1 / 14

Talent Management Best Practices

Talent Management Best Practices. Guy Schiller VP Business Process Excellence PAREXEL International . Talent Management Vision Talent Management Framework Talent Segmentation By Function ( Who are our Talents?) Developing Talents Sample Talent Management Data Talent Development

hoang
Download Presentation

Talent Management Best Practices

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Talent Management Best Practices Guy Schiller VP Business Process Excellence PAREXEL International

  2. Talent Management • Vision • Talent Management Framework • Talent Segmentation By Function ( Who are our Talents?) • Developing Talents Sample Talent Management Data • Talent Development • Promotions • Succession • Bench Strength • Internal Fill Rate

  3. The Vision- Talent Management A deliberate, systematic approach to attract/recruit, on-board, identify, develop, deploy and retain individuals of strategic value to the organization, particularly those: • ♦ With leadership potential for the future, or • ♦ Who are key performing people, and/or • ♦ Who fulfill business/operation-critical roles Talent Management at Vestas

  4. Talent Management Framework Talent Development Performance Management Organization Review Talent Review Career Value Proposition …rewards talents …develops talents …utilizes talents …identifies talent and competency gaps in strategic business areas …identifies individual talents Succession Management Individual Profile Segments Talent Buy Function Talent Sourcing Calls Talent Rotation Programme Executive Search Anchored By A Clearly Defined “What Does Great Look Like” Leader Profile

  5. Organization review purpose and outcome Strategy • Outcome: Organization aligned with strategy • Assessment of capability to execute key strategic priorities • Identified issues • Focus on the most important initiatives • Countermeasures to the most critical issues

  6. Identification of Talent ♦ Individual Profile The foundational tool for TM A comprehensive overview of top leaders and talent • Completed by All Directors and Above Outlines career goals, mobility, key accomplishments, past experiences, key development goals • Updated yearly, and is part of the on-boarding process for new employees

  7. Segmentation of Talent ♦ Strategic Talent Pools Clarity on your current state shows you what type of talent you need Using the Information Profiles, talent is segmented into talent pools: Functional Talent Pool Being developed to hold their highest possible position in any given function. Why? Fill the gap on any Functional scarcity. Executive Talent Pool Ready in less than one year to take 2+ role. (Globally mobile or regionally in large multi-country region) Why? Accelerate their development so we have certainty of successors. Strategic Talent Pool Function or Career Path that is deemed Strategic through the Organization Review Process. Why? Allows you to put the most skilled talent toward our top strategic priorities. Validated by HR and Psychological Eval

  8. Validated Readiness Value Chain Excellence Commercial and Operational Based Training Function Excellence Current portfolio Sales Finance/ Economics KAM Additional func. to be added Leadership Excellence Current portfolio Career path programs, Transition programs, Situational leadership training Balanced Development Talent Assessment Process Developing/Deploying Talent What do our talents “get”? ♦ Architecture For Individual Talent Development • Talent Assessment: Common Assessment that will validate potential and fit as well as identify development needs • Leverage the Performance Development to truly address the development needs outlined in the assessment and use a balance assignment based, experience based and relationship and based development. • Regardless of Career Track, focus in develop individuals in the three pillars of Functional, Leadership and Value Chain excellence • Exposure to the P&C Community as well as a cross section of Executive leadership will validate that our talents are ready for their next assignment

  9. Talent Management KPI’s

  10. 178 IPE54+ Exceptional Performer development – thought example People Review 2010 People Review 2011 32(19%) 58(34%) What has happened to the 178? 31(18%) 34(20%) 1(1%) 1(1%) 15 (9%) without a People Review 2011 rating • Data Comments • Retention rate is up from 88% to 95,8% • Of the 157 reviewed in both 2010 and 2011: • Only 37% remain excellent Performers • 79% remain high performers • 21% dropping out of the high performing category (32% last year) • 36 (23%) of the best of the best was promoted • 172 (96,6%) still in company • 2 terminations • 3 Own termination • 1 Downsizing • 24 lateral moves • 36 promotions

  11. 4 6 3 7 1 Monthly Promotion Matrix: January Through April 15th – THOUGHT EXAMPLE Promotions into 57+ • Data Comments • YTD 28 Promotions to 57+ • We are slowly improving our behavior • 7 employees promoted without performance/potential rating Promotions into 57+ JOP Talent Management at Vestas

  12. 54-56 54-56 54-56 54-56 54-56 54-56 54-56 54-56 54-56 IPE IPE IPE IPE IPE IPE IPE IPE IPE 57-58 57-58 57-58 57-58 57-58 57-58 57-58 57-58 57-58 59+ 59+ 59+ 59+ 59+ 59+ 59+ 59+ 59+ 7 8 4 17 1 2 27 5 3 12 3 0 4 1 0 6 0 1 11 3 3 84 21 13 0 1 1 1 0 1 1 0 0 1 0 1 1 0 0 0 0 0 2 0 0 6 1 3 17 11 11 52 16 10 180 60 20 48 4 3 39 8 3 12 2 5 28 8 0 376 109 52 9 7 4 11 3 1 17 6 2 11 2 1 3 0 0 0 0 4 8 5 0 59 23 12 4 0 1 2 1 0 5 0 0 3 1 0 0 0 0 3 0 0 3 1 0 20 3 1 11 12 4 41 13 8 49 11 4 29 13 3 17 1 2 4 6 15 10 4 1 161 60 37 0 0 0 0 0 0 0 1 0 0 0 0 1 0 0 0 0 0 0 0 0 1 1 0 4 3 3 19 7 3 41 3 2 23 6 4 6 2 1 10 1 5 6 1 1 109 23 19 5 2 1 10 7 1 13 3 9 1 0 0 5 2 0 3 1 2 4 0 1 41 15 14 Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Sales/KAM Supply Chain Product Dev. Service Quality Production Construction Total Analysis of Performance and PotentialPerformance & Potential Matrix by selected functions – IPE54+ - THOUGHT EXAMPLE Talent Management at Vestas

  13. Functional Succession Funnel– THOUGHT EXAMPLE

  14. Analysis of 2011 Performance and Potential - Performance/Potential distribution by function – IPE59+ - THOUGHT EXAMPLE

More Related