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Managing Talent
Managing Talent
Employee journey
Redeployment and
Recruitment
Recruitment Planning
Attraction
Employment Branding
Performance Management
Leadership/personal
Development
Talent Management
Coaching and
Mentoring
Outplacement & Career Support
Employee Engagement
Talent Management challenges
Trust
Public scrutiny and compliance
Unions
Existing policies & processes
Competition for talent /low turnover
Leadership
Stakeholder complexity
Creativity/ risk
Lack of accountability
3
PEST Factors
The Future of WorkHR Trends
MediaOutcome of charter renewal and license fee negotiationEconomic
recovery anticipated in
2014
Technology rules!
Global vs. local
Emerging markets will be invested in heavily
Younger consumers become more relevant
Technology becomes seamless – and can sense emotions
Outsourcing becomes more prevalent
Holistic Talent Management(specifically attraction, engagement and mobility)
Information moves quickly
Developing
Leaders
Audience Fragmentation –trust becomes key to assemble mass audiences
AccessAudience control will increaseContent is King
People will move more (both jobs and companies)
Different and new
skills required for a digital
world
Employees will want more control, ownership and growth
Multi generational: Baby Boomers, Gen X and Millennials
Globalistion = increased diversity at work and cultural differences
Reskill HR
AnalyticsFlexible/Remote
Working
Mobile devices will become
more powerfulDigital multi taskers; more personalisation
Communication becomes 24/7
Ageing population
Disruptive world
Fortune Worlds Most Admired Companies secret of success:
• Executing and enabling strategy• Building structures and processes to sustain long‐term performance
• Achieving success through people• Placing a high value on leadership and talent
CULTURE
“Culture eats strategy for breakfast”
InnovativeExciting
Challenging
QualityProfessional
Development
CreativeFunExperience
Diverse
Brand
Bureaucratic
Rewarding
Interesting
Thorough
Technology
Pride
Media
Inspiring
Driven
Impersonal
Audience
Employment brand perception
BureaucraticFrustrating
Routine
Development
FlexibleWelcoming
Unstructured
Uninspiring
Thankless
Stressful
Slow
Rewarding
Quiet Pride
Political
Innovative
Indecisive
Focused
Fair
Experience
Fun
CreativeCost-Constrained
Challenging
Employment brand reality
Engagement drivers
17/11/2014 14:50 | Title of presentation | Presenter name 9
Segmented by division / location / grade to give a deep understanding of what drives engagement at the BBC
WELCOMETO THE BBC
RECRUITING IN THE BBC
Employee experience
Trust is the foundation of the BBC; we are independent, impartial and honest
• I am truthful and fair in all my dealings
• I behave with integrity and do what I say I’m going to do
• I make decisions based on our values and stick by them
• I take responsibility for my work and my decisions
Audiences are at the heart of everything we do
• I put audience needs first• I know how audience needs are
changing and I adapt• I recognise that audiences are not
all like me and my friends• I embrace difference so we can
better reflect our audiences
We take pride in delivering quality and value for money
• I am demanding of myself • I ask for help when I need it and
know where I need to up my game• I challenge waste and spend money
as if it were my own• I channel my energy into making
things better• I change or stop things that aren’t
working
Creativity is the lifeblood of our organisation
• I am brave and try new things• I seek out different perspectives
and others’ ideas and opinions• I seize opportunities to train myself,
develop my career and try new roles
• I embrace new technology• I innovate and demonstrate
creative ambition
We respect each other and celebrate our diversity
• I am a BBC ambassador; I speak out if something is not right and deal with it within the BBC
• I am honest, direct, and always courteous
• I challenge others’ ideas but respect decisions once made
• I act by our values and question others if I think they have not
We are one BBC; great things happen when we work together
• I work across all our teams to create more for audiences
• I share ideas and involve others to improve them
• I make connections inside and outside the BBC and learn from the wider industry
12
“Our values will inform our decisions...”
Quarters relate to BBC financial year April-March
• Job descriptions • Careers website videos • Job adverts requirements • Screening questions • Interview questions
ATTRACT & FIND
• Induction programme – Upfront • First day orientation • First six months objectives
and probation review
JOININGEXPERIENCE
PERFORMANCE MANAGEMENT
• Pay discussions for leaders and managers
• Celebrate those who live the behaviours - awards, vouchers, Gateway articles, etc.
REWARD &RECOGNITION
• Leadership development programmes
• Executive coaching • Succession planning
LEADERSHIP
• Staff survey questions and action planning
• Internal communications messaging
WORKING HERE
• Exit process – do we live our behaviours
MOVE/LEAVING
DEVELOPMENT & PROGRESS• Training and development
programmes • Career management moves and
development discussions • Coaching/mentoring feedback • Talent management initiatives
• Appraisal process • Leadership 360°• Employee 360°• Managing poor performance
Embedded in the employee journey
Invest in the future
Everyone is Talent!
Career support
Individual led
Purpose
“The two most important days in your life are the day you are born and the day you find out why.” Mark Twain
BBC missionTo enrich people's lives with programmes and services that inform, educate and entertain.
Leadership Reminders
Keep it simple
Planning
Succession Planning
Event Calendar
ResourcePlanning
Taking Action
Management of data
DevelopmentSolutions
Talent Moves
Identifying
Talent
Pipeline
9 Box Grid
EngagementSurvey ResultsAppraisal
Having Conversations
Calibration
Leadership Development
Plan
Development Assessment Feedback
360 Feedback
Talent Management Framework
Reward &Recognition
Eval
uatio
n &
Mea
sure
men
t
Recruitment
Talent Development Assessment
Nomination &
Sponsorship
Identify Gaps in Succession
Plans
Relationship Building -
External Talent
Regular Talent Reviews
Talent Management Framework
Identify External Talent
(4) High Performing SpecialistSkills hard to replace
• Consistently exceeds objectives• Specialist / Expert in their field• Adds value through the breadth and
depth of their knowledge• Others want to learn from them• Delivers consistently to the audience• Wants to develop within their field rather
than to become a future leader
(7) Adaptable High Performer Sustained high performer, likely to remain at this
level for at least 2 years
• Delivers high performance against stretching objectives
• Learns from feedback to improve performance
• Personally ambitious, keen to grow beyond current role
• Responds positively to new challenges and additional responsibility
• Has great audience focus and delivers at the highest level
• Adds value in their interaction with others
(9) Top TalentSustained high performer, potential to move
higher now or in less than 1 year
• High capacity for learning & stretch• Clear leader amongst peer group• Brings people on and others with them• Adds significant value in a range of
situations• Consistently exceeds objectives• Delivers exceptional performance• Has great audience focus and delivers at
the highest level
(2) Solid PerformerCurrent performance reflects an urgent and
significant need for improvement
• Performance below required level• Achieving some but not all objectives• May have lost direction or be unclear
about expectations• Responds without urgency to feedback
about performance improvement• Lacks focus and/or energy
(5) Valuable PerformerSustained effective performer, may have potential to do
more, needs to be stretched to ensure capability maximised
• Consistently achieves objectives• Reliable and consistent in their delivery
against objectives• Learns from feedback to improve
performance• Adapts / responds well to changing
situations and new challenges• Personally ambitious, keen to grow beyond
current role and be recognized as a key player in the team
• Adds value in their interactions with others• Key team player with good people skills
(8) Future StarClear potential beyond current role, capacity
for larger role within 2 years
• Consistently achieves objectives• High capacity for learning & stretch• Responds well to feedback• Driven and hungry for growth and
opportunity• Role model, well respected amongst
peers• Supports colleagues & invests time in
them• Makes good decisions and will take a
well judged risk• Enthusiastic and energetic
(1) Low PerformerHigh risk performance issues, up or out
within 3 months
• Performance below required level• Achieving few key objectives• Negative and demotivated• Not responding to performance feedback
(3) Inconsistent PerformerMeets the expectations of the organisation in
their current role
• Achieves current objectives• Works consistently to deliver what is asked• Reliable and effective in their interactions
with others• Provides good service / support within
scope of their role / responsibilities
(6) Diamond in the roughHas potential to improve performance, needs to be tested to ensure capability maximized
• Performance against objectives patchy and / or inconsistent
• Achieving some but not all key objectives• May have lost direction / motivation /
confidence• Has previously delivered better
performance• Responds well to feedback• Keen eager to do a good job
Performan
ce Track Record
Potential for More (advance and/or broaden career)
Performance – Potential Matrix(4) High Performing Specialist
Skills hard to replace
• Consistently exceeds objectives• Specialist / Expert in their field• Adds value through the breadth and
depth of their knowledge• Others want to learn from them• Delivers consistently to the audience• Wants to develop within their field rather
than to become a future leader
(9) Top TalentSustained high performer, potential to move
higher now or in less than 1 year
• High capacity for learning & stretch• Clear leader amongst peer group• Brings people on and others with them• Adds significant value in a range of
situations• Consistently exceeds objectives• Delivers exceptional performance• Has great audience focus and delivers at
the highest level
(5) Valuable PerformerSustained effective performer, may have potential to do
more, needs to be stretched to ensure capability maximised
• Consistently achieves objectives• Reliable and consistent in their delivery
against objectives• Learns from feedback to improve
performance• Adapts / responds well to changing
situations and new challenges• Personally ambitious, keen to grow beyond
current role and be recognized as a key player in the team
• Adds value in their interactions with others• Key team player with good people skills
(8) Future StarClear potential beyond current role, capacity
for larger role within 2 years
• Consistently achieves objectives• High capacity for learning & stretch• Responds well to feedback• Driven and hungry for growth and
opportunity• Role model, well respected amongst
peers• Supports colleagues & invests time in
them• Makes good decisions and will take a
well judged risk• Enthusiastic and energetic
(4) High Performing SpecialistSkills hard to replace
(Retain/ use as expert/ ambassador)
External• Go on external speaker circuit (discipline
specific)• Deliver Continuing Professional
Development
Internal• Use as mentor/ coach/ facilitator• Internal Networking opportunities• Present at pan-BBC forums
(7) Adaptable High Performer Sustained high performer, likely to remain at this
level for at least 2 years(Retain, broaden and stretch)
External • Common Purpose• Cross industry Action Learning• External secondment
Internal• Access to Internal Leadership Classes (see
Leadership Solutions)• Coaching from external/ internal coach• Lateral job move to test in different setting• Involve in key pan-BBC project
(9) Top TalentSustained high performer, potential to move
higher now or in less than 1 year(Retain and stretch)
External • Non-Executive Directorship• Critical Eye membership• Windsor Leadership Trust membership• Wavelength Connect membership
Internal• Coaching from external/ internal coach• Exec Mentor • Access to Internal Leadership Classes
(2) Solid PerformerCurrent performance reflects an urgent and
significant need for improvement(Motivate high performance and test career
ambitions)
Internal• Undertake 360 degree feedback• Structured Personal Development Plan
(5) Valuable PerformerSustained effective performer, may have
potential to do more, needs to be stretched to ensure capability maximised
(Stretch and motivate high performance)
External • Cross industry Action Learning• Whitehall Industry Group (for Corporate
areas)
Internal• Access to Internal Leadership Classes• Coaching from external/ internal coach• Undertake 360 degree feedback• Myers Briggs Type Indicator feedback• Continuing Professional Development
(8) Future StarClear potential beyond current role, capacity
for larger role within 2 years(Motivate high performance and match
opportunity to appetite)
External • Windsor Leadership Trust• Wavelength• External Secondment • Womens leadership programme Internal• Access to Internal Leadership Classes
Coaching from external/ internal coach• Undertake 360 degree feedback• Myers Briggs Type Indicator feedback
(1) Low PerformerHigh risk performance issues, up or out
within 3 months(Action/ Transition)
Internal• Undertake 360 degree feedback• Structured Personal Development Plan• Discuss with HR
(3) Inconsistent PerformerMeets the expectations of the organisation in
their current role(Provide insight and increase performance)
Internal• Undertake 360 degree feedback• Structured Personal Development Plan
(6) Diamond in the roughHas potential to improve performance, needs to be tested to ensure capability
maximized(Provide insight and increase performance)
Internal• Undertake 360 degree feedback• Structured Personal Development Plan• Transition/ career coaching• MBTI feedback • Leaders’ Voice – Master Class• Building Trust in Challenging Times –
Master Class
Performan
ce Track Record
Potential for More (advance and/or broaden career)
Development Ideas
Identify Top Talent
Identify Top Talent
Analyse Succession Plans
Analyse Succession Plans
Talent Transfer Window
Talent Transfer Window
Example “5 People, 5 Roles”HRD to work with Divisional Board to Identify Top Talent• Identify Top Talent by mapping Top 150 onto 9
Box Grid• Agree talent ratings with Board Members • Identify individual’s development needs aligned
to succession plan• Identify those likely to leave the BBC (flight
risks)• Create Profile for 5 key individuals including –
transferrable skills, summary profile, engagement scores, 360 feedback (if available), development needs, flight risk, mobility etc.
HRD to work with Divisional Board on Succession Plans and Critical Roles• Align talent to Succession Plans• Identify critical gaps in
Succession Plans• Identify roles where Top Talent
is being blocked by non-moving and/or long-serving employees
• Identify critical roles for Talent Transfer Window – consider stability & impact on team, change agenda, level of specialism required, exit plan or move for existing person in role
HRD to work with Divisional Leader to prep them on Critical Roles and Top Talent (maximum 5 – but it may be less)• Bring 5 Critical Roles to pan-BBC
Talent Transfer Window• Bring 5 key Top Talent and collate
profiles for Talent Transfer Window• Discuss development plans and
agree moves and recommend mentors
• Nominate for development programmes
• Discuss consequences of moving critical roles (filling shoes)
Insight
What’s the Leadership Gap?
Impact On Engagement
High
Line management
Key strength areas
Critical improvement
areas
Emplo
yee f
avou
rabil
ity
Direction/ DQF
Audience
External world
Career development
Recognition
Culture and values
Communication
Leadership
Management
Reward
Performance management
HighLow
360
Summary
• Culture• Invest in the future• Everyone is talent• Individual led and owned • Leadership reminders • HR role is to enable not control • Use Data to make people decisions
