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Strategic Talent Planning

Going Beyond the High Potential Employee

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About Us

BPI group is a leading global management and human resources consulting firm

Shared SuccessWe understand that

sustainable organizational success depends, in large part, on individual success.

This is why we approach our work with a sharp and balanced

focus on the organization and the

individual.

Talent Management

LifecycleWe have 25 years of experience in North America providing

customized, pragmatic solutions that drive

organizational, team, leadership and

individual excellence and span the entire talent management

lifecycle.

Global ReachThrough our global

reach, clients benefit from innovative

thinking on people practices worldwide.

We team across borders, but always

deliver services with a local touch to ensure

organizations and their employees create

shared success during times of change.

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Presenters

Kathy AllenManaging Director, Learning

Joanne StartSenior Consultant, Strategic Talent Planning

Pat Dailey, PhDFormer CAO, HerbalifeFormer VP, Global Talent Hewlett Packard

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Today’s Webinar Focus

Define Strategic Talent Planning

Outline the Strategic Talent Planning Process

Discuss best practices and activities involved in the StrategicPlanning Process

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Strategic Talent Planning

Applying methodologies, tools and techniques that enable leaders to address: “Do we have the right talent to implement our strategic agenda?”

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Demonstrate partnership capabilities

Expected to “contribute at the table” with a strategic point of view

Understand that “Leadership” is a growing enterprise riskcomponent

Know if not “strategic” you are outsourced or outplaced

Dividing into two areas of concentration: Administrative andTalent

Must have courage and credibility to say “no”

The Evolving Role of Human Resources Leadership

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Benefits of Strategic Talent Planning

Talent Ready:Assure you have the right people for TODAY…the rightpeople for the FUTURE…

Talent/Leadership Pipeline:Relevant to the organizational needs

Competitive Advantage:Generate high returns for less money and less risk

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Top Talent(Succession)

High-PotentialTalent

EmergingTalent

Game Changers

PivotalPositions

Low/No Potential

Under leveraged

talent

What is Strategic Talent Planning?• Ability to perform an “MRI” of

your current talent as it alignswith the strategic agenda

• Acknowledges all areas of thework force

• Involves robust dialogue and acommon language that bringleaders together in consensus

• Fully engage and optimize thetalents of the workforce

• Align the time horizon of yourtalent plans to matche exactlyto the time horizon of yourstrategic plan

Diversity Pool

Risk of Losing

FunctionalPositionDepth

Contingent Positions

Retirement

HighPerformers

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How does Strategic Talent Planning Work?Perform diagnostics on business needs and talent depth and readiness

• Facilitate a series of structured meetings with key executive/leadership groups to discuss talent

• Ask pivotal, thought provoking questions to access talent against strategic agendas

• Identify reports and data necessary for making decisions and planning

• Roll Organization and Talent Plans up for Senior Leader Approval

Fund Plans in the Annual Budget Process• Gain approval and prioritization

Execute Organization and Talent Plans

Evaluate, adjust and recycle

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THE STRATEGIC TALENT PLANNING PROCESS

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Competencies for the HR Leaderto Facilitate the Process

Build a Coalition

• Build powerful, collaborative relationships with key business partners who vested in the outcomes

• Inoculate yourself against political risks and challenges (sharks attacks) are present

Know the Business

• Know all aspects of the business

• Understand the metrics that matter

• Focus on the business strategy first and then the people

• Contribute a point of view based on the business

Execute

• Practice strong Program/Project Management

• Have rich Facilitation skills

• Understand Talent Assessment methodologies

• Mitigate risk

Be Courageous

• Be thoughtful and yet insistent

• Navigate others through painful, tough, decisions

• Stand with your decisions

• Remove bias and personal agenda’s

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Strategic Talent Planning:The Stages

Diagnose Plan and Approve Execute Evaluate

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Identify towering strengths

Pin-point Shortcomings

Assess change/learning capacity

Define readiness for scope change

Target developmental needs

Prepare evaluation and reporting mechanisms forprogress

Realistically forecast the future

Mitigate risk (attrition, pivotal positions, blockedpromotability, etc…)

Diagnose Plan and Approve Execute Evaluate

Diagnose: Can You Facilitate?

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Key Questions/Challenges:1. Can Sharon provide leadership in a turnaround situation

2. Can Sharon quickly produce strong results with the new aggressive ?

Towering Strengths

• Strategic Thinking – sees patterns/looks for opportunities and continuous improvement

• Execution Skills – has a track record of results in tough situations

• Leadership Skills – attracts talent/solid in development of people

Key Development Needs

• Sizing Up People

• Strategic Agility – Can overdo her strength

Future Scenario: Comments Possible Jobs % Ready

General Management 75%

Change Leadership: Proactive

Talent Forecast: Promotable 2

Name: Sharon Star Service: 5 years

Location: Los Angeles, CA Title: VP, Supply Chain

Reports to: Bill Alsostar Division:

Years in Job: 1.5 years Position Code:

Sample Diagnostic Information Gathered

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1.Overall Bench Strength Depth

Talent Forecast

Take

Action

(WP) Well

Placed

(IP) Ir replaceable

Pro

(E)

Expandable

(P)

Promotable Proactive

• Sharon Star

Active

• Sam Solid • George Crown

Reactive

• Terry Teck • Bill Brightplus

Blocked

• Ann Screen “By-Standers”

Game-Changers: Should get positions / aggressively manage them ‘Solid citizens’- Stay in place—develop / must stay up as bar raised…’Load bearing walls’ By-Standers ... Must improve quickly / questionable—performance improvement plan or action required

C H A N G E L E A D E R S H I P

“Game-Changers “Solid Citizens

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2.Overall Functional Depth Matrix

FUTURE VERSATILITY

Sales Marketing Research & Development

Design Engineering

Operations Engineering

Will create growth Clearly Versatile

Fred Box

Nancy Bryne

Will create growth—needs more development Expandable in—1, 2, 3 yrs

Marie Alley

Solid Citizen Irreplaceable Pro

Solid, needs to continue to grow as bar is raised Well Placed

Kirk Waters

Tom Teck Fred DeMoss

Limited as to flexibility / has to step up Minimally Versatile

John Jones David Knisley

Tom Beck Ed Morgan Bob Tucker

Most likely wrong job or learning curve would be too long + Mis-Placed

Too New in Position

**Direct Reports to:

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Leadership Pipeline® Dashboard

(Sample of various Reports)

5.Incumbent/PivotalPosition

Key position–Who is in that position?

6 Value-Defection Analysis

Who is most valuable that we might lose?

7 Succession / Back Up Analysis

Back ups . . . holes in logic?

8 Diversity--“Best in Class”

What does the picture look like?

C. Weak Link Analysis

1 Overall Bench Strength

Overall picture of present/future talent

2 Functional DepthCapability

Functional depth?

3 By-Stander Cost-Tolerance Report

What are the costs of poorest performers?

4 Key CapabilityStrategic Importance

Importance of functions/ what kind of shape?

B. Bench Strength / Depth Analysis

Test Against Business Scenarios

Decisions Reached About Talent and Talent System Mechanisms• Invest/Upgrade Human Resources• Position Planning• Individual Actions

A. Leadership Profiles

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3. Poor Performance—Tolerance- Cost

By-Standers—Tolerance Costs

Total Positions Reviewed = Grades 14–18 = 92 By-Stander-Level Designation = 10 % of Talent with Reactive/Blocked Change Capacity + Minimal Versatile and WP/IP = 14 % Yearly Salary Costs associated with list: $981,000 + $294,300 benefits (estimated) = $1,275,300

NAME

TITLE

POINTS / GRADE

BASE SALARY

LOCATION

CHNG RESP

VERSATILITY POTENTIAL

PIVOTAL POSITION

Smith, Fred Purchasing Agent 17 168,000 Pittsburgh 4 MV Y

Jones, Mary Information Systems Mgr 15 142,000 Milwaukee 6 MV N

Brown, Nancy Controller 15 137,000 Denver 5 MV N

Tucker, Kirk VP Sales, Residential 14 128,000 Boston 6 MV Y

Teck, Tom Director of Materials 12 120,000 Chicago 6 MV Y

Starkey, Mike Customer Service Manager 14 140,000 Los Angeles 7 WP N

Waters, Ed Nat’l Sales Mgr-Residential

12 146,000 Chicago 7 WP N

Red indicates Alert

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Plan and Approve: Do You Have Sound Project Management Skills?

Align organization and talent plans to business plans

Partner efforts to create a data-driven budgeting plan and target ROI contribution

Understand constraints and only commit to what HR can realistically implement (Be more than a “hero” at planning time, have the resources to pull it off!)

Educate senior management, analytically and emotionally, to the benefits and outcomes for full vesting

Diagnose Plan and Approve Execute Evaluate

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Execute: Can You Leverage All of HR’s Capabilities?

Design organizational structure that can work

Install and nurture high-performance culture

Staff the organization with great and diverse talent

Train the organization with essential skills and knowledge

Prepare and deploy leaders

Build performance management systems that recognize effort and reward achievement

Engage and communicate with a committed workforce

Remove non-performers and cultural misfitsDiagnose Plan and

Approve Execute Evaluate

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Evaluate: Did the Talent Planning Partnership Deliver?

• Did the organization win based upon the pre-selected metrics?

• Managers executed their talent plans?

• High-Potentials realized their developmental objectives?

• Workforce components satisfied the demands of the organization?

• Valued assets where retained and protected?

• HR fulfilled its commitments?

• Did HR recognize and lead necessary mid-course corrections?

• Is the organization in a more favorable, competitive position this year than last due to its talent?

Diagnose Plan and Approve Execute Evaluate

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Thank you for your participation

“Execution means having the mental and organizational

flexibility to put new business models into practice,

even if they counter what you're currently doing.”

Rosabeth Moss KanterProfessor, Harvard School of Business

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Contact Information

BPI group5565 Glenridge Connector, NESuite 450Atlanta, GA 30342770-399-8400

Kathy Allen kallen@bpigroupus.com

Joanne Start jstart@bpigroupus.com

Pat Dailey pdailey@bpigroupus.com