TALENT ASSESSMENT & SUCCESSION PLANNING

Goals

Identify critical roles in the department

Assess current talent pool Identify successors and gauge

their readiness Create development plans

that support the succession goals

Enhance employee retention and engagement

Identify gaps and plan for hiring

Step 1 – Identify Critical Roles

Using the “Critical Role” Definitions worksheet, identify the most important roles in your organization

Role Incumbent

Critical Role DefinitionsWorksheet

For each role, consider the critical factors listed below. If the role has a HIGH impact on three or more of the four critical factors listed below then it is likely a “Critical Role” and potential successors should be identified.

Business impact if position is left vacant

Financial impact Impact on customer relations Influence on Shareholder/Analyst

trust Impact on technological

advancement Impact on the development of

Intellectual Property

Link to Qualcomm’s Strategic Initiatives

Influence on expanding markets Influence on wireless standards

worldwide Execution of product releases Development of applications Protection of intellectual property

Scarcity of Skill-Set in Labor Market Specialized, hard to find skills Technical skills unique to

Qualcomm Shortage of skill-set in the market

Impact on Operational Efficiency Customer satisfaction, on-time

shipments etc Critical supplier relationships Revenue responsibilities Result in significant loss of

productivity

Step 2 – Employee Profiles and Performance Grid For each employee to be

assessed, the supervisor should complete the Profile Worksheet.

Each supervisor should plot where the employee is on the Performance Potential Matrix.

Profile Worksheet

Background:• Education:• Hire Date:

Time in Position:Last 3 Performance Ratings:Potential Next Position:

Retention Risk (High/Medium/Low): Career Interests:

Current Responsibilities & Key Accomplishments:

Strengths/Leadership Skills:

Potential Leadership Obstacles (is there anything that could prevent this person from a leadership role?):

Development Needs (e.g., new roles, projects/assignments, mobility):

Name/Title: __________________________________

Performance Potential Matrix

Low Moderate High

High

BOX 4High ProfessionalsHigh performer in their specific area, unlikely to move higher in organization

BOX 7Pivotal Colleagues High performers capable of moving up in organization

BOX 9Key ColleaguesHigh performers, capable of significant upward movement

Moderate

BOX 2Satisfactory PerformersGood performer with limited upward potential

BOX 5Solid PerformersSolid citizen

BOX 8Emerging Key ColleaguesGood performers, may be new in job, too early to tell regarding potential

Low

BOX 1Performance ProblemsPerformance issues, need to improve or manage out

BOX 3Performance ChallengesGood performer in past, recent performance issues

BOX 6New PositionsHigh potentials, coming up to speed in new role/developmental assignment

Per

form

ance

Potential

Step 3 – Review Meeting

Supervisors should be brought together to review employee profile

worksheets and Performance Potential matrixes.

*Prior to this meeting, all profile worksheets should be gathered to present in a slideshow or for copies to be

made.

Each person should be prepared to discuss the assessments and to identify career goals for the employee.

All employees should be plotted together on a department Performance Potential Matrix.

Department critical roles should be identified, along with current successors, and contingency plans.

Critical Roles & Successor Chart

Critical RoleEmergency

Back-Up

Current Candidate (ready now)

Future Candidate (1-3 years)

Future Potential (3-5 years)

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Position Current Incumbent

Step 4 – Development Plans

Using the Profile Worksheets, Performance Potential matrix, and the successor chart, create personalized development plans based on: Individual talent Business need Career goals Gaps in organization

Management should deliver the development plan and work with employees to provide growth opportunities such as: Internal courses External classes Projects in areas of talent or need for development Mentorship (to be mentored or to be one) Job rotation Arrange exposure to senior managers or other

departments (meetings, task teams, projects, etc)

Management should utilize the Performance Potential matrix and successor chart when reviewing items such as compensation, rewards programs, engagement opportunities, and other retention and incentive programs.

Guidelines & Suggestionsfor use with the 9 Box

Box 9 EmployeesHighest Performance – Highest Potential

Focus Area Suggestion

Total CompensationKeep well ahead (25%) of market. Grant long-term incentives.

RetentionAssign a member of senior management to monitor satisfaction and engagement.

Engagement

Assign to key committees, teams, networks; special invitations to meetings; provide opportunities to represent QC in community and industry forums.

Visibility

Arrange exposure to significant and relevant senior management/board members, Executive Development programs.

AssessmentProvide ongoing assessment, evaluation, and feedback.

CoachMake coaches available for key skill development.

Mentor Assign a senior level mentor.

Assignment

Move aggressively through a series of targeted, challenging, diverse and broadening jobs every 24-36 months.

Development

Use challenging jobs to enhance current skills and develop others. Consider as candidate for QC sponsored executive development programs.

Box 8 EmployeesModerate Performance – Highest Potential

Focus Area Suggestion

Total CompensationKeep ahead (10%) of market. Grant long-term incentives.

RetentionAssign a member of senior management to monitor satisfaction and engagement.

Engagement

Assign to key committees, teams, networks; special invitations to meetings; provide opportunities to represent QC in community and industry forums.

VisibilityArrange exposure to significant and relevant senior management.

AssessmentProvide ongoing assessment, evaluation, and feedback.

CoachMake coaches available for key skill development.

Mentor Assign a senior level mentor.

AssignmentMove through a series of challenging and diverse jobs every 24 – 36 months.

Development

Use challenging jobs to enhance current skills and develop others. Consider as candidate for QC sponsored executive development programs.

Box 7 EmployeesHighest Performance – Moderate Potential

Focus Area Suggestion

Total CompensationKeep well ahead (20%) of market. Enhance short-term incentives.

RetentionAssign a senior manager to monitor satisfaction and treatment. Hold supervisor accountable to retain.

EngagementAssign to key committees, teams, networks; special invitations to meetings.

Visibility

Facilitate and support internal and external networking in field of specialization; senior management should meet and know.

AssessmentProvide learning agility and competency assessment.

MentorAssign as a performance mentor to others.

Assignment

Keep in current assignment and role as long as possible and look for additional assignments for potential development.

DevelopmentEnhance learning agility or consider as candidate for QC sponsored executive development programs.

Box 6 EmployeesLowest Performance – Highest Potential

Focus Area Suggestion

Total Compensation Keep at midpoint of market.

Retention

Assign a senior manager and HR professional to monitor satisfaction and treatment. Hold supervisor accountable for performance support.

EngagementAssign to key taskforces, study groups, networks; special invitations to meetings.

VisibilityFacilitate and support internal networking; senior management should meet and know.

AssessmentProvide ongoing assessment, evaluation, and feedback.

Mentor Assign a senior level mentor.

CoachProvide coaches for functional and direct job skills.

AssignmentMonitor performance in current assignment. Look for a closer fit for the next assignment.

DevelopmentUse diversity of jobs to build performance capabilities; monitor performance closely.

Box 5 EmployeesModerate Performance – Moderate Potential

Focus Area Suggestion

Total Compensation Keep at market mid-point.

RetentionHold supervisor accountable to monitor satisfaction.

AssignmentUse to fill in gaps and play multiple roles.

Development

Choose either a performance enhancement (move to box 7) or capability enhancement path (move to box 8).

Box 4 EmployeesHighest Performance – Low Potential

Focus Area Suggestion

Total CompensationKeep ahead (25%) of market. Use soft rewards and recognition. Grant long-term incentives.

RetentionAssign a senior manager to monitor satisfaction and treatment.

EngagementAssign to key committees, team, networks; special invitations to meetings.

Visibility

Facilitate and support internal and external networking in field of specialization; represent QC in industry related professional groups, benchmarking panels.

AssessmentProvide technical and functional skills assessment.

MentorAssign as a functional / technical mentor to others.

CoachAssign to teaching and coaching activities.

AssignmentKeep in current assignment and role as long as possible.

DevelopmentSupport honing functional / technical expertise.

Box 3 EmployeesLowest Performance – Moderate Potential

Focus Area Suggestion

Total Compensation Target 5-10% below market.

AssessmentProvide continuous performance assessment, evaluation, and feedback for alternatives.

AssignmentMonitor on current assignment until performance improves.

DevelopmentCreate plan, with specific functional feedback and coaching to improve performance.

Box 2 EmployeesModerate Performance – Low Potential

Focus Area Suggestion

Total Compensation Keep at market.

RetentionHold supervisor accountable for retention.

VisibilityFacilitate and support internal and external networking in field of specialization.

Assessment

Provide technical and functional skills assessment along with every third year general skills assessment and learning agility options.

MentorAssign a functional / technical mentor.

AssignmentKeep in current assignment and role as long as possible.

Development

Select either a performance improvement path (to box 4) or a learning agility enhancement path (to box 5).

Box 1 EmployeesLow Performance – Low Potential

Focus Area Suggestion

Total Compensation Freeze pay. Hold incentives.

RetentionIf not correctable, out-counsel. Set a time limit.

AssignmentMove into better fit assignment or outplace.

DevelopmentPut on a performance improvement plan.

Total Compensation Freeze pay. Hold incentives.

RetentionIf not correctable, out-counsel. Set a time limit.

AssignmentMove into better fit assignment or outplace.