Proactive Talent ManagementAchieving Amazing Results in Challenging Times

Proactive Talent ManagementStrategic Business Plans Can Be Realized Only When the Right People Are in the Right Place, at the Right Time, Doing the Right Things.

Trusted Leader/Top Performer Behaviors (Give yourself one point for each statement that describes yourself.)They mentor others.They are requested by other managers and employees to work on teams or to help solve problemsThey have spoken at conferences and internal company eventsThey are early adopters of new tools, technology and ideas.A players are curious and therefore frequently ask questions during presentations

Trusted Leader/Top Performer Behaviors (Give yourself one point for each statement that describes yourself.)They have written articles or are cited by others in their articlesThey often use technology to do everything faster, cheaper, and better.They have developed new or innovative processes, systems and approaches.They benchmark and directly compare their companys work to that of competitors.They utilize advanced tools and methods to accomplish major tasks.

Trusted Leader/Top Performer Behaviors (Give yourself one point for each statement that describes yourself.)They use metrics to quantify the success of processes, products and services they helped to develop.They know the top problems and opportunities facing the industry and organization as well as the steps to take to solve at least one of these critical problems.

Some Common Non-leader Behaviors(Subtract four points from your score for each statement that describes yourself.)They demand job security and guaranteed pay.They express a strong need for clear rules, defined expectations and job responsibilities.C players put an over-emphasis on process, the chain of command and policies.They give indications that they are uncomfortable with ambiguity and rapid change.They are strong advocates of seniority and are opposed to pay for performance.Adapted from Rethinking Strategic HR by John Sullivan

To Be Successful Going Forward In Changing TimesWe Must Focus OnIdentifying the Core Set of CompetenciesAssessing Organizational TalentPlanning for Succession Growing Outstanding Talent for the Future

Understanding the Concept of Competencies Necessary for the organization to achieve the strategic directionOrganizational and work-specific competencies counter the myopic focus on technical skillsBodies of know-how, experience, acumen, attitudes and skills that enable people to produce positive outcomes through their own efforts

Understanding the Concept of Competencies Whereas skills alone often imply tasks and activities for which someone can be trained, competencies flesh out the value of employees. They reflect the know-how, experience, acumen and interpersonal dynamics that complement skills. Going a step further, "core competencies" are those that refresh, enhance and sustain organizational performance and effectiveness.

Identifying the Core Set of Competencies

What are Strategic Core Competencies?Set of 6-10 core competencies that everyone in the organization must exhibit if we are to succeed

Examples of Competencies Innovation, Driving Execution, Financial Acumen, Focus on CustomersUsually defined at multiple levels core competencies by organizational position level and/or by job function

How Do Companies Use Competencies at Every Level?To define cultureTo recruit the right talentTo anticipate outsourcing strategiesTo improve performanceTo shape talent developTo plan for successionTo connect compensation with valueTo assess organizational exposureTo enhance organizational effectiveness

How To Use Strategic Competencies?At the organizational levelCompare strategic competencies to organizational culture survey resultsIdentify gapsDevelop strategies to address culture gaps

How To Use Strategic Competencies?At the individual levelConduct individual talent assessments of all exempt associates to gauge level of strategic competenciesIdentify competency gaps at individual levelDevelop strategies to address individual competency gaps

Competencies and Performance ManagementCompetencies are the strategic foundation of the business.They represent the culture which will achieve future potential, strategic capacity and organizational succession Performance management measures current performance and operational excellence

Competency Development ProcessesTwo Methods commonly used in Organizations

Best Practices

Strategic Design

Assessing Organizational Talent

Talent Assessment ObjectivesAssess Leadership TalentProvide Robust FeedbackIdentify Development Needs for AllIdentify High Potential Group

Talent Review ProcessAssessmentValidationFeedbackTargeted Development

Talent ReviewThe ProcessStep 1 - Talent AssessmentA. Complete a skill/talent profile:Focus on education and work experienceIdentify strengths and areas of opportunityDetermine interests and career aspirationsAssess future position readiness and willingnessB. Completion of Assessments:Self assessmentSupervisor assessment Submitted rating determinedDivision leader validation

Talent ReviewThe ProcessStep 2 - Validation/Feedback A. Validate AssessmentDivision leaderFocused and facilitated round table discussions across divisions in meeting with entire VP groupB. Feedback SessionConduct session with Employee1-on-1 settingProvide constructive recap of the feedback

Talent ReviewThe ProcessStep 3 - Build Targeted Development PlanA. Responsibility50% Individual50% LeadershipB. Identify Development areasObjectives and strategies are jointly agreed uponSponsors are identified as neededProgress is constantly monitored and plans are updated

Talent ReviewThe ProcessStep 3 - Build Targeted Development Plan

C. Provide Development Opportunities which focus on maximizing potential contributionFull-time JobsJob shadowingInterim and Project AssignmentsStructured delegationCross-training opportunitiesJob rotation program

Succession Planning

Succession PlanningThe sole competitive edge a company has is the bench strength of its current and future leaders.Companies that consistently use a formal process to help workers advance are also consistently high-performing firms.Strategic business plans can only be realized when the right people are in the right place at the right time, doing the right thing.

Succession PlanningIdentify key leaders at risk for leavingIdentify Critical PositionsEvaluate Successor GroupIdentify Organizational RisksDevelop Succession Plan and Risk Mitigation Strategy

Succession PlanningDemands for Leadership Development grow as:Market conditions changeCorporations are forced to respond to changing market place.Impending retirement of a large number of employees.

Succession PlanningObjectives: 1. Assess the leadership talent within the organizationDetermine critical skills, competencies and attributes.Identify new or emerging roles and accountabilities.2. Identify successor groups within the organizationIdentify positions with leaders at risk for leavingEvaluate potential readiness for advancement.3. Grow outstanding talent for the future Identify high potential candidatesUtilize acceleration pools

Next Steps and Questions

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