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Talent Management and Succession Planning at the Executive Level. A Development Centre Project ACSG Conference, March 2013.

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Presentation on theme: "Talent Management and Succession Planning at the Executive Level. A Development Centre Project ACSG Conference, March 2013."— Presentation transcript:

1 Talent Management and Succession Planning at the Executive Level. A Development Centre Project ACSG Conference, March 2013

2 © 2012 Deloitte Touche Tohmatsu 2 Agenda 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

3 © 2013 Deloitte Touche Tohmatsu Limited3Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited4Deloitte 4 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

5 © 2013 Deloitte Touche Tohmatsu Limited5Deloitte Project Phases Vision PlanDesignBuild 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)

6 © 2013 Deloitte Touche Tohmatsu Limited6Deloitte 6 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

7 © 2013 Deloitte Touche Tohmatsu Limited7Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited8Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited9Deloitte Competencies identified to achieve business drivers 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 1.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

10 © 2013 Deloitte Touche Tohmatsu Limited10Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited11Deloitte 11 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

12 © 2013 Deloitte Touche Tohmatsu Limited12Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited13Deloitte DDI Assessment Platforms by level for the client Strategic Leaders Operational Leaders Applied Operational Leaders Mid-Level Leaders Entry Level Leaders Level 5 Level 2 Level 3 Level 4 High-Level 4 Senior Executive Positions Executive Positions

14 © 2013 Deloitte Touche Tohmatsu Limited14Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited15Deloitte 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 2Analysis Exercises 1 / 2 Direct Report Role Exercises 1 Peer Role Play Exercises 1 Customer Role play Exercise 5 Operational Challenges 1 Competency Based Interview (CBI) where participants had to provide past examples of how they dealt with certain issues / situations in the past

16 © 2013 Deloitte Touche Tohmatsu Limited16Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited17Deloitte 17 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

18 © 2013 Deloitte Touche Tohmatsu Limited18Deloitte Outcomes of the Strategic Executive Acceleration Centres Domains Competencies Senior Executive Positions Global Benchmark Interpersonal Compelling Communication Emotional IntelligenceNew 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 AuthenticityNew Competency CourageNew Competency Navigating ComplexityNew Competency Passion for Results DevelopmentProficientStrength

19 © 2013 Deloitte Touche Tohmatsu Limited19Deloitte 19 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

20 © 2013 Deloitte Touche Tohmatsu Limited20Deloitte Outcomes of the Operational Executive Acceleration Centres Domains CompetenciesExecutive PositionsGlobal Benchmark Interpersonal Compelling Communication Emotional IntelligenceNew 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 AuthenticityNew Competency CourageNew Competency Navigating ComplexityNew Competency Passion for Results DevelopmentProficientStrength

21 © 2013 Deloitte Touche Tohmatsu Limited21Deloitte OPQ Mapped Integrated Results DomainsCompetencies 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 © 2013 Deloitte Touche Tohmatsu Limited22Deloitte EQ-i Mapped Integrated Results Domains CompetenciesSenior ExecutivesExecutives 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 © 2013 Deloitte Touche Tohmatsu Limited23Deloitte 23 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

24 © 2013 Deloitte Touche Tohmatsu Limited24Deloitte Integrated Individual Scores - Example Roles1 Example Candidate DDI2.10 OPQ2.63 EQ-I1.95 Req. MCPAL5 CLCM/H3 5 year Project.H3 ModeM4 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 DevelopmentProficientStrength

25 © 2013 Deloitte Touche Tohmatsu Limited25Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited26Deloitte Potential Key Index PI TermKey Information Weighted AverageCalculated based on critical Assessment Centre DDI Competencies Other AverageCalculated 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 MatchRaw score out of 30 % MatchRaw score converted to percentage CLCCurrent Level of Capability ModePredicted future level of capability

27 © 2013 Deloitte Touche Tohmatsu Limited27Deloitte Integrated Potential Match Index - Example Roles1 Example Candidate Weight. Ave.2.3 Oth Ave.1.9 Tot AC/32.1 Capab/52 OPQ/32.6 EQ-i/32.1 TOT/ % MATCH63.0 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 & 33% 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 DevelopmentProficientStrength

28 © 2013 Deloitte Touche Tohmatsu Limited28Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited29Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited30Deloitte 30 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

31 © 2013 Deloitte Touche Tohmatsu Limited31Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited32Deloitte 32 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 operational executive acceleration centres Introduction and Project Background Outcomes of executive acceleration centres Individual Performance Phase 4: Feedback to individuals Phase 5: Supporting leadership development – Year 1

33 © 2013 Deloitte Touche Tohmatsu Limited33Deloitte 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 © 2013 Deloitte Touche Tohmatsu Limited34Deloitte Vision Plan Design BuildDeliver 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) Next Steps – Year 2-4

35 © 2013 Deloitte Touche Tohmatsu Limited35Deloitte 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.www.deloitte.com/about 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 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


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