Strategic Talent AssessmentBuilding Your Future Leaders

Karen Phang

President & Owner

Bayon Advoco LLC

TCHRA

August 9, 2012

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Agenda

• Background• Definitions• Business Case• Talent Assessment Process• Leadership Development• Business Impact• Questions

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Background

• Karen Phang– St Olaf College – BA HR– University of Minnesota – MA HRIR– Manpower Temporary Services – 1992-1995– Medtronic – 1995-2006– St Jude Medical –2006-2008– AGA Medical – 2008-2011– Bayon Advoco LLC – 2011-present

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Discussion

Team USA• What is talent

assessment?• How is it used at your

company?• What works well?

What doesn’t?• What are the

benefits? Downside?

Team China• What is leadership

development?• What does it look like

at your company?• What works well?

What doesn’t?• What are the

benefits? Downside?

15 minutes

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Talent Assessment?

• A talent assessment is the outcome of a process where managers assess the individuals on his/her team using two 9-box grids.– Performance vs. Potential– Retention Risk vs. Position Criticality

• Each manager will also conduct an Organizational Assessment of his/her area of responsibility by answering a few key questions.

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Leadership Development?

• Leadership Development focuses on the development of leadership as a process. This may include the interpersonal relationships, social influence process, and the team dynamics between the leader and his/her team, the contextual factors surrounding the team and the social network links between the team and other groups in the organization.

Wikipedia 2012

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Talent Assessment Objectives

• Evaluate the current strengths & weaknesses of your organization

• Put an organization plan in place that will allow accomplishment of strategic goals

• Create a competitive advantage with organizational excellence

• Develop a succession plan• Determine how best to spend focused

development dollars

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Operationalize

Strategic PlanFive Years

Annual Operating PlanOne Year

TalentAssessment Process

• Strengths/weaknesses• High potentials• Link organization short and long-term• A, B & C ratings• Future organization gaps• T & D needed to build capability

Based on Leadership Competencies

• Execute Education• Leadership Development

• IDPs

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Organizational Assessment

Answer the following questions:• How is the organization structured today?

Why?• Strengths of the organization include…• Weaknesses of the organization include…• Opportunities for the organization include…• Anticipated changes within the organization

in the next year include…

5-7 minutes

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Business Case

• Gold Co. will continue to experience significant growth and expanded product offerings.

• To bring these products to market in today's market, Gold must leverage the scalability and strength of experience in all functions in order to execute effectively in 2012 and beyond.

To meet and exceed business goals, the organization must:– Identify high potential talent – Identify those employees who are not performing

satisfactorily and seek to understand why– Provide career development opportunities/action plans– Understand who is/which positions are critical to the

organization’s success and ensure retention

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Assumptions

• Mid sized, high growth organization• Individual contributor and leadership

competencies in place• Focal point performance management process

occurs annually in Q1• Talent assessment process is relatively new and

not very mature• People managers have had some previous

experience with the process• Organization supports transparency

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Performance and Potential Ratings

Performance

A – Superior performer

B – Meets the performance standards

C – Does not meet the performance standards

Potential

1 – Promotable in less than 2 years

2 – Promotable at least one more level in the next 2 to 5 years

3 – Not promotable

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Leadership Competencies

• Deliver Results with Integrity– Meet commitments and produce the right results at the

right time.– Believable or trustworthy; does what he/she says he/she is

going to do.

• Build High Performance Teams– Provide clear direction to keep the work group focused and

moving forward on the right goals.

• Attract, Develop and Retain High Potential Employees– Recruit, select, and develop the best people for the work

group and the company as a whole.

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Why assess Performance and Potential?

• Create a common language around talent management • Ensure the organization achieves objectives and delivers

expected results with integrity • Create a competitive advantage with organizational excellence• Evaluate the current strengths and weaknesses of your

function/organization• Hold individuals and managers accountable for results and

behaviors• Identify “A” players or top talent• Develop a succession plan• Retain top talent; use as a vehicle to facilitate dialog with

employees regarding their careers and individual development plans

• Ensure a process to deal with poor performersCONFIDENTIAL

Retention Risk and Position Criticality Ratings

Retention Risk

High Very likely to leave the organization in the near future. Has a low level of engagement.

Medium Moderate risk of leaving the organization.

Low Not likely to leave the organization. Has a high level of engagement.

Position Criticality

High Extremely critical. Turnover would greatly impact functional productivity and overall company

performance.

Medium Moderately critical.

Low Less critical. Turnover in this role would not be disruptive to the function/organization.

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Overview of Employee – ExampleMickey Mouse – Quality Engineering Manager (April 2011)

– Education• Bachelor of Science in Biomedical Engineering, Minor in Communication Studies

Michigan Technological University, Houghton, MI

– Previous Employers• Tactx Medical, Product Development Engineer (4.5 yrs)• Philips Plastics, Project Engineer (3 yrs)

– Current responsibilities• Quality Engineering Manager leading delivery systems and packaging production

teams.

– Performance• Strengths: Manufacturing and Product Development experience, communication,

effective hiring manager, provides each employee with clear objectives• Areas of opportunity: Learn the organization, products, and clinical applications of

products, become more confident in dealing with conflict and having difficult conversations.

– 9-box performance/ potential rating = B1, – 9-box Retention Risk/Position Criticality rating (i.e. low/low, low/medium, etc.) = Medium/Low

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Overview of EmployeeUsing one of your direct reports or an employee in your organization you know well, complete the following:

• Name – Title (start date with company)– Education– Previous employer– Current responsibilities– Performance

• Strengths• Areas of opportunity

– 9-box Performance/Potential rating (i.e. A1, B2, etc.)

– 9-box Retention Risk/Position Criticality rating (i.e. low/low, low/medium, etc.)

10 minutes

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What about the solid contributor?

• Talent Assessment addresses the high potential and poor performer

• The solid contributor makes up a majority of an organization and are key to executing on the plans, what do we do with them?

5-7 minutes

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What should I be focused on?

• Who are my high potential players-are they rewarded, recognized and developed?

• Who are the future leaders? Internal/external?• Who are my poor performers-what is the plan for

them?...different position, development or improvement plan?

• Strengths/weaknesses of current organization?• What are my future organization requirements in

3-5 years? What are my plans…internal? Bench building?

• How to I retain my best talent?

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Talent Assessment Leadership Development

• Key considerations:– Timing? When, how many sessions? Global?– Where? On site? Off site?– Content?– Format? Outside speakers? Case study?

Small group?– Follow up? How do you keep the group

engaged after formal training?– Training effectiveness?

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Talent Assessment Leadership Development

Possible topics:• Senior management expectations• Business ethics• Change management• Interviewing process and practice• Team building with all “types”• Setting expectations• Management communication• Talent assessment & gap analysis• Manager as role model• Aligning Employees to the Mission• Motivating Your Team• Coaching for Success• Conflict Management

• Developing and Retaining Employees

• Managing Performance• Organization Assessment• Compensation and Rewards• Delegation Process• Prioritization• In-Box Simulation• Employee Development Action

Planning• Presentation Skill-Building• Working Globally

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Business Impact

• Do we have the right talent to reach our organizational goals?

• Who are our top performers and potential successors?

• How are we supporting their development?

• How do we retain our best talent?

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Summary

• A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.

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