1 kathryn meyer gettelman kmgettelman@gmail.com building something real: moving talent management...
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Kathryn Meyer Gettelmankmgettelman@gmail.comhttp://kathrynmeyergettelman.weebly.com/
Building Something Real: Moving Talent Management to the Forefront of Business Strategy
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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
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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
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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.
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An Example
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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
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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
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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
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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
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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
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• 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
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• 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
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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
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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.
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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
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Skills
Knowledge
Assessment
Career
Role
Personal
Team
Experience
Capability – Development Plans
NeedsAnalysis
Design Evaluate
Deliver
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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
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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
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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
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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
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Five Broad Challenges Facing CEO’s Today:
Culture
Customer Focus
Strategy
Risk
Talent
Talent
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