Assessing and Building Your Benchcancham.com.ph/.../2012/02/5-CANCHAM-May-4-Presentation.pdf ·...
Transcript of Assessing and Building Your Benchcancham.com.ph/.../2012/02/5-CANCHAM-May-4-Presentation.pdf ·...
Bob Flecknell
Consultant, Assessment Analytics, Inc.
Canadian Chamber of Commerce
May 4, 2011
Welcome
To
Assessing and Building Your
Bench
Who Is Assessment Analytics Inc.
• Filipino owned and operated management consulting firm specializing in assessment solutions.
• Authorized distributor for South East Asia of SHL-PreVisor’s award-winning computer based talent measurement products which predict a candidate’s readiness for the job today and their potential for future performance.
• We work with clients to help them identify the high potentials on their bench using an Assessment Center which features a multi-rater multi-strategy approach.
Our Industry Partners
1983 1996
2001 1975
1999
1986
1993
1993
Banking & Financial Services Telco Government Retail
Professional
Services Staffing Healthcare Other
Some of Our Philippine ClientsBPO / KPO / Contact Centers Banking / Finance
Transportation / LogisticsInformation Technology
Real Estate Group of Companies
Retail / Consumer Products Pharmaceutical / Healthcare
Telco
Manufacturing / Construction
Staffing / Recruitment Consulting / Others
Today’s Focus
Talent Management (TM) and Your Bench Strength
Why? --- Rationale for TM
What? --- TM Overview
How? --- Planning and Execution of TM
Why ---Business Case
for Talent Management
1. Do you know your organization’s goals, strengths and weaknesses?
2. What is your current talent mix and bench strength?
3. Do you have unwanted turnover…particularly with top
your talented “A” players
4. What critical skills does your organization need to be successful today and tomorrow?
5. Is your organization prepared for the loss of key personnel?
6. How are you planning to fill your talent gaps?
7. Do you know who is the best fit for a particular position?
8. Do you know who is ready for a key promotion?
TM Audit – Some Questions
The Business Case
� 75% of survey respondents said their company is chronically short of leadership talent.¹
� Failure rates are high when executive talent is hired from outside.²
� Turnover among C Level leaders soared 53% between 1995 and 2001.³
� Half of baby-boom leaders will retire within 8-10 years.
1. The War for Talent. Mickinsey. 1998
2. Linkage & DDI. Exec. Succession Management
2001
3. Business: Challenging a Corporate Addiction to
Outsiders. Gabor, NYT, Andrea. Money and
Business/Financial Desk. 2002
4. Grooming Next-Millennium Leaders: Start now to
identify and develop the next generation of leaders.
Byham, William C. HR Magazine. February 1999.
Your Human Capital, People Equity…..Your Internal Talent
Impact of Trends on Your Talent Management
Trend 1:
Global Competition
Trend 2:
A Change in Labor Supply and Demand
Trend 3:
Uneven Distribution of Talent
Trend 4:
Managing Diverse Workforces in Diverse Places
Trend 5:
Skill and Mind Shift
Impact of Trends on Your Talent Management
Trend 6:
Technology
Trend 7:
Leadership and Succession Gaps
Trend 8:
The Cost of Talent Mistakes are Growing
Trend 9:
Scarce Human Capital Measures
Trend 10:
Low Readiness for Change
Why Develop Internal Talent?
� “In 1,700 years of combined history of 18 visionary
companies, including Marriott, American Express, Pfizer,
and IBM, the role of chief executive was assumed by an
outsider only four times.”¹
� “Hiring outsiders is negatively correlated with dramatic
improvements in performance”²
1. Stocking Your Talent Pool with Knowledge Capital.
Human Capital Management.
2. Business: Challenging a Corporate Addiction to
Outsiders. Gabor, NYT, Andrea. Money and
Business/Financial Desk. November 17, 2002.
If you want
• 1 year of prosperity, grow grain.
• 10 years of prosperity, grow trees.
• 100 years of prosperity, grow people.
— Chinese proverb
What ---Talent Management Overview (TM)
Talent Management
Definition:
“a set of organizational processes designed to attract, manage, develop, motivate, and retain key people.”
The goal:
to create a highly responsive, high-performance, sustainable organization that meets its business targets.
Effective Talent Management
• Builds bench strength by identifying and developing your high potentials
• Stretches skills to build competencies for higher-level leadership positions
• Retains your top talent
• Reduces your recruitment costs (headhunters)
• Prevents premature promotions (Peter Principle)
Business
Strategy
Clarify Future
Talent Needs
Assess
Current Talent
Talent Strategy
Select
Talent
Mobilize
Talent
Develop
Capability
Vision
Org. Strategy
Org. Development
Competency Development
Job Analysis
360-Degree Tools
Personality/Ability Tests
Identify Critical Roles
High Potential Criteria
In-Depth Behavioral
Assessment
Structured Interviews
Simulations
Retention Plans
Succession Plans
Performance Management
New Position Assimilation
Business Results
Leadership Coaching
Leadership Development
Team Development
Career Development
Organizational Resiliency
Mentoring
Pre-Employment Testing
Selection Assessments
Staffing Needs Audit
High Potential Selection
How---
Planning and Executing Integrated TM
1. Start with TM as a business strategy.
TM is designed to support the organization’s business
strategy. You need to know
• What are your most pressing talent issues that stands in the way of achieving superior business results.
• What are the talents required and how to strengthen your talent pool.
• Where you are today and what your desired state will be like and when.
Are you ready for Talent Management?
• Defined purpose based on future business strategy, measures of success, a guiding philosophy
• Supportive environment for the objective identification of talent
• Ability and willingness to develop the talent pool
• Willingness to reinforce the process by providing career opportunities for high potentials
Is Your Leadership Ready to Actively Support
Talent Management by?
• Setting the standards for talent within your organization.
• Actively promoting talent management mindset deep in all managers.
• Be accountable and hold managers accountable for developing the talent pool/strength.
• Be ready to invest money on talents.
Success Factors Include:
• Competencies: key behaviors that define and measure success in a particular job or job family; may include competencies anticipated for success in the future
• Past experience
• Other essential skills: e.g., education, certifications, or capabilities
2. Define Success Factors
How will you set Success/Target Profile?
• Through a Top Management (Exe Com, ManCom) Workshop
• Facilitated by HR or Consultant.
• Benchmarking/Predictive Validation Studies
Position Analysis
FF Key Elements Include:
• Identification of strategic positions in the organization based on the
strategy of the organization and immediate leadership needs
• Identifying critical success factors for strategic positions
• Mapping critical success factors to developmental or staffing efforts
Clarify Future Talent Needs
Identification of
• strategic positions in the organization based on the strategy and immediate leadership needs.
• critical jobs/positions and required competencies
3. Position Analysis
Position Analysis
FF Key Elements Include:
• Identification of strategic positions in the organization based on the
strategy of the organization and immediate leadership needs
• Identifying critical success factors for strategic positions
• Mapping critical success factors to developmental or staffing efforts
Clarify Future Talent NeedsPosition AnalysisCritical Positions
How to assess
leadership
potential –your
bench
Position Analysis
FF Key Elements Include:
• Identification of strategic positions in the organization based on the
strategy of the organization and immediate leadership needs
• Identifying critical success factors for strategic positions
• Mapping critical success factors to developmental or staffing efforts
Clarify Future Talent Needs
4. Talent Pool and Succession Mapping
Key Elements Include:
• Creation of a talent pool of high potentials
• Assessment of gaps between existing competencies and competencies required for targeted positions
• Talent review meetings for calibration across the organization
Position Analysis
FF Key efforts
Clarify Future Talent Needs
Talent Pool and Succession Mapping
■ Bench Strength –
Quantity and quality
(readiness and competency)
of high potential talents per
critical job.
Ideally there should be at
least one High Potential
Talent who is “Ready Now” in
each critical post.
Nominee Criteria
1) Performance for the past two (2) years
Employees’ performance history for the
past should at least Exceed Expectations
2) Competency Gap Ratio of 90% for current
position and 80% for future position
3) Assessment of those Highly Recommended
WHO are potential candidates
to the Talent Pool?
High-Performers vs. High Potentials
High-performers give immediate
return on investment, with
estimates averaging from more
than 50% additional value, to as
much as a 100% increase in
productivity over average
performers.
iii Corporate Leadership Council, Executive Summary, February 2005. William D. Koch, Directions: Closing the Gap Between the
Best and the Rest, Development Dimensions International, 2007.
WHO are potential candidates
to the Talent Pool?
High-potentials demonstrating
high-level contributions,
organizational values, potential
to move up to an identified
position within a given
timeframe, and potential to
assume greater responsibility
iii Corporate Leadership Council, Executive Summary, February 2005. William D. Koch, Directions: Closing the Gap Between the Best and the Rest,
Development Dimensions International, 2007.
High Performers vs. High Potentials
“Most high-performers are NOT high-
potentials BUT all high-potentials are
high-performers.”
HOW should we best identify high-potential employees?
What is an Assessment Center?
Individual Assessment
• An assessment center consists of a standardized evaluation of behavior based on multiple inputs.
•Multiple trained observers and techniques are used.
• Judgments about behaviors are made, in major part, from specifically developed assessment tools and activities
• These judgments are pooled in a meeting among the assessors.
Source: Guidelines and Ethical Considerations for Assessment Center Operations. Task Force on
Assessment Center Guidelines; endorsed by the 17th International Congress on the Assessment Center Method,
May 1989.
Output - Individual Executive Report
• Rating Summary
• Strengths
• Developmental Areas
• Growth and Derailing Factors
• Career Aspirations
• Overall Summary and Recommendations
• Detailed Workshop Results per Competency
x
Competencies SHL-PreVisor
Online
Assessment
Disaster
Management
Case
Case Study
Presentation
Team
Exercise
Coaching
Exercise
Behavioral
Event
Interview
1 Strategic Thinking x x x � x
2 Business Leadership
3Planning, Analyzing &
Maintaining Focusx x x x x
x
4Analytical Thinking &
Decision Makingx x x x
5 Innovation x x x x � x
6 Catalyzing Teams
7 People Development x x xx
8 Communication
9Building Relationships
x x x
x
10 Motivating Others x x x � x
11 Leading Change
12 Customer Focus x x x � x
13 Managing Performance x x xx
14 Resilience x x � x
Presentation/One-on-One Interview
Team Activities & Role Playing
Position Analysis
FF Key Elements Include:
• Identification of strategic positions in the organization based on the
strategy of the organization and immediate leadership needs
• Identifying critical success factors for strategic positions
• Mapping critical success factors to developmental or staffing efforts
Clarify Future Talent Needs
6. Development Planning and Implementation
Create individual and group development plans that:
• Address development needs of the group
• Support skill building and engage in between-sessions “real work” activities
Rating AAI Client
4.50 - 5.00 Expert Role Model
4.00 - 4.99 Advanced Commendable
3.00 - 3.99 Proficient Competent
2.00 - 2.99 Basic Needs
Improvement
1.00 - 1.99 Novice Unacceptable
RESPECT FOR
INDIVIDUAL
CUSTOMER
SERVICE
QUALITY
ORIENTATION PROFESSIONALISM
PLANNING &
EXECUTION
DECISION-
MAKING
CHANGE
MANAGEMENT
BUSINESS
ACCUMEN VISIONING
COMMUNICATION,
COACHING &
COUNSELING Total
DEPT.
HEAD 5.0 4.0 4.0 4.0 4.0 3.0 4.0 3.0 3.0 4.0 3.8
DIV. HEAD 5.0 5.0 5.0 5.0 4.0 4.0 5.0 4.0 4.0 4.0 4.5
1 4.0 4.5 4.0 4.5 4.0 4.0 3.5 4.5 3.0 3.0 3.9
2 4.0 4.0 4.0 4.0 3.5 4.0 3.5 4.0 4.0 3.5 3.9
3 4.0 4.0 4.0 4.0 4.0 4.0 3.5 3.5 3.5 4.0 3.9
4 4.0 3.0 4.0 4.0 4.0 4.0 4.0 4.0 3.5 4.0 3.9
5 4.0 4.0 4.0 4.0 3.5 3.5 4.0 3.5 3.5 4.0 3.8
6 4.0 3.5 4.0 4.0 3.5 3.5 3.5 3.5 3.5 4.0 3.7
7 3.5 3.5 3.5 4.0 4.0 3.0 4.0 3.0 3.5 3.5 3.6
8 3.5 3.0 3.0 3.5 3.5 4.0 3.0 3.0 3.5 3.0 3.3
9 3.5 3.5 3.5 3.5 3.5 3.0 3.0 3.0 3.0 3.0 3.3
10 3.0 3.0 3.0 3.5 3.0 3.0 3.5 3.5 3.0 3.0 3.2
11 3.0 3.0 3.0 3.0 3.5 3.0 3.0 3.5 3.0 4.0 3.2
12 3.5 3.5 3.0 3.0 3.5 2.5 3.0 3.0 2.5 2.5 3.0
13 3.0 3.0 2.5 3.5 3.0 3.0 3.0 3.0 2.0 2.5 2.9
14 3.0 3.0 3.0 3.0 3.0 3.0 2.0 3.0 3.0 2.5 2.9
15 3.5 3.0 2.5 3.0 3.0 2.5 3.0 2.5 2.0 3.0 2.8
AVERAGE 3.6 3.4 3.4 3.6 3.5 3.3 3.3 3.4 3.1 3.3
Company “A” Target Profile
0.0
1.0
2.0
3.0
4.0
5.0
6.0
TO
TA
L
DEPT. HEAD
DIV. HEAD
0.0
1.0
2.0
3.0
4.0
5.0
6.0
Axis Title
Candidate #1 (3.9)
DEPT. HEAD
DIV. HEAD
Company “A” Group Profile vs. Target
0.0
1.0
2.0
3.0
4.0
5.0
6.0
TO
TA
L
DEPT. HEAD
DIV. HEAD
TOTAL
Determining ‘Employee Development’ Interventions
� Training
� Learning on-the-job
� Providing developmental challenges
� Delegating to develop
� Mentoring
� Coaching
� Counseling
Feedback Sessions with
Assessors and Immediate Superior
Position Analysis
FF Key Elements Include:
• Identification of strategic positions in the organization based on the
strategy of the organization and immediate leadership needs
• Identifying critical success factors for strategic positions
• Mapping critical success factors to developmental or staffing efforts
Clarify Future Talent Needs
7. Monitor Progress and Measure Results
This can include any or all of the following:
• Monitor progress of Talent Pool development• Monitor organizational strategy changes and
their impact on succession management• Measure number of leadership positions filled
by talent pool• Measure retention of talent pool• Measure employee satisfaction and
commitment
Talent Management is a key to ensuring your bench strength can help you maintain competitive advantage and meet the demands of business, now and tomorrow!
Individual Assessment