Strat Training – February 2013

Modelo tentativo base para Presentar la Etapa Inicial del Programa de Entrenamiento

(to be discussed, changed and adapted to specific purpose)

I. Proceso de TalentosII. Planes de DesarrolloIII.Proveyendo Feedback

Agenda

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I. Proceso de Talentos

Objetivos

i. Conocer el proceso de talentos

ii. Identificar las clasificaciones en la Matriz de Talentos

iii. Sesión de Talentos

iv. Ejercicios de clasificación de talentos

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Mar 29Mar 28

Mar 7

Mar 14

Mar 21

FY13 Talent Review Timeline

Kick-off Entrenamiento Talent Review Roll-Up Feedback Development Comunicación Process Process

SeptiembreMarzo

Agosto

kick-off comunicación

kick-off comunicación

kick-off comunicación

kick-off comunicación

1 WeEk

1 WeEk

1 WeEk

1

WeEk

DivisionesReuniones de Talent Review , consolidación de material

4

WEEKS

Grupos preparan group roll-up & cross-group roll-up

3

WEEKs

Octubre

Grupos, Realizan feedback1-a-1

4

WEEKs

Entrenamiento de líderes & Preparación para Revisión de Talentos en las diversas áreas

Fase I - Preparación Fase II - Implementación Fase III - Seguimiento

Noviembre

Implementación Plan de Desarrollo

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WEEKS

StratRealiza reuniones para consolidar las acciones de desarrollo

Coaching realiza reuniones para consolidar las acciones de desarrollo

2

WEEKS

2

WEEKS

MayoJunioJulio

Strat prepara cross-group roll-up

1

WEEK

1

WEEK All feedback to

employees completed

Strat prepara PMC roll-up

Dec 1*

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LAG Talent Review Timeline

OctubreJulio Septiembrer NoviembreAgosto

Creación de Individual Profile/Talent worksheet

Cierre de PA & PPP

Sesión de Talentos: Clasificación, plantillas de Sucesión y de Planes de Desarrollo

Feedback Proceso de Talentos / Planes de Desarrollo

Base de Datos/ Seguimiento de planes de acción

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i. Proceso de Talentos

PPP / PATalent worksheet Individual profile Talent

Session

Final Development

plan

Draft development

plan

Talent Feedback

Database Monthly Follow up

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Individual Profile

PPP Evaluation

Performance Assessment

Individual Profile

Worksheet

Performance Assessment

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Business Skills (Habilidades requeridas)

Decision MakingResilience & AdaptabilityResults DrivenLeading ChangeLeading OthersStaffing & DiversityDeveloping Others

Customer SatisfactionJob Knowledge & Continuous LearningStrategic PerspectiveIntegrityInnovation & CreativityCommunicationRelationship Building

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Business Skills Descripciones1. CUSTOMER SATISFACTION – SATISFACCIÓN DEL CLIENTECreates and maintains premier internal and external customer satisfaction. Develops strong working partnerships

2. JOB KNOWLEDGE &CONTINUOUS LEARNING – CONOCIMIENTO DE LA TAREA Y APRENDIZAJE CONTINUOPossesses the knowledge, skills, and experience to deliver highperformance. Promotes continuous learning and development.

3. STRATEGIC PERSPECTIVE - PERSPECTIVA ESTRATÉGICA.”Understands the bigger picture and organizational implications. Provides clarity of vision and direction for the organization.

Business SkillsAdministración de las calificaciones

• El líder evalúa de acuerdo con el siguiente criterio:

O Outstanding: Sobresaliente, por encima de los objetivos destacados.

E Exceeding: Destacado, por encima de los objetivos propuestos.

A Achieve: Full Performance= Cumple acabadamente con los objetivos.

D Developing: En desarrollo, puede incluir personas nuevas en el puesto.

U Unacceptable: Inaceptable, requiere mejora inmediata

O Outstanding E Exceeding A Achieving D Developing U Unacceptable

Personal Performance Plan

Personal Performance Plan Rating Scale

Tracking Chart Action Plan

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Individual ProfilePID:Name:

Performance Assessment Talent Review SessionAge:

Education:

Customer Satisfaction Communication Leading ChangeJob Knowledge & Continuous Learning Relationship Building Leading OthersStrategic Perspective Decision Making Staffing & DiversityIntegrity Resilience & Adaptability Developing OthersInnovation & Creativ ity Results Driv en

O Outstanding E Exceeding A Achieving D Developing U Unacceptable

Individual Talent Development Profile

Matrix RatingOverall Rating 3

Hire Date

Work History

Location

Matrix Level

3

Relocate International

Employee Position ObjectivesDevelopment Options

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Fiscal Year

DivisionGroup

Relocate Domestic

2

Current TitleDate Entered Current PositionPerformance Plan Rating

Future Potential Positions1

Key Strengths Key Strengths

Development Plan Development Plan

Improvement Areas Improvement Areas

Picture

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Reunión de Revisión de Talentos

Objetivo:

Identificación/selección de lo acordado en lo referido a talentos, ubicación de las personas en la Matriz de Talentos, debate de recomendaciones de desarrollo, deficiencias en planes de sucesicón y análisis de estrategias diversas que resulten en planes de acción.

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• ConocimientoConocimiento• HabilidadHabilidad• ActitudActitud

PERFILPERFILDESEADODESEADO

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Prepararse para presentar a sus reportes directos

• All participants should come prepared to give a 3-5 minute presentation of each direct report.

• The presentations should include a discussion of:• Key accomplishments• Strengths• Areas for improvement• Education• Career objectives• Development recommendations• Willingness to relocate• Other pertinent information

 

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Talent Review - Reunión

• Talent review meetings involve:• Sponsor: manager of participants• Participants: individuals assessing their direct

reports• Facilitator • Record Keeper

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Pregunta…

¿Qué elementos contribuyen a construir planes de desarrollo efectivos?

SMART = Specific; Measurable; Attainable; Relevant; Time BoundSMART = Specific; Measurable; Attainable; Relevant; Time Bound

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Agenda

i. Sentar las bases de trabajoii. Crear el Plan de Desarrolloiii. Implementar y Evaluar el Plan de

Desarrollo

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i. Laying the Groundwork = Sentar las bases• Establish positive, productive employee relationships• Know the purpose of the plan• Identify employee development needs• Share responsibility

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Establish Positive, Productive Employee Relationships• Success or failure of employee development plans often

hinges on the relationship you share with the employee

• Remember:• Every employee is different• Communication is key• Maintain trust and respect

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Know the Purpose of the Plan

• Is the purpose to aid the employee in building skills for their current role?

• Or is the objective to help them prepare for a future position in the company?

• Some plans may be a combination of both

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Share Responsibility

• Development plans should be created with input from both the leader and the employee• Employee input• Employee buy-in

Development Plan

EmployeeInputLeader

Input

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Agenda

i. Laying the Groundworkii. Building the Development Planiii. Implement & Assess the Development

Plan

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ii. Building the Development PlanCrear el Plan• Create appropriate development goals• Select experiences that develop employees• Ensure the plan is balanced• Ensure the plan addresses the necessary

skills/knowledge for future roles• Help your employees find the development they need• Development planning resources

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Create Appropriate Development Goals

• Ensure they are SMART

Specific

Measurable

Attainable

Relevant

Time-Bound

What skill is being developed?

What behaviors would indicate growth?

Do the goals stretch the employee?

Do you have employee buy-in?

What is the timetable for completion?

S

M

A

R

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Select Experiences that Develop Employees• Development activities should include broader actions

than traditional classroom training• About 80% of the actions taken to achieve

development goals should be through on-the-job experiences, with no more than 20% classroom- or computer-based training

• When feasible, assign projects to employees which will help them develop

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Ensure the Plan is Balanced

Leverage employee strengths while striving to close development gaps

• Focus on developing no more than one or two areas where the employee needs to improve or increase their competiveness for future roles

2 acciones máximo por año

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Ensure the Plan Addresses the Necessary Skills/Knowledge for Future Roles• While it is critical to assist employees in gaining the

skills and knowledge required to perform their current duties…

• It is also important to assist your people in the acquisition of the skills needed for their next roles within the organization

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Strat´s Value Added as organizational partner• WE Avoid the “free market” model

• Individual leaders are left to their own devices and resources to improve

• WE promote instead - the “chess master” model• A series of targeted investments focus employees on

available experiences to acquire and demonstrate needed skills

• WE examine formal and informal training options to identify the best methods for your employees to meet their goals

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Agenda

i. Laying the Groundworkii. Building the Development Planiii. Implement & Assess the Development

Plan

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Remove Obstacles and Barriers

• Costo• Tiempo• Carga de trabajo diario• Resistencia al cambio• Falta de feedback• Falta de un plan de carrera

¿Cuáles son los típicos obstáculos para el desarrollo?

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Assess Your Employee’s Development Progress• Development plans are living documents

• They change as employees’ skills change or as organizational goals shift

• There may be a need to revise a plan if it becomes evident the goals or timelines are too aggressive

• As such, development plans should be revisited and amended regularly• Frequency would depend on the purpose of the plan

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Assess Your Employee’s Development Progress (cont’d)

• How will you know if the employee is achieving their goals?• Development for employee’s current role will show up

as progress in their job performance• Development for future roles will appear in feedback

from the employee and others involved in the development experience

• Remember SMART criteria (Specific, Measurable, Attainable, Relevant and Time Bound Objectives)

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Group Discussion

Questions to Consider:• Is there a good balance between on-the-job

experiences and formal training?• Does the plan leverage strengths as well as provide

opportunities to grow in areas where the employee lacks experience?

• Does the plan help prepare the employee for future roles?

• How will success be measured?

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Alineación• The objective of the discussion with the employee is to

ACHIEVE ALIGNMENT* on:• Understanding the purpose and intent of the overall

process• The assessment of their current positioning on the

matrix• Development plans and actions• Next Steps

* Alignment is not the same as Alignment is not the same as agreement. agreement. It’s important that the employee understand the purpose and perspective, even though they may not completely agree with the feedback.

Effective

DevelopmentEmployee

Leader

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Explain the Talent Development Process

• The goal of Strat’s Talent Development Process is to:• Evaluate the overall strengths and gaps in the leadership talent pool• Ensure we have the right person in the right job• Help identify and encourage development areas for all talent

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Strat must show Opportunities for Growth • Share opportunities for growth from individual profile• Give specific examples where appropriate• Expand with additional opportunities/ examples from your viewpoint• Link to Business Skills• Check for understanding

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Align on Development Plans

• Share development actions from individual profile

• Clarify specified actions from profile

• Explore other development options and general recommendations

• Determine appropriate steps and timelines to implement development actions

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Follow Up and Next Steps

• Assign responsibilities• Determine interdependencies• Set schedule• Include milestones and check-in points• Establish success measures• Declare mutual commitment and

managerial/leadership support

• EL EMPLEADO TIENE ESTA RESPONSABILIDAD SOBRE SÍ MISMO, Y EL LÍDER LO APOYA Y ACOMPAÑA.

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THANK YOU!

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