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Transcript of 0 Is your organisation fit for future? Geraldine Haley Global Head Executive Talent & Succession...
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Is your organisation fit
for future?Geraldine Haley
Global Head Executive Talent & Succession
October 2014
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Three Key Questions
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• Why is succession planning important now to your organisation?
• How do you ensure maximum value add for the business?
• What is the role for HR to play that is different from the past?
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Context Matters
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150 years old with 90% of income and profits made in Asia, Africa and the Middle East
1,600 branches and offices in 70 markets
Attrition can run as high as 25% annually in some markets
Key Facts
86,640 employees representing 132
nationalities
Full Year Results 2013
Operating income of over $100 million
Employee Distribution
North East Asia
South Asia
South East Asia
Others
Africa
Middle East & Pakistan
Europe, N America, L America & Carribean
Australia & New Zea-land
Statutory profit before taxation down 11% YOY
• No single home market
• Global roles located primarily in Singapore
• “Networked” organisation so global processes
acceptable *Employed Workers within SCB and Subsidiary Companies as of 31 July 2014
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Context matters: Our Talent Management Principles
We are inclusive without giving all people the same experience
We have opportunity to leverage our internal talent more
All employees have opportunity to develop in a way that suits them
Outstanding performance is based on playing to strengths
We meet with demand – we are business led and linked to outcomes
Talent management and development are embedded in the business cycle
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How do you get high adoption by the business?
(2) Vitality (3) Functionality
Attitudes and mindsets - the passion in business and HR for the products and processes
Products and processes that are linked to business needs for short and long term with effective execution
(4) Supported by outcomes and process measures
(1) Aspiration: Massively Multiply Our Leadership
Capabilities
Adapted from model presented in article “Make your company a talent factory” by Doug Ready and Jay Conger - HBR June’07
4 Components to Consider:
(BOTH!)
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How do you get high adoption by the business?1 Prepare
• Define the scope of Succession Planning for the year• Define parameters (criteria) & standards• Collate relevant information e.g. critical roles, global / local statutory requirements
2 Plan• Communication plan (on the launch, steps and reminders) • Execution plan (who does what)• Training sessions for HR teams across the Group
3 Execute – Global Consistency• Build up from local business input• Through to regional• Global review and sign off
4 Follow Up• Ensure development plans for identified successors to enhance readiness• Refresh plans (clear accountabilities)• Access by all relevant HR and business users
5 Strategic Review• Step back to identify overall “story”• Organisational strengths and challenges• Identify action plans to monitor• Engage CEO and Board
Succession Planning Process
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Global
Regional
Local
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How do you integrate with other people processes?
Succession Planning
Talent Review Discussions with business teams
Data to understand “heroes” and
“villains”
Development Planning for successors
Helps prioritise executive
development
External Mapping where needed
Important Feed to Resourcing
Process
Need highly collaborative and integrated HR team!
Need to refresh each cycle – “strategic themes”
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Potential vs. Performance
• “Most high potentials are high performers but not all high performers are high potentials”
• Judgment vs. Assessment
• What is potential that isn’t performance?
Curiosity: People high in curiosity seek and are energised by learning and changeInsight: People high in insight seek new ways of looking at issues and are energised by creating transformational insightsEngagement: People high in engagement seek connections with others and are energised by engaging and investing in othersDetermination: People high in determination seek challenging commitments and are energised by carrying through with bold, difficult goals
Ref: “A new era of talent management” by Claudio Fernández-Aráoz - HRMagazine Aug ‘14
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Sample Template
INCUMBENT SUCCESSOR
Role SIF Name Flight Risk
Vacancy Likelihood
Capabilities Name Title Capability Readiness
Development Needs
Benchstrength
1 A
B
2 A
B
2 A
Flight Risk-High-Low-Not known
Vacancy Likelihood-High: 2014-Medium: 2015-Low: 2016+
Capability Readiness-High: ready now-Medium: some development needed-Low: significant development gaps-Long Term successor
Benchstrength-Met: 2H or 1H & 2M-Close to Met: 1H or 1H & 1M or 2M-Not Met: All others
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What is the role of HR that is different to the past?
• What is the unique space HR can occupy?
• What thinking is required by HR?
• What is the highest value conversation to facilitate?
• What are we doing in SCB?
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What we do well
• Tone from the top – CEO Sponsorship
• Basis for business dialogue and challenge on talent management
• Provide tools (eg: capability frameworks, potential definitions)
• Global process and timetable – non negotiable
• Focus on diversity of candidate pool
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What we have challenges with
• Poor system to capture data (Excel!)
• Need to work hard to source candidates outside of known population
• Transparency – not enough!
• Potential assessment is judgement only