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© State Parkway Partners, LLC Integrated Talent Management What to do and how to do it.

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Presentation on theme: "© State Parkway Partners, LLC Integrated Talent Management What to do and how to do it."— Presentation transcript:

1 © State Parkway Partners, LLC Integrated Talent Management What to do and how to do it

2 © State Parkway Partners, LLC 2 The Link Align Strategy, People, Process

3 © State Parkway Partners, LLC 3 Integrate TM Partners Business Leaders Talent management is the responsibility of an organizations managers – Develop a strategy to have the talent needed to achieve profitability – What talent, when, where – Implement, measure, and improve the effectiveness of the strategy – Recruiting, on-boarding – Vision, mission, goals, feedback, rewards, support – Training, coaching, career planning, assignments Business Leaders Talent management is the responsibility of an organizations managers – Develop a strategy to have the talent needed to achieve profitability – What talent, when, where – Implement, measure, and improve the effectiveness of the strategy – Recruiting, on-boarding – Vision, mission, goals, feedback, rewards, support – Training, coaching, career planning, assignments Human Resources Enabling talent management is HRs responsibility – Provide the talent perspectives, data, and analyses that enable business leaders talent strategies – Provide the talent processes, training, and coaching needed to implement the talent strategies Human Resources Enabling talent management is HRs responsibility – Provide the talent perspectives, data, and analyses that enable business leaders talent strategies – Provide the talent processes, training, and coaching needed to implement the talent strategies

4 © State Parkway Partners, LLC 4 Recruiting L&D HRG Total Rewards Workforce Planning Business EVP Business EVP Business VP Business VP Business VP Business VP Business Director Business Director Business Director Business Director Integrate TM Partners

5 © State Parkway Partners, LLC 5 Advance The Strategy Run The Business Long Term 3 to 5 Years Short Term 1 to 2 Years Product Objectives Customer Objectives Financial Objectives Talent Objectives Product Objectives Customer Objectives Financial Objectives Talent Objectives Product Objectives Customer Objectives Financial Objectives Talent Objectives Product Objectives Customer Objectives Financial Objectives Talent Objectives

6 © State Parkway Partners, LLC 6 Integrated TM Plan – 200X Advance The Strategy Run The Business Long Term 3 to 5 Years Short Term 1 to 2 Years Pipelines Positions at Risk Pivotal Positions Competency Values Attitudes Behaviors Values Attitudes Behaviors Values Attitudes Behaviors Values Attitudes Behaviors

7 © State Parkway Partners, LLC 7 Step 1 of 5: Strategy Review: Current & Future Strategy is about what we need to do to survive and grow in a competitive marketplace, under specific sets of economic and political conditions, and under specific societal conditions. Explicit Strategic Vision Operationally Competent Uncertain Strategic Vision Operationally Competent Explicit Strategic Vision Operationally Incompetent Uncertain Strategic Vision Operationally Incompetent STRATEGY (What) OPERATIONS (How) We will be among the leaders in the development and commercialization of selected polymer bonded components and fiber reinforced composites. The company will invest in, or acquire, businesses in strategically important product/market segments. We will produce specialty, engineered products and provide related services for heat resistant, inertia control, fastening, and lightweight structural component applications. The company will emphasize the use of its proprietary technology and manufacturing know-how to provide value-added, competitive products. These products will be produced and marketed worldwide for industrial, vehicular, aerospace, and military customers. 2X2 and strategy statement from Michael Robert Strategy Pure & Simple: New York: NY: McGraw-Hill, Inc., 1993, pp. 32, 72.

8 © State Parkway Partners, LLC 8 Completeness of Vision Ability to Execute LowHigh Low High ChallengersLeaders VisionariesNiche Players Aligning Human Capital Investments Execute well and often dominate large segments of the market. Not fully in step with emerging market directions or capable of setting the industry agenda. Smaller competitors with credible technology or firms focused on smaller market segments. Do not excel at either innovation or performance. Execute well today and are positioned for the future. Excellent customer service, dynamic solutions, and strong value delivery. Adhere to a well-articulated strategic plan, align vision with industry trends, flexible in reacting to market forces. Understand where the market is going; lack some capabilities necessary to execute the vision. Notable for breakthrough ideas but challenged to develop the broad competencies needed to support and sustain customers. Gartner Magic Quadrant from Alex Lowy and Phil Hood The Power of the 2 x 2 Matrix: San Francisco: CA: Jossey-Bass, 2004, pp

9 © State Parkway Partners, LLC 9 Strategy Review: Current & Future Strategic DriversCurrentFuture (1 -2 Yrs)Future ( 3 – 5 Yrs) Products & Services10 major offeringsImproved performance of top 3 2 new breakthrough products Markets & Customer sUndifferentiatedRetail <$20MMManufacturing <$100MM Domestic, GlobalDomestic International Technology RequirementsLabor intensive3X faster completionMobile Production & Distribution40 locations - general distributor 40 locations – preferred distributor 30 domestic/5 Europe – alliance distributor Competency Requirements Product and process know-how Channel pricing & promotion TBD Marketing & SalesMagazineRefined branding, CP promotion TBD Environmental/RegulatoryFull compliance TBD Competitors & AdvantageThree major & undefinedSame & CP ProgramsTBD Growth:AcquisitionOrganicTBD Profit: NOI, ROE$XB, 15%$1.5 x $XB, 22%TBD

10 © State Parkway Partners, LLC Step 2 of 5: Strategic Process Assessment: Current Business Process Process Metrics Process Status Talent Strengths Talent Weaknesses Talent Opportunities Talent Threats Sell ItSales 70% of Target Product knowledge Experience >7 Yrs avg. Strategic selling Some top people at 3 competitors dissatisfied Competitors taking our top talent in select locations Make It Production Cycle Time Quality 110% 98% 99% Strong technical knowledge Well trained in current technology Not experienced in web technology New system will make good associates available for other jobs May loose good associates when new system is implemented Service It Customer Satisfaction 85% Product knowledge Experience >5 Yrs avg. Undifferentiated from major competitors Reps not selling product features New strategy provides challenge and engagement Competitors will be recruiting newly trained Reps Market It Market Share Brand Recognition 75% Reps eager to learn and improve performance Home grown staff – not knowledgeable about alternative mktg. methods 2 local companies known for marketing expertise 80% of mktg. staff eligible for early retirement in next 5 Yrs. 10

11 © State Parkway Partners, LLC Step 3 of 5: Strategic Process Assessment: Future Business Process Process Metrics Process Changes Metric Changes Competencies Needed Competency Gap Talent Opportunities Talent Threats Sell ItSales Customer Relationship Managers Organic Sales % Current > 25, % New > 25 Strategic selling Business development Strategic selling 5 HIPO Sales Leaders Top Talent at Competitors Loss of current sales staff Match by Competitor Make It Production Cycle Time Quality New order entry system 2X per person < 15 min. 6 Sigma Web navigation Technical terminology Web navigation Retrain 25% for other positions Loss of technical knowledge Service It Customer Satisfaction New performance, pricing, and promotion differentiators CS > 90% by YE Highlighting differentiators Becoming Trusted Advisor Facility with differentiators Trusted Advisor role New strategy will attract top performers Competitors will recruit newly trained Reps Market It Market Share Brand Recognition Turning channel partners into promoters Revenue up 50% in 3Yrs Channel pricing Channel promotion Channel pricing Channel promotion Consultant has experience and training Competitors will be recruiting newly trained associates 11

12 © State Parkway Partners, LLC Step 4 of 5: TM Process Assessment TM Process MetricMSStrengthsWeaknessesOpportunitiesThreats Recruiting 1 Yr. Q-Hire Time to Fill 80% 90D Solid recruiters Good systems Poor requirements Too many Intervs. Mgrs. want better results Loosing candidates On-Boarding Program Time to Prof. N ? NoneNo Program Mgrs. See the Need Early quits Productivity Performance Management Program EE Survey Y 92%F Good program Good tools Coaching is Good but Inconsistent Can Leverage Role Models Could decline w/o focus Total Rewards Market Data EE Survey Y 88%F Communication Good tools Missing Competitive Threats Local Mgrs. Market View Rigidity Competition. Leadership Development Dev. Objs. Met EE Survey 72% 65%F Plans in place Activities avail. Focus on Activity vs. Objectives Can Leverage Role Models Urgent Delays the Important Learning & Development Strategic Fit ALPs Met Y 96% Good alignment Good resources 1 dept. postpones execution Can leverage role models 1 depts. commitment Career Development Pipelines Full EE Survey 84% 69%F Pivotal pos. OK Pos. at risk OK Many EEs do not see a future here Enterprise View of Talent Urgent Delays the Important Succession Planning Plans in Place Fill Rate Y 60% Plans in place Good tools Less than effective succession evaluation Poor Track Record Loosing Good Talent Performance Support Tools in Place % Participation Value Survey Y 88% 79%F Good tools Cont. & com. Complacency about authoring role Emerging Ability to Put PS in Context Cost of Change 12

13 © State Parkway Partners, LLC Step 5 of 5: Integrated TM Plan – 200X TM Process Business Strategies Alignment Objectives & Measures Business Process Improvement Objectives & Measures TM Process Improvement Objectives & Measures Recruiting Source experienced hires in CM Pricing Strategy In orientation 1 per office <6M 100% score 90% on certification Retrain 25% of Reps for alt. roles Retain tech knowledge 90% NH sourcing, training, and on- boarding Simplify & train selection process Shorten TTF to 30D Shorten TTC to 7M On-Boarding Transaction processing prog TTC = 90D Performance Management Establish new strategy performance objectives for all Objs. Clear Pulse Survey 90%F Quality teams for service CS Teams formed 90% CS by YE Implement Accountability Principle Increase engagement Pulse survey >90%F Total Rewards Incentives for Organic Growth 80% attain 100% or + Transaction processing bonus Y1 Retention > 90% Annual competitive threat workshop ID emerging comp. threats Leadership Development 2 Yr program Managing Org. Growth 90% at 100% Y1 97% at 100% Y2 Q workshops on new strategy and innovation Product Dev Process Innov. Top 3 >25% Quarterly review of objs. Vs. activities Objs. OK 90% EE Survey 90%F Learning & Development CP Dev. and Promo program for all reps L3 90% by Q3 L3 100% by Q4 CP Sales Planning Strategic Selling Web navigation 100% CP plans by 1/1/0X 100% cert 2X, 15M, 6σ Outsource LMS and learning administration Reduce IT costs by 20%, Admin costs by 80% Career Development Career latice program Retention for PP >90% Accelerate dev. of 5 HIPO sales leads with lead roles on new strategy 5 HIPO promoted to branch mgr. <2Y Create Retirement Options Prog. Analysis/action on 60% fill rate Increase knowledge transfer 30% over 3 Yrs 100% Tr. Plans Succession Planning 3Y Branch Mgr. dev. program Branch Mgr. pipeline full

14 © State Parkway Partners, LLC 14 Recruiting L&D HRG Total Rewards Workforce Planning Business EVP Business EVP Business VP Business VP Business VP Business VP Business Director Business Director Business Director Business Director Integrate TM Partners

15 © State Parkway Partners, LLC 15 Integrate TM Partners Business Leaders Talent management is the responsibility of an organizations managers – Develop a strategy to have the talent needed to achieve profitability – What talent, when, where – Implement, measure, and improve the effectiveness of the strategy – Recruiting, on-boarding – Vision, mission, goals, feedback, rewards, support – Training, coaching, career planning, assignments Business Leaders Talent management is the responsibility of an organizations managers – Develop a strategy to have the talent needed to achieve profitability – What talent, when, where – Implement, measure, and improve the effectiveness of the strategy – Recruiting, on-boarding – Vision, mission, goals, feedback, rewards, support – Training, coaching, career planning, assignments Human Resources Enabling talent management is HRs responsibility – Provide the talent perspectives, data, and analyses that enable business leaders talent strategies – Provide the talent processes, training, and coaching needed to implement the talent strategies Human Resources Enabling talent management is HRs responsibility – Provide the talent perspectives, data, and analyses that enable business leaders talent strategies – Provide the talent processes, training, and coaching needed to implement the talent strategies

16 © State Parkway Partners, LLC 16 Advance The Strategy Run The Business Long Term 3 to 5 Years Short Term 1 to 2 Years Pipelines Positions at Risk Pivotal Positions Competency Values Attitudes Behaviors Values Attitudes Behaviors Values Attitudes Behaviors Values Attitudes Behaviors Align Strategy, People, Process


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