Seven Deadly Sins Briefing Presentation
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Transcript of Seven Deadly Sins Briefing Presentation
The Seven Deadly Sins of Talent Management
Instructions: This briefing material is based upon an article by the same title published by the Human Capital Institute; circa November, 2009. In its present form the best use is to brief a leadership team about the issue of talent and talent management. It provides a forum for a team to address some of the issues in talent management.
Link to full article:http://www.humancapitalinstitute.org/hci/external.guid?_articleID=90375&_sponsorID=164&_forwarder=tracks_talent_management_execution
Before you begin make enough copies of Slide 12 (Sin Rating Scale) for each participant .As you start suggest that the participants assess their organization against the Sin Rating Scale. This allows you to make your points at the same time have some fun with the participants. The last slide lists a number of solutions for the ‘sins’.
Patrick R. Dailey, Ph.D.
Charles H. Bishop, Jr., Ph.D.
Overall, discuss the art and discipline necessary to manage the talent pipeline…and win
Sins – Faulty Processes and Ineffective Accountability
Symptoms – Diagnostic Clues
Solutions – Practical Recommendations
Assess where we are… Levels of Sinning
“WHO” COMES FIRST
Leadership is at the heart of what differentiates those who consistently “Win” from those who perennially fall short.
1. Tolerating Protectionism
- Is there unwillingness to share top talent across organizational boundaries?
2. Loose Accountability
- Is there accountability for ensuring our leadership pipeline?
3. Failure to Re-Invent the Wheel
- Do we “force fit” another company’s solutions into our culture?
4. Settling for “Good Enough”
- Do we consistently challenge ourselves to be “best in class“?
5. Inept Assessment
- Can hiring managers differentiate “great” talent from “good”?
6. Playing it Safe
- Are we willing to take short term risks with the business as emerging leaders learn their lessons of experience?
7. Creating Credenza Ware
- Is talent planning an ongoing, ingrained process that drives results?
Inability to move talent across organizational boundaries
“States Rights” Mentality & Practices…”my people”
Outsiders have difficulty breaking into the culture
Managing (only) from the heart
HR’s job…”Not my job”
“One horse” races for key appointments
Senior leaders not accountable for “bad calls”
FAILURE TO RE-INVENT YOUR WHEEL
Seduced by facts & technology
Legacy programs that are no longer aligned to business needs
Creation of that “special” task force
Borrowing not building; not owning
SETTLING FOR “GOOD ENOUGH”?
Compromise candidates are appointed into key roles
Operating units rarely sticking their necks out
Units unable to review their performance capability
Belief in Management Alchemy
Senior leaders don’t agree on what success looks like
Appointments are not made from your scrubbed promotability lists
Performance is used as a proxy for assessing potential
High-Potential talent is left out of the “career equation”
PLAYING IT SAFE
Setting up low risk learning & development plans
Promotions are delayed until talent is “over ripe”
Holding steadfastly to a promote-from-within practice
CREATING CREDENZA WARE
A “once a year” mindset dominates
Talent Review meetings are a “road to nowhere”
Plans are not tracked for on-time, on-target results
Retrospective reviews are praised; proactive plans are not advanced
Failure to Invent
Settling for “Good Enough”
Playing it Safe
Creating Credenza Ware
1 2 3 4 5 6 7
of our DNA
Protectionism Know your pipeline
Create a “air-traffic control” capability
Accountability Participate in selection decisions, two levels down
Score your process accuracy
Invent Your Wheel Put a personal stamp on the process
Listen to your pipeline
Settling for “Good Enough”
Build talent pools ahead of demand
Recruit “game changers”
Supplement internal pool with great external talent
Make it someone’s job that great talent sticks
Assessment Create competency models
Train managers to assess competences and learning ability
Playing it Safe Ensure real business and personal risk in development
Stretch your best talent into key roles, early, often
Break some compensation rules
Deal with de-railed talent
Credenza-Ware Focus on the Business Issues that great talent can solve
Put plans in writing
Discuss actual talent issues at your meeting