Creating A Talent Driven Organization
-
Upload
nancy-zentis -
Category
Business
-
view
9.768 -
download
0
Transcript of Creating A Talent Driven Organization
Agenda
• Purpose• Benefits• Best Practices• Talent Management Model • Steps to Develop a Succession
Planning Process
Introduction
“ Failing to plan is planning to fail”
Organizations must have plans in place so that the right people are in the right
place at the right time to achieve successful organizational outcomes.
Why Is Succession Planning Important?
27% of high potentials are at risk because of career derailment
1 in every 4 high performers will never reach his or her potential
17% of high performers are disengaged with their jobs and 5% of thinking of quitting
Dwindling Pool of Talent
Lack of qualified internal candidates
Number of Baby Boomers Retiring
Benefits
• Identify a talent pool for future replacements
• Keep employees engaged and challenged• Recognize your “A” players• Identify competencies critical for success• Create a talent driven culture that focuses
on training and development, rewarding performance, and attracting top talent
Just-in-Time (JIT)
Select HireAdvance and Promote
Evaluate Results
Develop
RetainRecruit
Transfer Knowledge
Manage Performance
Train
Compen-sate
Classify jobs
Strategic Integrated Approach
Workforce & Succession
PlanningCompetency M
odel
Recruitment, S
election, H
iring
Training & D
evelopment
Promotion & C
areer Mobilit
y
Retention
Knowledge Management
Compensation
Program Evaluation
Who’s in the Pipeline?
Time
High Potentials and Replacement Pool for Sr. Managers
MiddleManagers
1st-line Supervisors
Technical Specialists
All Employees?
Alignment is key . . .
Hiring and Recruitment
Compensation & Benefits
Learning & Developmen
t
Performance Management
Career Management
Talent Management
Succession Planning
Assessment & Selection
Best Practices
• Define standards of performance• Communicate how to move up and across career ladders • Identify criteria for selecting high performers • Specify development opportunities - job rotation, special
assignments, mentoring, leadership development programs, team projects
• Train managers to identify and coach high potentials • Define the reward and recognition process - promotions,
compensation, job progression, internal recruiting and selection
I. ESTABLISH ASUCCESSION
STRATEGY
II. IDENTIFYINGSUCCESSOR
CANDIDATES
III. DEVELOPING CANDIDATES
FOR LEADERSHIP ROLES
IV. MEASURING THE IMPACT OF
SUCCESSION MANAGEMENT
Steps to Developing A Strategy
All materials copyrighted
12
Keys to Effective Succession Planning
– Identify Critical Positions to Develop A Pool– Define Criteria for High Potentials– Identify Candidates– Determine Development Needs– Create a Development Plan – Determine their Readiness– Follow Up, Feedback and Coaching– Communicate Progress
Innovative Methods for Developing Leaders
• Identifying Leadership Competencies
– Define leadership by a set of competencies that guides leadership development at all levels
– Leadership competencies uniquely fit the organization, its particular strategy, and its business model.
QuickTime™ and aTIFF (Uncompressed) decompressor
are needed to see this picture.
Critical Positions Job Profile
• Analyze the current and future requirements based on needs of the organization and strategic business direction
• Identify the Competencies (skills, behaviors, traits, and knowledge) needed to be successful
• Benchmark other Leadership Development Studies to determine leadership success factors
High Potential Qualifications
• Define qualifications needed to be successful in a upward or lateral position
• Current Performance
• Past Performance
• Potential for Movement
• Readiness Now or Future
All materials copyrighted
16
Identify High Potentials
“Performance” (past) “Potential Ability *Competencies”
(future)• Achieves results in a variety of
areas• Recognized functional, technical,
and managerial leader• Can be counted on to perform,
especially in tough times• Demonstrates a high level of
proficiency in job competencies • Works independently with little or
no supervision
• Business Acumen• Strategic Thinking• Leadership• People Skills• Agility• Technology
Predictors of Success
Rating Scale - 3 - High Performer, 2 - Above Average, 1- Average Performer
Rating Scale: 3 - Exemplary Effectiveness, 2- Effectiveness, 1 - Developing Effectiveness
All materials copyrighted
17
Other “Potential” Indicators
• Current job role (over and above performance)
• History with the company (other positions held)
• Job experience prior to the company
• Education/Certifications
• Other significant events/accomplishments “Turnaround” of business unit Leading a taskforce/special project Outstanding achievement
Other Predictors of Success (High Potential’s Career Profile matched to Critical Position Job Profile)
All materials copyrighted
18
Readiness Rating Scale
5 - Ready Now – 0 to 1 YearHigh performer and high potential
4 - Short Term Promotable – 1 to 2 YearsEither high performance and moderate potential or average performance and high potential
3 - Long Term Promotable – 2 to 3 YearsEither average performance and moderate potential or high performance and moderate potential
2 - Wait and See – 3+ YearsAverage performance (may be due to being new in the job, having an inappropriate assignment, little or no coaching/development, etc.), but shows signs of potential
1 - Well Placed – Average performance, but few signs of potential
Developing Performance Developing Performance Potential PipelinePotential Pipeline
4High Professional/ Master Contributor
2Key Performer/
Solid Professional
1Low
Performer
3Inconsistent
Performer
5Adaptable
Key Performer
7Adaptable High
Performer/High Professional
9Strategic Star
8Rising Star
6Diamond in the
rough
POTENTIAL
PERFORMANCE
The “Pipeline”
•First line of development (9,8,7)
•Next line of development
(5,6, 4)
Less learning agilityLess learning agility More learning agilityMore learning agility
Less than Less than effectiveeffective
Highly Highly effectiveeffective
Not Classified
Identifying TalentIdentifying Talent
High Professional/ Master Contributor
Consistently produces exceptional results and
high performance ratings. Knows current job
extremely well. May not effectively adapt to new
situations.
Low Performer
Not delivering on results as expected. Does not adapt to change well and may be a blocked personal learner.
Inconsistent Performer
Delivers results inconsistently. Knows the job, and may be a passive learner. May adapt to new situations if necessary.
Adaptable Key Performer
Consistently meets expectations. Knows current job well and enhances skills as appropriate. Can adapt to new situations as necessary.
Adaptable High Performer/ High Professional
Consistently produces exceptional results and high performance ratings. Knows the job well and continuously
enhances skills. Adapts to new situations if necessary.
Strategic StarOutstanding, clearest example of superior performance and potential. Has the ability to
take on major stretch assignments in new areas. Will
challenge the organization to provide growth opportunities
fast enough.
Rising StarConsistently meets
expectations. Knows the job well and enhances skills as
appropriate. Has the ability to take on new and different
challenges on a consistent basis.
Diamond in the Rough
Delivers results erratically. Has
demonstrated potential but is not living up to it.
POTENTIAL
PERFORMANCE
Less learning agilityLess learning agility More learning agilityMore learning agility
Less than Less than effectiveeffective
Highly Highly effectiveeffective
Key Performer/Solid Professional
Consistently meets expectations. Knows
current job well. May not effectively adapt to new
situations.
0Not
Classified
Developing TalentDeveloping Talent
Inconsistent Performer
Boost Performance
Under Performer/Hasn’t
Reached Potential
May Need to Drop/Exit
Dilemas, Performance Not
Commesurate with Potential
Improve or Exit
Core Employee
Boost Performance
Growth PotentialDeemed High
Potential to Advance
Boost Performance to Highest Potential
Top Talent, Ready to move into key
positions
Develop, Recognize, Establish Career
Retention Plan, RewardRising Star - High Performer
Stay on Track, Develop
ChallengeReward
Diamond in the RoughTransitional Performer
Potential/Under Performer
Improve Performance Short Term
POTENTIAL
PERFORMANCE
Less learning agilityLess learning agility More learning agilityMore learning agility
Less than Less than effectiveeffective
Highly Highly effectiveeffective
Accomplished Potential
Develop and Train, Differentiate
Rewards
Low 1
2
High
1
High Potential
Medium Potential
Low Potential
She had the boxes pop up
Development Activities
Activities for High Potential Development– 360 Feedback– Succession
Planning– Development Plan– Career
Development– Mentoring– Job Related
Activities
Activities for the Organization– Commitment– Accountability– Results– Support– Resources– Embedded in the
Culture– Link to
Performance Management
– Communication– Internal
recruitment and advancement policies
Activities for the Manager– Support– Coach– Advocate– Feedback– Promote– Discuss– Guide– Plan
Development Plan
• Identify a plan for short and long term development
• Identify measurable goals and action items• Identify development - On the job, training,
conferences, books, certification, continuing education, rotational assignments, project teams, temporary assignments, etc.
• Develop a timeline for monitoring progress
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
Action Plan Grid
Employee Name
Job
Title
Perf
Rating
Potential
Placement
Promotion
Promotion
Years In Organiziaotn
Speciality
Development Potential
Recommended Action
Retention Plan
Weakness
Strength
Threats
DeRailment
• 27% of High Potentials are at Risk of Career Derailment
• 1 of every 4 will never reach his/her potential
• DeRailers– Sharp remarks– Not a team player– Aggressiveness– Pushy– Put Self Before Others– Cold Hearted– Arrogant– Too Ambitious– Self Glorification– Hurrying to move ahead– Sense of entitlement
Provide Feedback
• Meet regularly to discuss progress and give feedback
• Provide coaching and mentoring to help the high potential achieve his/her goals
• Discuss his/her progress with your manager and HR
• Monitor outcomes of performance and potential
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
Measure Outcomes
• Tie Succession Planning to Organizational ResultsMetrics:
– Employee Satisfaction– Turnover/Retention/Potential for Leaving– % of HIPO’s – Replacements– Improved Performance– Improved Development– Improved Readiness– Talent Inventory - Pool available for future movement
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
Communication Process
• Should you tell them or not!
50% (no)
50% (yes)
Why? Entitled
Bad Feelings
Competition
Why? Retention
Engagement
Morale
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
All materials copyrighted
29
Outcomes
Effective Succession Planning Process Drives Business Results by Ensuring the Best People Get Promoted
Ensure the Right People Are Developed For Future Needs Increase Leadership/employee Satisfaction Retain Key Talent By Providing a Process Toward
Promotion Define a Career Development Process for Each Position• Develop Functional Pools of Internal Talent• Improve Productivity and Profitability• Increase Employee Engagement, Collaboration, and Job
Satisfaction
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
Summary and Close
• What questions do you have?
• What recommendations do you have?
• What are your next steps?
QuickTime™ and aTIFF (Uncompressed) decompressorare needed to see this picture.
References
• Byham, W.C., Smith, A.B., & Paese, M.J. (2002). Grow your own leaders: How to identify, develop and retain leadership talent. New York: Prentice-Hall.
• Charan, R. (2008) Leaders at all levels: Deepening your talent pool to solve the succession crisis. San Francisco: Jossey-Bass.
• McCall, M.W. (1998). High flyers: Developing the next generation of leaders. Boston: Harvard Business School Press.
For More Information:
Contact: Nancy Zenits, Ph.D
954-341-2522
Check out our website for more information
www.hrtalentpro.com