De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens
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Transcript of De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Loopbaanmanagement en eenveranderende organisatiecontext
HR Day 13 juni 2012Prof. dr. Dirk Buyens
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Talent questions HR needs to address
What do we mean by talent?
What are the top things a leader should know about talent?
How can leaders work with their HR professionals to build talent?
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
What do we mean by “talent”?
CEO succession … building succession(The crown prince effect)
High potential employees … identifying and developing early (The happy few syndrome)
Leaders in key positions in the company … gaining support(The holy manager pitfall)
All individuals within the company (workforce, human capital, people, employees, etc.) … increasing productivity(The flower power movement)
The organisation capability of building talent (culture, teamwork, process) … shaping a culture(The one size fits all paradigm)
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
What do we mean by “talent”?
Talent is a systematic process (not an event) to secure general and targeted individual competencies (what people know, do, and value) and organisation capabilities (not just a person, the process) that create sustainable value for multiple stakeholders (employees, customers, investors)
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
TALENT =
COMPETENCE X COMMITMENT X
CONTRIBUTION
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Invest in talentStrategy Definition
BuyAcquire new talent by recruiting individuals from outside or from other departments or divisions within the organisation.
BuildDevelop talent through training, education, formal job training, job rotation, special assignments and action learning.
BorrowPartner with consultants, vendors, clients and suppliers outside the organisation in arrangements that transfer skill and knowledge.
Boost Move the right people through the organisation and into higher positions.
Bind Retain employees with high growth potential and valued talent.
Bounce Remove low‐performing or under‐performing individuals.
B
B
B
B
B
B7
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Develop A players
1. Understand what drives A players.
a. Starting a new project from scratch.
b. Fixing a business or product in trouble.
c. A job rotation in a different work environment.
d. A high‐profile special project assignment.
2. Provide mentors for A players.
a. Clarify their career options.
b. Better understand the organisation and navigate its politics.
c. Build support networks.
d. Deal with work obstacles.
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Develop B players
1. Identify the employees that have growth potential and provide them
with:
a. “Stretch” assignments
b. Coaching
c. Training
2. Provide frequent affirmation
a. Tell them they are valued
b. Listen to their ideas
c. Praise their accomplishment
d. Trust them
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Develop C players
1. The Return on Management ratio
ROM = productive energy released divided by management time and
attention invested
2. Identify your C players
3. Move them up – or out
4. Dismissing C players
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Potential
Performance
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Matching behaviour versus performance
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Using the performance and potential matrixto assess
What is it?The matrix is used to evaluate an organisation’s talent pool.
Why use it?1. It’s a simple way to assess any population of leaders on two important
dimensions.2. It’s a great way to facilitate a dialogue amongst a senior leadership
team. Teams use it to calibrate their expectations and ratings.3. With a good open debate, the multiple perspectives provide for a
much more accurate assessment (vs. one person’s opinion).4. The process can facilitate a shared sense of ownership for the
organisation’s talent pool.5. It’s a great way to identify development needs and transition to
development planning.
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
How to use it
1. Don’t do it alone for the first time
2. Have a pre‐meeting
3. Preparation
4. Getting started
5. Establish your “benchmarks”
6. Discuss as many names as time allows
7. Move to development
8. Follow‐up on a quarterly basis to monitor development plans
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
What are the benefits? Why is it so popular?
1. It’s simple and it works (95% of the time)
2. It’s cost‐effective
3. A catalyst for robust dialogue
4. Helps calibrate criteria and expectations
5. It’s more accurate than one person’s opinion
6. Facilitates shared ownership, teamwork
7. A diagnostic tool for development
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Performance
The outcome of the performance review cycle.
Rating or ranking people?
Need of a forced choice?
Does it make people productive/happy?
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 17
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Potential
The outcome of a talent review
Critical aspects of a HiPo‐policy
1. Degree of openness
2. Age or experience level
3. ‘Labelling’ or ‘assigning’
But, what with all the others?
3 other critical groups:
1. perform: ++ / potential: – –
2. Perform: – – / potential: ++
3. Perform: – – / potential: – –
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 19 |
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Identify leadership potential
1. Propensity to lead
2. They bring out the best in others
3. Authenticity
4. Receptivity to feedback
5. Learning agility
6. Adaptability
7. Navigates ambiguity
8. Conceptual thinking
9. Cultural fit
10. Passion for results
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Agility
1. People agility
2. Results agility
3. Mental agility
4. Change agility
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Scorecard for assessing leadership potential1. Could the employee perform at a higher level, in a different position or take on increased
responsibilities within the next year (consider the person’s ability only, not whether there is a position available to support this growth)?
2. Could the employee perform at a higher level in a different position or take on increased responsibilities within the next three years (consider the person’s ability only, not whether there is a position available to support this growth)?
3. Can you envision this employee performing two levels above his or her current position in the next five to six years?
4. Is the organisation likely to value growth of the skills and competencies of this employee over the next several years?
5. Could the employee learn the additional skills and competencies he or she needs to be able to perform at a higher or different level?
6. Does the employee demonstrate leadership ability—by showing initiative and vision, delivering on promised results, communicating effectively, and taking appropriate risks?
7. Does the employee demonstrate an ability to comfortably interact with people at a higher level or in different areas?
8. Does the employee demonstrate comfort with a broader company perspective than his or her job currently requires?
9. Does the employee demonstrate flexibility and motivation to move into a job that might be different than any that currently exist?
10. Does the employee welcome opportunities for learning and development?
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
11 results for spotting future leaders
1. They consistently deliver ambitious results.2. They continuously demonstrate growth, adaptability, and learning better
and faster than their excellently performing peers.3. They seize the opportunity for challenging, bigger assignments, thereby
expanding capability and capacity and improving judgment.4. They have the ability to think through the business and take leaps of
imagination to grow the business.5. They are driven to take things to the next level.6. Their powers of observation are very acute, forming judgments of people
by focusing on their decisions, behaviours and actions.7. They come to the point succinctly and are clear thinkers.8. They ask incisive questions that open minds and incite the imagination.9. They perceptively judge their own direct reports and have the courage to
give them honest feedback.10. They know the non‐negotiable criteria of the job of their direct reports and
match the job with the person.11. They are able to spot talent and see the “God’s gift” of other individuals.
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
The Performance & Potential Matrix
Improve in current role or
reassign
Improve in current role
Bad hire/replace Improve in current role Reconsider
Prepare for future role
High
Low High
POTENTIAL
P E R F O R M A N C E
High
Growth
Limited
Needs development
Meetsexpectations
Exceedsexpectations
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
The talent cycle
Talent definitionreviews
Talent awareness
Talent identification
Talent deployment
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
What’s driving the current emphasis on talent management?
1. There is a demonstrated relationship between better talent
and better business performance.
2. Talent is a rapidly increasing source of value creation.
3. The context in which we do business is more complex and
dynamic.
4. Boards and financial markets are expecting more.
5. Employee expectations are also changing.
6. Workforce demographics are evolving. Organisations wage a
new “war for talent” these days.
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Talent Management – 9 box matrix
Potential keyLow Medium High
High (Turn)Shows indicators of being able to make significant career step (e.g. at least 1 leadership level or equiv.)
Medium (Growth)Shows indicators of being able to progress to more stretching roles within a similar level.
Minimum(Expertise)Likely to stay at current level, doing same kind of work.
Potential
Performance
Ceiling1 Top Exec Level2 Divisional Board3 Direct report to Divisional Board
TypeLeadership and/or Specialist
ReadinessNow or less than 3 years
Use directional arrows to indicate movement of individuals since last review
Talent key
Action keyPriority Action Needed
Needs development opportunities
Develop, motivate
Improvement plan critical
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Nine leadership development strategies for a performance and potential matrix1A (high potential, high performance): Stretch assignments, things they don’t already know how to do, assignments that
take them beyond their current role; high profile, where stakes are high. Give them a “start‐up” assignment, something no one has done, a new product,
process, territory, etc … Give them a “fix‐it” assignment, a chance to step in and solve a problem or repair
someone else’s mess. Job change, rotations, job swaps – an opportunity to experience a brand new role,
short term or long term. Help them build cross‐functional relationships with other A players. Find them a mentor – at least one level up. Provide an internal or external coach. Access to exclusive training opportunities. Access to meetings, committees, etc … one level up; exposure to senior managers,
VPs; advisory Councils. Watch out for signs of burnout. Watch for signs of retention risks; know how to “save” a hi‐po. Next level up exposure, responsibilities, shadowing.
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
2A (high performance, moderate potential): Development activities similar to 1A.
Difference is often degree of “readiness” for larger roles. Development is preparation for longer term opportunities.
3A (high performance, limited potential): Ask what motivates them and how they want to develop.
Provide recognition, praise, and rewards.
Provide opportunities to develop in current role, to grow deeper and broader capabilities and knowledge.
Provide honest feedback about their opportunities for advancement if asked.
Watch for signs of retention risks; know how to “save” a “hi‐pro” (high professional).
Ask them to mentor, teach, and coach others.
Allow them to share what they know, presentations at company meetings, external conferences, to be “the highly valued expert”.
Nine leadership development strategies for a performance and potential matrix ‐ continued
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
1B (good/average performance, high potential): Development activities similar to 1A. Difference is current performance level. Focus more on competency gaps that will move them from B to A performance; good to great performance.
2B: (good/average performance, moderate potential): May not be eager or able to advance; don’t push them, allow them to stay where they are. Continuously check‐in regarding willingness to advance, relocate. Provide occasional opportunities to “test” them. Provide stretch assignments. Provide coaching and training. Help them move from “good to great”. Tell them they are valued. Listen to their ideas. Praise their accomplishments. Trust them.
3B (good/average performance, limited potential): Combination of performance management, training, and coaching to help them move from “OK to good”. Provide honest feedback about their opportunities for advancement if asked.
Nine leadership development strategies for a performance and potential matrix ‐ continued
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
1C (poor performance, high potential): Find out the root cause of poor performance and together develop an action plan to improve. Consider moving the high potential to a different role (may have been a poor fit). Provide additional support, resources. Look for ways to “attach” to 1As, 1Bs, or 2As. After a “reasonable” period of time, if performance does not improve, then re‐examine your potential
assessment .
2C (often used for leaders too new to rate): Focus is on boarding, orientation, relationship building. Provide a peer mentor. Provide formal new leader training.
3C (poor performance, limited potential): Use a performance management approach, not a developmental approach. Improvement action plan vs. an IDP. Clarify expectations. Identify and remove “blockers”, poor performers that are standing in the way of high potentials . Provide
clearly defined goals. Be explicit about the ways in which they must improve. Provide remedial coaching and feedback. After trying all of the above, after a ”reasonable” amount of time, move the person out of the role. Dismiss or
move to individual contributor role.
Nine leadership development strategies for a performance and potential matrix ‐ continued
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Matching behaviour (potential) versus performance
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 33
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Skill engagement analysis matrix
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© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 35
© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
Let’s put it into practice: the BNP Paribas Fortis case of Talent Review
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Talent Review bij BNP Paribas Fortis:
heden, verleden en toekomst
Vlerick HR Day, 13 juni 2012
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Inhoudstafel
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BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis Talent Review in the HR Cycle Talent Review Process Introducing the 9-box
Lessons Learned & Future Challenges
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18.000medewerkers
5 Business-Lines
1.378 functies
65.000mandagen opleiding per jaarMogelijkheid om elke drie jaar
van functie te veranderen
250
3.00018.000
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Inhoudstafel
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BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis Talent Review in the HR Cycle Talent Review Process Introducing the 9-box
Lessons Learned & Future Challenges
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Talent Review in HR Cycle
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
Performance & Reward
Management
Talent Management
Motivation & Team
Management
Strategic Workforce Planning
Q1 Q2 Q3 Q4Target Setting
Appraisal
Salary Increase
Premiums
Promotions
Global People Survey
Team Motivation Barometer
Workforce Planning
Recruitment
Onboarding
Mobility
DismissalRetirement
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
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Talent Review in the Talent Cycle
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
Talent Review
Personal Diagnostic
Tool
Personal Development
Plan
CareerDevelopment Programmes
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Talent Review in the Talent Cycle
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
TalentIdentification
Talent Development
OrganisationPerspective
IndividualPerspective
Talent PRevie
w
Personal Diagnostic
Tool
Personal Development
Plan
CareerDevelopment Programmes
| 00/00/0000 |Department / name 45
Inhoudstafel
| 00/00/0000 |Department / name 45
BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis Talent Review in the HR Cycle Talent Review ProcessIntroducing the 9-box
Lessons Learned & Future Challenges
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Talent Review Process: The Dynamics
Individual Input Input in ToolCollective Throughput Roundtable MeetingCollective Output Reportings & Action Plans
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Talent Review Process:Individual Input
For the manager and the Round Table exercise:
ask yourself following questions:
What is your strategy and which changes do you expect in the coming 3 years?
What are the main objectives for your part of the organisation for the coming 3 years?
When translating these key objectives towards your team, who come out as the key people and which are the key functions?
(Mind: these might not overlap; key people are not necessarily in key functions, yet.)
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Talent Review in het verleden: The 16-boxDefinities
HR Department | Date | 48
Hipo describing key-notions: long-term growth potential // investment involving some risk // potential for above-average returns // support with managerial and technical expertise
Top Talent describing key-notions: potential for future leadership roles // fast-track development potential
Solid Citizen describing key-notions: recognised // well-established // sound // high-quality // widely accepted // long record of stable and reliable growth
Pillar describing key-notions: corner stone in team // highly experienced // large amount of knowledge // key person towards clients
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Talent Review vandaag: The 9-boxDefinities
expected
distribution
6Clearly below expectations
5Almost meets expectations
4Meets expectations
3Above expectations
2Clearly above expectations
1Excellent
Emerging Professional
Valued Professional
B A
3
2
1 Rising Star Top Talent
Solid ContributorEmerging Potential
70% 25%
Significant growth potential to increasing responsibility / com plexity on short term (0-2 years) - vertical m obility probable
Potential to grow to a higher level of responsibility / com plexity on m id long term (3-5 years) - both vertical and/or horizontal m obility possible
Lim ited growth potential on m id long term (3-5 years) - horizontal m obility possible
Role Fit ?
Inconsistent Performer
Under‐Performer
C
expected
distribution
10%
30%
60%
5%
Perform ancePotential
15%
50%
35%
14% 60% 26%
2% 9% 4%
30%7% 13%
5% 21% 9%
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C
B
A
Talent Review vandaag:Definities van 16-box naar 9-box
As Is: 4 x 4Potential
4. Vertical mobility possible to a significant higher responsibility level
3. Vertical and/or horizontal mobility possible to a higher responsibility level
2. Horizontal mobility possible at current responsibility level. Growth is possible to underline seniority.
1. No horizontal mobility possible at current responsibility level
Performance
4. Clearly above target3. On or Above Target2. Below Target1. Clearly Below Target
To Be: 3 x 3Potential
1. Significant growth potential to increasing responsibility / complexity on short term (0-2 years) - vertical mobility probable
2. Potential to grow to a higher level of responsibility / complexity on mid long term (3-5 years) - both vertical and/or horizontal mobility possible
3. Limited growth potential on mid long term (3-5 years) - horizontal mobility possible
Performance
1. Excellent2. Clearly above expectations3. Above expectations4. Meets expectations5. Almost meets expectations6. Clearly below expectations
10%
30%
60%
25%
70%
5%
Expected*
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Talent Review vandaag :Shift van Performance naar Potentieel
Focus on competences that best predict potential:• Ability to learn• Taking initiative• Inspiring others *• Giving direction in a positive way *• Vision *
• Teamwork • Client focus• Risk management
Indication for potential1 Competences from BNP Paribas
Competency catalogue*: management competence
• Need to better structure discussions around potential• Providing guidance in pinpointing potential rating
Potential = Competences1 x Engagement x Aspiration
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Competencies vs. Potential Analysis RT 2010-2011 data
‘Kitchen table’ analysis suggests potential correlates to:
1. Learning capabilities(.38)
2. Leadership(.36)
3. Performance orientation(.34)
4. Power of conviction(.32)EntrepreneurshipVision(.31)Strategic thinking
Multiple regression analysis shows that 40% of the variance in potential can be explained by the set of 27 competencies, with the most distinct and statistically significant impact of 4 competencies:
1. Learning capabilities2. Self knowledge3. Power of conviction4. Strategic thinking
Both analyses support the thesis that competency ratings have a predictive value for potential ratings and give an indication about the most relevant competencies. However, because potential is defined as ability * aspiration * engagement, the competency ratings are not the only indication for potential assessment, but are seen as a support for a more objective discussion about potential.
| 00/00/0000 |Department / name 53March 2012 Round tables 53
Talent Review Process: ToolHomepage
Manager driven review.
HR Advisor as co-planner
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Talent Review Process: ToolPeople Review
Possibility to remove someone from the list
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Talent Review Process: ToolPeople Review – Strengths & Development areas
Use good common sense and a relevance check on what you write down!
Employee has a right to consult!
Discuss with respect!
| 00/00/0000 |Department / name 56March 2012 Round tables 56
Talent Review Process: ToolCompetencies voor Potentieelinschatting
Historical data:
RTT results of 2010 & 2011 will be available in the tool
Historical data for transparency, keep in mind
People evolve!
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Talent Review Process: ToolMatrix Potential -Performance
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Talent Review Process: ToolMatrix Retention
| 00/00/0000 |Department / name 59March 2012 Round tables 59
Talent Review Process: ToolSuccession Plan
| 00/00/0000 |Department / name 60March 2012 Round tables 60
People Review – Retention
| 00/00/0000 |Department / name 61March 2012 Round tables 61
Talent Review Tool:Employability
How to improve Employability?
USE FREE COMMENTS
- Consider which Business Line or Métier & think cross-business
- Consider which function or role
(this is not about Hay!!!)
- Consider which domain or internal client
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Talent Review Process: ToolSuccession Plan
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Talent Review Process: ToolActions & Conclusions
Action plan is needed at least for people plotted
Unsatisfactory (C) Good overall perfor. (B) Best of Class (A)
Performance
1Seeks new challenge
and able to deliver
2Potential Growth/
Role expansion
3No / Limited
growth
ROLE FIT ?
2%
RISING STAR
9%
TOP TALENT
4%
EMERGING POTENTIAL
13%
SOLID CONTRIBUTOR
30%
VALUED PROFESSIONAL
9%
EMERGING PROFESSIONAL
21%
UNDER-PERFORMER
5%
INCONSISTENT PERFORMER
7%
Pote
ntia
l
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The Talent Review Process:Collective Throughput
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The Talent Review Process : Collective Throughput
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The Talent Review Process:Collective Output
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HiPo Programmes1. Define your long list
2. Potential Analysis Aid
EmployeeHR business
partner
3. Interviews
4. Validation
1. Take list of people mentioned as person eligible for a Hipo Program in the RTs
2. Check that people are mentioned as successors
3. Check scores of the persons (priority to people with a score of 4-4, then 4-3 and 3-3)
4. Check quota’s
To be completed by the manager
HR supports and explains the grid to the managers
PAA 2011 Elect Final GB non HR (4).xls
BNPP Group documentation\HR Guide.pdf
Check guidance for Hipo Selection interviews :
Interview HR\Guidance for HiPo Selection Interview (Print A3).pdf
Interview HR\Guidance for HiPo Selection Interview (Print A4).pdf
Nomination process\Interview HR\Guidance document forHR interview.doc
2011
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Talent Pool : High PotentialsCareer Challenge
HR Department | Date | 70
Trainees
Global High Potentials 3
Global High Potentials 2
Global High Potentials 1
Local High Potentials 3
Local High Potentials 2
Local High Potentials 1
Talent Pools
HB 21
HB 18
HB 16
Towards Executive Management
From Managing to Leading
Towards Full Management
Early career – from Junior to Strong Contributor
Aspiration Engagement
Ability
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Inhoudstafel
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BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis Talent Review in the HR Cycle The Talent Review Process Introducing the 9-box
Lessons Learned & Future Challenges
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From “nice-to-have” to “must have
Maturiteit enorm geëvolueerd:
Shifts
Belang van tool & definities voor kwaliteit
Finaliteit evolueert mee met business
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Organisatieperspectief:
Integreren van Talent Review Data
in Workforce Planning & vice versa
Transparantie van interne arbeidsmarkt
Individueel perspectief:
Integreren van de visie van de individuele medewerker op ambitie en mobiliteit
Transparantie van interne arbeidsmarkt
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The greatest challenge…