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MakingYour
Companya TalentFactory
Todays Session:
Nov. 10, 2011
Todays Sponsors:
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GoToWebinar Attendee Interface1. Viewer Window 2. Control Panel
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Tips for the Webinar:
(800) 263-6317 or (805) 690-5753
Tweeting? Please use this tag: #UNCTalent
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Presenter: Doug ReadyProfessor of the Practice of LeadershipUNC Kenan-Flagler Business SchoolFounder and PresidentInternational Consortium for Executive Development Research (ICEDR)
Moderator: Marion WhiteAccount DirectorUNC Executive Development
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Presenter: Doug Ready
Professor of the Practice of Leadership, UNC Kenan-Flagler Business School
Founder and President, International Consortium for Executive Development Research(ICEDR)
Sponsored by:
Make Your
Company a TalentFactory!
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Enabling Bold Visions - Sloan Management Review
Make Your Company a Talent Factory Harvard Business Review
Are you a High Potential? Harvard Business Review
Winning the Race for Talent in Emerging Markets Harvard Business Review
This webinars content is drawn from four researchinitiatives and four articles . . .
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Douglas A. Ready and Jay A. Conger
Enabling Bold Visions
WINTER 2008 VOL. 49 NO. 2
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Building
World-ClassCore
Competencies
DevelopingNext-Generation
Leadership
ManagingNetworks,
Partnerships,& Alliances
ArticulatingLastingValues
Becoming aLearning
Organization
GlobalCompetitiveness
Innovationand Growth
CustomerIntimacy
ManagingPerformance
Trans-formation
BalancedScorecard
CreatingShareholder
Value
CreatingStrategic
AgilityFast,
Focused,Flexible
KnowledgeManagement
BuildingTrust
Value &Supply Chain
GoodGovernance
EnvironmentalGreen Agenda
CycleTime
Reduction
Creatinga Vision
ProductivityImprovement
What Happens When Every Issue Is a Top Priority?
TalentManagement
DigitalEconomy
Simplicity
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Strategic and Operational
Priorities as Enablers
Bold Driving Vision
ValuesBrand
Driving PerformanceDoing
Creating Climate Being
Enterprise Leaders Focus Attention on Buildingand Executing Two Capabilities Simultaneously
Copyright 2010 D. Ready. All rights reserved.
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Leading Enterprise Wide Change From Inspiration to Implementation
Copyright 2010 D. Ready. All rights reserved.
The 5 PhaseChange Model
Framing theAgenda
Engaging theOrganization
CapabilityBuilding
Aligning theOrganization
Energizingthe
Organization
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Leading Enterprise Wide Change From Inspiration to Implementation
Copyright 2010 D. Ready. All rights reserved.
Learn/Adapt Learn/Adapt
Learn/Adapt
Learn/Adapt
Learn/Adapt
Framing the
Agenda
Engaging theOrganization
CapabilityBuilding
Aligning theOrganization
Energizingthe
OrganizationYour
CompanysVision
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Survey Question
What are the biggest blockers to your organizations
capacity to turn its bold vision into operating reality?
A. Lack of clarity concerning how our vision links to our strategyand day-to-day decisions
B. Failure to build deep and broad engagement to drive thechange
C. Failure to focus on building tomorrows capabilityrequirements, not just todays
D. Failure to pay attention to walking the talk when it comes to
our culture, messaging, metrics and rewards; or
E. Failure to build the talent pipeline needed to sustain thechange into the future
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Make Your Company a
Talent Factory
by Douglas A. Ready and Jay A. Conger
Stop losing out on lucrativebusiness opportunities becauseyou dont have the talent to
develop them.
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Leading Enterprise Wide Change From Inspiration to Implementation
Copyright 2010 D. Ready. All rights reserved.
Framing the
Agenda
Engaging theOrganization
CapabilityBuilding
Aligning theOrganization
Energizingthe
Organization
Learn/Adapt Learn/Adapt
Learn/Adapt
Learn/Adapt
Learn/Adapt
The 5 PhaseChange Model
Phase 5
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Do leaders fail their companies
or
Do companies fail their leaders?
Definitions:By leaders I mean individuals low er in the organizationinterested in grow ing and advancement.
By companies I mean the companys senior leadershippopulation responsible for policy development.
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Great companies dont just
manage their talent . . .
They make their companies
talent factories!
But, easier said than done . . .
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Talent Factories Share
Two Characteristics
Their talent management processes have:
High Functionality:
What You Do, Do Well
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Commitment
Engagement
Accountability
While Functionality is fit-for-purpose(one size does not fit all)
The second characteristic and the secret weapon is:
Vitality
Vitality is universal and characterized by three hallmarks:
Processes can be benchmarked, but it is impossible to copy passion
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Talent Factory Audit : Question 1
Do you have diverse and plentiful pools of talentedemployees who are ready, willing, and able to be
deployed to new opportunities at the technical,
managerial, and leadership levels of your
organization?
Rate your companys strength on a scale of 1 - 5.
Scale:
1 = were poor performers
5 = were at or near benchmark status
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Are you a High
Potential?
by Douglas A. Ready, Jay A. Conger,and Linda A. Hill
Leaders at your company areconstantly wondering thatabout you, whether they own
up to it or not. Heres how toget them to answer yes.
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To ensure a fair
selection, you all
get the same test.
You must all climb
that tree.
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Fueling High Potential: From Value Creator to Game Changer
How You
Behave
Copyright 2009 Ready, Conger, Hill. All rights reserved.
How You GrowThe X-Factors ofHigh-Potentials
Driven to Excel
Catalytic Learning Capability
Enterprising Spirit
Dynamic Sensors
How YouPerform
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Talent Factory Audit : Question 2
Do you have specific development plans for yourhigh-potential leaders?
Rate your companys strength on a scale of 1 - 5.
Scale:
1 = were poor performers
5 = were at or near benchmark status
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Winning the Race for
Talent in EmergingMarkets
by Douglas A. Ready, Linda A. Hill,
and Jay A. Conger
New research shows how toattract and retain the bestemployees in developing
economies.
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Purpose
Brand Culture
Opportunity
PromisesMade
PromisesKept
The TalentCompact
Linking Talent Initiatives w ith the Enterprise Agenda is a Story of Aligning
Copyright 2010 D. Ready. All rights reserved.
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Creating the Talent Factory atStandard Chartered Bank
Wh
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Who we are
South As ia, 24%
Af r ica, 12%
North-East Asia,
30%
India, 23%
UK/Europe/
Am er icas , 4%
Middle East &
Pakis tan, 6%
Key facts: Dual-primary l isted London & HK
Rank 22nd of FTSE 100 companies
Regulated by FSA
Recent acquisition of AmericanExpress Bank
Profit up 31% to
USD2.59 billion (before tax)
Income up 33%USD6.99 billion
Over 74,000 staff in
over 70 countriesOver 100 nationalities
Employee Distribution(as at end 2007)
2008 Interim resul ts
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Emotional commitmenton the part of management
that is reflected in dailyactions
Rigorous talentprocesses
that support strategic& cultural objectives
Define Outcome Measures that
Drive Business Success
Ref: Doug Ready and J ay Conger - HBR J une07
Creating The Talent Factory
VITALITY FUNCTIONALITY
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VITALITY
SCBs Strategic Intent
Regular people agendas
Business & country talent reviews
Developing Great People Managers
Global processes withminimum standards
Consistent timetable for HR &business
Global talent pools
Training & Developmentinfrastructure
Bespoke model for key grow thmarkets
Define Outcome Measures that
Drive Business Success
Ref: Doug Ready and J ay Conger - HBR J une07
Creating The Talent Factory
FUNCTIONALITY
R T l t i Chi
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signi ficantly broadens the resource pools outside those in equivalent jobs provides access to older workers (essential as global demographics change) offers career switching for HIPOs from other industries
Talent is a recurring
pattern of thought, feeling or behaviour
that is linked to successful performance in a specific role
To provide the skil ls,
knowledge and critical
experiences to
develop these raw
talents into strengths
Raw Talent in China
THE RAW TALENT PROPOSITION
To source individuals
with these core
talents who are not in
equivalent roles now
To identify the core
talents for success
in a generic role
Requires effective training & on the job learning to be effective
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Framework for attracting & retaining talent
Ref: Doug Ready, Linda Hill and J ay Conger - HBR Nov 08
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Talent Factory Audit : Question 3
Do you offer managers and executivesdevelopmental experiences specifically aimed at
preparing them for the unique challenges of leading
large, complex, global organizations?
Rate your companys strength on a scale of 1 - 5.
Scale:
1 = were poor performers
5 = were at or near benchmark status
Talent Factories:
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Talent Factories:
1. Put people and culture at the very heart of their core
purpose.
2. Have successive generations of CEOs who
passionately express the strategic importance of
human capital/ talent management (and back it up by
investing huge amounts of their time on the matter).
3. Make it a non negotiable expectation that leaders
develop next generation leaders.
4. Place a great deal of emphasis on identifying talent
early in their careers so they have optimal time and
opportunity to develop.
5. Use assignments strategically as classrooms for
managerial and leadership development.
T l t F t i ( ti d)
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6. Have an integrated and capability-building approach
to training and classroom learning.
7. Urge senior managers to provide honest and targeted
feedback for developmental purposes.
8. Are completely upfront and open about how they
evaluate talent as well as the consequences of
sustained non-performance.
9. Have a coordinated global process for identifying and
developing talent for succession and executive
resources planning purposes.
10. Have a system that is in harmony with its culture.
Talent Factories (continued)
Talent Factory Audit: Energizing the Organization Phase 5
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y g g g
Question Rating (1 = were poor performers, 5 = were at or near
benchmark status)
1. Do you know what skills your company needs to execute its growthobjectives?
1 2 3 4 5
2. Does your company have a process for identifying, assessing, anddeveloping its next generation of leaders in all its businesses andregions?
1 2 3 4 5
3. Do you have specific development plans for your high-potentialleaders?
1 2 3 4 5
4. Are you able to deploy the right people when emerging opportunities
arise quickly and without significant disruption to other parts of yourcompany? 1 2 3 4 55. Do you have diverse and plentiful pools of talented employees whoare ready, willing, and able to be deployed to new opportunities at thetechnical, managerial, and leadership levels of your organization?
1 2 3 4 5
6. Do you have a diverse and plentiful pool of leaders who are capableof moving into your companys most senior executive roles?
1 2 3 4 5
7. Do you offer managers and executives developmental experiencesspecifically aimed at preparing them for the unique challenges ofleading large, complex, global organizations?
1 2 3 4 5
8. Do your companys top leaders use words and deeds tounequivocally demonstrate that they are fully committed to developingtalent globally?
1 2 3 4 5
9. Would the people around your line leaders consider them activelyengaged in your companys talent management initiatives?
1 2 3 4 5
10. Does your top leadership team hold its managers and leadersaccountable for identifying and developing talent in their businesses,functions, and regions?
1 2 3 4 5
Rate your companys strength on a scale of 1 - 5 in the following areas.Then, write down one thing you will do to address any weaknesses.
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Doug ReadyProfessor of the Practice of LeadershipUNC Kenan-Flagler Business SchoolFounder and PresidentInternational Consortium for Executive Development Research (ICEDR)
Marion WhiteAccount DirectorUNC Executive DevelopmentEmail: [email protected]: 919.962.1330www.execdev.unc.com
U i W bi
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Upcoming Webinars:
Nov. 15: Using Simulation Training to Increase EmotionalIntelligence in Cross-Functional Teams
Nov. 16: Building Empowered Global Teams
Nov. 17: How to Build a World-Class Partner CertificationProgram
Dec. 14: Ken Blanchard and Garry Ridge Webinar:Helping People Win at Work
For More Info / To Register / To Access Archive:
Type Webinars into Search Box at TrainingIndustry.com
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May 6: Faceoff! Virtual Cloud Training Classroom
May 10: Your Mobile Learning Blueprint
May 12: Five Creative Design Techniques for Results-
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On behalf of Training Industry, Inc., thanks to:
Todays Speakers: Doug Ready and Marion White
Todays Sponsor: UNC Kenan Flagler Business School
All of you for attending
Questions or Comments? P lease contact Tim Sosbe: