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People Days Talent Review Process

People Days Talent Review Process. Eva Da ňová HR Partner IBM Slovensko, IBM ISC. Agenda. Predstavenie IBM Pre čo potrebujeme mapovať talenty People Days dizajn Hodnotenie zamestnancov Dashboard Career smart. …it all started 100 years ago.

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People Days Talent Review Process

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  1. People DaysTalent Review Process Eva Daňová HR Partner IBM Slovensko, IBM ISC

  2. Agenda • Predstavenie IBM • Prečo potrebujeme mapovať talenty • People Days dizajn • Hodnotenie zamestnancov • Dashboard • Career smart

  3. …it all started 100 years ago A merger of 3 companies on June 16, 1911 creates the Computing-Tabulating-Recording Company (CTR). First disabled worker was hired in 1914 In 1924 company name changed to International Business machines (IBM) Since 2012Ginni Rometty has been the IBM CEO

  4. IBM Who are we now? • Globally integrated enterprise • Serving customers in more than 170 countries • More than 400,000 IBMers • Leader in diversity and innovations

  5. IBM naSlovensku IBM Slovensko, s.r.o. • Vznik: december 1992 • Pobočky: Bratislava, Banská Bystrica a Košice • Klienti: bankovníctvo, vláda, telco, výroba Martin Murgáč Generálny manažér

  6. IBM na Slovensku IBM International Services Centre • Vznik: 2003 • Miesto: Bratislava • 30 medzinárodných centier • 69 rôznych centier • 46 rôznych jazykov Alan Knight Generálny manažér

  7. Talent programs in IBM

  8. Why we need talent management ? Succession Planning Reduce attrition Improve skills and capabilities Improve Engagement Improve Business Results CEE Talent mapping in one place available 24/7 Local management usage Region usage

  9. People Day Design Q2 Q1 Q2 Q1 Q4 Q3 ... Performance Assessment PBC (PBC Too)l Retention Plan Education Programs Nominations Promotion Plan Development Roadmaps participation start Assessment of Potential BTLR (Leads) High Bands Assessment of Potential Low Bands People Days Re usage of the data for various initiatives like: salary decisions, equity, MBA etc. Global process IMT specific process

  10. Limited At Potential Medium Potential Ult Potential to achieve 1 Band progression High Potential Ult Potential to achieve 2 more Band progressions POTENTIAL Methodology 9-box Model High Performer (PBC 1 and 2+) L1 M1 H1 Positive Plateauing Critical to Retain / Promote Watch / Develop TOP 20 % Solid & Consistent Performer (PBC 2) L2 M2 H2 Plateauing Develop / Coach Watch PERFORMANCE Needs improvement (PBC 3) M3 L3 H3 Watch/Exit Exit Plan Coach/ Assess BOTTOM 15 %

  11. Performance definitions

  12. Potential definitions High Potential – is a person who is promotable 2 bands up or capable of taking a leadership role in IBM, demonstrating IBM Leadership Competencies Medium Potential – is a person who has the capacity of moving up one level in the organization and/or expanding the scope and complexity of his/her role. This person has the capacity but needs more time in his/her role taking the responsibility of key leadership role. At potential – is defined as the quality, state, or degree of being of the highest importance. This item is not to assess the criticality of the role for the company but rather criticality of the person for business or for a specific project. The reason of identification of criticality is to take the right actions to retain that person.

  13. Client workforce dashboard

  14. IBM CareerSmart Career growth at IBM – that is their expertise, capabilities, and leadership - through IBM CareerSmart. IBM CareerSmart is a simple yet well planned approach to career development. It is a suite of career development resources and tools that provides a trusted source for career planning, growth, and tracking.

  15. Questions?

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