Talent Dev Framework
description
Transcript of Talent Dev Framework
Developing a Talent Development
Framework for Alaska Air Group
Presenter: Gay NivenAugust 3, 2010
Hello!
My name is Gay Niven A strong background in training and
organizational development, including manufacturing, corporate and retail environments
A believer in working through people to get results – I think people really are the differentiator for a successful business
Today’s Discussion
A typical Talent Development Framework How it might look at Alaska Air Group
An approach A sample project plan with communication
I’m going to walk you through my thoughts…
What Are the Business Issues? AAG strategic goals must be met to maintain
safety, a generative company culture, customer satisfaction, and profit
Key points Increasing business complexity requires an adaptive
skill set in employees and leaders Highly-engaged employees drive customer
satisfaction, so maintaining engagement is critical Significant industry constrictions exist, both internally
and externally Retention of best performers is key Providing bench depth for senior/key positions to
create continuity and maintain the AAG brain trust
Typical Components of a Talent Development Framework
Determination of a philosophy Identification of the people strategy Prioritization of processes Use of systems to deliver and measure
Add the overlay: Culture High Potentials Metrics
Identification of key
positions Succession Planning
requirements
2. Integrate the Components and Approach
1. Create a Talent Development Framework Philosophy
3. Deliver and Evaluate
Cultural Considerations
How things are done
here?
What is employee “owned”?
What is manager “driven”?
Competenciesand Skills
Considerations
People who “Fit”
HighPotentials
Key Positions
Developing a Framework
The Challenge
“To have a competitive advantage, it’s not enough to assemble a group of great individuals; the individuals must function together in ways that deliver outstanding organizational performance.”
Ed Lawler, Center for Effective Organizations
University of Southern California
For Alaska Air Group, developing the framework
requires a solid philosophy to guide decisions and a strategy
to determine accountability, involvement and prioritization
Making the AAG Framework “Breathe”
Alaska Spirit / Horizon Heart Orientation: Team and
Trust Earning Acknowledging ‘duality’: the art
of holding two distinct positions at the same time—balance
Finding the “Fit” and where people “Shine”
The Philosophy Developed in conjunction with executive
and senior leaders Key questions
How does AAG look at Talent Development? What is the short/long term focus? How “deep” does talent need to be planned? Who will sponsor/own this? Any benchmarking companies to examine? What would a successful framework
accomplish? Span of time?
Integration of a Strategy Integrate the evolving strategy with both HR and
business strategic plans Key questions
Who’s involved, at what level, and how much? How will we measure results and/or ROI What are the key positions, critical jobs, success factors?
Inventory positions, identify gaps in competencies Conduct a needs assessment: data please! Who “owns” development? Role identification in each
process? Create clear distinction between performance and
development
Delivery and Evaluation
Strategically use tools: Training evaluations: satisfaction surveys, assessing
behavioral changes Assessment tools/360 tools: use of perception-based
feedback to improve managerial/leader effectiveness Workforce planning metrics Talent inventories to identify interests and abilities Strategic talent planning processes Recruiting systems: assessing sourcing to success
metrics Performance management system
Planning and Executing
Talent Development Processes and Methodologies
Integration with Existing HR
Functionality and Other Systems
Plan Execute Integrate
Planning and Executing Methodologies
Based on the strategy, prioritize: Learning and development management:
delivery, curriculum mapping, on-boarding, functional and competency driven behaviors/skills and formal/informal learning
Performance management: goal alignment, coaching, performance-based incentives, career development, performance feedback, bench-strength assessment
Planning and Executing Methodologies cont.
Management development: general requirements, targeted development, and developmental learning activities
Competency Management: by position and/or job types to ensure consistency of strategy and message, curriculum mapping, behaviors
Succession Planning and Management: Assessments, calibration, mobility
Planning and Executing Methodologies cont.
Leadership Development: assessments and targeted development plans, training, developmental activities and integration into succession planning
Departmental needs assessments and solutions: customized solutions for immediate impact
Safety and compliance requirements
HR Functional Integration
Coordination with other functions: Compensation Succession planning process Rewards and recognition programs Diversity and community involvement Talent acquisition/Recruiting Branding
Recommendations Look for the leverage points: target agreed-upon
processes that can be tweaked, implemented or developed immediately for impact
Annual Goal Setting
How Things Get Communicated
Problem Solving/Decision Making
Process
Reward Systems
AAG Company Culture: Shared Beliefs, Values and Practices
Performance Measures
Recommendations cont.
Collect and assess available data: strategic plans, understanding current formal / informal systems, leader expectations, collect talent data, review employee survey data
Conduct leader interviews: HR, business leaders Collate feedback results to HR leaders:
validate/change Feedback results to business leaders: validate
Create Cascaded Teams Executive Steering Committee
Meet quarterly or semi-annually Provide strategic direction and insight
Project Team Meet every 4-6 weeks Validate plan, direction and involvement Provide support, insight and access
Work team HR integration team: cross functional
Starting Points
Strengthen the relationship between manager and employee Do people know what it takes to be
successful? Are skills or competencies more important? Do they have the resources to do what is
expected?
Starting Points cont.
Support employees driving their own development Are skills and competencies mapped to
learning opportunities? Is there a career path obvious? Do managers know what to do? Can people “see” a destination?
Starting Points cont.
Is learning understood to be more than training in this organization? Most learning is experiential—are learning
plans incorporating and giving credit to work as well as attendance
What is being measured? What can be measured? What is valued?
Your Turn
Questions?
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