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Talent Management and Succession Planning at the Executive Level.

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Presentation on theme: "Talent Management and Succession Planning at the Executive Level."— Presentation transcript:

1 Talent Management and Succession Planning at the Executive Level.
A Development Centre Project The following slides will briefly provide a sample of our global client base. Talent Management and Succession Planning at the Executive Level. ACSG Conference, March 2013

2 Agenda Introduction and Project Background Phase 1: Project Set Up
Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

3 Introduction and Project Background
In February 2012 the client engaged Deloitte Consulting to design a globally benchmarked leadership competency framework against which they could assess and develop their top talent. In designing the client Leadership Competency framework, a competency analysis process was followed to determine the competencies that were essential for all Executive and Senior management positions. Project Objectives To identify competencies critical to the roles of all Executive and Senior managers To create a globally benchmarked leadership competency framework To ensure that the competencies identified could be correlated to international benchmarks and latest research findings To design an assessment process that would objectively and comprehensively assess the leadership skills required To establish a basis upon which future development programmes could be built

4 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

5 Project Phases Project Phases Vision Plan Design Build Deliver Operate
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers & Creation of Competency Model Phase 3: Configuration & Selection of all Assessment Activities Phase 4: Conduct Acceleration Centres Phase 5: Consolidation & Feedback Phase 6: Supporting Leadership Development Year 1- 3 Phase 7: Track Growth Degree Feedback Survey (June 2013) Phase 8: Track Growth - 1 Day Acceleration Centre (June 2014) Phase 9: Track Growth Degree Feedback Survey (June 2015)

6 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

7 Strategic Alignment of Business Drivers & Creation of Competency Model
What people know Technical and/or professional information needed to successfully perform job activities. What people have done Educational and work achievements needed to successfully perform job activities. What people can do A cluster of behaviors performed on a job. Who people are Personal dispositions and motivations that relate to job satisfaction, job success or failure.

8 Design Process Business Driver Session
Identify and rank the most important business drivers for the client Identify the organisational fit facets Survey To confirm outcomes of the Business Driver Session To determine a prioritised list of competencies Obtain a comprehensiveness rating from a larger group of managers and leaders Confirm if it would be necessary to collect additional information before finalising the competencies Job Analysis To identify job specific competencies for each of the targeted roles (job level and job specific requirements) To identify the complexity level for each of the targeted roles Scoping and Design Workshop Review outcomes of survey Confirm and validate current approach to the design of the overall competency framework Further differentiate between the levels of leadership

9 Competencies identified to achieve business drivers
Drive Growth Drive profitability 2. Market Differentiation Cultivate a customer focused culture 3. Strengthening the Enterprise Build a high performance culture 4. Drive Towards the Vision Shape Organisational Strategy 5. Drive Efficiency Creates systems, processes and decisions that make effective use of organisational resources and enhance operational efficiency Competencies 1. Business Savvy 2. Passion for Results 3. Establishing Strategic Direction 4. Customer Focus 5. Selling the Vision 6. Authenticity 7. Emotional Intelligence 8. Empowerment/ Delegation 9. Operational Decision Making 10. Building Organisational Talent 11. Navigating Complexity 12. Compelling Communication

10 Outcome of Competency Design Process
16 Competencies were mapped to each of the targeted roles: 12 Competencies = Identified by Business Driver requirements 2 Competencies = Identified by level specific requirements 2 Competencies = Identified by job specific requirements These 16 competencies where then further analysed per role to ensure that the strength of the competence required for successful performance was set in accordance with international benchmarking data and input received from the client

11 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

12 Configuration, Selection and Launch of the Assessment Centres
The Client specified that the process should provide the following; Third generation acceleration centers' Feedback and coaching received immediately following each exercise Participants discuss and score the outcomes with the assessor/s Immediate learning and development takes place Positive experience

13 DDI Assessment Platforms by level for the client
Strategic Leaders Operational Leaders Applied Operational Leaders Mid-Level Leaders Entry Level Leaders Senior Executive Positions Level 5 High-Level 4 Executive Positions Level 4 Level 3 Level 2

14 Psychometric Assessments
The CPA is a process that helps organizations to identify individuals’ innate abilities (theoretical capability) to manage organisational and societal complexity, as well as the likely future growth in this ability.   It serves as an indicator of the pace at which an individual's personal development should proceed, and offers assistance with the setting of realistic career objectives. Participant ‘cognitive fit’ to a particular role will be reported on. Indicates the participant’s preferred style or typical way of behaving and its implications for his/her managerial effectiveness in relevant areas. DDI competencies will be mapped to the Universal Competency Library and these results will be reported as part of Development Opportunities. The Bar-On EQi measures one’s self-awareness and self- acceptance, one’s social awareness and ability to interrelate constructively with other people, the management of one’s emotions and stress, one’s adaptability and how mood and emotions affect one’s motivation. These indicators give information on how a person copes with the stresses of everyday life and work. DDI competencies will be mapped to EQ-I areas and these results will be reported as part of Development Opportunities. MCPA – Modified Career Path Appreciation OPQ (Occupational Personality Questionnaire) BarOn EQ-I

15 Configurations Selected
For each of the targeted roles appropriate exercises were selected during the configuration of the acceleration centres. Approximate number of exercises completed over the two days 2 Analysis Exercises 1 / 2 Direct Report Role Exercises 1 Peer Role Play Exercises Customer Role play Exercise 5 Operational Challenges Competency Based Interview (CBI) where participants had to provide past examples of how they dealt with certain issues / situations in the past

16 Benefits of Development Centre
Configurable Scalable Targeted to the Leadership Levels Holistic Assessment Competency Coverage High Validity High Reliable Full View of Talent Landscape Participation in a world class leadership development programme More simulations allowed for deeper role immersion Configurations closely simulated the future leadership challenges Immediate feedback allowed for deeper insight and thereby deepened the level of self awareness Benefits to The Client Benefits to the Individual Participants

17 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

18 Outcomes of the Strategic Executive Acceleration Centres
Domains Competencies Senior Executive Positions Global Benchmark Interpersonal Compelling Communication Emotional Intelligence New Competency Influence Business / Management Building Organisational Talent Business Savvy Customer Focus Entrepreneurship Establishing Strategic Direction Financial Acumen Operational Decision Making Leadership Empowerment/Delegation Leading Change Leading Teams Selling the Vision Personal Attributes Authenticity Courage Navigating Complexity Passion for Results Development Proficient Strength

19 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

20 Outcomes of the Operational Executive Acceleration Centres
Domains Competencies Executive Positions Global Benchmark Interpersonal Compelling Communication Emotional Intelligence New Competency Influence Navigating Politics Business / Management Building Organisational Talent Business Savvy Customer Focus Driving Execution Establishing Strategic Direction Financial Acumen Operational Decision Making Leadership Coaching and Developing Others Empowerment/Delegation Leading Teams Selling the Vision Personal Attributes Authenticity Courage Navigating Complexity Passion for Results Development Proficient Strength

21 OPQ Mapped Integrated Results
Domains Competencies Senior Executive Positions Executive Positions Interpersonal Compelling Communication Emotional Intelligence Influence Navigating Politics Business / Management Building Organisational Talent Business Savvy Customer Focus Driving Execution Entrepreneurship Establishing Strategic Direction Financial Acumen Global Acumen Operational Decision Making Leadership Coaching and Developing Others Empowerment/Delegation Leading Change Leading Teams Selling the Vision Personal Attributes Authenticity Courage Executive Disposition Navigating Complexity Passion for Results Development Proficient Strength

22 EQ-i Mapped Integrated Results
Domains Competencies Senior Executives Executives Interpersonal Compelling Communication Emotional Intelligence Influence Navigating Politics Business / Management Building Organisational Talent Business Savvy Customer Focus Driving Execution Entrepreneurship Establishing Strategic Direction Financial Acumen Operational Decision Making Leadership Coaching and Developing Others Empowerment/Delegation Leading Change Leading Teams Selling the Vision Personal Attributes Authenticity Courage Navigating Complexity Passion for Results Development Proficient Strength

23 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

24 Integrated Individual Scores - Example
Roles 1 Example Candidate DDI 2.10 OPQ 2.63 EQ-I 1.95 Req. MCPA L5 CLC M/H3 5 year Project. H3 Mode M4 DDI: Acceleration Centre scores OPQ: Occupational Personality Questionnaire EQI: Emotional Intelligence Questionnaire MCPA: Modified Career Path Appreciation CLC: Current level of capability 5 year projection: As per MCPA Mode: Predicted future level of capability Levels High 5 / Mid 5 / Low 5 High 4 / Mid 4 / Low 4 High 3 / Mid 3 / Low 3 Development Proficient Strength

25 Potential Index Explanation
General Assessment research studies indicate the following in terms of the strongest predictors of success: Assessment Centres Cognitive measures Personality measures EQ measures Weighting created for the different tools based on this methodology to create an overall index: those that tend to be stronger predictors tend to have higher weightings. Predictors of Success CPA is the platform on which performance is built but it is only an indication – as soon as the job level becomes more than one level away from the person’s CLC then obvious signs of strain could be evident However in a higher mode person, they may be able to cope with this as they grow into the complexity of the role. Length and nature of experience as well as technical skills also play a role in determining readiness. Succession Readiness

26 Potential Key Index PI Term Key Information Weighted Average
Calculated based on critical Assessment Centre DDI Competencies Other Average Calculated based on remaining Assessment Centre DDI Competencies Total AC out of 3 Total Assessment Centre including weighted and unweighted Competencies providing a higher weight to critical than non critical competencies (67% weighted and 33% unweighted) Capability match out of 5 MCPA score out of 5. Weighted in terms of depending on how close to required Current Level of Capability (CLC) OPQ Weighted Match out of 3 Mapped OPQ scores providing higher weighting to those that loaded on critical competencies (67%) critical and 33% on the rest of the competencies EQ-I Weighted Match out of 3 Mapped EQ-i scores providing higher weighting to those that loaded on critical competencies (67%) critical and 33% on the rest of the competencies Total Match Raw score out of 30 % Match Raw score converted to percentage CLC Current Level of Capability Mode Predicted future level of capability

27 Integrated Potential Match Index - Example
Roles 1 Example Candidate Weight. Ave. 2.3 Oth Ave. 1.9 Tot AC/3 2.1 Capab/5 2 OPQ/3 2.6 EQ-i/3 TOT/30 18.9 % MATCH 63.0 Development Proficient Strength Weighted average: Calculated on critical AC Competencies Other average: Calculated on remaining AC Competencies Total AC out of 3: Total AC. Higher weighting on critical competencies (67% weighted & % unweighted) Capability match out of 5: MCPA score out of 5. Weight dependant on how close to required CLC OPQ weighted match out of 3: Mapped OPQ scores. Higher weighting on indicators that load on critical competencies EQ weighted match out of 3: Mapped EQ-i scores .Higher weighting on indicators that load on critical competencies Total match: Raw score out of 30 % match: Raw score converted to percentage Green: Readiness within 5 yrs with an appropriate development plan and motivation Amber: Readiness within 5 yrs or possibly longer Red: Poor prognosis for readiness

28 Summary of Development Needs
Key development need: Building Organisational Talent Development needs across the Executive and Operational Executive Acceleration Centre’s Passion for Results Customer Focus Other Trends: Across both Acceleration Centre’s Operational Decision Making was the top strength Further recommended development as performance was found to be below the benchmark: Recommended development: Selling the Vision Coaching and Developing Others Navigating Complexity Operational Executive Acceleration Centre: Driving Executions Further recommended development as performance was found to be below the benchmark:

29 Summary of Development Needs
Building Organisational Talent Customer Focus Coaching and Developing Others Driving Execution Areas that should be relatively easy to develop: Selling the Vision Passion for Results Navigating Complexity Suggestions to client - Training and development should be structured over a 18 – 36 month period. In addition there would be value in reviewing recruitment and selection processes to ensure that the competencies which are difficult to develop are already in place. Areas linked to behavioural preferences that are more difficult to develop

30 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

31 Feedback to Individuals
Individual feedback was provided to participants between 1st – 31th August 2012 at the Deloitte offices The psychologists who facilitated the Acceleration Centre’s facilitated the 2 hour individual feedback sessions to each participant Participants all received the following: Detailed and integrated report on the outcomes of all their assessments completed Report on their OPQ personality assessment outcomes Report on their MCPA ability assessment outcomes Workplace report detailing the outcomes of the EQ results Coached report detailing what they could do to develop EQ dimensions Detailed development guides on each area of competence that requires development Memory stick with video footage taken of them during the two days File in which all their reports will be kept as they complete additional assessments during the three year programme Feedback Process

32 Introduction and Project Background
Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers and creation of Competency Models Phase 3: Configuration, selection and launch of all assessment activities Outcomes of executive acceleration centres Outcomes of operational executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

33 Next Steps – Supporting Leadership Development – Year 1
Objective Complete Success Profiles Collect participant CV’s Map experience and knowledge to targeted role Process Update Facilitate sessions with HR and line managers on the process to date Candidate IDP Workshops Workshop to review Success Profiles Define possible development activities/review offerings Craft initial IDP Review and Consolidate Outcomes Supporting Leadership Development / Creating a Culture of Leadership Development 1 day workshop with participant line managers Line and HR roles and responsibilities Individual Development Plan IDP sign-off IDP Delivery Present IDP

34 Next Steps – Year 2-4 Project Phases Vision Plan Design Build Deliver
Operate Project Phases Phase 1: Project Set Up Phase 2: Strategic Alignment of Business Drivers & Creation of Competency Model Phase 3: Configuration & Selection of all Assessment Activities Phase 4: Conduct Acceleration Centres Phase 5: Consolidation & Feedback Phase 6: Supporting Leadership Development Year 1- 3 Phase 7: Track Growth Degree Feedback Survey (June 2013) Phase 8: Track Growth - 1 Day Acceleration Centre (June 2014) Phase 9: Track Growth Degree Feedback Survey (June 2015)

35 Presented by David Bischof
Assessment Centre Manager – Deloitte Consulting Pty Ltd Telephone:

36 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Deloitte provides audit, tax, consulting and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has in the region of 200 000 professionals, all committed to becoming the standard of excellence. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2013 Deloitte & Touche. All rights reserved. Member of Deloitte Touche Tohmatsu Limited 36


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