Talent Management Institute One Day Talent Management Certification Talent Management Institute One...

Talent Management InstituteOne Day Talent Management Certification

September 2015

WELCOME!

Marc EffronCo-Founder TMIAuthor, One Page Talent ManagementPresident, The Talent Strategy GroupPublisher, Talent Quarterly

Making Today Productive• Slow me down • Questions in class; comments

on breaks• Lightening round reporting • Build great relationships• We’ll send you link to

download deck

Program Overview: Program Takeaways

4

• Link the TM agenda to the organizational and leadership capabilities your organization needs to execute its strategy

• Understand what is a state of the art talent production process

• Assess your organization’s TM practices against world-class standards

• Become more of a talent expert & trusted advisor to senior executives on talent issues

• Gain access to benchmark TM practices, processes, templates and tool kits

• Create an organizational and individual TM action plan

Introductions

• At your table introduce yourself:– Current role– Organization– Why are you here?

• As a table, list your personal development goals for the program – be ready to report out

5

Our Agenda

• Introduction to One Page Talent Management

• Laying a Strong Foundation for Talent Management

• Performance Management: Radically Simplifying to Improve its Power

• Talent Reviews and Succession Planning

• Accelerating Talent Development

One Page Talent Management:Eliminating Complexity, Adding Value

A Short Story

Our Opportunity

Ram says it’s time to go away

Who is Ram?What does Ram want?Why did Ram say it?

Source: Boris Groysberg and Deborah Bell, Harvard Business School

Assessing talent

This company is effective at …

Developing talent

Rewarding talent

12%16%23%

Board members say . . .

ConclusiveScience

Implementation Works

Ambitious Managers

But talent management practices should work

So what if we . . . Identified the organization (not HR) goal, then:

Start with the science

Act on what’s proven to achieve the business goal

Eliminate complexity, added value

Use as few steps, as little data – value/complexity

Apply a little “cake mix” thinking

Create accountability

& transparency

Accountability for the few, most critical elementsBroad openness about your processes & outcomes

VALUECOMPLEXITY

Driving a Talent Mindset in your Organization

Your Objective From the Board: Build a Deep Bench of Leaders to Fuel Growth

• You've just become CHRO for a large global company. However, they don’t have a strong culture of leadership development.

• In 10 minutes you have to give a presentation to your Board of Directors They've charged you with significantly increasing the quality and depth of leadership talent in the company to fuel growth.

• You have 10 minutes to prepare a presentation.

• The Chairman/CEO has asked you to articulate a point of view and engage the Board around the following questions:

Your Objective From the Board: Build a Deep Bench of Leaders to Fuel Growth

If we could do only four things to build a deep bench of leaders, what should we do

and where should we start?

Question #1

What should we do?and …

Where should we start?

What to Do and Where to Start?

Focus on 4 things:

1. Create a winning value proposition for attracting and retaining great talent – build a recruiting machine.

2. Build a talent mindset at the top.

3. Develop a culture that encourages candor and risk taking when dealing with people and careers.

4. Build solid leadership development processes.

• Values & culture• Exciting challenges• Strong performance• Talented & fun

teammates• Well managed• Industry leader• Good at development

• Freedom & autonomy• Exciting challenges• Career growth &

advancement

• Differentiated compensation• High total compensation• Location & lifestyle

_____Your company’s

rating

Great company(brand)

Great jobs(products)

Compensation & lifestyle(price)

Create a Winning Value Proposition…Build a Recruiting Machine

*Adapted from McKinsey & Co. War for Talent Study


rating


rating

Creating a Talent Mindset, Culture, and Processes to Build a Strong Leadership Bench

• Line management accountability• Simple, rigorous, action oriented talent

review process• Executive Management jointly owns

development of the top 250 - 500• Robust processes in:

– Recruiting & Assimilation– Assignment Management– Assessment– Performance Management– Feedback & Coaching– Education & Development

• Executives are expected to give candid & insightful feedback

• Executives talk about people frequently in a candid and probing way... they differentiate people on performanceand potential

• Willingness to put people in stretch assignments

• Shared talent philosophy• A belief that talent impacts business results• Executives know what an 'A' player is• Performance bar continually raised

• A pervasive meritocracy & muscle building philosophy

• Executives are accountable for people management and development

Talent mindset

Cul

ture

that

enc

oura

ges

cand

or a

nd

risk

taki

ngForm

al leadership

development processes

*Adapted from McKinsey & Co. War for Talent Study

Recruit &Keep the Best

Great company

Great jobs

Compensation

& lifestyl

e


rating


rating


rating

Laying A Strong Foundation• Talent Philosophy• Success Model

What are your rules for managing talent?

Are there clear rules in your company about . . .

• How long is it OK to be an average (50th percentile) performer? How long in a key role?

• How accountable are managers to actually develop employees and what happens if they don’t?

• How transparent should managers be with their direct reports about their potential to advance in the company?

23

We all have personal opinions on these questions . . .

and that’s the problem.

Why having a talent philosophy matters

Without a talent philosophy,

• Individual biases determine who gets managed how

• You unintentionally develop different capabilities

• There’s inconsistent investment in managers who have similar capabilities

Overall, you’re sub optimizing your ability to grow talent

24

Talent Management Philosophy

• Performance: What are the consequences of higher or lower employee performance?

• Behaviors: How much do behaviors matter for managers and individual contributors?

• Differentiation: How should we allocate Company X’s resources and rewards across varying levels of performance and potential?

• Transparency: How open should we be, and with whom, about our talent processes and their outcomes?

• Accountability: To what extent should managers be responsible for the execution of talent building processes?

There are five main areas of a talent philosophy:

25

Talent Management Philosophy – Where it Fits

26

Talent Philosophy

The rules of the road for building your company’s

talent

Your Company’sSuccess Model

The capabilities that will distinguish your best

talent

The foundation

for all talent activities

Talent Reviews and Succession Planning

Ensure that high quality talent exists and that it

can sustain the business

Performance Management

Align employees with the needs of the business

The core processes for ensuring high

performing talent

A talent management philosophy describes the “rules of the road” or guiding principles for how talent is managed in your company

It’s the Voice of Your Executives, Not HR

• They’re closer to the strategy, so more accurate insights

• If these are their rules, they’re more likely to enforce them

• They’ll avoid the “nice” philosophies• HR tends to be more idealistic and egalitarian (so

says the survey)

Your executives should identify your talent philosophy

How to assess it

28

You can use the mini-survey from class with your executive team to start the conversation.

How to use a talent philosophy

• A guide for your succession planning and talent development discussions, and other key talent decisions

• Input for redesigning your talent management practices

• Communicate the “rules of the road” to your employees

• Help to advance a culture change

29

Case study

• Company: Newly independent biopharma firm ($15B, 20K+ ees)

• Situation – Creating new culture to distance itself from former parent

& align with business challenges– Needed to redesign all talent practices to support the

business– Wanted to send clear messages about the new “rules”

• Actions– Senior team completed the Talent Philosophy Survey– Results indicated desired shift toward higher standards on

performance, behavior, accountability and transparency– Redesigned their processes; communicated widely to

managers

30

Talent philosophy video

31

Talent Philosophy Example

32

A “From/To” example for a hi po and and average employee

33

Today Future

Performance

Performance is acceptable and she can remain in the role for an extended period of time.

Because she is in a key role, her performance must be above average. Her manager should have a conversation about increasing performance. If nothing changes within 18 months, we would find a new role for her.

Compensation

Due to her tenure, her base has crept to the 60th percentile. She’s received bonuses at or slightly above her target each year.

Her base would be brought to the 50th percentile by freezing or limiting increases for the next four years. Her bonuses would drop to target or slightly below target.

Development

She participated in XYZ’s leadership training program for Directors, had an IDP and was invited to the CEO lunch.

She would have an IDP. She would be eligible for leadership training but not selected as the first to attend any courses. CEO exposure opportunities would be the same as for any other employee.

Behaviors

Participated in a 360 review previously as part of a departmental initiative. Behaviors are within the acceptable range at XYZ, so no special treatment currently.

There would be no change in how her behaviors are managed.

Compensation Targets■ Base 50th, Bonus -- NONEDevelopment Investment■ None without approvalHi Po Program: NoCEO/Board Expos.: No Global Move: NoSpecial Projects: No

Compensation Targets■ Base 60th, Bonus 60th

Development Investment■ 200% of averageHi Po Program: ConsiderCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes


Development Investment

■ AverageHi Po Program: NoCEO/Board Expos.:

Maybe Global Move: ConsiderSpecial Projects: Yes


Development Investment■ 75% of averageHi Po Program: NoCEO/Board Expos.: No Global Move: NoSpecial Projects: No


Development Investment■ 500% of averageHi Po Program: YesCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes


Development Investment

■ 200% of averageHi Po Program: ConsiderCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes


Development Investment■ 150% of averageHi Po Program: NoCEO/Board Expos.: MaybeGlobal Move: NoSpecial Projects: Yes

Ave

rag

e P

erf

orm

an

ce H

igh

est

P

erf

orm

an

ce

Mid

dle

P

erf

orm

an

ce

Low

est

P

erf

orm

an

ce

PotentialLowest Potential

CategoryMiddle Potential

CategoryHighest Potential

Category

Applying the TP – The Talent Investment Grid ™

Compensation Targets■ Base 50th, Bonus -- NONEDevelopment Investment■ None without approvalHi Po Program: No

CEO/Board Expos.: No Global Move: NoSpecial Projects: Maybe

34

Implementation Steps

Conduct TMP Survey

Present Findings and Implications

Create & Communicate

35

Audit HR Practices and

Adjust

• Data and the “From/To”

• Test “is this what you want?”

Executive team and, optionally, select others

Broad-based and thorough

Align all levers with the

philosophy (select, develop,

compensate)

4 – 6 weeks

Your personal talent philosophy

Take out your Talent Philosophy Exercise pre-work

For the question assigned to your group:

1. Where were scores similar or different within the group? Why?

2. What are the implications for how you assess and develop talent?

3. What might you do differently now that you have this knowledge?

36

Where is Your Talent Philosophy?

37

Inconsistent

Consistent

Mark an “I” to indicate an Implicit Philosophy ; an “E” to indicate an Explicit Philosophy

Low

AP

PL

ICA

TIO

N

FIT WITH FUTURE High

Where is your company today?


38

Headed for a cliff

Headed nowhere

Headed for success

Headed for mediocrity

Inconsistent

Consistent

Low

AP

PL

ICA

TIO

N


What direction are you heading?

What are the dangers to you if you’re not in upper right corner?


39

Help senior team to clarify future needs; adjust

philosophy and HR

practicesPersuade senior team

to adopt talent

philosophy

Ensure HR practices are

aligned; reassess

philosophy after 3 years Find managerial

outliers; ensure

processes reinforce

consistencyInconsistent

Consistent

Low

AP

PL

ICA

TIO

N


What can you do about it?

Building the Talent Production Line

The Talent Production Line

Specifications

Speci

fica

tion to

pro

duce

leaders

at

my

com

pany

2013

5’8”

5’11”

What are the specifications for the

talent you plan to produce? How do you

plan to produce it?

What quality and quantity of raw

material are available for manufacturing?

Raw Materials

What is the plan for effectively distributing this product through

the organization?

Distribution

What machinery will most simply turn the raw material

into finished product?

What will keep the conveyor belt moving?

Production Process

Shouldn’t we care about our talent at least as much as our products?

• We believe talent should be manufactured with the same care as products

• A disciplined, rigorous, efficient manufacturing process should exist

• Production should be lean and efficient – little waste, little slack

The Talent Production Line – Quick Audit

Specifications

Speci

fica

tion to

pro

duce

leaders

at

my

com

pany

2013

5’8”

5’11”

What machinery will most simply turn the raw material into finished

product?

What will keep the conveyor belt moving?

What is the plan for effectively distributing this product through

the organization?

What quality and quantity of raw

material are available for manufacturing?

What are the specifications for the

talent you plan to produce? How do you

plan to produce it?

Raw Materials DistributionProduction Process

5

3

4

2

1

Let’s Do a Quick Audit

Specifications and the Success Model

Specifications

Speci

fica

tion to

pro

duce

leaders

at

my

com

pany

2013

5’8”

5’11”

Specifications: Determining the Vital Few

The Goal• Identify the few organizational capabilities with

the greatest power to help us achieve our business strategy

44

Specifications – Let’s Start with Competencies

45

Anyone want 10,000?₹

You have 15 seconds.Read this passage.

Tell me in “kitchen English” the leadership or managerial outcome that it’s requesting

Geez, what do you have against competencies!?Point of view: Competency models have done more to harm HR’s reputation than any of our other activities• Competencies were introduced as an alternative to

job analysis -- a tool to reduce bias in selection. • They were created by academics and sold to us by

consultants• Instead, we use them as a panacea for everything • Yet there’s no common definition or way to apply

them and,

More importantly . . . .

46

Geez, what do you have against competencies!?

Most of what companies use today are:• Academically correct but practically deficient• Descriptive without being helpful• Not focused on the truly differentiating capabilities• Nodded at, but not embraced by, executives• Focused on precursors to results rather than actual

results• Loved by HR and ignored by almost everyone else

in the organization

So if competencies were supposed to be the solution, what was the problem again?

47

Specifications – Another option

48

Hate bureaucracy and the nonsense that

goes with it

No prize this time.Same exercise.

You have 15 seconds.Read this and tell me

the core management or leadership outcome that is desired.

The Success Model

Five or fewer succinct statements● You instantly understand the intended outcome● You connect with it emotionally● It’s aspirational● It’s memorable

ObjectiveIdentify the few behaviors/capabilities that will

differentiate your company’s highest potential leaders over the next five

years

49

Typical Competency ModelLists generic management and leadership behaviors

Better Competency ModelIdentifies performance-driving management and leadership behaviors

Success Model StatementDescribes how to show performance-driving behaviors

Company Strategy PlankHow the company will win

Strategic Thinker

Innovative Mindset

Customer Orientation

Leadership

Influences Others

Mature Confidence

Builds Collaborati

on

Drives Execution

Decisive

Talent Champion

Strategic Thinker


Influences Others

Creates clients for life through brilliant solutions and trusting

relationships

Builds Collaborati

on

Strategic Thinker


Influences Others

Builds Collaborati

on

Innovative Mindset

Leadership

Mature Confidence

Drives Execution

Decisive

Talent Champion

Deeper relationships with fewer, larger customers

Translating Requirements into Outcomes & English

50

Creating the Success ModelThe success model creation process identifies differentiating behaviors and prioritizes them. The steps include:

51

1. Interview senior executives – “Describe the results that a high potential will be

showing you”– Capture – don’t translate – comments

2. Create draft model: 2 + 33. Present, get input, revise4. Integrate into all HR practices

Success Model ExamplesWith unyielding integrity . . . Keeps the "firm first" . . . taking actions that

advance our business and vision Treats change as a constant . . . leads our

clients and themselves through it with ease Comfortably navigates through our

organization . . . creates connections that improve the firm

Balances pride in what they know with humility about what they need to learn

Thinks forward about our markets and people . . . inspires others to follow

Big 4 Accounting FirmNeeded accurate and easy-to-use selection criteria for senior partners

LenovoNeeded to shift culture

from PC to PC+ (mobile, tablet, etc.)

52

Quick Audit – Specifications

Does your company have clear specifications for what it’s trying to build?

Specifications

Speci

fica

tion

to p

roduce

leaders

at

my c

om

pany

2013

5’8”

5’11”

1. If yes, • How did you get there?• How do you know that they’re right?• Do they pass the “15 second test”?• Are they integrated into the entire production line?

2. If no, • What is getting in the way?• What one thing will you promise to do to move

forward?

53

POP QUIZ

Which of these statements are scientifically proven to be true?

3. Self-assessments of performance are more accurate than peer assessments but less accurate than a manager’s assessment

2. If you give someone harder goals they will work harder to accomplish those goals

1. Employees achieve higher performance when they set their own performance goals

4. Greater career success comes from developing one’s strengths rather than improving one’s weaknesses

START WITH THE SCIENCE

(NOT BENCHMARKING,

CONSULTING RESEARCH, FADS, EASIER ANSWERS)

HOW WOULD YOUR WRONG ANSWERS AFFECT YOUR PM DESIGN?

56

SCIENCE ≠ FASHION/FADS

“RATINGLESS” PROCESSES

CROWDSOURCING RATINGS

NO PERFORMANCE MANAGEMENT PROCESS

57

Simplicity = Implementation

58

ORGANIZATIONOBJECTIVEALIGN EMPLOYEE’S

EFFORTS WITH THE NEEDS OF

THE ORGANIZATION

HARDER GOALS PRODUCE HIGHER RESULTS

SAME RESULTS WHETHER

EMPLOYEE OR MANAGER SETS

GOALS

A FEW GOALS ARE BETTER THAN MANY

INDIVIDUAL GOAL RATINGS

10 DIFFERENT OBJECTIVES

INDIVIDUAL GOAL WEIGHTS

COMPETENCY-BASED

ASSESSMENTSIMPOSSIBLE TECHNOLOGY

FANCY GOAL LABELS


59

Simplicity

NO VALUE, NO ADD

PRECISION ≠ ACCURACY

IT’S EITHER SCIENCE OR A CHOICE

Simplicity = Implementation

EMBARASSINGLY EASY

ADVISE COURAGEOUSLYCONSEQUENTIAL ACCOUNTABILITY

CONSEQUENTIAL ACCOUNTABILITY

POSITIVE IF YOU DEVELOP?

NEGATIVE IF YOU DON’T DEVELOP?

30% 12%

CREATE ACCOUNTABILITY

GOAL SETTING

AUDIT

COACHING1 Q SURVEY

REVIEWSCALIBRATION

Questions

64

Lunch!

(Move to a new table for 2nd half!)

A Brief Advertisement

for Karma Notes

Karma

Karma Notesassess. applaud. advance…

Asking for Feedback in Less than 1 Minute

Choose the option of self or other

Self Option Chosen

Choose the event name - sync with calendar

Select People to seek feedback from

Finalize Selection

Providing Feedback – As Simple as Saying 1-2-3

Name of Person feedback is being provided

Select Competency Cluster

Swipe from left to right to select behaviour “Going Well”

Swipe from right to left to select behaviour to “improve on”

Enter practical “Do More”, “Do Less” advice

Conducting High Value Talent Reviews

Perfecting Talent Reviews

Flawless Follow-UpSavvy Facilitation

Start with a Simple, Robust, Easy to Use Process

• Get predictive & accurate ratings

• Make realistic succession choices

• Achieve true calibration/agreement

• One development action for all hi pos

• Specific follow-up recorded

• Clear accountability for

actions

• Disciplined monthly/quarterlyfollow-up

• Accountability at next review

70

Recommended Performance x Potential Grid

71

Potential to AdvanceWell placed for next #

years

Up # level in

the next # years

Up # levels in the next

# years

Perf

orm

an

ce D

uri

ng

Past

3

Years

Top

#%

Mid

dle

#%

Low

er

#%

My Group’s Talent Needs During the Next Three

Years1. 2. 3.

My Group’sMost Pressing Talent

Issues1. 2.

Defined as the ability to move up in the organization at a certain pace

Average over 3 years presents more accurate view of actual capabilities

No labels in the

boxes & no

definitions!

And this is why . .

72

Turn – to the next crossroad

Po

ten

tia

l

Execution of results & demonstrated proficiency of the competencies expected at the next crossroad are evident. Regularly working at learning & using skills at the next crossroad. Aspiration to higher level challenges. Business perspective beyond

current level.

Growth – bigger jobs on the same “roadway”

Mastery – within the current position or function

Bigger execution of results & demonstrated proficiency of the competencies for current crossroad. Frequently

learning & using new skills. Aspiration to greater challenges on same road. Motivation to do more than is

expected . Business perspective beyond current position. Focus on success of own area within larger business

context.

Execution of results & competencies appropriate for current position. Frequently learning & using new skills. Enjoys growth available in current or similar role. Motivation to perform at an exceptional level.

Business perspective effective for current role. Focus on success of own area within larger business

context.

Performance

ContributorBottom 10%

Consistently Exceptional

Top 20%Full Performer

Middle 70%

Exceptional performer capable of making

next turn immediatelyor near-term.

Full performer capable of making the next turn, but can still grow on current

road. Needs at least 1 – 2 years in current position.

4–Hi Po New in Role

New to role and was previously in box 1, 2 or 3. May have further potential,

but needs at least 1 – 3 years in current position.

Full performer capable of continued growth along current road.

Has capability to growbut current

performance is inconsistent or

inadequate. Needs to improve performance in current position.

Reassign to lower layer or transition from

role / employment

Full performer not likely to grow beyond

scope of current position.

Exceptional performer not likely to grow beyond scope of current position.

2 – High Potential 1 – High Potential

5 – Expandable 7–Attention Needed

9 – Action Required 8 – Well-Placed 6 – Pro in Position

Exceptional performer capable of

continued growth along current road.

3 – High Potential

INTELLIGENCE

<30%

<15%

PERSONALITY ?

The Science of Potential

73

Recommended Succession Plan GridInformation included for key roles, the succession plan includes three categories of readinessActual succession over time should be measured to test the plans’ accuracy

Finance Director Comptroller

Financial Planning &

Analysis Dir. Tax Director

Ready NowStacey WhiteSr. Finance

Mgr.

Ready in 1 – 2 years

Roger SmithSr. Finance

Mgr.

Mohamed WatfaFinance Manager

Frank Takashima

Tax Manager

Ready in 3 - 4 years

Jackson MontagueFP&A Sr. Manager

Colin WallerbyTax Manager

74

Incumbent Sharon Smith William Franklin Rajan VKGrace Chang

Unit: Regional Finance

Talent Investment Grid

75

Compensation Targets:■ Base 50th, Bonus --

NONEDevelopment

Investment:■ None without TM

approvalHi Po Program: NoCEO/Board Expos.: No Global Move: NoSpecial Projects: No

Compensation Targets:■ Base 60th, Bonus 60th

Development Investment:

■ 2x averageHi Po Program:

ConsiderCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes

Compensation Targets:

■ Base 50th, Bonus 50th


■ AverageHi Po Program: NoCEO/Board Expos.:

Maybe Global Move: ConsiderSpecial Projects: Yes


Development Investment:■ .75x averageHi Po Program: NoCEO/Board Expos.: No Global Move: NoSpecial Projects: No



■ 5x averageHi Po Program: YesCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes

Compensation Targets:

■ Base 50th, Bonus 75th


■ 2x averageHi Po Program:

ConsiderCEO/Board Expos.: Yes Global Move: YesSpecial Projects: Yes



■ 1.5x averageHi Po Program: NoCEO/Board Expos.:

MaybeGlobal Move: NoSpecial Projects: Yes

Perf

orm

an

ce

Hig

hest

P

erf

orm

an

ce

Mid

dle

P

erf

orm

an

ce

Low

est

P

erf

orm

an

ce

PotentialLowest Category Middle Category Highest Category

Example

Exercise: Talent Review and Development

1. As a group Decide on a rating for each individual Decide on the one key development step for each

individual Determine what you will say to this person – exactly

2. Be prepared to discuss and defend your ratings and recommendations

76

Developing Points of View on Classic Issues

• Great performer with weak-behaviors: What do you do? How long do they have to correct them? How much “behavior credit” does great performance buy?

• High potential or High performer: Is this mistaking technical excellence for upward potential? What one question help clarify the right rating?

• Perennial Average: Are those in the “average” box blockers? If you stack ranked them, would they always be at the bottom?

• Limited mobility: What impact does that have on rating and treatment? What’s the conversation?

• Poor talent developer: How much does this matter? What types of roles should this disqualify an individual for, if any?

• High impact roles: Which boxes are acceptable for incumbents? What action should be taken and how quickly?

These are classic scenarios experienced by every company that does talent reviews.

77

Ask the Challenging Questions

For those who are initially rated highest potential . . . • Would you stake your corporate success on this person?• What job would you put them into in # years?• How do they compare to the others in this category?

For those who are medium potential . . .• What one thing could most quickly move them in the high potential

category?

For those who are in your “average” category . . .• What can we do to move them up or over?• Are they consistently in the bottom half of average?• How easy would it be to find similar talent at a similar price outside?

78

Even if you don’t know anything about that leader, you can still ask . . .

Flawless Follow-Up

It sounds easy, but many large companies fail this step• The most basic tracking sheet can be effective

• Record every decision in the meeting• Agree on who will be responsible for follow up• HR checks against progress on monthly or quarterly basis• Status chart presented at next talent review

Status (use drop down

menu choices)

Area/Sub Area Person Activity/Action

Due Date Responsible Actions/Notes

In process Risk Cecilia Smith Refocus portfolio 6/1/12 Susan

79

POSITIVE CONSEQUENCES IF THEY DEVELOP THEIR

TEAM?

NEGATIVE CONSEQUENCES IF THEY

DON’T DEVELOP THEIR TEAM?

30% 12%

Consequential Accountability

• Can you answer the “Why Should I” question?• Does something good happen if they do it?• Does something less than good happen if they

don’t?

80

Transparency – Where companies are

81

~40% tell – unchanged over 15 years

If they don’t tell:• 62% - We're concerned about engagement of

individuals who find out that they are not currently rated as high potential

• 60% - We're concerned that they will develop outsized/unrealistic expectations about their future movement and/or treatment

• 60% - Our managers can't effectively communicate this messageThese are easily solvable issues and

therefore terrible reasons for not telling everyone where they stand!

Building the Talent Factory: Developing & Distributing

Talent

DistributionProduction Process

Agenda

• How to build better leaders/better talent faster

83

What’s the Problem?

• Growing leaders takes a long time– We need to accelerate it

• Development is essential to engage and retain leaders, but they see it as a “black box”– We need to better explain it

• Experiences matter to development– Which ones matter the most?

84

Table buzz

Your CEO asks you: “how can we build better GMs faster than the competition?”

Let’s assume at this company you have 50 GM roles.Discuss at your table what you will tell him/her.

85

The formula?

70% of learning occurs through experiences (projects, jobs, etc.)

20% of learning occurs through others (feedback, observation, etc.)

10% of learning occurs through formal education

So is this the balance of development efforts at your company?Are experiences the “language” of development?

86

Let’s build an “Experience Map”

• Let’s assume your CHRO comes to you and asks you to “map out” the experiences a person has to have to become a CHRO.

• At your table discuss the experiences required to be a viable candidate for a big CHRO role.

87

Deep Experience X Career

Growth=

Experience, under different challenges

BroadExperience

GEOGRAPHY

MANAGEMENT

LIFE-CYCLE

FUNCTION

THE BEST EXPERIENCES CONTAIN 2 OR 3 EXPERIENCES

You are great at what you do

You can succeed in a variety of challenging situations

88

Skills/Competencies are the infrastructure

Experiences are the user interface

The essential “wiring” of success Designed with technical precision Best understood by the experts who

created it

Quick and easy to understand Can be put to use with little effort Designed to provide a high quality user

experience

Each is critical but serves a separate purpose

Experiences vs. Competency/Skills

89

Experience Map – Building Blocks

There’s no “right” number of experiences, but more is better

90

Core Experien

ces(acquire at

Manager and Director

level)

Talent Managemen

tDesign and implement performance management process

Design talent review and succession planning processes

Facilitate talent review session at senior levels

Conduct an executive assessment using personality or cognitive tools

Create executive development plans

Provide executive feedback and coaching

Create and manage an engagement survey process

Talent Acquisition

Partner with major executive search firm on an executive assignment

Create and implement an undergraduate recruiting program

Create and implement a MBA recruiting program

Design an employment brand and integrate into the hiring process

Conduct analysis of hiring effectiveness

Lead the design and roll out of new sourcing technology

Compensation

Conduct job pricing below the executive level

Manage the end of year bonus cycle

Design and roll out a sales incentive plan

Design and roll out a non-sales compensation plan

Design an expatriate’s compensation plan

Create an integrated executive compensation package

Design a compensation presentation for the board of directors

Business Partner

Conduct investigation into potentially illegal behavior (i.e. accusations of theft, harassment)

Roll out program from corporate HR (talent, recruiting, compensation, etc.)

Manage engagement survey follow up process

Adapt corporate process to meet local unit needs

Develop and roll out HR policies at local level

Develops and conducts on-boarding program

Talent Management

Design and implement performance management process

Design talent review and succession planning processes

Facilitate talent review session at senior levels

Conduct an executive assessment using personality or cognitive tools

Create executive development plans

Provide executive feedback and coaching

Create and manage an engagement survey process

Talent Acquisition

Partner with major executive search firm on an executive assignment

Create and implement an undergraduate recruiting program

Create and implement a MBA recruiting program

Design an employment brand and integrate into the hiring process

Conduct analysis of hiring effectiveness

Lead the design and roll out of new sourcing technology

Compensation

Conduct job pricing below the executive level

Manage the end of year bonus cycle

Design and roll out a sales incentive plan

Design and roll out a non-sales compensation plan

Design an expatriate’s compensation plan

Create an integrated executive compensation package

Design a compensation presentation for the board of directors

Business Partner

Conduct investigation into potentially illegal behavior (i.e. accusations of theft, harassment)

Roll out program from corporate HR (talent, recruiting, compensation, etc.)

Manage engagement survey follow up process

Adapt corporate process to meet local unit needs

Develop and roll out HR policies at local level

Develops and conducts on-boarding program

Core Experienc

es(get at

Manager and Director

level)

Proving Experien

ces(get at

Director and VP level)

Lifecycle

Execute successfully in different phases of corporate lifecycle

Management

Manage a sub-function, strategic project or

portfolio

Geographic

Work in multiple geographic locations

Lead Function or Multiple Functions

Executive Experienc

es

The Complete Experience Map

91

Experience Mapping – Macro Activities

Identify

Identify the function or key role to map

Identify the likely sub-functions in which you’ll classify the experiences

Interview

Interview functional or role experts within each sub-function; ideally multiple experts per function

Identify experiences that would prove competence in the sub-function going forward

Ensure that experiences describe outcomes, not competencies (i.e. Created strategy for $100MM business, not Is a Strategic Thinker)

Map

List the experiences under the most logical sub-function

Compare the experiences to determine if they have a similar level of challenge

Identify any experiences that two or more sub-functions have in common

Map 6 – 10 experiences in each sub-function

Validate

Review draft map with role experts

Review draft map with talent “customer” for that position/role

92

Supporting the Process

Experience Planning

Replace development planning with experience planning; select one experience to achieve

Train Managers

Train managers to use experience maps to evaluate employees and to identify the right next experience to pursue

Educate Leaders

Educate leaders to understand the concept of experiences, how experience maps work, their role, their manager’s role, etc.

ClarifyAccountability

Determine and communicate who is responsible to set experience goals and performance consequences

DetermineTransparency

Decide how open you want to be with employees about their progress against the map and the implications for career growth

93

Development Plans

94

To accelerate the development of high potentials should you focus their

development :

• on their strengths?

Or

• on their weaknesses?

95

Remember Bobbi & Cathy: Further assessment has been done

• She is exhibiting most (if not all) of the competencies of VPs

• Her region is the global benchmark at BW for process excellence, technology and go to market strategy execution

• She has a remarkable ability to sift through complexity and to get to the heart of issues

• She is a highly skilled change agent• She has the strongest bench of

direct reports as compared to other regions

• She has the potential to go all the way if she can figure out how to bring peers and subordinates along to the vision of the company as she sees it

• She shys away from going deep and getting her hands dirty around the financials.

• She over-delegates to her Finance Director. Your not sure if this is a competence or interest issue

• She is slow to make decisions when she lacks data or there is ambiguity

• She is a perfectionist

Bobbi Cathy

Write a “from –

to” Development

Goal for the case

study character

your table has

been assigned.

As a table

Exercise

97

Sample Development Goals

• Build followership to her ideas and vision by improving her collaboration skills. Move FROM being seen as a hard charging know it all who dismisses peers who aren't as smart/quick as her TO being seen as a patient leader who will listen, dialog and bring along people to her ideas and vision for the company

• Increase her performance edge. Move FROM being perceived as a patient leader who may tolerate average performance TO being seen as a leader who will become more directive and less facilitative when

• Demonstrate heightened proficiency and urgency around the financials. Move FROM being perceived as "hands off" regarding the detailed financials TO being seen as a leader who can/will drill down into every aspect of the financial plan.

• Embrace ambiguity & uncertainty… Increase her decision making speed. Move FROM being perceived as a risk averse leader TO being seen as a leader who will make important decisions without having all the data and facts required

Bobbi Cathy

Question: How hard would it be to significantly change/develop a leader who “struggles when issues are

grey vs. black & white”?

Questions&

Thank You!

Please join me on:

Talent Management Institute One Day Talent Management Certification Talent Management Institute One...

Documents

Transcript of Talent Management Institute One Day Talent Management Certification Talent Management Institute One...