Proactive Talent Management

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Proactive Talent Management
Achieving Amazing Results in Challenging Times
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Proactive Talent Management

• Strategic Business Plans Can Be Realized Only
  When the Right People Are in the Right Place, at
  the Right Time, Doing the Right Things.

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Trusted Leader/Top Performer Behaviors (Give
yourself one point for each statement that
describes yourself.)

• They mentor others.
• They are requested by other managers and
  employees to work on teams or to help solve
  problems
• They have spoken at conferences and internal
  company events
• They are early adopters of new tools, technology
  and ideas.
• A players are curious and therefore frequently
  ask questions during presentations

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Trusted Leader/Top Performer Behaviors (Give
yourself one point for each statement that
describes yourself.)

• They have written articles or are cited by others
  in their articles
• They often use technology to do everything
  faster, cheaper, and better.
• They have developed new or innovative processes,
  systems and approaches.
• They benchmark and directly compare their
  companys work to that of competitors.
• They utilize advanced tools and methods to
  accomplish major tasks.

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Trusted Leader/Top Performer Behaviors (Give
yourself one point for each statement that
describes yourself.)

• They use metrics to quantify the success of
  processes, products and services they helped to
  develop.
• They know the top problems and opportunities
  facing the industry and organization as well as
  the steps to take to solve at least one of these
  critical problems.

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Some Common Non-leader Behaviors(Subtract four
points from your score for each statement that
describes yourself.)

• They demand job security and guaranteed pay.
• They express a strong need for clear rules,
  defined expectations and job responsibilities.
• C players put an over-emphasis on process, the
  chain of command and policies.
• They give indications that they are uncomfortable
  with ambiguity and rapid change.
• They are strong advocates of seniority and are
  opposed to pay for performance.
• Adapted from Rethinking Strategic HR by John
  Sullivan

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To Be Successful Going Forward In Changing
TimesWe Must Focus On

• Identifying the Core Set of Competencies
• Assessing Organizational Talent
• Planning for Succession
• Growing Outstanding Talent for the Future

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Understanding the Concept of Competencies

• Necessary for the organization to achieve the
  strategic direction
• Organizational and work-specific competencies
  counter the myopic focus on technical skills
• Bodies of know-how, experience, acumen, attitudes
  and skills that enable people to produce positive
  outcomes through their own efforts

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Understanding the Concept of Competencies

• Whereas skills alone often imply tasks and
  activities for which someone can be trained,
  competencies flesh out the value of employees.
• They reflect the know-how, experience, acumen and
  interpersonal dynamics that complement skills.
• Going a step further, "core competencies" are
  those that refresh, enhance and sustain
  organizational performance and effectiveness.

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Identifying the Core Set of Competencies
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What are Strategic Core Competencies?

• Set of 6-10 core competencies that everyone in
  the organization must exhibit if we are to succeed

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Examples of Competencies

• Innovation, Driving Execution, Financial Acumen,
  Focus on Customers
• Usually defined at multiple levels core
  competencies by organizational position level
  and/or by job function

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How Do Companies Use Competencies at Every Level?

• To define culture
• To recruit the right talent
• To anticipate outsourcing strategies
• To improve performance
• To shape talent develop
• To plan for succession
• To connect compensation with value
• To assess organizational exposure
• To enhance organizational effectiveness

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How To Use Strategic Competencies?

• At the organizational level
• Compare strategic competencies to organizational
  culture survey results
• Identify gaps
• Develop strategies to address culture gaps

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How To Use Strategic Competencies?

• At the individual level
• Conduct individual talent assessments of all
  exempt associates to gauge level of strategic
  competencies
• Identify competency gaps at individual level
• Develop strategies to address individual
  competency gaps

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Competencies and Performance Management

• Competencies are the strategic foundation of the
  business.
• They represent the culture which will achieve
  future potential, strategic capacity and
  organizational succession
• Performance management measures current
  performance and operational excellence

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Competency Development Processes

• Two Methods commonly used in Organizations
• Best Practices
• Strategic Design

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Assessing Organizational Talent
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Talent Assessment Objectives

• Assess Leadership Talent
• Provide Robust Feedback
• Identify Development Needs for All
• Identify High Potential Group

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Talent Review Process

• Assessment
• Validation
• Feedback
• Targeted Development

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Talent ReviewThe Process

• Step 1 - Talent Assessment
• A. Complete a skill/talent profile
• Focus on education and work experience
• Identify strengths and areas of opportunity
• Determine interests and career aspirations
• Assess future position readiness and willingness
• B. Completion of Assessments
• Self assessment
• Supervisor assessment
• Submitted rating determined
• Division leader validation

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Talent ReviewThe Process

• Step 2 - Validation/Feedback
• A. Validate Assessment
• Division leader
• Focused and facilitated round table discussions
  across divisions in meeting with entire VP group
• B. Feedback Session
• Conduct session with Employee
• 1-on-1 setting
• Provide constructive recap of the feedback

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Talent ReviewThe Process

• Step 3 - Build Targeted Development Plan
• A. Responsibility
• 50 Individual
• 50 Leadership
• B. Identify Development areas
• Objectives and strategies are jointly agreed upon
• Sponsors are identified as needed
• Progress is constantly monitored and plans are
  updated

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Talent ReviewThe Process

• Step 3 - Build Targeted Development Plan
• C. Provide Development Opportunities which focus
  on maximizing potential contribution
• Full-time Jobs
• Job shadowing
• Interim and Project Assignments
• Structured delegation
• Cross-training opportunities
• Job rotation program

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Succession Planning
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Succession Planning

• The sole competitive edge a company has is the
  bench strength of its current and future leaders.
• Companies that consistently use a formal process
  to help workers advance are also consistently
  high-performing firms.
• Strategic business plans can only be realized
  when the right people are in the right place at
  the right time, doing the right thing.

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Succession Planning

• Identify key leaders at risk for leaving
• Identify Critical Positions
• Evaluate Successor Group
• Identify Organizational Risks
• Develop Succession Plan and Risk Mitigation
  Strategy

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Succession Planning

• Demands for Leadership Development grow as
• Market conditions change
• Corporations are forced to respond to changing
  market place.
• Impending retirement of a large number of
  employees.

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Succession Planning

• Objectives
• 1. Assess the leadership talent within the
  organization
• Determine critical skills, competencies and
  attributes.
• Identify new or emerging roles and
  accountabilities.
• 2. Identify successor groups within the
  organization
• Identify positions with leaders at risk for
  leaving
• Evaluate potential readiness for advancement.
• 3. Grow outstanding talent for the future
• Identify high potential candidates
• Utilize acceleration pools

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Next Steps and Questions
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