Julie Radlin

March 25, 2010

The Logic of Talent Management

– And How to Accomplish It

Agenda

Talent Management Defined

Step 3 - Vitality

Step 2 - Functionality

Wrap Up

Measuring Impact

About Green Shield Canada

Step 1 - Focus

• Founded in 1957 - Pioneer

• Specialist in health & dental

claims administration

• Annual revenue $1.2 Billion

• Servicing over 1.3 million

Canadians

• 18 million claims processed

• 475 employees

• Leadership priority

• Employer of choice

• Social responsibility

Who We Are

Talent Management Defined

A. Jackson

C. Thomas

R. Raburn

D. Kelly

A. Everett

R. Santiago

B. Dlugach

S. Sizemore

R. Santiago

B. Dlugach

J. Damon

R. Raburn

C. Guillen

C. Thomas

W. Ramirez

M. Ordonez

C. Thomas

R. Raburn

D. Kelly

W. Ramirez

M. Cabrera

C. Guillen

D. Kelly

B. Inge

D. Kelly

J. Larish

R. Santiago

J. Verlander

R. Porcello

M. Scherzer

J. Bonderman

A. Galarraga

E. Bonine

N. Robertson

D. Willis

G. Laird

A. Avila

R. Diaz

Bullpen – 11 players

DH – 3 players

Depth Chart

Why Talent Management?

-businesses are humans!

-the talent shortage is real

-GenY talent are less likely to be Managers

-strong leadership is essential

-ROI to nurture internal talent

-peak performance of talent is required for peak performance of a business!

Do it…your success depends on it!

Talent Management Defined

Right employees.

Right positions.

Right time.

Right performance.

Talent Management Defined

H.R. PLANNING

RECRUITMENT

EMPLOYEE

DEVELOPMENT

SUCCESSION

PLANNING

PERFORMANCE

MANAGEMENT

TOTAL

REWARDS

TALENT

MANAGEMENT

B

U

S

I

N

E

S

S

S

T

R

A

T

E

G

Y

B

U

S

I

N

E

S

S

R

E

S

U

L

T

S

Step 1 - Focus“concentrated effort or attention”

Focus on “A” Positions-positions that are essential to achieve or sustain strategic business objectives

Step 1 - Focus“concentrated effort or attention”

A B or C Position - Finance

Questions?

Vice President,

FinanceController

Cost

Specialist

Regulatory and

Audit

Specialist

Supervisor,

Finance

5 - High Impact

4 - Medium/High Impact

3 - Medium Impact

2 - Low/Medium Impact

1 - Low Impact

What is the impact of this position with

respect to Company strategy:

A) Revenue Growth 4 3 2 4 2

B) Innovation 4 3 2 3 2

C) Customer Service 5 3 2 5 3

What is the impact of this position to

influence key stakeholders? 5 3 1 5 2

What is the impact if this position was

vacant for an extended time or filled by

the wrong person? 5 3 3 4 2

What is the risk that the required

competencies are difficult to recruit /

find? 4 3 1 5 1

What is the level of variability in

performance in this position? (5 - High; 1

- Low)

5 4 2 5 2

Overall, how would you rate this

position with respect to organization

impact?5 3 1 4 1

TOTAL POINTS 37 25 14 35 15

A = 31 to 40 points A B C A C

B = 21 to 30 points

C = up to 20 points

Step 1 - Focus“concentrated effort or attention”

Focus on “A” Positions-positions that are known to be created or vacated in the upcoming two years

Step 1 - Focus“concentrated effort or attention”

V.P., Finance

Controller

Cost Specialist

Regulatory & Audit Specialist

Supervisor,

Finance

Jr. Accountant

A/P & A/R ClerkSuccession

Plan Required

Step 2 - Functionality“serving a purpose well”

Taking Action-best practices in recruitment and selection

-organization design and role “tweaking” (start? stop? continue?)

-investment in training and development (individual or team)

-mentoring and coaching for performance and succession

Remember – focus on “A” Positions

Step 2 - Functionality“serving a purpose well”

Succession Planning Evaluation-strategy

-tactics-execution-operations-leadership

Ratings include: Strong (S); Potential (P); Development Required (DR); and Weak (W)

Step 3 - Vitality“the capacity to survive and grow”

Role of the HR Leader-be a “business Leader with HR expertise”

-prioritize talent management projects based on value to the business

-be proactive and demonstrate excellent project management skills

-measure and communicate results/impact

Measuring Impact

Questions to ask-what business/department metrics exist for that position?

-how is performance in that position assessed as part of performance management processes?

# invoices processed/month; # complaints resolved in 24 hrs (%); # calls/hr.; systems up-time (%); % accuracy; # on-boarding training hours

-is there positive impact that is less tangible

employee engagement, leadership “bench strength”, participation in team meetings

-readiness/business capability

Wrap Up

„411‟ not „911‟

Wrap Up