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© State Parkway Partners, LLC Integrated Talent Management What to do and how to do it
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Page 1: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© State Parkway Partners, LLC

Integrated Talent Management

What to do and how to do it

Page 2: © 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

Page 3: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 4: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 5: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 6: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 7: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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.

Page 8: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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.

Page 9: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 10: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 11: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 12: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 13: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 14: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 15: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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

Page 16: © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

© 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


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