2-talent management process optimized

Are Your Companys Talent Management Practices Optimized to Address the Future

Changing Needs of Your Business?

People Process Technology Strategy - Compliance

Expert Panel Discussion / Presentation The Chicagoland Chamber of Commerce

January, 25, 2012

Introductions George Langlois, PhD

President of Organizational Strategies Inc. Director of the Center for Research and Services at IIT 25 years experience in organizational effectiveness,

executive assessment and talent management systems

Lori Muehling, PhD, RODC

Director of Talent Management & Organizational Development at Exelon Generation

25 years organization development, talent management and human resources experience

Carl Kutsmode Partner at talentRISE LLC 20 years recruiting and talent operations management

consulting experience

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Panel Discussion Overview Talent Management Trends & Leading Practices: What key components make

up the talent management system of top performing companies?

George M. Langlois, Ph.D., President, Organizational Strategies, Inc. and Senior Consultant to talentRISE

Talent Management Critical Review Business Case - What are the practical considerations to consider when reviewing and revising your talent management practices?

Lori Muehling, Ph.D., RODC, Director of Talent Management & Organization

Development, Exelon Generation

Optimizing Your Talent Decisions How top performing companies who optimize their talent management practices are able to make informed talent decisions that ensure future business performance goals are met?

Carl Kutsmode, Managing Partner, talentRISE

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Talent Management Trends & Leading Practices Framework

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Future Trends: Changes in Overall Talent Mgmt CEO Priorities in 2011/2012

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Source: Deloitte - Talent Edge 2020: Blueprints for the new normal (December 2010)

Greatest Shift in Focus is On: 1. Performance Management 2. Emerging Leaders 3. High Potential Employee

Development 4. Experienced Hiring 5. Workforce Planning 6. Retention of Employees with

Critical Skills 7. Talent Assessment 8. Senior Leader Development 9. Campus / College Hiring 10. Benefits to attract / retain talent

Why the emphasis on talent? High performing companies do better at managing and

retaining talent Valuation of companies is in now measured by its talent. Business environment is more complex and dynamic Boards and financial markets are expecting more. Employee expectations are also changing.

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Source: DDI Nine Best Practices for Effective Talent Management (White Paper 2009)

Best Practice View of Strategic Talent Management

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Talent Identification & Business Alignment

Aligned Core Competencies Job Performance Profiles Right Fit Talent

Recruiting, Assessment & Selection

Succession Planning Workforce planning

Talent Supply/Demand Talent Gap / Risk Analysis Aging Workforce Analysis Workforce Diversity

Performance Management & Development

Performance Mgmt Leadership SKILLS

Training Leadership

DEVELOPMENT programs

Career Development & Planning

Hi-Potential Talent Pipeline Relationship Mgmt

Proactive Talent Retention

Turnover Analysis Early Warning Systems Retention Planning &

Analysis Employee Engagement Market Competitiveness

(Comp, Benes, Benchmarking)

Key Underlying Processes Alignment with Business Objectives Assessment Coaching Environmental Analysis

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Best in Class - Talent Management Framework Overview

Key Points / Take Aways

Align with your business plan Measure Integrate and streamline

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Business Case:

A Talent Management Critical Review

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Talent Management Critical Review - Business Case Overview

Why do a current state critical review and not just take action on known issues?

How did you chose the approach and why? Who owned/sponsored it? Who were the key stakeholders involved? What were the key considerations you needed to be sure to address to

ensure success? Critical Success Factors

How can the results be used and applied? Expected Outcomes / Key Findings?

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We need to be proactive in generating a steady supply of leaders to meet anticipated demand for leadership talent and drive team effectiveness.

Proactive Supply of Talent and Team Effectiveness

Ultimate goal:

Enabled by:

Requires: Identify/Select

Leaders Develop Leaders

Retain Leaders

Right People in the Right Roles

Clear Strategy

Faster Growth and Improved Business

Performance



Organizational Structure and

Processes

Team Development

Team Work

Best Practice View of Strategic Talent Management

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Talent Identification & Business Alignment

Aligned Core Competencies Job Performance Profiles Right Fit Talent

Recruiting, Assessment & Selection

Succession Planning Workforce planning

Talent Supply/Demand Talent Gap / Risk Analysis Aging Workforce Analysis Workforce Diversity

Performance Management & Development

Performance Mgmt Leadership SKILLS

Training Leadership

DEVELOPMENT programs


Hi-Potential Talent Pipeline Relationship Mgmt

Proactive Talent Retention

Turnover Analysis Early Warning Systems Retention Planning &

Analysis Employee Engagement Market Competitiveness

(Comp, Benes, Benchmarking)

Assess your current practices against leading practices to determine where your greatest gaps are in being able to BEST support our future business objectives

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Talent Identification Dir VP TR Core Leadership

Competencies / Traits Opportunity to develop core set of leadership competencies for each role and manager training and tools on how to assess them using behavioral anchors;

Talent Assessment & Selection

Business Talent Reviews annually are not assessing strengths or leadership competencies.

Succession Planning / Pipeline +Bench

Strength

Readiness assessment criteria lacks mobility and situational experience criteria.

Talent Management & Development Dir VP TR Performance Management

Too focused on development plan completion and business / operations experience focused, not leadership skills and competency gap assessment and development focused; No Off track flags.

Leadership Skills Training Programs

Leadership competency development specific training programs exist. No training on performance coaching / development conversations or how to assess leadership competency.

Leadership Development Programs

No formal career or coaching program candidate driven; Used ad hoc mainly to correct performance or close a technical skill gap .


Manager training is needed on developmental and competency assessment conversations; Career path checklist needed.

Example: Current State Assessment Scorecard Sample -Talent Mgmt Practices

Key Points / Take Aways

Drive Toward Excellence Ownership Best Practices/Industry Differences Focus Prioritization/Critical Few

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Optimizing Your Talent Decisions:

The Power of Workforce

Intelligence

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What are YOUR Biggest CHALLENGES related to TALENT?

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Performance

Recruiting

Compensation

Systems / Automation

No Planning

Do You Know Where YOUR Organizations Greatest Workforce / Talent Risks Are?

Workforce Diversity Mix Aging Demographics / Retirement Trends Turnover trends Headcount trends Talent Supply / Demand for Critical Roles Projected Talent Need in critical roles Gap/Surplus Succession Pool Health Readiness Pool Integrated Talent Management Technology and Processes HR Talent Management Metrics Others?

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Leveraging Workforce Planning Technology for Talent Intelligence - Example - Executive Summary Report

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Example: Workforce Gap Analysis by Critical Role

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Example: Talent Supply / Demand Analysis Available Talent Demographics and Market Competitors for Engineering Directors / Managers

Central NJ ( Trenton-Ewing-Princeton)

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Example: Headcount Trend Analysis

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Example: Turnover Trend Analysis

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Example: Workforce Diversity Analysis

Diversity something many employees and leadership teams are measured on. Insights into diversity gaps in your organization will help them link action plans to their short and long term diversity recruiting and development goals.

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Example of Revenue Risk Analysis Related to Identified Workforce Planning Gaps 25

Example: Aging Workforce Demographic Trends Analysis

Analyzing workforce aging demographics against projected retirements can provide significant insight into critical role succession pool health.

7.1% expected in the next 1 year 7.7% expected to retire in the next 2 years 8.9% expected to retire in the next 3 years

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Complimentary Talent Risk Analysis Report To conduct an analysis for your organization, we will need an HRIS data export of the following

current workforce data for the employee group you wish to have analyzed. A minimum of 100 records is needed to run a report.

A report will be generated within 3 weeks of receiving the data from your HR team:

Position Title Department Hire Date Birth date Date Entry into Current Role Termination Date Termination Reason EEO Gender EEO Race Last Performance Rating Score Annual Pay Employee Employment Full time / Part Time Employee Exempt Status Exempt / Non Exempt

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Additional questions needed to complete the financial risk analysis section of the report:

Percentage that headcount is expected to increase or decrease next year in this role or overall? Industry classification? Total annual gross revenues Total annual gross expenses Average revenue per employee Overtime policy

Questions

George Langlois, Ph.D. Ph 312-320 7614

[email protected] www.org-strat.com

Lori Muehling, Ph.D. Ph (630) 657-4162

[email protected] www.exelon.com

Carl Kutsmode Ph 773 509 6801

[email protected] www.talentRISE.com

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