TALENTBUILDER® Version 2.1 Slide 1 © MasteryWorks, Inc ® © 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced without written permission of Lee Hecht Harrison, LLC. Building a Talent Mindset A presentation prepared for the 2011 Strategic Leadership Conference (Richmond SHRM) Alma W. Hughes Senior Vice President, LHH

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 2 ® Lee Hecht Harrison is the global talent development leader in connecting people to jobs and helping individuals improve performance. LHH has expertise in four key areas which are based on our core competency in Talent Development.

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 3 ® Version 2.1

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 4 ® Census Data

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 5 ® Objectives Establish what is required to retain and engage the human resources of an organization Introduce a model for five coaching practices to ensure retention and engagement of talent within the organization Assess the "retention risk" of your organization Understand what the "real cost" of losing talent

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 6 ® Purpose Provide you with a talent planning and coaching process for developing, engaging, and retaining key employees.

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 7 ® Have you ever left an organization? Why? Why have you stayed in an organization? Participant Survey

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 8 ® Lack of: Work and life balance A+/great managers Challenging work and special projects Training and development options Career discussions Career advancement and mobility options Strategic vision Mentoring Recognition Comparable compensation Why Employees Leave – Exit Interview Data

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 9 ® A+ Management Practices – Why Employees Stay Appreciate uniqueness Employees feel in sync and respected for their values, style, interests, skills. Assess capability Employees know how they are viewed – individual and team performance, reputation, and network. Anticipate the future Employees see options and how they fit in the future of their industry, organization, profession and position. Align aspirations Employees’ long and short term aspirations are aligned to mission and strategies of the organization. Accelerate learning Employees are challenged by work and learn continually.

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 10 ® Career Management Process l Competencies/Skills l Interests l Values l Style Appreciate Uniqueness Person How Am I Unique? l l Performance/Reputation l l Team Perspective l l Network Assess Capability Performance What Are My Capabilities? l l Industry Knowledge l l Organization Knowledge l l Profession/Trade Anticipate the Future Place How Is The World of Work Changing? l l Career Options l l SMART Goals l l Alignment Check Align Aspirations Possibilities What Are My Aspirations? l l Build Support l l Learning Plan/IDP l l Practice Daily Accelerate Learning Plan How Can I Accelerate My Learning? Management Practices Employee Practices Career Initiatives

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 11 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 12 ® Career Fit ™

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 13 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 14 ® Capability Formula Reputation x Performance (Individual and Team) x Network

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 15 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 16 ® Web of Work

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 17 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 18 ® Multiple Career Options EnrichmentLateralVertical Exploration RealignmentRelocation

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 19 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 20 ® Build Support for Your Learning

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 21 ® Career Management™ Process

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 22 ® Career Management Process l Competencies/Skills l Interests l Values l Style Appreciate Uniqueness Person How Am I Unique? l l Performance/Reputation l l Team Perspective l l Network Assess Capability Performance What Are My Capabilities? l l Industry Knowledge l l Organization Knowledge l l Profession/Trade Anticipate the Future Place How Is The World of Work Changing? l l Career Options l l SMART Goals l l Alignment Check Align Aspirations Possibilities What Are My Aspirations? l l Build Support l l Learning Plan/IDP l l Practice Daily Accelerate Learning Plan How Can I Accelerate My Learning? Management Practices Employee Practices Career Initiatives

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 23 ® Assess Appreciate Anticipate Align Accelerate Career Management™ Process Integrated Career Management Process© (based on the work of Dr. Caela Farren; developed by Alma Hughes)

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 24 ® Actions of A+ Managers Appreciate uniqueness 1. Talk about unique talents and behavioral strengths/personality, and how employees can make contributions to the organization. 2. Determine if employees have chosen a profession or trade and discuss their current level of mastery 3. Learn if employees are motivated by (or have a preference for) working with people, data, ideas or things 4. Discuss values that are considered important and whether employees’ work is “in sync” with their values 5. Ask employees what they find challenging about their current work 6. Help employees identify the type of work that is of most interest 7. Discuss employees’ prior work experiences to identify all their skills and competencies 8. Help employees list their marketable skills and competencies 9. Negotiate work schedules, work styles or work preferences so that talented employees can fit into the organization 10. Listen to employees’ concerns about the progress or direction of their careers

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 25 ® Actions of A+ Managers Assess capability 1. Explain your criteria for assessing the quality of peoples’ work 2. Negotiate agreements for the results employees will be responsible for producing 3. Provide individuals with specific feedback on day-to-day performance 4. Recognize and reward employees for their contributions to the organization in the presence of customers, colleagues and leaders 5. Ask for specifics when others are discussing the reputation of your employees 6. Discuss with employees how their current performance affects their reputation and career goals 7. Build a positive reputation for your employees with managers, leaders, and customers by citing specific accomplishments and contributions made by your employees 8. Help employees widen and strengthen their industry, organizational, and professional support networks 9. Tell employees which competencies are most important for daily performance 10. Forster discussions with team members on their strengths and development needs as team players

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 26 ® Actions of A+ Managers Anticipate the future 1. Talk in-depth about future competency requirements, based on trends in the industry and in the profession 2. Talk clearly about changes in the organization that will require new learning 3. Help employees see how changes in technology will affect future career options 4. Discuss whether employees are in core or secondary professions, based on the organization’s mission 5. Explore how to take advantage of the organization’s mission and competitive advantage 6. Explain formal and informal factors that determine career successes in the organization 7. Lead discussions on how to anticipate trends in their profession(s) that will affect career prospects 8. Provide an overview of the types of career opportunities available in the organization, based on changing organizational needs 9. Describe how the most successful people in the organization get things done 10. Help employees learn how to use new technology that will increase their personal productivity

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 27 ® Actions of A+ Managers Align Aspirations 1. Show employees how their work helps achieve the organization’s long-term strategies 2. Make sure that employees are working on long-term goals that enhance future mastery in their profession 3. Know the kind of work employees are seeking and work diligently to find opportunities, either inside or outside of your immediate area 4. Ensure that employees view their goals and aspirations in terms of their industry and profession 5. Help employees develop multiple career goals – lateral, enrichment, exploratory, vertical, etc. 6. Help individuals link their career goals to the organization’s strategic aims 7. Discuss with employees how their goals fit the organization’s needs 8. Help employees think of ways to make their current job more “in sync” with their values and aspirations 9. Inform employees of potential organizational changes that may impact their career goals 10. Discuss long-term aspirations as well as short term goals with employees

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 28 ® Actions of A+ Managers Accelerate Learning 1. Link employees to resources and mentors in other parts of the organization 2. Enable employees to have a variety of learning experiences (e.g., courses, conferences, long-distance learning, mentor relationships and temporary assignments) 3. Foster networking by bringing people into the department and helping them connect with others in the industry, organization and related professions 4. Pair up employees with mentors in their profession to help them achieve a higher level of professional mastery 5. Coach employees in developing detailed learning plans based on their career goals 6. Review employees’ progress and make recommendations on their development plans 7. Follow-up with individuals on the outcomes of referrals you have given them 8. Discuss your team members’ career goals and abilities with other managers 9. Provide on-the-job work experiences to help employees develop new competencies 10. Arrange a temporary assignment to another department to aid someone’s career development

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 29 ® TalentBuilder ™ Assessment Review the 10 behaviors listed under each practice category Choose 2-3 behaviors from the list that you think would have the greatest benefit to your organization, if done more frequently Share: the behaviors you selected, why you selected them, and the benefits that would result from the practices and any “themes” (i.e., criteria for selecting the behaviors) that came up for the group

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 30 ® Assess Appreciate Anticipate Align Accelerate Career Management™ Process Integrated Career Management Process© (based on the work of Dr. Caela Farren; developed by Alma Hughes)

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 31 ® Retention Risk  Assessment Answer the 15 questions for one of your employees and check the box if your answer is “No” or “Don’t Know” Total the number of checks (NOs) at the bottom of each employee column Review your scores and note the “Risk Levels” (High, Medium, or Low) for each of your employees

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 32 ® Assess Appreciate Anticipate Align Accelerate Career Management™ Process Integrated Career Management Process© (based on the work of Dr. Caela Farren; developed by Alma Hughes)

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 33 ® Cost of Talent Leaving Loss & Replacement Costs= __________ Termination cost= ________ Search fees= ________ Hiring processing cost= ________ Relocation cost= ________ Training cost= ________ Business Opportunity Costs= __________ Loss in productivity + overtime + contingency workforce= ________ Loss of customers= ________ Delay in project or product to market= ________ Other= ________ Grand Total= __________

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 34 ® Assess Appreciate Anticipate Align Accelerate Career Management™ Process Integrated Career Management Process© (based on the work of Dr. Caela Farren; developed by Alma Hughes)

TALENTBUILDER® Version 2.1 MasteryWorks 2011 Slide 35 ® Debrief Major learning? Conversation they want to have with key employee?

TALENTBUILDER® Version 2.1 Slide 36 © MasteryWorks, Inc ® © 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced without written permission of Lee Hecht Harrison, LLC. For further information, please see us at Booth 13 or Contact Kristi McGeever ( )