presentation on talent development

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1 Identifying Critical Roles Identifying Critical Roles and Future Leaders on a and Future Leaders on a Limited Budget Limited Budget Tim Weyland, Vice President Human Resources

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Webinar presentation for the Human Capital Institute on Talent Development delivered on July 25, 2013

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Page 1: Presentation on Talent Development

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Identifying Critical Roles and Identifying Critical Roles and Future Leaders on a Limited Future Leaders on a Limited

BudgetBudget

Tim Weyland, Vice President Human Resources

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My backgroundMy background

• In Human Resources since 1989• In several different HR roles, including: Talent Acquisition, HR

Generalist, Learning, Organization Development, HR Leader, and Consultant

• Diverse work environments: McKesson, Clorox, Credence Systems, TriNet, and Consulting

• MS in Counseling with an emphasis in Organizational Behavior• Designed, implemented and lead Talent Management

processes in multiple organizations

Currently:Vice President, Human Resources

Topcon America Corporation

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Information about TopconInformation about Topcon• Global leader in developing and

manufacturing precision positioning solutions

• Largest selection of innovative precision GPS and GNSS systems, commercial lasers, optical instruments, positioning control and machine control products, and software

• For survey, civil engineering, construction and agriculture industries, and other emerging markets

• Need to continue innovation while building infrastructure

• $500M growing to $1B in revenue• Medical Business in Americas $80M

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AgendaAgenda• Background• Overview• Organization Review• Talent Assessment• Development

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BACKGROUNDBACKGROUND

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Trends driving Talent DevelopmentTrends driving Talent Development

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OVERVIEWOVERVIEW

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Org Review / Talent AssessmentOrg Review / Talent AssessmentDemand-side:•Understand the organization capability needed for company goal achievement•Create a forum for collaborative organization design and development•Determine roles needed to drive business successSupply-side:•Develop shared view of leadership talent•Ensure development actions take place

The goals is 3 Rights: Have the right person ready for the right position at the right time!

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Org Review / Talent Development ProcessOrg Review / Talent Development Process• Semi-annual review process and alignment meeting• Do first time “top-down” with Exec team• Going forward complete “bottom-up”• Requires good preparation• Review has two parts:

1. Organization and business / function review• Key business drivers• Organization design• Outcomes: prioritized org changes, coordinated org redesign

plans, IDed key positions & gaps 2. Talent Assessment

• P2 grid placement• Individual review• Outcomes: Shared view of talent, development actions,

HIPOs, other personnel actions

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ORGANIZATION REVIEWORGANIZATION REVIEW

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Understanding the Two PartsUnderstanding the Two Parts

Key demand question: What organization is needed to execute the business strategy?

Key supply questions: What talent do we have currently? And, what do we need to do to ensure we have the talent needed?

Business Strategy

Organization Review

Part 1: Org Needs•Business drivers•Current Org•Changes in next 6 mo.•Long-term vision

•Outcomes: Org changes, staff additions, key positions & gaps

Part 2: Talent Assessment•P2 Placement•Performance and Potential details for all those assessed

•Outcomes: Individual feedback, development plans, assignments, personnel actions

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Determining Critical RolesDetermining Critical Roles1. Business strategy determines…Organizational Capability required….which leads to identifying….Critical positions (leadership, technical)

2. High ValueHighly Unique

LL LH

HL HH

Uniqueness

Value

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TALENT ASSESSMENTTALENT ASSESSMENT

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Potential for Future RolesPotential for Future RolesPerformance vs. PotentialPerformance vs. Potential

2011 2012 2013 Future Potential

Performance is a look back

Potential is a look forward

• Defines success in current role

• Based on specific, annual objectives

• Short-term view of capability

• Defines success in future roles

• Based on holistic view of personal qualities and behaviors

• Long-term view of capability

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Talent is assessed based on Talent is assessed based on performance and potentialperformance and potential

Performance• Demonstrated goal

achievement• Positive performance trend

over time• Demonstrates depth of

experience• Delivers results and builds

teams and organization capability

Potential• Ability to take on more• Capable of advancement• Possesses key leadership

competencies• Demonstrates motivation

and commitment• Fit w/ vision and values• Strong personal ethics

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Straightforward TemplatesStraightforward TemplatesPresent from template presentationPrepare Talent Profiles

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Performance vs. Potential GridPerformance vs. Potential Grid

Turn – to the next level

Pote

ntia

l

Growth – bigger jobs on the same “roadway”

Mastery – within the current position or function

Bigger execution of results & demonstrated proficiency of the competencies for current level. Frequently learning &

using new skills. Aspiration to greater challenges. Motivation to do more than is expected . Business

perspective beyond current position. Focus on success of own area within larger business context.

Execution of results & competencies appropriate for current position. Frequently learning & using new skills. Enjoys growth available in current or similar role. Motivation to perform at an exceptional level.

Business perspective effective for current role. Focus on success of own area within larger business

context.

Performance

ContributorBottom 10%

Consistently Exceptional

Top 20%Full Performer

Middle 70%

Exceptional performer capable of making

next turn immediatelyor near-term.

Full performer capable of making the next turn, but can still grow on current

road. Needs at least 1 – 2 years in current position.

4–Hi Po New in Role

New to role and was previously in box 1, 2 or 3. May have further potential,

but needs at least 1 – 3 years in current position.

Full performer capable of continued growth along current road.

Has capability to growbut current

performance is inconsistent or

inadequate. Needs to improve performance in current position.

Reassign to lower layer or transition from

role / employment

Full performer not likely to grow beyond

scope of current position.

Exceptional performer not likely to grow beyond scope of current position.

2 – High Potential 1 – High Potential

5 – Expandable 7–Attention Needed

9 – Action Required 8 – Well-Placed 6 – Pro in Position

Exceptional performer capable of

continued growth along current road.

3 – High Potential

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Alternate P2 GridAlternate P2 Grid

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Leadership definition exampleLeadership definition example

• Strong work ethic (fire in the belly)• Global exposure/perspective• Intellectual capability (but know limitations)• Business acumen - financial/ownership• Interpersonal/maturity/skills• Sincere/trust/integrity• Confidence above – inspiration below (team builder)• Proactive problem solving – desire to learn/curiosity• Positive/constructive

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Importance of ValuesImportance of Values

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DEVELOPMENTDEVELOPMENT

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Follow-up is keyFollow-up is key• Ensure responsibility for all follow-up actions (org

changes, personnel actions, etc.)• Individual feedback by managers• Stretch assignments• Development plans tied to gaps• Mentoring program• Functional training based on key gaps• Leadership Summit• Build into other people actions- variable comp, future

promotions• Update every 6 months

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Development ProgramsDevelopment ProgramsHigh Potential Development Program:

•Technical (Mentoring, Training, Project Assignments)

•Manager Development (360 with Online Learning)

•Senior Leader (360, Leadership Seminars, Executive Functional / GM Development, Corporate Projects)

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SummarySummary• Business plan determines critical roles• Simple tools can get the job done• Follow-up is key• Proof is when supply meets demand

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Tim [email protected]

925-245-8539