strategic talent planning going beyond the high potential ... · bpi group is a leading global...
TRANSCRIPT
2 © BPI group
About Us
BPI group is a leading global management and human resources consulting firm
Shared SuccessWe understand that
sustainable organizational success depends, in large part, on individual success.
This is why we approach our work with a sharp and balanced
focus on the organization and the
individual.
Talent Management
LifecycleWe have 25 years of experience in North America providing
customized, pragmatic solutions that drive
organizational, team, leadership and
individual excellence and span the entire talent management
lifecycle.
Global ReachThrough our global
reach, clients benefit from innovative
thinking on people practices worldwide.
We team across borders, but always
deliver services with a local touch to ensure
organizations and their employees create
shared success during times of change.
3 © BPI group
Presenters
Kathy AllenManaging Director, Learning
Joanne StartSenior Consultant, Strategic Talent Planning
Pat Dailey, PhDFormer CAO, HerbalifeFormer VP, Global Talent Hewlett Packard
4 © BPI group
Today’s Webinar Focus
Define Strategic Talent Planning
Outline the Strategic Talent Planning Process
Discuss best practices and activities involved in the StrategicPlanning Process
6 © BPI group
Strategic Talent Planning
Applying methodologies, tools and techniques that enable leaders to address: “Do we have the right talent to implement our strategic agenda?”
7 © BPI group
Demonstrate partnership capabilities
Expected to “contribute at the table” with a strategic point of view
Understand that “Leadership” is a growing enterprise riskcomponent
Know if not “strategic” you are outsourced or outplaced
Dividing into two areas of concentration: Administrative andTalent
Must have courage and credibility to say “no”
The Evolving Role of Human Resources Leadership
8 © BPI group
Benefits of Strategic Talent Planning
Talent Ready:Assure you have the right people for TODAY…the rightpeople for the FUTURE…
Talent/Leadership Pipeline:Relevant to the organizational needs
Competitive Advantage:Generate high returns for less money and less risk
9 © BPI group
Top Talent(Succession)
High-PotentialTalent
EmergingTalent
Game Changers
PivotalPositions
Low/No Potential
Under leveraged
talent
What is Strategic Talent Planning?• Ability to perform an “MRI” of
your current talent as it alignswith the strategic agenda
• Acknowledges all areas of thework force
• Involves robust dialogue and acommon language that bringleaders together in consensus
• Fully engage and optimize thetalents of the workforce
• Align the time horizon of yourtalent plans to matche exactlyto the time horizon of yourstrategic plan
Diversity Pool
Risk of Losing
FunctionalPositionDepth
Contingent Positions
Retirement
HighPerformers
10 © BPI group
How does Strategic Talent Planning Work?Perform diagnostics on business needs and talent depth and readiness
• Facilitate a series of structured meetings with key executive/leadership groups to discuss talent
• Ask pivotal, thought provoking questions to access talent against strategic agendas
• Identify reports and data necessary for making decisions and planning
• Roll Organization and Talent Plans up for Senior Leader Approval
Fund Plans in the Annual Budget Process• Gain approval and prioritization
Execute Organization and Talent Plans
Evaluate, adjust and recycle
12 © BPI group
Competencies for the HR Leaderto Facilitate the Process
Build a Coalition
• Build powerful, collaborative relationships with key business partners who vested in the outcomes
• Inoculate yourself against political risks and challenges (sharks attacks) are present
Know the Business
• Know all aspects of the business
• Understand the metrics that matter
• Focus on the business strategy first and then the people
• Contribute a point of view based on the business
Execute
• Practice strong Program/Project Management
• Have rich Facilitation skills
• Understand Talent Assessment methodologies
• Mitigate risk
Be Courageous
• Be thoughtful and yet insistent
• Navigate others through painful, tough, decisions
• Stand with your decisions
• Remove bias and personal agenda’s
14 © BPI group
Identify towering strengths
Pin-point Shortcomings
Assess change/learning capacity
Define readiness for scope change
Target developmental needs
Prepare evaluation and reporting mechanisms forprogress
Realistically forecast the future
Mitigate risk (attrition, pivotal positions, blockedpromotability, etc…)
Diagnose Plan and Approve Execute Evaluate
Diagnose: Can You Facilitate?
15 © BPI group
Key Questions/Challenges:1. Can Sharon provide leadership in a turnaround situation
2. Can Sharon quickly produce strong results with the new aggressive ?
Towering Strengths
• Strategic Thinking – sees patterns/looks for opportunities and continuous improvement
• Execution Skills – has a track record of results in tough situations
• Leadership Skills – attracts talent/solid in development of people
Key Development Needs
• Sizing Up People
• Strategic Agility – Can overdo her strength
Future Scenario: Comments Possible Jobs % Ready
General Management 75%
Change Leadership: Proactive
Talent Forecast: Promotable 2
Name: Sharon Star Service: 5 years
Location: Los Angeles, CA Title: VP, Supply Chain
Reports to: Bill Alsostar Division:
Years in Job: 1.5 years Position Code:
Sample Diagnostic Information Gathered
16 © BPI group
1.Overall Bench Strength Depth
Talent Forecast
Take
Action
(WP) Well
Placed
(IP) Ir replaceable
Pro
(E)
Expandable
(P)
Promotable Proactive
• Sharon Star
Active
• Sam Solid • George Crown
Reactive
• Terry Teck • Bill Brightplus
Blocked
• Ann Screen “By-Standers”
Game-Changers: Should get positions / aggressively manage them ‘Solid citizens’- Stay in place—develop / must stay up as bar raised…’Load bearing walls’ By-Standers ... Must improve quickly / questionable—performance improvement plan or action required
C H A N G E L E A D E R S H I P
“Game-Changers “Solid Citizens
17 © BPI group
2.Overall Functional Depth Matrix
FUTURE VERSATILITY
Sales Marketing Research & Development
Design Engineering
Operations Engineering
Will create growth Clearly Versatile
Fred Box
Nancy Bryne
Will create growth—needs more development Expandable in—1, 2, 3 yrs
Marie Alley
Solid Citizen Irreplaceable Pro
Solid, needs to continue to grow as bar is raised Well Placed
Kirk Waters
Tom Teck Fred DeMoss
Limited as to flexibility / has to step up Minimally Versatile
John Jones David Knisley
Tom Beck Ed Morgan Bob Tucker
Most likely wrong job or learning curve would be too long + Mis-Placed
Too New in Position
**Direct Reports to:
18 © BPI group
Leadership Pipeline® Dashboard
(Sample of various Reports)
5.Incumbent/PivotalPosition
Key position–Who is in that position?
6 Value-Defection Analysis
Who is most valuable that we might lose?
7 Succession / Back Up Analysis
Back ups . . . holes in logic?
8 Diversity--“Best in Class”
What does the picture look like?
C. Weak Link Analysis
1 Overall Bench Strength
Overall picture of present/future talent
2 Functional DepthCapability
Functional depth?
3 By-Stander Cost-Tolerance Report
What are the costs of poorest performers?
4 Key CapabilityStrategic Importance
Importance of functions/ what kind of shape?
B. Bench Strength / Depth Analysis
Test Against Business Scenarios
Decisions Reached About Talent and Talent System Mechanisms• Invest/Upgrade Human Resources• Position Planning• Individual Actions
A. Leadership Profiles
19 © BPI group
3. Poor Performance—Tolerance- Cost
By-Standers—Tolerance Costs
Total Positions Reviewed = Grades 14–18 = 92 By-Stander-Level Designation = 10 % of Talent with Reactive/Blocked Change Capacity + Minimal Versatile and WP/IP = 14 % Yearly Salary Costs associated with list: $981,000 + $294,300 benefits (estimated) = $1,275,300
NAME
TITLE
POINTS / GRADE
BASE SALARY
LOCATION
CHNG RESP
VERSATILITY POTENTIAL
PIVOTAL POSITION
Smith, Fred Purchasing Agent 17 168,000 Pittsburgh 4 MV Y
Jones, Mary Information Systems Mgr 15 142,000 Milwaukee 6 MV N
Brown, Nancy Controller 15 137,000 Denver 5 MV N
Tucker, Kirk VP Sales, Residential 14 128,000 Boston 6 MV Y
Teck, Tom Director of Materials 12 120,000 Chicago 6 MV Y
Starkey, Mike Customer Service Manager 14 140,000 Los Angeles 7 WP N
Waters, Ed Nat’l Sales Mgr-Residential
12 146,000 Chicago 7 WP N
Red indicates Alert
20 © BPI group
Plan and Approve: Do You Have Sound Project Management Skills?
Align organization and talent plans to business plans
Partner efforts to create a data-driven budgeting plan and target ROI contribution
Understand constraints and only commit to what HR can realistically implement (Be more than a “hero” at planning time, have the resources to pull it off!)
Educate senior management, analytically and emotionally, to the benefits and outcomes for full vesting
Diagnose Plan and Approve Execute Evaluate
21 © BPI group
Execute: Can You Leverage All of HR’s Capabilities?
Design organizational structure that can work
Install and nurture high-performance culture
Staff the organization with great and diverse talent
Train the organization with essential skills and knowledge
Prepare and deploy leaders
Build performance management systems that recognize effort and reward achievement
Engage and communicate with a committed workforce
Remove non-performers and cultural misfitsDiagnose Plan and
Approve Execute Evaluate
22 © BPI group
Evaluate: Did the Talent Planning Partnership Deliver?
• Did the organization win based upon the pre-selected metrics?
• Managers executed their talent plans?
• High-Potentials realized their developmental objectives?
• Workforce components satisfied the demands of the organization?
• Valued assets where retained and protected?
• HR fulfilled its commitments?
• Did HR recognize and lead necessary mid-course corrections?
• Is the organization in a more favorable, competitive position this year than last due to its talent?
Diagnose Plan and Approve Execute Evaluate
23 © BPI group 23 © BPI group
Thank you for your participation
“Execution means having the mental and organizational
flexibility to put new business models into practice,
even if they counter what you're currently doing.”
Rosabeth Moss KanterProfessor, Harvard School of Business
24 © BPI group
Contact Information
BPI group5565 Glenridge Connector, NESuite 450Atlanta, GA 30342770-399-8400
Kathy Allen [email protected]
Joanne Start [email protected]
Pat Dailey [email protected]