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© State Parkway Partners, LLC
Integrated Talent Management
What to do and how to do it
© State Parkway Partners, LLC
2
The LinkThe Link
Align Strategy, People, ProcessAlign Strategy, People, Process
© State Parkway Partners, LLC
3
Integrate TM PartnersIntegrate TM Partners
Business Leaders• Talent management is the
responsibility of an organization’s managers– Develop a strategy to have
the talent needed to achieve profitability
– What talent, when, where– Implement, measure, and
improve the effectiveness of the strategy
– Recruiting, on-boarding– Vision, mission, goals,
feedback, rewards, support– Training, coaching, career
planning, assignments
Business Leaders• Talent management is the
responsibility of an organization’s managers– Develop a strategy to have
the talent needed to achieve profitability
– What talent, when, where– Implement, measure, and
improve the effectiveness of the strategy
– Recruiting, on-boarding– Vision, mission, goals,
feedback, rewards, support– Training, coaching, career
planning, assignments
Human Resources• Enabling talent management
is HR’s responsibility– Provide the talent
perspectives, data, and analyses that enable business leaders’ talent strategies
– Provide the talent processes, training, and coaching needed to implement the talent strategies
Human Resources• Enabling talent management
is HR’s responsibility– Provide the talent
perspectives, data, and analyses that enable business leaders’ talent strategies
– Provide the talent processes, training, and coaching needed to implement the talent strategies
© State Parkway Partners, LLC
4
RecruitingRecruiting
L&DL&D
HRGHRG
Total Rewards
Total Rewards
Workforce Planning
Workforce Planning
BusinessEVP
BusinessEVP
BusinessVP
BusinessVP
BusinessVP
BusinessVP
BusinessDirectorBusinessDirector
BusinessDirectorBusinessDirector
Integrate TM PartnersIntegrate TM Partners
© State Parkway Partners, LLC
5
AdvanceThe Strategy
Run TheBusiness
Long Term3 to 5 Years
Short Term1 to 2 Years
Product Objectives
Product Objectives
CustomerObjectivesCustomerObjectives
Financial ObjectivesFinancial
Objectives
Talent Objectives
Talent Objectives
Product Objectives
Product Objectives
CustomerObjectivesCustomerObjectives
Financial ObjectivesFinancial
Objectives
Talent Objectives
Talent Objectives
Product Objectives
Product Objectives
CustomerObjectivesCustomerObjectives
Financial ObjectivesFinancial
Objectives
Talent Objectives
Talent Objectives
Product Objectives
Product Objectives
CustomerObjectivesCustomerObjectives
Financial ObjectivesFinancial
Objectives
Talent Objectives
Talent Objectives
© State Parkway Partners, LLC
6
Integrated TM Plan – 200XIntegrated TM Plan – 200X
AdvanceThe Strategy
Run TheBusiness
Long Term3 to 5 Years
Short Term1 to 2 Years
PipelinesPipelines
Positions at Risk
Positions at Risk
Pivotal PositionsPivotal
Positions
CompetencyCompetency
CompetencyCompetencyCompetencyCompetency
CompetencyCompetency
CompetencyCompetency
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
© State Parkway Partners, LLC
7
Step 1 of 5: Strategy Review: Current & FutureStep 1 of 5: Strategy Review: Current & Future
Strategy is about what we need to do to survive and grow in a competitivemarketplace, under specific sets of economic and political conditions, and under specific societal conditions.
• Explicit Strategic Vision• Operationally Competent
• Uncertain Strategic Vision• Operationally Competent
• Explicit Strategic Vision• Operationally Incompetent
• Uncertain Strategic Vision• Operationally Incompetent
STRATEGY (What)
OP
ER
AT
ION
S (
Ho
w) +
+-
-
We will be among the leaders in the development and commercialization of selected polymer bonded components and fiber reinforced composites. The company will invest in, or acquire, businesses in strategically important product/market segments.We will produce specialty, engineered products and provide related services for heat resistant, inertia control, fastening, and lightweight structural component applications. The company will emphasize the use of its proprietary technology and manufacturing know-how to provide value-added, competitive products. These products will be produced and marketed worldwide for industrial, vehicular, aerospace, and military customers.
2X2 and strategy statement from Michael Robert Strategy Pure & Simple: New York: NY: McGraw-Hill, Inc., 1993, pp. 32, 72.
© State Parkway Partners, LLC
8
Completeness of Vision
Abili
ty to
Exe
cute
Low High
Low
Hig
h Challengers Leaders
VisionariesNiche Players
Aligning Human Capital InvestmentsAligning Human Capital Investments
• Execute well and often dominate large segments of the market.• Not fully in step with emerging market directions or capable of setting the industry agenda.
• Smaller competitors with credible technology or firms focused on smaller market segments.• Do not excel at either innovation or performance.
• Execute well today and are positioned for the future.• Excellent customer service, dynamic solutions, and strong value delivery.• Adhere to a well-articulated strategic plan, align vision with industry trends, flexible in reacting to market forces.
• Understand where the market is going; lack some capabilities necessary to execute the vision.• Notable for breakthrough ideas but challenged to develop the broad competencies needed to support and sustain customers.
Gartner Magic Quadrant from Alex Lowy and Phil Hood The Power of the 2 x 2 Matrix: San Francisco: CA: Jossey-Bass, 2004, pp. 122-123.
© State Parkway Partners, LLC
9
Strategy Review: Current & FutureStrategy Review: Current & FutureStrategic Drivers Current Future (1 -2 Yrs) Future ( 3 – 5 Yrs)
Products & Services 10 major offerings Improved performance of top 3
2 new breakthrough products
Markets & Customer s Undifferentiated Retail <$20MM Manufacturing <$100MM
Domestic, Global Domestic Domestic International
Technology Requirements Labor intensive 3X faster completion Mobile
Production & Distribution 40 locations - general distributor
40 locations – preferred distributor
30 domestic/5 Europe – alliance distributor
Competency Requirements
Product and process know-how
Channel pricing & promotion
TBD
Marketing & Sales Magazine Refined branding , CP promotion
TBD
Environmental/Regulatory Full compliance Full compliance TBD
Competitors & Advantage Three major & undefined Same & CP Programs TBD
Growth: Acquisition Organic TBD
Profit: NOI, ROE $XB, 15% $1.5 x $XB, 22% TBD
© State Parkway Partners, LLC
Step 2 of 5: Strategic Process Assessment: CurrentStep 2 of 5: Strategic Process Assessment: CurrentBusiness Process
ProcessMetrics
ProcessStatus
TalentStrengths
Talent Weaknesses
Talent Opportunities
TalentThreats
Sell It Sales
70% of Target
• Product knowledge• Experience >7 Yrs avg.
• Strategic selling • Some top people at 3 competitors dissatisfied
• Competitors’ taking our top talent in select locations
Make It
• Production• Cycle Time• Quality
• 110%• 98%• 99%
• Strong technical knowledge• Well trained in current technology
• Not experienced in web technology
• New system will make good associates available for other jobs
• May loose good associates when new system is implemented
Service ItCustomerSatisfaction
85% • Product knowledge• Experience >5 Yrs avg.
• Undifferentiated from major competitors• Reps not “selling” product features
• New strategy provides challenge and engagement
• Competitors will be recruiting newly trained Reps
Market It
• Market Share• Brand Recognition
75% • Reps eager to learn and improve performance
• Home grown staff – not knowledgeable about alternative mktg. methods
• 2 local companies known for marketing expertise
• 80% of mktg. staff eligible for early retirement in next 5 Yrs.
10
© State Parkway Partners, LLC
Step 3 of 5: Strategic Process Assessment: FutureStep 3 of 5: Strategic Process Assessment: Future
Business Process
Process Metrics
ProcessChanges
MetricChanges
Competencies Needed
Competency Gap
Talent Opportunities
TalentThreats
Sell It Sales
Customer Relationship Managers
• Organic Sales• % Current > 25, % New > 25
• Strategic selling• Business development
Strategic selling • 5 HIPO Sales Leaders• Top Talent at Competitors
• Loss of current sales staff• Match by Competitor
Make It• Production• Cycle Time• Quality
New order entry system
• 2X per person• < 15 min.• 6 Sigma
• Web navigation• Technical terminology
Web navigation • Retrain 25% for other positions
• Loss of technical knowledge
Service ItCustomer Satisfaction
New performance, pricing, and promotion differentiators
• CS > 90% by YE
• Highlighting differentiators• Becoming “Trusted Advisor”
• Facility with differentiators• “Trusted Advisor” role
• New strategy will attract top performers
• Competitors will recruit newly trained Reps
Market It
• Market Share• Brand Recognition
• Turning channel partners into promoters
• Revenue up 50% in 3Yrs
• Channel pricing• Channel promotion
• Channel pricing• Channel promotion
• Consultant has experience and training
• Competitors will be recruiting newly trained associates
11
© State Parkway Partners, LLC
Step 4 of 5: TM Process AssessmentStep 4 of 5: TM Process Assessment
TM Process Metric M S Strengths Weaknesses Opportunities Threats
Recruiting• 1 Yr. Q-Hire• Time to Fill
• 80%• 90D
• Solid recruiters• Good systems
• Poor requirements• Too many Intervs.
Mgrs. want better results
Loosing candidates
On-Boarding• Program• Time to Prof.
• N• ? None No Program Mgrs. See the
Need• Early quits• Productivity
PerformanceManagement
• Program• EE Survey
• Y• 92%F
• Good program• Good tools
Coaching is Good but Inconsistent
Can LeverageRole Models
Could decline w/o focus
Total Rewards• Market Data• EE Survey
• Y• 88%F
• Communication• Good tools
Missing Competitive Threats
Local Mgrs. Market View
• Rigidity• Competition.
LeadershipDevelopment
• Dev. Objs. Met• EE Survey
• 72%• 65%F
• Plans in place• Activities avail.
Focus on Activity vs. Objectives
Can Leverage Role Models
Urgent Delays the Important
Learning &Development
• Strategic Fit• ALPs Met
• Y• 96%
• Good alignment• Good resources
1 dept. postpones execution
Can leverage role models
1 dept’s. commitment
CareerDevelopment
• Pipelines Full• EE Survey
• 84%• 69%F
• Pivotal pos. OK• Pos. at risk OK
Many EEs do not see a future here
Enterprise View of Talent
Urgent Delays the Important
SuccessionPlanning
• Plans in Place• Fill Rate
• Y• 60%
• Plans in place• Good tools
Less than effective succession evaluation
Poor Track Record
Loosing Good Talent
PerformanceSupport
• Tools in Place• % Participation• Value Survey
• Y• 88%• 79%F
• Good tools• Cont. & com.
Complacency about authoring role
Emerging Ability to Put PS in Context
Cost of Change
12
© State Parkway Partners, LLC
Step 5 of 5: Integrated TM Plan – 200XStep 5 of 5: Integrated TM Plan – 200X
TM ProcessBusiness
Strategies Alignment
Objectives & Measures
Business Process Improvement
Objectives & Measures
TM Process Improvement
Objectives & Measures
Recruiting• Source experienced hires in CM • Pricing Strategy In orientation
• 1 per office <6M• 100% score 90% on certification
• Retrain 25% of Reps for alt. roles
• Retain tech knowledge 90%
• NH sourcing, training, and on-boarding • Simplify & train selection process
• Shorten TTF to 30D• Shorten TTC to 7M
On-Boarding• Transaction processing prog
• TTC = 90D
PerformanceManagement
• Establish “new strategy” performance objectives for all
• Objs. Clear• Pulse Survey 90%F
• Quality teams for service CS
• Teams formed• 90% CS by YE
• Implement “Accountability Principle”
• Increase engagement• Pulse survey >90%F
Total Rewards• Incentives for Organic Growth
• 80% attain 100% or +
• Transaction processing bonus
• Y1 Retention > 90%
• Annual competitive threat workshop
• ID emerging comp. threats
LeadershipDevelopment
• 2 Yr program “Managing Org. Growth”
• 90% at 100% Y1• 97% at 100% Y2
• Q workshops on new strategy and innovation
• Product Dev Process Innov.• Top 3 >25%
• Quarterly review of objs. Vs. activities
• Objs. OK 90%• EE Survey 90%F
Learning &Development
• CP Dev. and Promo program for all reps
• L3 90% by Q3• L3 100% by Q4
• CP Sales Planning• Strategic Selling• Web navigation
• 100% CP plans by 1/1/0X• 100% cert • 2X, 15M, 6σ
Outsource LMS and learning administration
• Reduce IT costs by 20%, Admin costs by 80%
CareerDevelopment
• Career latice program
• Retention for PP >90%
• Accelerate dev. of 5 HIPO sales leads with lead roles on new strategy
• 5 HIPO promoted to branch mgr. <2Y
• Create Retirement Options Prog.• Analysis/action on 60% fill rate
• Increase knowledge transfer• 30% over 3 Yrs• 100% Tr. Plans
SuccessionPlanning
• 3Y Branch Mgr. dev. program
• Branch Mgr. pipeline full
© State Parkway Partners, LLC
1414
RecruitingRecruiting
L&DL&D
HRGHRG
Total Rewards
Total Rewards
Workforce Planning
Workforce Planning
BusinessEVP
BusinessEVP
BusinessVP
BusinessVP
BusinessVP
BusinessVP
BusinessDirectorBusinessDirector
BusinessDirectorBusinessDirector
Integrate TM PartnersIntegrate TM Partners
© State Parkway Partners, LLC
1515
Integrate TM PartnersIntegrate TM Partners
Business Leaders• Talent management is the
responsibility of an organization’s managers– Develop a strategy to have
the talent needed to achieve profitability
– What talent, when, where– Implement, measure, and
improve the effectiveness of the strategy
– Recruiting, on-boarding– Vision, mission, goals,
feedback, rewards, support– Training, coaching, career
planning, assignments
Business Leaders• Talent management is the
responsibility of an organization’s managers– Develop a strategy to have
the talent needed to achieve profitability
– What talent, when, where– Implement, measure, and
improve the effectiveness of the strategy
– Recruiting, on-boarding– Vision, mission, goals,
feedback, rewards, support– Training, coaching, career
planning, assignments
Human Resources• Enabling talent management
is HR’s responsibility– Provide the talent
perspectives, data, and analyses that enable business leaders’ talent strategies
– Provide the talent processes, training, and coaching needed to implement the talent strategies
Human Resources• Enabling talent management
is HR’s responsibility– Provide the talent
perspectives, data, and analyses that enable business leaders’ talent strategies
– Provide the talent processes, training, and coaching needed to implement the talent strategies
© State Parkway Partners, LLC
16
AdvanceThe Strategy
Run TheBusiness
Long Term3 to 5 Years
Short Term1 to 2 Years
PipelinesPipelines
Positions at Risk
Positions at Risk
Pivotal PositionsPivotal
Positions
CompetencyCompetency
CompetencyCompetencyCompetencyCompetency
CompetencyCompetency
CompetencyCompetency
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
ValuesAttitudesBehaviors
Align Strategy, People, ProcessAlign Strategy, People, Process