american public power association september 18, 2006 workforce planning for the successful utility...
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American Public Power Association
September 18, 2006
Workforce Planning for the
Successful Utility
Michael Friedman, F&L Group www.fandlgroup.com
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Can you answer these questions?
?? Number of KEY (mission
critical) positions to be filled??
Number of viable successors
in your talent pool????
??
Ready now
??
Ready in 1-2 years
??
Ready in 3-5 years
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0
1
2
3
4
5
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MinimalProfile
Ideal Profile Our Profile
Potential Successors to GM Staff
Pe
op
le R
ea
dy
fo
r E
ac
h P
os
itio
n
Ready in 3-5 years
Ready in 1-2 years
Ready Now
Succession Coverage
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Workforce Planning
3 Steps WHERE WE ARE
Conducting a talent assessment (People)
WHAT WE NEEDIdentifying critical needs (Jobs)
CLOSING THE GAPBuy or Build?
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Components of Talent Assessment
Manager/Supervisor Answers Four Questions Per Direct Report:
1. Performance
2. Potential (or adaptability)
3. Willing and ‘ready-now’ placement opportunities
4. Willing and ready with some development placement opportunities
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Performance AssessmentPerformance Assessment
Average Performance Over Diverse Tasks for Last 3 Years:
1 = In the Top 10% of performers 2 = In the remaining Top Third of performers 3 = In Middle Third of performers 4 = In Bottom Third of performers X = not classified
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Potential/Adaptability AssessmentPotential/Adaptability Assessment
Estimated Ability To Adapt to New, Diverse, Intense, Varied, Adverse Situations:
1 = In the Top 10% of adapters (significant long-term potential;
promotable inside and outside of specialty/functional area) 2 = In the remaining Top Third of adapters (promotable inside
and/or outside of specialty/functional area) 3 = In Middle Third of adapters (may be promotable; can lateral to
another position) 4 = In Bottom Third of adapters (not likely promotable outside of
specialty/functional area; may be adaptable/promotable within
specialty/functional area) X = not classified
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The Ability and Willingness andOpportunity to learnfrom experiences –successes, failures and exposures
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Some Questions To Ask
What has this person done that led to effective job
performance?
What was done that may have detracted from job
performance or led to ineffective job performance?
What could this person do differently to be more
effective?
What behaviors, attitudes, values does this person
need to be considered a “High Potential” employee?
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The Talent Matrix Categories
Bottom Third Middle Third Top Third
Top Third
Middle Third
Bottom Third
Adaptability
Per
form
ance
9Consistent
Star
8Future All
Around Star
6Diamond in the
Rough
7AdaptableHigh Pro
5Key
Performer
3Adaptable Performer
2Solid Pro
4High Pro
Highest Potential 10
1Low Performer
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Talent Matrix Discussion Format
Each person presents their assessments and justification
Group feedback on each employee after all assessments have been presented
Reach consensus on talent matrix plotting Where possible, force distribution evenly across
cells/categories with no more than 10% identified in the strategic few
Unresolved placement will be deferred to organizational leader
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We know:
Competencies that matter How they are developed Who can develop them The system to get there
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We know 85% of the skills needed
for success as a supervisor, manager
and executive
The 85% Solution
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The Critical Competencies
Planning Creativity Strategic Agility Personal Learning Self Development Motivating Others Conflict Management
Dealing with Ambiguity Innovation Management Building Effective Teams Developing Direct Reports Directing/Managing Others Managing Vision and Purpose Managing and Measuring
Work
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Construction of a Development Plan
WHAT IS Describe the current skill level in behavioral termsWHAT SHOULD BE Describe the skill level when it is being done correctlySTRATEGIES New job assignment, taskforce, special projects,
community board, industry association leadership, executive coach, mentor, training
MONITOR/EVALUATE Follow up date, success measure
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Successful Development Plans...
Focus on what makes sense for the employee as well as the organization
Are very specific about the objective Contain a variety of developmental
strategies Are always a work-in-progress
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Talent Identification Grid Priority for Development
Core Performers
The “Strategic Few”
Bottom Third Middle Third Top Third
Top Third
Middle Third
Bottom Third
Adaptability
Per
form
ance
9Consistent
Star
8Future All
Around Star
6Diamond in the
Rough
7AdaptableHigh Pro
5Key
Performer
3Adaptable Performer
2Solid Pro
4High Pro
Highest Potential
10
1Low Performer
The “Pipeline”
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Talent Categories GridDevelopment Strategies
The “Pipeline”Backup
“STRATEGIC FEW “
Bottom Third Middle Third Top Third
Top Third
Middle Third
Bottom Third
Adaptability
Per
form
ance
Core Performers
• ASSIGN TO KEY ROLES • ASSIGN MENTOR• PROVIDE REGLUAR FEEDBACK• VISIBILITY TO SENIOR MGT
• Performance Based Feedback • Skill Competency Training • Some Conferences/Seminars• Use High Performers as Mentors
•Assess Competencies• Diversify Background • Advanced Courses
The “STRATEGIC FEW”
• Visibility to Local Senior Mgt.•Move Across Organization
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Talent Categories GridDevelopment Strategies
The “Strategic Few”– Assign to key roles – Assign mentor– Provide regluar feedback– Visibility to senior mgt
The “Pipeline” backup to the “Strategic Few”
– Assess Competencies– Diversify Background – Advanced Courses– Visibility to Local Senior Mgt.– Move Across Organization
The “Core Producers”–Performance Based Feedback –Skill Competency Training –Some Conferences/Seminars–Use High Performers as Mentors