1. Building Your Talent Pools through Skill-based Mentoring Presented by Pat Schnee Building Your Talent Pools through Skill-based Mentoring

2. Section One: Purpose

3. What is Generational Talent Mentoring? A program to give any employee from any generation a way to transfer or receive a new skill.

4. Make Learning a Strategic Priority

6. Global Executive Talent Survey 55% of respondents said their organization’s performance was likely or very likely to suffer in the future due to insufficient leadership talent. 55% said their firm was fair to poor at identifying talent and communicating promotions. Only 20% of respondents said they spend time on managing leadership talent or involved their HR department as a “true strategic partner.”

7. Taleo & Human Capital Institute Global study Explored recession affects Identified top three concerns

8. “Top Three” Biggest Risks Facing Businesses in Today’s Economy 1.Decreased employee engagement and productivity 2.Loss of top performers/talent 3.Key leadership gaps

9. In a down economy, the way an organization treats its employees, including those it is forced to let go, becomes a central factor in determining the company’s public reputation and brand as a responsible business.

10. Develop Effective Talent Management Strategies 1.Use leadership and employee development programs to improve productivity and increase retention 2.Revise our workforce plans to align corporate goals with employee goals 3.Identify and retain your talent

11. What is Talent Management? Talent Management is the implementation of integrated strategies or systems designed to improve processes for recruiting, developing, and retaining people with the required skills and aptitude to meet current and future organizational needs.

12. Successful Talent Management Practices: 1.Talent key enabler of any organization 2.Talent drives performance 3.Quality of your people true competitive differentiator 4.The right talent doing the right work at the right time

13. Section Two: Organization Branding

14. Who Are You?

15. 15 Generations: 1901-1932GIs(Civic) 1933-1945Vets(Adaptive) 1946-1954Boomers(Idealists) 1955-1964Zoomers(Self) 1965-1976Gen X(Reactive) 1977-1998Gen Why(Civic) 1999-2025Cyber (Adaptive/Protected)

16. Radio: survival TV: live to work Computer: Work life balance Internet: Means to an end Work ethic Cyber Self reliance High self esteem GENERATIONS

17. What Do You Want? Organizations Workforce

18. Organization Survey Sample 1.Describe a successful and accomplished employee. 2.What do you do to attract new employees? Why should they work for you? 3.When do you feel extremely dissatisfied with an employee? 4.Why do you think employees leave your company? What would you offer to entice an employee to stay? 5.Do you have an ongoing mentoring program in place in your organization? Please explain.

19. Workforce Survey Sample 1.When do you feel successful and accomplished? 2.Why did you choose to work for your current employer? 3.At work, when do you feel extremely dissatisfied? 4.What would cause you to change jobs now? 5.What would entice you to stay and remain in your current organization? 6.Is it important for you to have a mentor in the workforce? If so, what are your expectations of this mentor?

20. What distinguishes a company that has deeply engaged and committed employees from another one that doesn’t?

21. Answer: It’s the ability to express to current and potential employees what makes the organization unique and then live it.

22. Signature Experiences Visible, distinctive element of work environment Powerful messages about organization’s aspirations, skills, and commitment needed to succeed

23. Employee Value Proposition (EVP) is a term used to denote the balance of the rewards and benefits that are received by an employee in return for their performance at the workplace. It is the key concept in Employee Branding

24. Section Three: Implement Skill-Based Mentoring

25. Competencies Behavioral- based and often come as result of direct experience. Example: Analytical thinking Skills Often task- oriented and can be easily trained. Example: Being proficient in MS Excel

26. 1.Determine the strategic needs of the business. (core business strategy) 2.Decide what the business will need in the way of talent 5 years from now. (just a guess) 3.Define your current key skill and knowledge competencies. (look deep inside) 4.Identify your current talent pool of key positions and potential successors. (invest in internal leaders) 5.Evaluate your current generation demographics. (time objective)

27. Five Step Skill-Based Mentoring Plan 1.Assess and identify critical skills 2.Identify mentoring talent pools 3.Establish performance accountabilities 4.Implement robust learning and development 5.Require talent skill review

28. #1 Assess and Identify Critical Skills Establish skills required to support five- year plan Create skills for all key areas, not just for leadership. Define skill-based training to increase employee engagement and retain talent.

29. #2 Identify Mentoring Talent Pools Having visibility helps determine who is ready to take the next step and who may have come into the organization with skills critical to filling the role of the business. Having visibility into the mentoring talent pool gives an organization the opportunity to be ready.

30. Mentee Evaluation: 1.What skills will you personally need to develop to be able to succeed in the future? 2.In what kinds of situations have you found yourself most comfortable with the status quo? Why would you avoid change in these situations? 3.In what ways are you currently opening your perspectives, and challenging your beliefs or assumptions?

31. Mentor Evaluation: What skill/skills do I have that I could teach to another employee? How can I support a mentee to help increase their knowledge and skills? How can I learn from this exchange?

32. #3 Establish Performance Accountabilities Make programs available to all employees to close skill gaps Set and measure specific outcomes Have clear, well-defined goals, and make sure people have the skills to reach those goals.

33. #4 Implement Robust Learning and Development Develop planning process: formal or informal Make it fun/encourage every employee to take part Start small /offer select skill training Ascertain mentors/ideal performers or volunteers Communicate purpose, value and benefits to whole organization Role out pilot program

34. #5 Require Skill-Based Mentoring Review Have ongoing discussions w/ mentors, mentees, and leadership to validate program success The process should be monitored to ensure the plan is being carried out as designed Be prepared to listen, learn and change the plan to meet the Mentoring Purpose

35. “Generational Talent Mentoring” instills a sense of value among employees that supports positive moral and excitement around learning and innovation. Let skill-based mentoring be your organization’s signature experience.

36. “Thank You” for spending your time with me today. pschnee@austin.utexas.edu 512-232-2235 512-468-6215 pschnee@austin.utexas.edu