The Power Tools for Nonprofits 2009 Conference
Cathryn Gabor, SPHR
Executive Service Corps Houston, Volunteer Consultant
Partner, Ingenuity Search Partners, LLC
November 18, 2009
Confidential
Driving Superior Performance:Driving Superior Performance:Aligning Talent and Succession Aligning Talent and Succession ManagementManagement
2
Integrated Talent ManagementIntegrated Talent Management
“You can win the war for talent, but
first you must elevate talent
management to a burning corporate
priority.
Then, to attract and retain the people
you need, you must create and
perpetually refine an employee value
proposition: senior management’s
answer to why a smart, energetic,
ambitious individual would want to
come and work with you rather than
the team next door.”
Elizabeth G. Chambers et al., “The War for Talent,” The Mckinsey Quarterly 3 (1998)
3
Integrated Talent ManagementIntegrated Talent Management
LeadershipLeadershipCompetenciesCompetencies
& Values& Values
Leadership/ Management
Competencies and Training
Aligning the Organization &
People
Career Development
Performance Management &
Assessment
Rewards, Recognition &
Benefits
Talent Assessment
and Evaluation
HR Mission & Strategy
Visible Measures of Organizational SuccessVisible Measures of Organizational SuccessVisible Measures of Organizational SuccessVisible Measures of Organizational Success
CommunicationCommunicationCommunicationCommunication
© Mercer HR Consulting
4
Talent Management – Our ResponsibilitiesTalent Management – Our Responsibilities
What is our definition of talent?
How does it link to Strategy?
How much does talent matter? Why?
Who owns Talent Management?
Do you define the rules of the game?
How do you make Talent Management strategic?
What is the threat to successful Talent Management?
What is the HR franchise?
What do executives expect of us?
5
Developing Talent…A Shared ResponsibilityDeveloping Talent…A Shared Responsibility
Employee Development
Goal:
Raise Workforce Capability and Engagement
About the many
Everyone deserves an opportunity to grow
Measured by annual Engagement survey and retention
Broad programs
Career development framework
Strengthen business knowledge and skills
Leadership/Executive Development
Goal:
Build Leadership Capability and Bench
About the few
Which people have the potential to make meaningful leadership contributions?
Measured by experiences, transfer of knowledge and bench strength
Focused development
Variety of Experiences
Challenging Assignments
Rigor of assessment and succession process
Executive Expectations
Rigor – Link to economic value – Quantify investments that drive performance – Provide Data and Metrics
Tough-minded, soft hands – Select against your criteria – Execute flawlessly
6
The CEOs Role in Talent ManagementThe CEOs Role in Talent Management
Chief executive officers (CEOs) are increasingly responsible for, and involved in, talent management. The heads of human resources departments play an important, supporting role in executing talent strategy
CEOs spend a large amount of their time — often more than 20% — on talent management. However, this effort is not typically guided by a formal talent strategy explicitly linked to the company’s overarching goals or embedded in the business planning process. Rather, CEOs engage in selected supporting activities where they believe they add value.
Talent management has become more important because of a growing recognition that it has become more important because of a growing recognition that it helps to drive corporate performance, even though the exact impact is hard to quantify.
Good talent management is not undertaken in a piecemeal fashion but consists of comprehensive development programs. These include the identification of leadership potential, performance evaluations, targeted development activities and job experience.
Many CEOs mentor executives in their organizations — an additional and important part of the program. They regard the development of the next generation of leaders as one of the best ways of leaving a strong legacy.
© The Economist Intelligence Unit 2006
7
The Human BarriersThe Human Barriers% of Interviewees who ranked obstacle among the 8 most critical
Obstacles preventing talent-management programs from delivering business Value
Senior Managers don’t spend enoughhigh-quality time on talent-management
Line managers are not sufficientlyCommitted to people development
Organization is “siloed” and does notencourage constructive collaboration,sharing of resources
Line managers are unwilling todifferentiate their people as top,average, and underperformers
Senior leaders in organization donot align talent-management strategywith business strategy
Line managers do not address chronicunderperformance effectively
Succession planning and/or resourceallocation processes are not rigorousenough to match right people to roles
CEO and/or senior team don’t haveshared view of most pivotal roles
5454
5252
5151
5050
4747
4545
3939
3838
© The McKinsey Quarterly 2006
8
Your Organization’s Strategy for SuccessionYour Organization’s Strategy for SuccessionDoes your organization have an effective plan for executive succession?
Does your company have a plan for leadership growth to keep pace with business growth? Who is being developed and groomed?
Do you have a plan in place to fill the gaps and do they have plans for current employees to “step up to the plate” to fill those positions?
Do you have an objective plan in place to identify and develop the future leadership?
Do you have the bench strength for future leadership needs?
How can an organization maximize the human asset potential and allocation for the best alignment with strategic objectives?
"Leaders are "Leaders are responsible responsible
for future for future leadership. leadership.
They need to They need to identify, identify,
develop and develop and nurture future nurture future
leaders"leaders"
-Max DePree, Leadership is an Art
9
Identification ofIdentification ofSuccessors and Key PositionsSuccessors and Key Positions
Identification ofIdentification ofKey TalentKey Talent
Assessment ofAssessment ofKey TalentKey Talent
Development PlansDevelopment Plansand Assignment Managementand Assignment Management
Talent ReviewTalent Review
KeyElements
Succession Planning: Key ElementsSuccession Planning: Key Elements
10
1.1. Identification of Successors and Key Positions:Identification of Successors and Key Positions: What are the competencies and experiences needed to qualify for each key
position?
2.2. Identification of Key Talent:Identification of Key Talent: Typically people at the top two levels of the organization and high potential
employees one level below. Identified by their management’s assessment of their performance and
potential for advancement.
3.3. Assessment of Key Talent:Assessment of Key Talent: For each person on the radar screen, primary development needs are
identified focusing on what they need in order to be ready for the next level.
Succession Planning: Key ElementsSuccession Planning: Key Elements
11
4.4. Development PlansDevelopment Plans A development plan is prepared for how we will help the person develop
over the next year. Assignments and projects to stretch individual and provide new experiences
5.5. Talent Review with the CEOTalent Review with the CEO An annual or semi-annual talent review is held to review succession plan
and progress of key talent; discuss and revise their development plans.
Succession Planning: Key ElementsSuccession Planning: Key Elements
12
Succession Planning…Succession Planning…
Isn’t
The Same Thing as Workforce Planning
A Selection Process
Worth Anything if Management Won’t Use it
Is
An Organization and People plan
A Series of Actions/Steps to Meet That Plan
A Vital Tool for Executing Your Organization’s Mission
13
Business Case for Succession PlanningBusiness Case for Succession Planning
Proactive planning will prepare your organization for the future
Provides a competitive advantage over unprepared organizations for attracting and retaining essential talent
Baby boomers are entering their fifties and starting to plan for retirement
Steadily declining skilled workforce population
Can help retain your current key staff at all levels
““There’s A Need There’s A Need To Grow Extensive To Grow Extensive
Leadership Leadership Communities Communities
Inside All Inside All Organizations.”Organizations.”
-Growing Leaders, PWC
14
Succession CriteriaSuccession Criteria
Must be linked to overall business strategy
Easy to implement
Cost and time effective
Repeatable, sustainable, on-going process
Include both management and key/technical positions
Align with mission critical HR functions:
• Performance Management
• Development
• Compensation – Reward Systems
““Even New Hires Even New Hires Should Be Looked Should Be Looked Upon As A Rich Upon As A Rich Source of Future Source of Future
Upper Level Talent.”Upper Level Talent.”
-HR.com
15
Core Principles Underlying Succession PlanningCore Principles Underlying Succession Planning
Leaders really do matter … in managing/driving accountability, results, culture.
Performance is what counts … top performers over high potentials (the “what” &
“how” both count).
Today’s top performing leaders aren’t necessarily tomorrow’s … even our best
leaders can fall behind or derail.
Talent is an enterprise resource … willingness to share talent makes the system
work.
A broad set of experience & assignments is the best classroom … yet a balanced approach is still necessary for development.
It’s incumbent upon today’s “top-100” to leave a legacy of future talent …
current leaders must teach, mentor, & role model others on what it takes to succeed.
Invest in the best … focus the rest.
16
Implementing A Successful Succession PlanImplementing A Successful Succession Plan
Obtain CEO Commitment – Ensure that the CEO and other senior executives are willing to get involved in the succession planning process to create the vision for the initiative within the organization.
Draft a Policy Statement to be Reviewed by the CEO – Write the policy document in the words of the senior management committee to establish the tone of the succession planning program.
Establish a Senior Management Committee – Identify top executives from all functional areas of the organization to oversee the succession planning process. This committee must have decision-making authority.
Develop a Proposal for an Annual Cycle of Reviews – Draft a realistic succession plan that is attainable for the short-term; develop a more comprehensive plan after a few years of experience.
Develop Forms and Instructions – Create basic succession planning forms that list positions and high-potential candidates and plans for their development.
Develop Training Needs and Programs – Provide training to ensure that managers understand the succession plan procedures as well as the steps for assessing the potential of employees.
Start the Process – Ensure that the CEO plays a pivotal role in the succession planning process to increase the likelihood of success.
Evaluate and audit the process – Implement an audit process in the succession plan that tracks career paths, identifies supply and demand, and evaluates the plan.
Step 1Step 1Step 1Step 1
Step 2Step 2Step 2Step 2
Step 3Step 3Step 3Step 3
Step 4Step 4Step 4Step 4
Step 5Step 5Step 5Step 5
Step 6Step 6Step 6Step 6
Step 7Step 7Step 7Step 7
Step 8Step 8Step 8Step 8
© 2000 Corporate Executive Board
17
Drivers of Succession Planning: DemographicsDrivers of Succession Planning: Demographics
BABY BOOMERS BABY BOOMERS 1946-19631946-1963
GENERATION X GENERATION X 1963-19781963-1978
GENERATION Y GENERATION Y 1979-19941979-1994
“Demographically
driven changes are
affecting
workplaces
globally, primarily
by the baby boom
generation who are
cited as the largest
single sustained
growth population.”
-BNAC Report,
November 2001
“Demographically
driven changes are
affecting
workplaces
globally, primarily
by the baby boom
generation who are
cited as the largest
single sustained
growth population.”
-BNAC Report,
November 2001
18
Today’s Traditionalists
Confident in social security and health care access following retirement, still plan to work during retirement.
The Self-Reliant
Aggressive savers, confident in retirement savings, plan to work part-time for the sake of enjoyment mainly.
The Strugglers
Not saving any money for retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement.
The Anxious
Not optimistic about retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement.
The Enthusiasts
Optimistic about retirement, do not plan to work when retired, can’t wait to retire.
Baby Boomers 1946 – 1963Baby Boomers 1946 – 1963Population 72 Million (USA)Population 72 Million (USA)
““The baby boomer The baby boomer population, totaling population, totaling 49% of the current 49% of the current
workforce, will close workforce, will close in on retirement in in on retirement in the next 10 to 12 the next 10 to 12
years. At the same years. At the same time, Gen Xers make time, Gen Xers make up just 23 % of the up just 23 % of the total workforce and total workforce and
are too few in are too few in number to number to
adequately fill the adequately fill the potential labor gap.”potential labor gap.”
-Workspan, 2003
““The baby boomer The baby boomer population, totaling population, totaling 49% of the current 49% of the current
workforce, will close workforce, will close in on retirement in in on retirement in the next 10 to 12 the next 10 to 12
years. At the same years. At the same time, Gen Xers make time, Gen Xers make up just 23 % of the up just 23 % of the total workforce and total workforce and
are too few in are too few in number to number to
adequately fill the adequately fill the potential labor gap.”potential labor gap.”
-Workspan, 2003
19
Baby Boomer Diversity
25%
30%9%
23%
13%
Today's Traditionalists
Self-Reliants
Strugglers
Anxious
Enthusiasts
Baby Boomers 1946 – 1963Baby Boomers 1946 – 1963Population 72 Million (USA)Population 72 Million (USA)
““80% of 80% of boomers say boomers say they expect to they expect to
work after work after retirement.” retirement.”
-AARP Survey, 2001
““80% of 80% of boomers say boomers say they expect to they expect to
work after work after retirement.” retirement.”
-AARP Survey, 2001
20
Reality Reality
Gen X’ers think about work differently than earlier generations…
Are cautious about investing in relationships with organizations and employers
Fear of unreliability
Invest emotionally in themselves and think like entrepreneurs
Are independent and creative problem solvers
Seek effective managers
Thrive on feedback so they can adjust to become more successful
Comfortable with computer
Technology and information overload
MythsMyths
Gen X’ers have a bad reputation as…
Disinterested in the organization
Self-absorbed
Disloyal
View the organization with disdain
Generation X 1964 – 1978Generation X 1964 – 1978Population 62 Million (USA)Population 62 Million (USA)
““Problem solving Problem solving is one of the most is one of the most
desired skillsdesired skillsemployers areemployers are
looking forlooking for – it is a – it is a talent manytalent many
X’ers possess”X’ers possess”
-GCM, January 2001
““Problem solving Problem solving is one of the most is one of the most
desired skillsdesired skillsemployers areemployers are
looking forlooking for – it is a – it is a talent manytalent many
X’ers possess”X’ers possess”
-GCM, January 2001
21
…These are the sons and daughters of the boomers
Gen Y’ers want to work with a highly motivated team of committed people. This group has perfected multi-tasking.
Job satisfaction is driven by playing a meaningful role that helps others. “Paid volunteers” mentality.
Fiercely independent like Gen X’ers, but more comfortable with their self-reliance. “Of course I can fend for myself” versus “I’d better be able to fend for myself. Now get out of my way.”
Have typically been micromanaged by parents, teachers, counselors that they are eager to manage their own time. Will not want to be micro-managed at work.
Have never experienced life without computers – in fact, were learning computers at nursery school age.
Business Week, Sept. 2001 & Jan. 2002
Kennedy School of Government, Harvard University, Jan. 2002
Generation Y 1979 – 1994Generation Y 1979 – 1994Population 60 Million (USA)Population 60 Million (USA)
““Generation Y Generation Y is part of a is part of a
generation that generation that rivals the babyrivals the babyboom in size”boom in size”
-Business Week, January 2002
““Generation Y Generation Y is part of a is part of a
generation that generation that rivals the babyrivals the babyboom in size”boom in size”
-Business Week, January 2002
22
Best Practice – Leadership/High-Potential Best Practice – Leadership/High-Potential DevelopmentDevelopment
Pitney Bowes – Leadership capabilities model – LEAD! Program
• Leadership development curriculum targeted at managers at all levels, including high potentials
JPMorgan Chase – TM efforts focused on top 10% of its population
• High Potentials – The company evaluates Performance and Potential against its leadership competency model and uses 360-degree feedback to help determine effectiveness
• Leaders have many opportunities during the year to interact with top management, including a special two-day program with the CEO
• Each person considered “top talent” has a mentor from the executive committee
23
Best Practice – Leadership/High-Potential Best Practice – Leadership/High-Potential DevelopmentDevelopment Harley Davidson – Circle People Days
• Rigorous process for top talent
• Organized into “circles” (e.g. products group, support)
• Each circle has a process day for discussing talent and potential
• Director and managers review each other using the 180-degree model
• These reviews cascade through the circles, starting with the vice presidents per function and their direct reports discussing the “watchables.”
• Watchables include 15 to 20 people per organization who are identified as high potentials and then discussed developmentally
• The functional leadership group meets three times per year for three to four days and discusses the outcomes of Circle People Days
P&G – Global Experience Matters
• P&G incorporates global assignments in its map of options for development roles
• The company defines a range of “springboard” roles that would likely include large, strategic businesses
• The company defines a range of “continuity” roles, including assignments in countries where P&G is more established
Talent Management Value Imperatives, The Conference Board
24
Talent Management Life Cycle
Talent Management
Performance Management
Talent Acquisition and Assessment
Development
Leadership & Succession - Organization and Talent
Review (OTR)
Engagement and Retention
Workforce Planning
25
Succession – Succession – Organization and Talent Review (OTR)Organization and Talent Review (OTR)
Performance Management
Talent Acquisition and Assessment
Career Development
Leadership & Succession – Organization and Talent
Review (OTR)
Engagement and Retention
Talent Management
Workforce Planning
26
Leadership DevelopmentLeadership Development ==
V+C+LV+C+L
Variety of Experiences +
Challenging Assignments +
Ability & Willingness to Learn
Leadership Development
Center for Creative Leadership
27
Leadership DefinitionLeadership Definition
Leadership is a way
of thinking, making choices and acting
that catalyzes extraordinary performance
28
AXA’s Leadership StrategyAXA’s Leadership Strategy
Performance
AXA People AXA People
Management Management
StrategyStrategy
Leadership - Competence - Engagement
1000
“Top 300” and
Successors
CUSTOMERS
Aligned, committed best-in-class CEOs and leadership
teams (top 300), backed-up by a deep bench strength (top
1000), practicing an empowering and energizing
leadership style
Competent workforce, seen in particular by customers as
a competitive differentiator of AXA in the marketplace
High performance organization, characterized by an
engaged workforce and a high performance culture
(results x values)
LeadershipBench
29
AXA’s Leadership FrameworkAXA’s Leadership Framework
Catalyze
High
Performance
Build
To
Grow
Share
to
Succeed
Focus
on
Customers Lead through ActionsEMPLOYEESEMPLOYEES
SHAREHOLDERSSHAREHOLDERS
CUSTOMERSCUSTOMERS
30
How Leadership Drives PerformanceHow Leadership Drives Performance
GAPSGAPS
Underlying Leadership Traits
Focus of Leadership Framework
Leadership ChallengesLeadership Challenges
Leadership Behaviors
Leadership Behaviors
AXA’s Current
State
AXA’s Current
State
Ambition 2012
Ambition 2012
Other TraitsOther Traits
MindsetMindset
SkillsSkills
KnowledgeKnowledge
Business Agenda
Business Performance
Business Performance
31
Leadership BehaviorsLeadership Behaviors
From AXA’s
Leadership Framework …
… to scales of
observable behaviors…
Lead through Actions To provide shared references
To foster better assessment
To calibrate competencies
To provide development opportunities
32
Integrating AXA’s Leadership FrameworkIntegrating AXA’s Leadership Framework
Ambition 2012 LeadershipDimensions
Key AXA HRProcesses
Strategic VisionStrategic Vision
Building CapabilityBuilding Capability
Market & CustomerKnowledge
Market & CustomerKnowledge
Team LeadershipTeam Leadership
Change LeadershipChange Leadership
CollaborationCollaboration
Results OrientationResults Orientation
Talent Acquisition and Assessment
Performance Management
Career Development & Mobility
Learning & Development Programs
Leadership Programs
360o Assessments
Organization and Talent Review (OTR)
Catalyze Catalyze High High
PerformancePerformance
Catalyze Catalyze High High
PerformancePerformance
Focus On Focus On CustomersCustomersFocus On Focus On
CustomersCustomers
Share to Share to SucceedSucceedShare to Share to SucceedSucceed
Lead Lead Through Through ActionsActions
Lead Lead Through Through ActionsActions
Build To Build To GrowGrow
Build To Build To GrowGrow
33
Build AXA’s Leadership BenchBuild AXA’s Leadership BenchOur purposeOur purpose
Our processOur process
Talent selection and Talent selection and successionsuccession
Talent selection and Talent selection and successionsuccession 2012201220122012
LEADERSHIPLEADERSHIPCRITERIACRITERIA
LEADERSHIPLEADERSHIPCRITERIACRITERIA
AssessmentAssessment
AssessmentAssessment
Building Leadership Bench
Executive developmentExecutive developmentExecutive developmentExecutive development
LEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORK
EXTERNAL EXTERNAL BENCHMARKBENCHMARK
SS
EXTERNAL EXTERNAL BENCHMARKBENCHMARK
SSCALIBRATIONCALIBRATIONCALIBRATIONCALIBRATION
34
Succession – Succession – AXA’s Organization and Talent Review (OTR)AXA’s Organization and Talent Review (OTR)
Performance Management
Talent Acquisition and Assessment
Career Development
Leadership & Succession – Organization and Talent
Review (OTR)
Engagement and Retention
Talent Management
Workforce Planning
35
Performance Management & OTR LifecyclePerformance Management & OTR Lifecycle
Mid-year Performance, Objectives and Development Plan Review
Annual Performance AppraisalBuild Development Plan
Annual Objective Setting
Executive Compensation Review
Organization and Talent Review
Monthly Ongoing Feedback
Personal Development Actions
CatalyzeCatalyzeHighHigh
PerformancePerformance
Build ToBuild ToGrowGrow
ShareSharetoto
SucceedSucceed Focus on Focus on CustomersCustomers
Lead through ActionsLead through Actions
36
Aligned, committed best-in-class CEOs and
committed best-in-class leadership teams
(top 300), backed up by a deep bench (top 1000), practicing up by a deep
bench strength and energizing leadership style
Aligned, committed best-in-class CEOs and
committed best-in-class leadership teams
(top 300), backed up by a deep bench (top 1000), practicing up by a deep
bench strength and energizing leadership style
AXA has been attracting and retaining high quality leadership talent
across the Company for 20 years
AXA has been attracting and retaining high quality leadership talent
across the Company for 20 years
The Case For SuccessionThe Case For Succession
70% combine proven competence and
“stability” in their job
70% combine proven competence and
“stability” in their job
But…
10% new to their job and around 30 to 50% ready for a move within 3 years
10% new to their job and around 30 to 50% ready for a move within 3 years
Over 10% potential performance issue; appointment mistakes Over 10% potential performance issue; appointment mistakes
5% < 2 year AXA seniority; 30% 2 to 5 years; 65% > 5 years5% < 2 year AXA seniority; 30% 2 to 5 years; 65% > 5 years
20% have no successor identified in the next 3 years 20% have no successor identified in the next 3 years
Different leadership styles … and words don’t always match actionsDifferent leadership styles … and words don’t always match actions
36% have international experience and 12% with transversal experience36% have international experience and 12% with transversal experience
More than 90% are “highly competent”
and “stable”; diverse representation
More than 90% are “highly competent”
and “stable”; diverse representation
Around 20% less than 1 year in their job and around 20% about to moveAround 20% less than 1 year in their job and around 20% about to move
Around 10% performance stretch issue; over 80% appointment success at 2 yrs
Around 10% performance stretch issue; over 80% appointment success at 2 yrs
80% of “Top 300” are promoted from within, with AXA seniority > 3 yrs80% of “Top 300” are promoted from within, with AXA seniority > 3 yrs
For more than 90%, 2 or 3 strong potential successors are identifiedFor more than 90%, 2 or 3 strong potential successors are identified
Shared vision; consistent leadership styles; leaders clearly walk their talkShared vision; consistent leadership styles; leaders clearly walk their talk
More than 60% have international experience; for their back-ups it is 70%More than 60% have international experience; for their back-ups it is 70%
How do we want to look in 2012?
Then…
Valuing Stable Competence
Proactively Managing Mobility
Strictly Assessing & Selecting
Developing Global Leaders
Retaining Talent
Developing Desired Style
Building a Talent Flow
How did we look in 2005?
37
Organization and Talent Review (OTR) Organization and Talent Review (OTR) What?What?Developing Talent… a shared responsibility
Strengthen the leadership of AXA Executives
Reach AXA business objectives and increase its market positions in line with Ambition 2012
Manage the present and prepare the future of the company
Population Senior Executives: 270*
Potential successors: 351*
Emerging Talent: 296*
Expatriates: 236*
*Source :OTR 2006 consolidation
OTR BriefingsAn annual collective meeting involving:
Group Management Board
Group HR - Executive Management
Human Resources Managers from each entity/ region
Why has OTR been implemented? To build a solid and robust leadership pipeline
To increase the scope of OTR, the process is conducted at the leadership level (Group OTR) and at the
professionnal family level (IT OTR, Finance OTR)
What is OTR focused on? The individual succession plans and conceivable positions for Senior Executives and their potential Successors
The individual development plans and actions for Senior Executives and their Successors, which focus on developing
technical and/or managerial skills
The identification of Emerging Talent
The review of all Expatriates and repatriation plans
38
Organization and Talent Review (OTR) Organization and Talent Review (OTR) Who?Who?
Who Participates in OTR?
Senior Executives
Successors & Key Positions
Emerging Talent
The OTR process has been specifically designed by AXA Group to prepare and identify leadership bench strength
270
90,228
Employees
Worldwide
OTR351
Senior Executives
Successors
Emerging Talent
39
Organization and Talent Review (OTR) Organization and Talent Review (OTR) Why?Why?
The OTR process has been designed and implemented:
To have a clear picture of the entities Talent and key positions within AXA
To identify key Senior Executives, potential Successors and Emerging Talent for the Group
To anticipate and prepare executives next moves and replacements
To identify organizational and succession gaps, and corrective actions to be taken to address these issues
To review the population of Expatriates and plans for repatriation
AXA Talent Pipeline:
What we have … … and what we need
Why has OTR been implemented?
The main objective of the Organization and Talent Review is to build a robust and solid talent pipeline to ensure that AXA attracts, develops and retains talent that is needed to create a sustainable competitive advantage.
40
Emerging and High Performing TalentEmerging and High Performing Talent
Aspiration
Ability Engagement
High Potential Employee
Is someone with the ability, engagement, and aspiration to rise to and succeed in more senior and more
critical positions.
• Innate characteristics
• Learned skills
Ability
• Drive and ambition for success at the next level
Aspiration
• Emotional & Rational Commitment
• Discretionary effort
• Intent to stay
Engagement
Corporate Leadership Council Research
The Corporate Leadership Council assessed potential through a series of 64 survey items given to both employees and their managers that collectively measured ability, engagement and aspiration (11,000 completed surveys from 59 organizations across 29 countries and 15 industries).
41
Emerging Talent (HiPos) DefinitionEmerging Talent (HiPos) Definition
PotentialPotential
Mindset Mindset
Leadership Behaviors Leadership Behaviors and Valuesand Values
Emerging TalentEmerging TalentPerformancePerformance
Learning Agility
Able to Take Risks
Learning Agility
Able to Take Risks
Ability to demonstrate AXA’s leadership behaviors consistent with expectations for the role/level
Ability to demonstrate AXA’s leadership behaviors consistent with expectations for the role/level
•Average rating of 3.5 or above for the last 3 years
•Superior performance in current assignment with client focus
•Average rating of 3.5 or above for the last 3 years
•Superior performance in current assignment with client focus
•Open to change
•Interest and career aspirations
•Willing to take new challenge
•Global mindset
•Operates under a responsible mindset
•Positively impacting the organization
•Open to change
•Interest and career aspirations
•Willing to take new challenge
•Global mindset
•Operates under a responsible mindset
•Positively impacting the organization
An Emerging Talent (HiPos) is someone with the ability, engagement and aspiration to rise to and succeed in more senior and more critical positions (two steps up) within 5 – 7 years
42
High Performing Professional Talent (HiPros) Definition
PotentialPotential
Mindset Mindset
Leadership Behaviors Leadership Behaviors and Valuesand Values
High PerformingHigh PerformingProfessionalsProfessionalsPerformancePerformance
Learning Agility
Able to Take Risks
Learning Agility
Able to Take Risks
Ability to demonstrate AXA’s leadership behaviors consistent with expectations for the role/level
Ability to demonstrate AXA’s leadership behaviors consistent with expectations for the role/level
•Average rating of 3.5 or above for the last 3 years
•Superior performance in current assignment with client focus
•Average rating of 3.5 or above for the last 3 years
•Superior performance in current assignment with client focus
•Open to change
•Interest and career aspirations
•Willing to take new challenge
•Global mindset
•Operates under a responsible mindset
•Positively impacting the organization
•Open to change
•Interest and career aspirations
•Willing to take new challenge
•Global mindset
•Operates under a responsible mindset
•Positively impacting the organization
High Performing Professionals (Hi Pros) are individuals with the ability, engagement and aspiration to rise to and succeed in key positions/roles and are highly valued for their functional expertise
43
Questions
Ingenuity Search Partners, LLCIngenuity Search Partners, LLC
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About Us Ingenuity Search Partners is a boutique firm that delivers superior execution and placement of top talent for Fortune 1000 clients Ingenuity Search Partners client specialties include:
Executive RecruitingExecutive/Leadership AssessmentExecutive CoachingSuccession PlanningPipelining Talent – identify, assess and present highly qualified talent for multiple positions (pre-search) We are known for our vast network of associations, which helps reduce the length of a search and land top talent **Executive search services are billed per search or project as a % of the candidates’ first year cash compensation of flat-fee** Ingenuity Search Partners professional consulting specialties include:
Career CoachingBranding YourselfResume ReviewBehavioral Mock InterviewingStrengthsFinder Assessment **Professional consulting services are billed on an hourly basis for executives that want to refine their brand and approach to the market**
Ingenuity Search Partners, LLCIngenuity Search Partners, LLC
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About Our Functional Practices We are strong Generalists with exceptional assessment capabilities, specializing in: Chief Executive, Financial Officer, Diversity, Information Officer, Human Resources, Legal, Marketing Officer and Senior-level Management search assignments for a wide variety of clients About Our Philosophy Ingenuity Search Partners is a woman-owned business, serving clients throughout the US with offices in Chicago and Houston Core beliefs:
We lead with integrity and a deeply held belief to pay-it-forward
We are known as corporate executives who excel in talent management, career development and succession planning
We specialize in recruiting top talent for all sizes of organizations
We are committed to a strong relationship-driven approach, in-depth research, and to maintaining a vast network of contacts/associations
We are thought leaders and have a passion for helping our clients find the right talent
Contact Information: Cathryn Gabor, (713) 808-9240 office, (205) 790-7040 cell, [email protected]