1. A Framework for Aligning Talent to Strategic Outcomes
Optimizing Talent
A Framework for Aligning Talent to Strategic Outcomes

2. Keys to Success
Every Business/Organization Needs Four Types of Plans that are linked and aligned:
Financial Plan: outlining the details of the margins, segments, revenue projections, etc.
Strategic Plan: defining go-to-market approaches, competitive environment, future market opportunities, new products/service, and a value proposition.
Marketing Plan: covering market segments of customers, buying trends, future needs.
Talent Plan: outlining competencies for current and future business/organization requirements, analytics for performance, and impact & return on investment (ROI) of people plans

3. The Talent Management System
The Talent Optimization
Framework™
Results
The Best
Talent
Improved Business
Outcomes
Improved Diversity
Of Talent
Lower
Costs
The Talent Management System
Key Enablers
Leadership
Culture
Strategic
Alignment
Talent
Assessment
Performance
Management
Learning &
Development
Talent Data
Analytics HR
Capacity
Copyright © 2011 by Information Age Publishing
All rights of reproduction in any form reserved.
Reproduced with permission from the Author, Linda Sharkey.

4. Vision/Mission/Values
Key Enablers
Key Enablers
The art and science of motivating by engaging people’s hearts and minds to deliver what you know needs to be accomplished. Effective leaders want an impact that is GOAL-FOCUSED, HUMANISTIC, AND COLLBORATIVE IN NATURE.
Leadership
LEADERSHIP IMPACT
Vision/Mission/Values
Thoughts/Emotions
Actions/
Behaviors
BULL’S EYE EXERCISE
Experiences
Beliefs/Values
Decisions
Actions/Behaviors
Leadership

5. Leadership Strategies
Prescriptive Leadership
Guide Or Direct The Activities Of Others Toward Goals, Opportunities, And Methods
Provides People With:
A Direction To Channel Their Efforts
Models Regarding How Things Should Be
Positive Reinforcement To Encourage The Repetition Of Desired Behaviors
A Set Of Parameters Specifying Their Sphere Off Influence
Restrictive Leadership
Constrain or prohibit activities and behaviors with respect to Goals, Opportunities, And Methods
Directions That Should Not Be Pursued
Models Regarding Behaviors They Should Avoid
Negative Feedback To Discourage The Repetition Of Undesired Behaviors
A Set Of Parameters Limiting Their Sphere Of Influence
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

6. Culture Climate Culture
Does the organization have a culture that supports talent development and sharing of talent?
Culture
Climate
Culture
“The way things are around here.”
Climate is perceptual: What people sense and perceive.
Through perceptions we form an understanding of “how things are” (present) or “how things have been” (past) around here.
Climate includes members’ perceptions of systems (e.g., reward systems), structures (e.g., distribution of influence), and technology (e.g., the design of their jobs).
It also reflects outcomes of the culture such as engagement, teamwork, and perceived quality.
“The way we are expected to do things around here.”
Culture is cognitive: what people believe and know.
It reflects shared values (what is important) and beliefs (how things work).
It encompasses norms and expectations that influence the way members of the organization think and behave.
However, norms and expectations (Current Culture) are not always in alignment with shared values (Ideal Culture).
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

7. Which Should Leaders Focus On?
“Both”
Many leaders focus exclusively on managing or changing climate.
Both climate and culture influence performance and effectiveness.
Culture tends to be a more reliable predictor of behavior and performance than climate.
Employees act on culture, and the culture is shaped and reinforced by the climate.
Climate dimensions therefore need to be driven by values to bring cultural norms into alignment with the Ideal Culture.
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

8. Why? Climate leads to Culture leads to Outcomes Positive Climate
(e.g., use of rewards)
Constructive Culture
Productive Behavior
High Performance
Long-term Effectiveness
Mixed Climate
(e.g., use of rewards and punishment)
Aggressive/Defensive
Culture
Counterproductive Behavior
Mixed Performance
Long-term Ineffectiveness
Negative Climate
(e.g., use of punishment)
Passive/Defensive
Poor Performance
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

9. Three Categories of Culture
Passive/Defensive Culture
Aggressive/Defensive Culture
Constructive Culture (High Performance)
The Organizational Culture Inventory® (OCI) is a reliable, quantitative picture of the Culture.
The Circumplex™ brings together 12 styles of thinking and behaving; clusters these into 3 general orientations.
The 120 questions in the assessment (10 for each of the 12 styles) are rated on a 5-point scale and are all behaviorally anchored.
The OCI also measures key cultural outcomes in addition to the expected behaviors:
role clarity
service quality
commitment and satisfaction
It also identifies statistical relationships between the various elements of culture and these outcomes.
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

10. Maslow's Hierarchy Of Needs

11. OCI Circumplex—Dimension 1
Higher-Order Satisfaction
Promote behaviors directed
toward the fulfillment of
higher-order satisfaction needs
Lower-Order Security
Promote behaviors directed
toward the fulfillment of
lower-order security needs
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

12. OCI Circumplex —Dimension 2
Concern for Task
Reflect expectations
for behaviors that
are task-oriented
Concern for People
Reflect expectations
for behaviors that
are people-oriented
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

13. Constructive (Blue) Style
Constructive styles reflect a healthy balance of people and task-related concerns and promote the fulfillment of higher order needs. Styles associated with this orientation are directed toward the attainment of organizational goals through the development of people. Constructive styles account for synergy and explain why certain individuals, groups and organizations are particularly effective in terms of performance, growth and work quality.
Sample behavioral questions in the survey include:
I include others in decisions affecting them
I give positive rewards to others
I emphasize quality over quantity
I pursue a standard of excellence
I explore alternatives before acting
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

14. Passive/Defensive (Green) Style
Passive / Defensive styles represent an unduly strong orientation toward people as opposed to tasks, fuelled by and reinforcing individual insecurity. These styles characterize people who subordinate themselves to the organization but, in the process, end up creating stress for themselves and allowing the organization to stagnate. Passive/Defensive styles can produce a predictable and secure situation, but at the cost of learning, adaptability and ultimately survival.
Sample behavioral questions in the survey include:
I don’t ‘rock the boat’
I treat rules as more important than ideas
I push decisions upward
I switch priorities to please others
I cast aside solutions that seem different or risky
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

15. Aggressive/Defensive (Red) Style
Aggressive / Defensive styles emphasize tasks over people and are driven by underlying insecurities. In the extreme, these styles lead people to focus on their own needs at the expense of those of the group. Though sometimes temporarily effective, the presence of Aggressive/Defensive styles may lead to stress, decisions based on status rather than expertise and conflict rather than collaboration.
Sample behavioral questions in the survey include:
I refuse to accept criticism
I question decisions made by others
I stay on the offensive
I persist and endure
I compete rather than cooperate
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

16. How Culture Is Supposed to Work
“The way we are expected to do things around here”
“How we’re doing here”
“What should be expected here”
Assumptions
Espoused
Values
Philosophy
Mission
Individual Level
Group Level
Organizational Level
Goals
Strategy
Focus
Ideal Culture
Current Culture
Outcomes
OCI-Ideal
OCI
OEI
Values and Beliefs
Norms and Expectations
Effectiveness
Instrument
Measuring
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

17. Norms and Expectations
How Culture Works Model
Structures
Assumptions
Espoused
Values
Individual Level
Philosophy
Mission
Systems
Group Level
Goals
Strategy
Technology
Organizational Level
Skills/Qualities
Focus
Ideal Culture
Causal Factors
Current Culture
Outcomes
OCI-Ideal
OEI
OCI
Values and Beliefs
Levers for Change
Norms and Expectations
Effectiveness
Instrument
Measuring
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

18. How Culture Works: Outcomes
Philosophy
Mission
Structures
▼Total influence
▼Distribution of influence
▼Employee involvement
Systems
▼Use of rewards
▼Use of punishment
▼Participative
Technology
▼Autonomy
▼Variety
▼Significance
▼Feedback
▼Interdependence
Skills/Qualities
▼Interaction facilitation
▼Goal emphasis
▼Consideration
Goals
Strategy
Individual Level
Positive:
Role clarity
Motivation
Satisfaction
Intention to stay
Negative:
Role conflict
▼Job insecurity
Stress
Assumptions
Espoused
Values
Group Level
Intra-unit teamwork and cooperation
Inter-unit coordination
▼Department-level quality
Organizational Level
Organizational-level quality
External adaptability
Focus
Ideal Culture
Causal Factors
Current Culture
Outcomes
OCI-Ideal
OEI
OCI
Values and Beliefs
Levers for Change
Norms and Expectations
Effectiveness
Instrument
Measuring
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D.
Copyright © by Human Synergistics International. All Rights Reserved.

19. LSI Styles 12. Maintain personal integrity Emphasize quality
1. Develop others resolve conflicts constructively
11. Work toward self-set goals, take on challenging tasks
10. Set unrealistic goals , take care of every detail
2. Cooperate, be friendly
3. Set goals to please others Agree with everyone
9. Try to look good, outperform others
8. Stay on the offensive, maintain tight control
4. Resist ideas that are different Follow policies and practices
7. Look for mistakes, stay aloof and detached
5. Wait for others to act first be a good follower
6. “Lay low” when things get tough, stay away from problems
Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © by Human Synergistics International. All Rights Reserved

20. Strategic Alignment

21. CCC Leadership Framework

22. GE Session C
Session C is an annual organizational and individual review process
Objectives
Establish a framework for a formal performance discussion
Improve business performance –link and align individual objectives with business strategy
Set clear expectations and stretch targets for performance
Develop leadership and technical skills
Identify strengths and development needs
Highlight career/job interests
Differentiate based on overall rating: top talent, highly valued and less effective employees
Reward based on contributions and skills

23. Focuses Both On The Individual +
Key Development Process…Session C
Focuses Both On The Individual +
The Company
Individual
Feedback
Development
Career
Company
Organization
Leadership
Initiatives
Intense Performance Culture
Shared Values and Growth Traits
Disciplined and Rigorous Process

24. Key Development Process…Session C

25. Consistent agenda… Discussion varies by business needs
Business Session C Agenda
Business Leadership
Direct Report organization chart
Overall rating/promotability - Officers & SEBs
Succession Plan for direct reports
Organization restructuring plans
Pipeline
Overall rating/promotability - EBs
VP and SEB potentials
Diverse representation and trend
Retention initiatives
Training nominations
3. Growth & Culture
Commercial Excellence
Globalization
“Expert Paths” in Careers
Growth Leaders
Consistent agenda… Discussion varies by business needs

26. GE Example
CEO commitment: Jeff Immelt CEO-GE spends twenty full days on people and succession planning within a three-month period …every year.

27. What Is Your Operating System?
Creating a CONSTRUTIVE CULTURE
Core business processes
April
June
August
October
December
March
May
July
September
January
November
February
Leadership meetings

28. Talent Assessment 2 Dimensions of Talent Assessment
1. THE OVERALL RATING
The overall assessment of the employee’s contribution to the organization
Objectively based on past performance, demonstrated values, and unique skills
Guidelines available to ensure appropriate differentiation across the Organization
2. PROMOTABILITY RATING
High Potential: Continually expands personal capabilities and independently takes on greater responsibility. A high probability of competing successfully for higher banded positions. Demonstrates the capability to move up at least one salary band or to a position with significantly greater breadth and impact and realize significant additional progression thereafter.
Moderate Potential: Continually expands personal capabilities and demonstrates willingness to take on greater responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.
Limited-Topped Out: An individual who is performing as a professional/expert, likely to remain in position or move laterally within the same band with similar responsibilities/depth. Is positioned at the appropriate level to maximize effectiveness.

29. Talent Assessment OVERALL RATING – OPERATIONAL DEFINITIONS
Top Talent: Represents the very best contributors within the organization. Consistently performs and demonstrates values at a level that strongly differentiates their contribution within the organization, and recognizes this additional level of capability and performance.
Highly Valued: Represents the strength of the organization. Consistently performs at a level that strongly supports business performance and values. Highly capable and high-achieving performers, who are recognized for their contribution within the organization.
Less Effective: Represents the least effective contributors within the organization. Not always able to contribute at a level that is desired. Recognizes a need for change, and generally associated with needed improvement in performance and/or values, with an action plan to address.

30. Employee Performance – Nine Block
Employee Differentiation Overall Ratings
Employee Performance – Nine Block

31. Employee Differentiation Promotability
Promotabiltiy Can Be Constrained By A Recent Promotion Or Organization Structural Design
An Individual’s Capacity Based On Performance, Aptitude, Demonstrated Ability And Interest To Take On Broader Responsibilities
Demonstrates Attributes That Could Be Applied To Bigger Roles
Demonstrates Leadership Capabilities
Communication And Influence Skills
PROMOTABILITY RATING DEFINITIONS:
High Potential: Continually expands personal capabilities and independently takes on greater responsibility. A high probability of competing successfully for higher banded positions. Demonstrates the capability to move up at least one salary band or to a position with significantly greater breadth and impact and realize significant additional progression thereafter.
Moderate Potential: Continually expands personal capabilities and demonstrates willingness to take on greater responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.
Limited-Topped Out: An individual who is performing as a professional/expert, likely to remain in position or move laterally within the same band with similar responsibilities/depth. Is positioned at the appropriate level to maximize effectiveness.

32. Optimizing Talent Workbook, Chapter 5
The Talent Assessment Interview
The top talents are scheduled for a talent assessment interview as part of their development action plan using behavioral interview techniques like the ones described in the books
THE EVALUATION INTERVIEW: HOW TO PROBE DEEPLY, GET CANDID ANSWERS, AND PREDICT THE PERFORMANCE OF JOB CANDIDATES by Richard Fear and, Robert Chiron; or
TOPGRADING, 3RD EDITION: THE PROVEN HIRING AND PROMOTING METHOD THAT TURBOCHARGES COMPANY PERFORMANCE by Bradford D. Smart Ph.D.
Optimizing Talent Workbook, Chapter 5

33. Optimizing Talent Talent Inventory WHAT SHOULD YOU BE DOING? HIPOTs
Succession
Candidates
Create A Framework To Develop Your Talent
Career Growth
Candidates
HIPOTs
High Potential
Talent
Key
Contributors
Talent Inventory
NON-HIPOTs
High Potential
Talent
Team
Players
Problem
Children
Exit

34. Benefits of Optimizing Talent

35. Performance Management
Definition: A year-long collaborative process between an employee and manager that links individual performance to the objectives of the work unit and the strategic and operational goals & processes of the organization.
EMPLOYEE PERFORMANCE MANAGEMENT INCLUDES:
Planning Work And Setting Expectations
Continually Monitoring Performance
Developing The Capacity To Perform
Periodically Rating Performance In A Summary Fashion
Rewarding Good Performance

36. GE Simple Report

37. GE Report Improved – Employee’s Section

38. GE Report Improved – Employee’s Section

39. GE Report Improved – Manager’s Section

40. GE VALUES

41. Always With Unyielding Integrity
GE Growth Values… Headlining Phrases
External Focus
Clear Thinker
Imagination
Inclusiveness
Expertise
Defines success through the customer’s eyes
In tune with industry dynamics…sees around corners
Generates new and creative ideas…open to change
Resourceful…displays courage & tenacity
Teamwork…respects other’s ideas + contributions
Creates excitement and drives engagement
Domain depth…credibility built from experience
Continuously develops self…loves learning
Seeks simple solutions to complex problems…decisive
Focus…communicates clear + consistent priorities
Always With Unyielding Integrity

42. High Performance Organizations
3 Critical Components Of Your Performance Management System
Job Related Goals
Goals That Support The Organizations Culture/Values
Behavior Strengths And Improvement Areas That Support Personal Growth And Career Aspirations
Discussion More Important Than The Form Itself Keep The System Simple, Automate If Possible
Be Clear About Expected Leadership Behaviors, Everyone Gets Feedback On How They Are Progressing On The Leadership Aspects Of Their Job And It Is Aligned With Their Assessment
Best In Class Standards For Job Or Function
Train Leaders On How To Give Effective Feedback And Coaching, Make It Part Of Their Job Requirements.
Consistent Model For Coaching. Constructive!
Career Pathing Model, Educate Leaders To Have Career Discussions With Their Employees, Keep It Realistic
Create A Culture Where It’s Ok To Ask For Feedback
Leverage Technology And Social Media To Enable Learning And Feedback Exchange
Measure Effectiveness Through Employee Surveys, OCI, OEI.
Be Prescriptive About Positive Management Leadership. Reinforce Through Positive Recognition
Celebrate Progress
Copyright © 2011 by Information Age Publishing
All rights of reproduction in any form reserved.
Reproduced with permission from the Author, Linda Sharkey.

43. Learning and Development
Strategic Alignment
Training and Developmental Assignments
Job Enrichment
Develop Leadership Coaching Skills
Mentoring Top Talent – Train Leaders
Professional Coaching
Clearly Defined Leadership Competencies
Address Development Gaps
Measure Impact of Learning & Development
Build a Constructive Culture
Make it a part of your Session C process

44. Talent Development Development Is More Than Attending Training…
POSSIBLE DEVELOPMENT ACTIVITIES
Lead A Team On An Important Project
Handle A Negotiation With A Customer Or Supplier
Install A New System Or Implement A Process
Manage A Product, Program, Equipment Or Systems Purchase
Interview Job Candidates
Work On A Cross-functional Team
Manage The Visit Of A VIP Customer
Lead A Cost-cutting Project
Resolve Conflict Among Team Members
Facilitate A Meeting
Lead A Team Of Experienced People
Lead A Team Of Former Peers
Work On Something You Hate To Do
Mentor A New Employee
Organize A Team Celebration
Lead A Course Or Workshop
Teach Someone How To Do Something

45. Human Resources Capability
How many of you have an Organization Development Function within you HR Department?
Cultural Assessments, OCI
Exit Interviews
Employee Climate Surveys, OEI
Customer Surveys Regarding The Culture And Values
Employee Advocate
Assessment Skills, Both Organizational And Individual Talent
Super Coach
Strategist, Analyze And Solve People Impact, (CAP), Create Workforce Plans
HR Analytics
Leadership Development
Measuring The Impact Of HR Activities And Initiatives

46. Organization Development Strategy
Talent Management: The process of facilitating the development and career progress of highly talented and skilled individuals for the future good of the organization.
Replacement Planning: Planning their potential replacement of current leadership positions.
Succession Planning: The process of looking at the leadership competencies and structures that will be needed for the future and ensuring the development of successors to meet future needs
Coaching: “Shape the understanding, development, and learning, of team members so they can deliver results both independently and in concert with the strategic goals and objectives of the whole organization”.

47. Talent Data Analytics Using The TOF to
Ensure Sustainability & Growth By:
Gathering, Interpreting, and Leveraging the Right Talent Data
Link to Take Survey –
Critical To Success
Leadership Assessment Data – Assess Leaders against a set of criteria/ competencies
Cultural Assessment Data
Employee Engagement and Satisfaction
Customer Satisfaction Data – External and Internal
Retention Data
R&R Data
Talent Pipeline Data
Hiring the Best Talent Data
Market Performance Data