sustaining a competitive advantage identifying and ......sustaining a competitive advantage...
TRANSCRIPT
Sustaining a Competitive Advantage –
Identifying and Developing your
High Potential Talent20th Annual SHRM-Atlanta HR Conference
October 18-19, 2010
Kim Lang, SPHR
Vice President, Organizational Consulting
Anne Morgan
Vice President, Organizational Consulting
Your Session Presenters
Kim Lang, SPHRVice President, Organizational Consulting
Anne MorganVice President, Organizational Consulting
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Today’s Agenda
Audience Profile – Taking the pulse of the group
Talent Research
Building the Business Case
Identifying High Potential Talent
Defining Accelerating Leadership Development (ALD)
Key Program Components
Case Studies
Outcomes & ROI
Q & A
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Who We Are Talent and career
management experts
Create and deliver workforce strategies to grow talent, reduce costs and accelerate performance
Wholly-owned subsidiary of Manpower Inc., global leader in employment services
Founded in 1980
Clients include over 80% of Fortune 500 and 70% of Global Fortune 500
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Audience Profile
Taking the Pulse of the Group regardingDeveloping Your High Potential Talent
Warm-Up Exercise to Test the
Interactive Feedback Remotes!
Look for your remote number on back
Your number turns green when you enter your response
To change your response, simply enter a new number (will turn yellow then green again)
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Warm-Up Exercise to Test the
Interactive Feedback Remotes!
1. This afternoon you discovered you have the winning
ticket for the $300M lottery! The first thing you would
do, after informing your family is to:
A. Buy a private jet to fly yourself around the world
B. Resign from work via ―voice mail‖
C. Buy a villa in Italy or buy a private Caribbean
island
D. Go back to the office and keep the secret to
yourself
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2. Development is a priority in our organization and is
actively endorsed & sponsored by senior leaders who
play a key role.
A. Very true
B. Somewhat true
C. Somewhat untrue
D. Not true at all
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3. Our company retention statistics support the need for
strategies to accelerate the development of key talent
(e.g. high potentials, under-leveraged employee
groups, etc.)
A. Very true
B. Somewhat true
C. Somewhat untrue
D. Not true at all
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4. Our organization has a robust and “ready to
assume” leadership pool that can support our
projected growth and mirrors the make-up of our
client markets
A. Very true
B. Somewhat true
C. Somewhat untrue
D. Not true at all
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Identifying Your
High Potential Talent
Differentiating between High Performance, High Value and High Potential
The Business Case
Companies that effectively identify and develop talent and in turn
develop a strong leadership bench, experience greater bottom line
returns.
Companies with above average leadership bench strength enjoy
above average 36-month revenue growth relative to their industry
peer group.
Companies utilizing formal HIPO identification and development
approaches perform at a much higher level of total shareholder
return (those in the 75th percentile or higher TSR) than those that do
not.
Sources: Voice of Leader, Conference Board, Corporate Exec Council; Building High-Potential Leaders, Hewitt, April, 2003.
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Do You Know Your
High Potential Talent?
5. My company can identify our high potential talent?
A. Very true
B. Somewhat true
C. Somewhat untrue
D. Not true at all
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Performance vs. Potential?
1. Do all high performers have potential?
2. Do all low performers have potential?
3. Are all high potentials high performers?
4. Are all low potentials low performers?
5. Can low performers have high potential?
6. Can high performers have low potential?
And……..14
Performance vs. Potential?
……is past performance the best predictor
of future performance?
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Defining High Potential
Past Business Success
Competencies
oLeadership Foundations
oPersonal Agility
oRelationship Management
Motivation
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Defining High Potential
Source: Adapted from Corporate Leadership Council Realizing the Full Potential of Rising Talent Volume I: A Quantitative Analysis of the Identification and Development of High-Potential Employees, 2005.
Ability
Commitment & Values
Motivation
The High Potential Employee:
Is someone with the ability,
motivation, values & commitment
to rise and succeed in a more
senior, critical positions.
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Gauging the Readiness of
Your High Potential Talent
High Value Performerso Top 20-30% of workforce
o Have potential to be promoted
o Includes strong niche performers
High Potential EmployeesoTop 2-3% of workforce
oTop 10% of key performers
o Identification criteria • promotability (2 levels up in next 5 years)
• learning agility
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Distinguishing Between Performance,
High Value and High Potential
RightResults
WrongResults
WrongBehavior
RightBehavior
WRWW
RRRW
Performance High Value High Potential
Ability Leadership Learning Agility Organizational Credibility
Commitment and Values Passion for and model of client values and culture Personal engagement in client success Discretionary effort (willing to go above and beyond)
MotivationDesires advancement in complexity of responsibilities Takes risks and manages ambiguity
Includes any of the following:Subject matter expert/ specialist roleSingular capability or expertise Recognized thought leader Hard to find skills (or high demand) in general market Skill set not easily transferred in 3 months or less Portable skills, thinking and contribution to other functionsand/or geographies Unique combination of skill, behaviors and culture fit resulting in superior level of effectiveness
Current Research − High
Potential Talent
Reasons for the Research
Retention of high pot/key talent remains a hot issue
High potential talent value development
Organizations willing to focus on high potential
employees
How organizations develop their key talent
Coaching is a key component of development of high
potential talent
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How They Create Value
Team player
Build jobs for results
Tough decisions
Develop others
Great role models
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6. What has the greatest impact on your company in
terms of talent management?
A. Retirement of baby boomers
B. Company growth
C. Competition for talent
D. Retention of existing talent
E. Other
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Approaches to Talent Development
More and more integrated
Pepsi — 70/20/10 framework
Assessment and Development Plan creation
Formal training- often led by the CEO and members of
the senior management team
Action Learning Teams and high profile project teams
Coaching
Mentoring
On-the-job Development
Strategic job moves
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Business/Diversity Knowledge
Internal Networks
CareerManagement
LeadershipDevelopment
Key Components of an
Accelerated Leadership Development Program
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ALD Key Program Components
Skill Building Modules
Targeted Action Learnings based on aggregate 360/assessment findings
Business/Diversity Dialogue Sessions
Internal & External Guest Speakers
Strategic Business Project Teams
Exposure and visibility with senior leaders
Build and strengthen peer relationships
Interaction and discussions with senior level mentors
Group Experiences Individual Experiences
Accele
rati
ng
Develo
pm
en
t
Steering Committee & Monitoring for Success
Individual Stretch Assignmentsand Action Learning
360° Feedback andDevelopment planning
Individual assessmentand coaching
Executive Panel Interviews
MENTORS
&
MANAGERS
Executive Sponsor
Case Study #1ABD Company
&
The ABD Leadership Pipeline
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LeadershipTalent Pipeline Model
Top Talent Programs
Nominated
For high performing top talent
Core Programs
Manage the Leadership Turns
All Managers
Accelerator Programs
Nominated
For high performing top talent and other targeted groups
Best Talent
Learning to Lead
SeasonedManagerAcademy
DirectorsLeadership
Forum
DirectorsGlobal
LeadershipAcademy
VPSummit
Best Talent
Advanced Leadership Development
Program
The Goal of ALDP
ALDP is designed to accelerate the development of high potential Managers & new Directors.
The program’s primary goal is to enhance leadership skills & business knowledge and expand the participant’s professional network to further his/her career at ABD
Participant Criteria Must be a Senior Manager or newly appointed Director Identified as high potential and/or top talent Diversity criteria is given strong consideration
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The Business Unit Management Team plays a critical role in the program’s success and is involved in the following key activities:
Provides executive sponsorship for the ALDP Program
Oversees ALDP participant nomination and selection process
Commits to actively supporting the development of ALDP participants for 12 months
Supports the completion of all key process activities
Participates on the Executive Interview Panel and/or as an Executive Mentor
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Case Study #2
Global Technology Firm
Business Drivers
Leadership pool not reflective of customer markets
Lack of “ready to assume leadership”: diverse bench strength
Take proactive stance to prevent retention issues of key talent
Build career self-reliant mindset in the work force
Multiple Years Multiple Divisions 250+ participants 1 year program
ROI
Expanded contributions Lateral moves for
“better fit” Retention & Promotion of key
talent Formal Alumni Network
(FDPAN) established to continue to drive development
Business Projects recommendations adopted by business units
Global Technology Firm
Focused Leadership Development (FDP)
Multi-cultural Hi-potential Individual Contributors
& Managers
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Potential Program Outcomes
&
Return-on-Investment (ROI)
Individual and Organizational Benefits
Discussion on ROI
How Do you Calculate the Benefits
and ROI of Leadership Development
in Your Company?
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Research Findings on
Calculating the ROI
Retention — key with MVPs
Promotion rate
Engagement survey scores
Improved 360 ratings
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Program Outcomes & ROI
Individual Benefits To Be Realized
Cross-functional visibility & exposure
Comprehensive process (typically 12-months)
for professional & personal development
Mentoring from an executive
360° feedback vs. manager feedback alone
Greater alignment between self-perception and
organizational perception
Individualized coaching for development
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Program Outcomes & ROI
Individual Benefits To Be Realized (continued)
Participation in an Executive Panel Interview Process, including in-
depth feedback from the panel
Individualized Development Plan aligns with business goals &
strategies while closing leadership gaps
Opportunity to expand internal networks and build cross functional
relationships
Greater knowledge and understanding of what it means to take
ownership & accountability for leadership & career development
Receive a broad base support system from multiple sources that include
Executive Mentor, Manager, Coach, and HR Business Partners
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Program Outcomes & ROI
Organizational Benefits To Be Realized
Bench strength is more diverse and robust
Retention strategy for top talent
Cross-functional executive exposure to top talent
Increased ability to assess current and future executive
needs
Accelerates development and creates a pool of
prepared top talent from which to choose when job
opportunities occur
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Program Outcomes & ROI
Organizational Benefits To Be Realized (continued)
Prepares talent in a systematic way, closing leadership
gaps and utilizing development programs as support
Expanded learnings for all key stakeholders
Promotions and/or lateral moves for “better fit”
Business projects adopted by the organization have
revenue impact, improve operating efficiencies, and
enhance market brand
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Questions or Comments
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