Fy12 talent review toolkit final

© Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here

Talent Review ToolkitGlobal TalentFebruary 2012Final Version

FY12 Talent Reviews


Content

• Talent Review Program Overview

• FY 12 Talent Review Timeline

• Calibration Toolkit

• Appendix

2


The annual Talent Review is HP’s core process for identifying

internal successors for HP positions

HPCO Talent Review Program

Our key focus for FY12 is to:1. Develop leaders internally and promote from within

2. Develop “ready now” successors to assume key positions

3. Secure HP’s future by building a pipeline for leadership talent from within the company

4. Focus on our employees’ career aspirations and the development needed for continued career growth

5. Begin introducing Potential as a key talent measure starting at the Executive level in FY12 to full integration into the FY13 Talent Reviews

3


FY 12 Talent Review Timeline

4

Activity JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Executive Talent Review with full EC

All day meeting with full leadership team reviewing global top 200+leaders.

Quarterly People ReviewsIn depth sessions with each business (Business Group/Function Leader and HR leader attend) with CEO and EVP HR.

ETR Updates

Update meetings (1 hour) with all Business Group/Function Leaders updating development progress of key leaders.

Succession Planning Review with Board

CEO & EVP HR lead discussion with full Board on top global talent with focus on succession.

Business Group/Global Function Talent Reviews

Business led Talent ReviewsSpecific scope and timelines will be determined by each Business/Global Function Group.

Mid-Year Performance and Career Development Conversations

Employee & Manager performance and career conversations


Calibration Toolkit


Calibration Session Desired Output and ExpectationsDesire Output

– Calibrate on Talent

– Identify and document action items

– Vet succession plans

Expectations of the day:

– All data and discussions to be kept confidential

– Discussions to be fact based; try to provide specific examples to support feedback

– Respect input from others; be willing to change views

– Create clear development plans and be committed to following up on actions

6


Sample Calibration Session Agenda

7

1. Review the business strategy, challenges, and the people implications

2. Calibrate on Potential using the 9-Box

3. Review the Org/Succession Chart

4. Review High Potentials further in the organization

5. Review Talent Profiles as required


8

Strategy Challenges People Implications• Grow could-based document-

centric commercial solutions and services

• Drive web and mobile content solutions in installed base

• Accelerate analog-to-digital transformation graphics

• Grow long-term, high-value recurring businesses

• Unable to run differentiated operating models for premium vs. volume

• Product BUs isolated from market CI

• Increased complexity and short-term focus from region influence

• Lack of operational synergies in supply chain across product BUs

• 18% of talent base is Gen Y who are attracted to and retained by alternative workplace benefits and reward strategies

• Limited talent with ability to strategize & execute across the enterprise

• Lack of leadership to drive innovation & execution

• Complete organizational design and alignment for optimal performance

1: [BG/GF] Business Strategy, Challenges, People Implications (Sample)


2: [BG/GF] 9-Box

9

High

(Exceeds, Significantly Exceeds)

3 2 1

Medium (Achieves

)

6 5 4

Low

(Does

Not Achieve,

Partiall

y Achieves)

9 8 7

Well-Placed/Low Medium HighGrowth Potential

Curr

en

t Pe

rform

ance

Diversity KeyFemaleUS EthnicityFemale & US Ethnicity Too New to Rate:

• High Potential (HiPo): Boxes 1, 4, 2• Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP,

can be noted as Too New


3: [BG/GF] Org/Succession Chart

10

Diversity Lens:Female = US Ethnicity = Female & US Ethnicity =

Successor Readiness:Ready NowReady 1 – 2 YearsReady 3 – 5 YearsExternal Hire

Business Group:

Ready Now CoverageXX %

NameTitle

Report(Span): 99 (99,999)Perf/Pot/Risk: NA/NA/TBDHired On: mm/dd/yyyyNationality: USA

3 Successors

Jane DoeJane Employee

John Doe

NameTitle

Report(Span): 99 (99,999)Perf/Pot/Risk: H/M/LHired On: mm/dd/yyyyNationality: USA


Repetition 2 Successors

John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe

NameTitle




John Doe


4: [BG/GF] High Potential List (L3s and select others)

11

NameCurrent Role/BU/GF Strengths/Accomplishments Development/Actions


Appendix


13

Place Employees in 9-Box based on Performance and Potential ratings and review in Calibration Sessions to determine final Potential Rating.

9-Box

• High Potential (HiPo): Boxes 1, 4, 2

• Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP,

can be noted as Too New

Growth Potential DefinitionsHigh: Potential to move 2 levels within 3-5 years, 1 level within 3-5 years for L2+, or lateral move with increased responsibility or scope.

Medium: Potential to progress at least 1 job level or laterally with increased responsibility or scope in the organization over time.

Low/Well Placed: Appropriately placed, may move laterally to apply their expertise in other positions with similar scope but unlikely to move into broader role or role with greater scope of responsibilities.

Too New: Diversity KeyFemaleUS EthnicityFemale & US Ethnicity


High (Exceeds

, Significantly

Exceeds)

Medium (Achieves

)

Low (Does Not Achieve, Partially Achieves

)

Well Placed/Low Medium High

9-Box Descriptions

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Growth Potential

Curr

en

t Pe

rform

ance

7Ability to progress directly tied to

improved performance. Not a likely combination.

8Potential for expanded

scope/responsibility exists only with improved performance. May include those recently stretched into a new

and/or misaligned role.

9Under performers with limited

advancement potential. May not be able to keep up with changes to their present

role. Consider appropriate actions.

1Highest performing,

current and future leaders.

2Highest performer. Potential to rapidly

progress to increasingly higher levels of leadership.

4Potential for rapid or near-term growth to a key leadership position within the

Company.

3Well-placed, valued performer. Subject matter experts. May move laterally to apply their expertise in other positions

with similar scope.

6Well-placed, effective performer. Likely in the right role for now, but may assume

greater expansion in the future based on performance and development.

5Effective performer with future potential

to take on expanded role within the same level and/or advancement based

on demonstrated performance.


15

High (Exceeds

, Significantly

Exceeds)

• Develop in role or lateral move• Action Learning• Strategic Projects/Assignments• Exposure/Networking• Internal or external technical training

Medium (Achieves

)

• Develop in role or lateral move• Action Learning• Strategic Projects/Assignments• Internal training

• Consider promotion or lateral move• Action Learning• Strategic Projects/Assignments• Internal Coaching• Exposure/Networking• Internal training

Low (Does Not Achieve, Partially Achieves

)

• Move out of role/organization• Performance improvement plan• Internal training

• Redeploy w/ performance improvement plan

• Action Learning• Internal training

• Develop in role or move to new role• Action Learning• Internal Coaching• Exposure/Networking• Internal or external training

Well Placed/Low Medium High

High-Level Development Action Guidelines

Growth Potential

Curr

ent

Perf

orm

ance

• Consider promotion or put in stretch role

• Action Learning• Business Problem Solving Forum• Strategic Projects/Assignments• Internal or External Coaching• Exposure/Networking• Consider for Key Talent Program• Internal or external training

• Consider promotion or put in stretch role

• Action Learning• Business Problem Solving Forum• Strategic Projects/Assignments• Internal or External Coaching• Exposure/Networking• Consider for Key Talent Program• Internal or external training

• Consider promotion and global move• Action Learning• Business Problem Solving Forum• Strategic Projects/Assignments• External Coaching• Exposure/Networking with Sr. Leaders• Key Talent Program• Internal or external training (e.g.,

MBA)


FutureTalent Criteria

• Promotability focuses on readiness to take on the next position; Potential focuses on the employees’ ability

and aspiration for longer-term growth in more than one position

• Simplifies talent assessment process, which provides better quality data and decision making; moves from

four lenses to two while still considering relative performance and potential

Why Move to Potential Rating?

16

Current Talent Criteria

• Performance• Promotability• Differentiation• Market Calibration

• Performance• Potential


Guiding Principles1. Define Potential by future runway; performance is the price of entry

2. Develop all talent, with an increased focus and investment in our High Potentials

3. Ensure diverse representation in High Potential pool

4. View High Potentials as HPCo. talent

5. Hold leaders accountable for developing and ensuring success of High Potentials at all

levels (i.e., IC to Executive) with support from HR and Talent Managers

6. View High Potential label as fluid (allow for flexibility in career stages and life events)—

not permanent—and continue to invest in identified High Potentials over a sustainable

period of time

7. Take calculated risks to stretch High Potentials for development and career growth.

Increase risk tolerance and provide support to enable their success

8. Communicate how we define Potential transparently to all talent review participants17


2As of Potential

18

Ability Aspiration

Does this person…1. Make decisions and take actions based on the HP values?

2. Achieve objectives by influencing others, even without direct authority?

3. Inspire, engage, develop and empower others?

4. Anticipate future trends and challenges?5. Create and contribute to breakthrough strategies that

advance the growth of HP and compellingly communicate them?

6. Deliver outstanding value and exceed the expectations of internal and external customers and partners?

7. Build trusting, long-term relationships with customers and

partners?

1. What do they want to do in the near-term or long-term?

2. Do they desire to move into a more senior position within HP?

3. Do they proactively seek out ways to contribute

beyond their defined role?4. How well do they learn from experiences and work to

continuously better themselves?5. Are they willing to relocate, travel, or work on a short-

term global project now or in the future?

Key Inputs• Mid-Year Performance & Career Conversation

• End-of-year One Conversation• Employee’s aspirations from Talent2Win employee profile• EEI and MQI VoW scores

To determine Potential, consider the following questions.

Note: Adapted from research by Hewitt Associates and Corporate Leadership Council (CLC).

AspirationAbility

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