
- Click here to learn more about the university’s staff recognition program that shows appreciation to individual staff members for their valued contribution to the university’s success by recognizing milestone anniversaries with the university:
- Click here to learn more about ways managers can recognize employees.
Compensation – A way to reward individuals for important work accomplishments, contributions to the goals of the university, and increased skills and competencies in their jobs. Click here to find out more about compensation.
Succession management – Succession management is a process for identifying and developing internal personnel with the potential to fill key or critical organizational positions. Succession management ensures the availability of experienced and capable employees that are prepared to assume these roles as they become available. Click here to learn more about Succession Management.
Diversity/Inclusion – Diversity represents a group comprised of individuals with similar and different experiences and backgrounds. Some of these differences include race, color, religion, gender, national origin, sexual orientation, age, disability, veteran status, and ethnicity, but there are many other dimensions of diversity. “Diversity” does not address how people with different backgrounds and experiences function or work together. “Inclusion” is a sense of belonging: feeling respected, valued for who you are; feeling a level of supportive energy and commitment from others so than you can do your best work.” Miller, Frederick A. and Katz, Judith H. 2002. The Inclusion Breakthrough: Unleashing the Real Power of Diversity. San Francisco: Berrett-Koehler Publishers Click here to learn more about Diversity and Inclusion.
Engagement – The extent to which employees are committed to their organization’s goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense of well-being.
Competencies – Those measurable behaviors, characteristics, abilities and personality traits that identify successful employees against defined roles within an organization. Click here to learn more about Competencies.
Retention – A systematic effort focused not only on retaining an organization’s talented performers but also to create and foster a welcoming work environment and high-retention culture. The end result is an organization that operates more effectively and efficiently, while becoming a great place to work.