1

Kathryn Meyer Gettelmankmgettelman@gmail.comhttp://kathrynmeyergettelman.weebly.com/

Building Something Real: Moving Talent Management to the Forefront of Business Strategy

2

Talent

Strategically maximize the development of each individual to activate Integrity, Commitment to Stakeholders, and Passion for Excellence

My Mission Statement

Moving talent management to the Forefront of Business Strategy… Having talent help shape where we want to go, not just how to get

there

Building Something Real

Innovation

Risk Management

Creativity

Organization Effectiveness

Change Leadership

Collaboration Strategic Plan

GROWTH EXPANSION

3

Five Broad Challenges Facing CEO’s Today:

Culture

Customer Focus

Strategy

Risk

Source: Inside the mind of the CEO: Careful what you wish for – The Conference Board, 2008

Talent

4

Sourc

ing /

Recru

iting

Neede

d an

d

Exquis

ite

Talent

Talent

Identification,

Developm

ent, &

Succession

Learning &Development

ExecutiveCommitment &Engagement

Knowled

ge

Man

agem

ent

Competency

Model

Development &

Deployment

Rew

ard

&R

ecog

nitio

n

Performance

Managem

ent

Talent Avant-Garde

MetricsMetrics

© 2007 Center for Creative Leadership. All rights reserved.

5

An Example

6

ExecutiveCommitment &Engagement

Quarterly Talent Briefings to the Board

Defining and Executing a Leadership Strategy that Enables the Business Strategy, Vision, and Mission of the Organization

Ensuring a focus on talent!

Advisement to the Compensation Committee and/or O&O Committee

Enabling the demonstrated leadership capability of the Board and Executive Team

77

Proposed Programme Overview for the Executive Proposed Programme Overview for the Executive TeamTeam

Pre-Programme Work

•Pre-reading

•Completion of a few personality assessments

•Develop “World from your View”

•Asking your teams to provide confidential feedback

• Identify key initiatives for your group/team

Day 1

(of 2 Day Retreat)

•Introduction, Norms, Discussion, Expectations

•World From Your View

•SBI

Phase 5: 1 Day Retreat

• Workplace Big 5

•Collaborative Teams

LunchLunch

Day 2

(of 2 Day Retreat)

•FIRO-B

•Paradox Wheel

•Team Assessment using the Paradox Wheel

•Debrief

• Our Executive Team Charter

LunchLunch

• Homework: Personal view of 15 Core Operating Agreements

Day 3

(1 day retreat)

•Feedback from your teams

• Review Charter-in-Action

•Integrate with key initiatives for JM (our vision, mission, and 3 year plan

• Our Executive Team Charter

• Identification of key intiatives

LunchLunch

Phase 2: Pre-Work

Phase 3: 2 Day Retreat

Phase 4:Charter in Action

Phase 1: Interviews

8

CompetencyModel

Development &Deployment

Job Competencies

Organizational Competencies

Leadership Competencies

Ensuring there is a golden thread between all three sets of competencies and the overall leadership

strategy

9

Talent ID, Development

& Succession

•Having a clear vision and mission, examining roles to ensure each role is aligned•Assessment of current talent versus success model for each role

•Capable, Available, Valuable, Mitigation of “Derailable”•Talent reviews that incorporate performance, expectation, threat of loss•Annual review of EVERYONE•Semi-annual review of critical talent•Development plans created for each role and step on the career path (our stepping stones)•Identifying 2-3 successors for each Exec. Team role•Revising total rewards based on talent priority

10

22%

78%Female

Male

33%

67%POC

Caucasian

44%

56%

< 5 years at CCL

> 5 years CCL

Demographics Percent Retention of Top Talent (ET Members) 100%

22% Have at least 2 successors56% Have one potential successor33% Have no successors identified

GM-Americas All Plans are in

APAC Original plans being refined given changes in structure

EMEA All Plans are in

RIPD All Plans are in

Advancement/ENP All Plans are in

Global Marketing All Plans are in

Finance/IT/Facilities IT plans were given a month extension due to E4SE

Talent Management All Plans are in

Development Plan Status

GM-Americas Two potential successors; 2-3 yearsAPAC Currently no successors in pipeline

EMEA One potential successor; 6-12 months

Org Leadership Currently no successors in pipeline

Research Two potential successors; 6-12 months

Advancement/ENP One potential successor; 6-18 months

Global Marketing Two potential successors; 6-18 months

Finance/IT/Facilities One potential successor; 6-18 months

Talent Management One potential successor; 6-12 months

Succession Pipeline

ET Talent Dashboard - Example

11

• Integrate talent development as a core capability and expectation of leadership

• Fill the pipeline with people capable of bigger roles and delivering extraordinary results

• Ensure that performance is measured objectively and consistently across the organization

• Build and develop our leadership culture

Talent Development System Objectives

12

• Increased organizational capacity and client delight• Increased retention, especially of high-potentials, (90% is

scorecard metric)• Decreased lag time in filling roles• Increased ratio of internal/external sourcing for positions

(75/25 goal metric), especially for key leadership roles• More meaningful calibration of performance assessment• Purposeful development based on enhancing CCL’s ability to

exceed client expectations• Better alignment of merit increase (and bonus) to

performance and talent rating• Enhanced succession preparedness for key roles supported by

a systemic succession planning process• Process for action defined and measured!

ROI of Global Talent System

13

Strategy Retention Assessment

Diversity

PipelineOf

Talent

Workforce

Planning

College

Recruiting

ATS

On-Boarding Engagement

Recruitment

B.I.C. Team

Development

ExternalRecruitingSources

Succession

Planning

STARS: Superior Talent Acquisition and Retention Strategy

13

Sourcing /Recruiting

Needed and Exquisite

TalentDeveloping reliable sources of talent for the organization

(for now and future business requirements) and practices for attracting that talent to the organization.

14

Learning &Development

Creating opportunities for

employees to enhance

their capabilities and

connections with others in

the organization in order to

improve job performance,

career advancement, team

synergy, and personal

growth.

Aspiration

Engagement

Ability

15

Skills

Knowledge

Assessment

Career

Role

Personal

Team

Experience

Capability – Development Plans

NeedsAnalysis

Design Evaluate

Deliver

16

1. Project Management Training2. Shadowing someone in a desired role (e.g., a program coordinator

shadowing a project manager)3. E4SE training4. Attending an FOL or LDP5. Organizational Leadership capability development (how to do the work and

sell the work)6. Cross-functional training across the enterprise (e.g., having someone in

CASG learn project management skills to help the Global Voice of Leadership project)

7. Receiving 360 degree data and implementing a development plan based on that feedback

8. Public speaking/enhancing written and spoken communication effectiveness

9. Expand international awareness (what we provide internationally and how one can help our international growth)

10. Business acumen: Both about the business of the Center (how do we make money, how do we price work, etc.), but also about the business of our clients (especially our government, healthcare, pharmaceutical, energy and legal sectors).

11. Better understanding of our grant process and becoming more involved in finding/writing grants

* Based on synthesis of all development plans submitted across the enterprise; n = 366 (of 445) as of August 15

Top 11 Developmental Plan Goals

17

August Sept October November December FY10 Q4 FY11 Q1 FY11 Q2

Faculty Design

Elaine Biech (Design SME) colloquium

D6/Evaluation

Design sharing session

(monthly)

Design sharing session

(monthly)

Design sharing session

(monthly)

Design sharing session

(monthly)

Delivery

Innovation Leadership Pilot in Boston

CRM/Consulting

Organizational Leadership

Proposed: Talent

1-day overview on each campus

Proposed: Strategy

1-day overview on

each campus

Proposed: Action

Development 1-day overview

on each campus

Sales

Coaching

Pilot of Adjunct Executive coach assessment/capability (Merck)

Instruments/Assessments ISPI

Leadership Gap Indicator

SIMSRegis Learning Overview

Other

Oneness-experience overview

Proposed: Innovation Leadership 1-day on each campus

Project Management

Capability Development Calendar

Consulting the CCL Way

Edward Marshall/Team Collaboration 1-day overview on each campus Consulting the CCL Way

Edward Marshall/Team Collaboration 1-day overview on each campus

4MAT Design - final session

Edward Marshall/Team Collaboration 1-day overview on each campus

Capability Calendar- Going Forward

18

Ensure formal rewards are that;

REWARDS for great performance (scorecard objectives and displayed leadership potential).

Ensure informal, customized reward/recognition to help build

an engaged and committed workforce.

Reward &Recognition Role Salary

$ Work/Life Balance

$ Competitive benefits, for the individual and the organization, especially for health care and retirement$ Formal and Informal Recognition$ Sales incentive plan that reinforces new business

$ Incentive plan for key “value” roles

Performance Reward

$ Global Consistency

19

Data about each person: capabilities, availability, valueData from managers: derailability, performance ratings, talent reviewsData from the business: resource planning

KnowledgeManageme

nt Talent Management System

lCms

Deliver on-demand content by job familyDeliver on-demand and in-person content for the organizationDevelop content for employees, clients, and participantsIntegrate into talent development tracking

HRIS

Accurate Data; Efficient Response Time; Ease of Use

20

Five Broad Challenges Facing CEO’s Today:

Culture

Customer Focus

Strategy

Risk

Talent

Talent