Presentation on theme: "A Framework for Aligning Talent to Strategic Outcomes"— Presentation transcript:
1 A Framework for Aligning Talent to Strategic Outcomes Optimizing TalentA Framework for Aligning Talent to Strategic Outcomes
2 Keys to SuccessEvery 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
4 Vision/Mission/Values Key EnablersKey EnablersThe 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.LeadershipLEADERSHIP IMPACTVision/Mission/ValuesThoughts/EmotionsActions/BehaviorsBULL’S EYE EXERCISEExperiencesBeliefs/ValuesDecisionsActions/BehaviorsLeadership
22 GE Session CSession C is an annual organizational and individual review processObjectivesEstablish a framework for a formal performance discussionImprove business performance –link and align individual objectives with business strategySet clear expectations and stretch targets for performanceDevelop leadership and technical skillsIdentify strengths and development needsHighlight career/job interestsDifferentiate based on overall rating: top talent, highly valued and less effective employeesReward based on contributions and skills
23 Focuses Both On The Individual + Key Development Process…Session CFocuses Both On The Individual +The CompanyIndividualFeedbackDevelopmentCareerCompanyOrganizationLeadershipInitiativesIntense Performance CultureShared Values and Growth TraitsDisciplined and Rigorous Process
25 Consistent agenda… Discussion varies by business needs Business Session C AgendaBusiness LeadershipDirect Report organization chartOverall rating/promotability - Officers & SEBsSuccession Plan for direct reportsOrganization restructuring plansPipelineOverall rating/promotability - EBsVP and SEB potentialsDiverse representation and trendRetention initiativesTraining nominations3. Growth & CultureCommercial ExcellenceGlobalization“Expert Paths” in CareersGrowth LeadersConsistent agenda… Discussion varies by business needs
26 GE ExampleCEO 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 CULTURECore business processesAprilJuneAugustOctoberDecemberMarchMayJulySeptemberJanuaryNovemberFebruaryLeadership meetings
28 Talent Assessment 2 Dimensions of Talent Assessment 1. THE OVERALL RATINGThe overall assessment of the employee’s contribution to the organizationObjectively based on past performance, demonstrated values, and unique skillsGuidelines available to ensure appropriate differentiation across the Organization2. PROMOTABILITY RATINGHigh 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 RatingsEmployee Performance – Nine Block
31 Employee Differentiation Promotability Promotabiltiy Can Be Constrained By A Recent Promotion Or Organization Structural DesignAn Individual’s Capacity Based On Performance, Aptitude, Demonstrated Ability And Interest To Take On Broader ResponsibilitiesDemonstrates Attributes That Could Be Applied To Bigger RolesDemonstrates Leadership CapabilitiesCommunication And Influence SkillsPROMOTABILITY 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 InterviewThe 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 booksTHE EVALUATION INTERVIEW: HOW TO PROBE DEEPLY, GET CANDID ANSWERS, AND PREDICT THE PERFORMANCE OF JOB CANDIDATES by Richard Fear and, Robert Chiron; orTOPGRADING, 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 SuccessionCandidatesCreate A Framework To Develop Your TalentCareer GrowthCandidatesHIPOTsHigh PotentialTalentKeyContributorsTalent InventoryNON-HIPOTsHigh PotentialTalentTeamPlayersProblemChildrenExit
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 ExpectationsContinually Monitoring PerformanceDeveloping The Capacity To PerformPeriodically Rating Performance In A Summary FashionRewarding Good Performance
41 Always With Unyielding Integrity GE Growth Values… Headlining PhrasesExternal FocusClear ThinkerImaginationInclusivenessExpertiseDefines success through the customer’s eyesIn tune with industry dynamics…sees around cornersGenerates new and creative ideas…open to changeResourceful…displays courage & tenacityTeamwork…respects other’s ideas + contributionsCreates excitement and drives engagementDomain depth…credibility built from experienceContinuously develops self…loves learningSeeks simple solutions to complex problems…decisiveFocus…communicates clear + consistent prioritiesAlways With Unyielding Integrity
43 Learning and Development Strategic AlignmentTraining and Developmental AssignmentsJob EnrichmentDevelop Leadership Coaching SkillsMentoring Top Talent – Train LeadersProfessional CoachingClearly Defined Leadership CompetenciesAddress Development GapsMeasure Impact of Learning & DevelopmentBuild a Constructive CultureMake it a part of your Session C process
44 Talent Development Development Is More Than Attending Training… POSSIBLE DEVELOPMENT ACTIVITIESLead A Team On An Important ProjectHandle A Negotiation With A Customer Or SupplierInstall A New System Or Implement A ProcessManage A Product, Program, Equipment Or Systems PurchaseInterview Job CandidatesWork On A Cross-functional TeamManage The Visit Of A VIP CustomerLead A Cost-cutting ProjectResolve Conflict Among Team MembersFacilitate A MeetingLead A Team Of Experienced PeopleLead A Team Of Former PeersWork On Something You Hate To DoMentor A New EmployeeOrganize A Team CelebrationLead A Course Or WorkshopTeach Someone How To Do Something
45 Human Resources Capability How many of you have an Organization Development Function within you HR Department?Cultural Assessments, OCIExit InterviewsEmployee Climate Surveys, OEICustomer Surveys Regarding The Culture And ValuesEmployee AdvocateAssessment Skills, Both Organizational And Individual TalentSuper CoachStrategist, Analyze And Solve People Impact, (CAP), Create Workforce PlansHR AnalyticsLeadership DevelopmentMeasuring 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 needsCoaching: “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 DataLink to Take Survey –Critical To SuccessLeadership Assessment Data – Assess Leaders against a set of criteria/ competenciesCultural Assessment DataEmployee Engagement and SatisfactionCustomer Satisfaction Data – External and InternalRetention DataR&R DataTalent Pipeline DataHiring the Best Talent DataMarket Performance Data