Proactive Talent Management

1. Proactive Talent Management

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

3. 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 problems They have spoken at conferences and internal company events They are early adopters of new tools, technology and ideas. �A� players are curious and therefore frequently ask questions during presentations

4. 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 articles They 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 company�s work to that of competitors. They utilize advanced tools and methods to accomplish major tasks.

5. 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.

6. 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

7. To Be Successful Going Forward In Changing TimesWe Must Focus On� Identifying the Core Set of Competencies Assessing Organizational Talent Planning for Succession Growing Outstanding Talent for the Future

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

10. 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.

11. Identifying the Core Set of Competencies

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

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

14. How Do Companies Use Competencies at Every Level? To define culture To recruit the right talent To anticipate outsourcing strategies To improve performance To shape talent develop To plan for succession To connect compensation with value To assess organizational exposure To enhance organizational effectiveness

15. How To Use Strategic Competencies? At the organizational level� Compare strategic competencies to organizational culture survey results Identify gaps Develop strategies to address culture gaps

16. How To Use Strategic Competencies? At the individual level Conduct individual talent assessments of all exempt associates to gauge level of strategic competencies Identify competency gaps at individual level Develop strategies to address individual competency gaps

17. Competencies and Performance Management Competencies 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

18. Competency Development Processes Two Methods commonly used in Organizations Best Practices Strategic Design

19. Assessing Organizational Talent

20. Talent Assessment Objectives Assess Leadership Talent Provide Robust Feedback Identify Development Needs for All Identify High Potential Group

21. Talent Review Process Assessment Validation Feedback Targeted Development

22. Talent ReviewThe Process Step 1 - Talent Assessment A. Complete a skill/talent profile: Focus on education and work experience Identify strengths and areas of opportunity Determine interests and career aspirations Assess future position readiness and willingness B. Completion of Assessments: Self assessment Supervisor assessment Submitted rating determined Division leader validation

23. Talent ReviewThe Process Step 2 - Validation/Feedback A. Validate Assessment Division leader Focused and facilitated round table discussions across divisions in meeting with entire VP group B. Feedback Session Conduct session with Employee 1-on-1 setting Provide constructive recap of the feedback

24. Talent ReviewThe Process Step 3 - Build Targeted Development Plan A. Responsibility 50% Individual 50% Leadership B. Identify Development areas Objectives and strategies are jointly agreed upon Sponsors are identified as needed Progress is constantly monitored and plans are updated

25. Talent ReviewThe Process Step 3 - Build Targeted Development Plan C. Provide Development Opportunities which focus on maximizing potential contribution Full-time Jobs Job shadowing Interim and Project Assignments Structured delegation Cross-training opportunities Job rotation program

26. Succession Planning

27. Succession Planning The 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.

28. Succession Planning Identify key leaders �at risk� for leaving Identify Critical Positions Evaluate Successor Group Identify Organizational Risks Develop Succession Plan and Risk Mitigation Strategy

29. Succession Planning Demands for Leadership Development grow as: Market conditions change Corporations are forced to respond to changing market place. Impending retirement of a large number of employees.

30. Succession Planning Objectives: 1. Assess the leadership talent within the organization Determine critical skills, competencies and attributes. Identify new or emerging roles and accountabilities. 2. Identify successor groups within the organization Identify positions with leaders �at risk� for leaving Evaluate potential readiness for advancement. 3. Grow outstanding talent for the future Identify high potential candidates Utilize acceleration pools

32. Next Steps and Questions