talent management power point presentation
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The why, how , and ROI of an optimized talent management practice.TRANSCRIPT
Are Your Company’s Talent Management Practices Optimized to Address the Future Changing Needs of Your Business?
People – Process –Technology – Strategy - Compliance
Expert Panel Discussion / Presentation
The Chicagoland Chamber of Commerce
January, 25, 2012
Introductions• George Langlois, PhD
▫ President of Organizational Strategies Inc.▫ Director of the Center for Research and Services at
IIT▫ 25 years experience in organizational
effectiveness, executive assessment and talent management systems
• Lori Muehling, PhD, RODC▫ Director of Talent Management & Organizational
Development at Exelon Generation ▫ 25 years organization development, talent
management and human resources experience
• Carl Kutsmode▫ Partner at talentRISE LLC▫ 20 years recruiting and talent operations
management consulting experience
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Panel Discussion OverviewTalent Management Trends & Leading Practices: What key
components make up the talent management system of top performing companies?
• George M. Langlois, Ph.D., President, Organizational Strategies, Inc. and Senior Consultant to talentRISE
Talent Management Critical Review Business Case - What are the practical considerations to consider when reviewing and revising your talent management practices?
• Lori Muehling, Ph.D., RODC, Director of Talent Management & Organization Development, Exelon Generation
Optimizing Your Talent Decisions – How top performing companies who optimize their talent management practices are able to make informed talent decisions that ensure future business performance goals are met?
• Carl Kutsmode, Managing Partner, talentRISE
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Talent Management Trends & Leading Practices
Framework
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Future Trends: Changes in Overall Talent Mgmt CEO Priorities in 2011/2012
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Source: Deloitte - Talent Edge 2020: Blueprints for the new normal (December 2010)
Greatest Shift in Focus is On:
1. Performance Management2. Emerging Leaders3. High Potential Employee
Development4. Experienced Hiring5. Workforce Planning6. Retention of Employees with
Critical Skills7. Talent Assessment8. Senior Leader Development9. Campus / College Hiring10. Benefits to attract / retain talent
Why the emphasis on talent?• High performing companies do better at
managing and retaining talent• Valuation of companies is in now measured by
its talent.• Business environment is more complex and
dynamic• Boards and financial markets are expecting
more.• Employee expectations are also changing.
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Source: DDI – Nine Best Practices for Effective Talent Management (White Paper 2009)
Best Practice View of Strategic Talent Management
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Talent Identification & Business Alignment
• Aligned Core Competencies
• Job “Performance Profiles”
• “Right Fit” Talent Recruiting, Assessment & Selection
• Succession Planning• Workforce planning
• Talent Supply/Demand• Talent Gap / Risk Analysis• Aging Workforce Analysis• Workforce Diversity
Performance Management & Development
• Performance Mgmt• Leadership SKILLS
Training• Leadership
DEVELOPMENT programs
• Career Development & Planning
• Hi-Potential Talent Pipeline Relationship Mgmt
Proactive Talent Retention
• Turnover Analysis• Early Warning
Systems• Retention Planning &
Analysis• Employee
Engagement• Market
Competitiveness (Comp, Benes, Benchmarking)
Key Underlying Processes
Alignment with Business Objectives Assessment Coaching Environmental Analysis
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Best in Class - Talent Management Framework Overview
Key Points / Take Aways•Align with your business plan•Measure •Integrate and streamline
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Business Case:
A Talent Management Critical Review
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Talent Management Critical Review - Business Case Overview
• Why do a current state critical review and not just take action on known issues?
• How did you chose the approach and why?• Who owned/sponsored it? Who were the key stakeholders
involved?• What were the key considerations you needed to be sure to
address to ensure success?▫ Critical Success Factors
• How can the results be used and applied? ▫ Expected Outcomes / Key Findings?
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We need to be proactive in generating a steady supply of leaders to meet anticipated demand for leadership talent and drive team effectiveness.
Proactive Supply of Talent and Team Effectiveness
Ultimate goal:
Enabled by:
Requires:Identify/Select
LeadersDevelopLeaders
RetainLeaders
Right Peoplein the Right Roles
Clear Strategy
Faster Growth and Improved Business
Performance
Right People in the Right Roles
Right Peoplein the Right Roles
Organizational Structure and
Processes
Team Development
Team Work
Best Practice View of Strategic Talent Management
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Talent Identification & Business Alignment
• Aligned Core Competencies
• Job “Performance Profiles”
• “Right Fit” Talent Recruiting, Assessment & Selection
• Succession Planning• Workforce planning
• Talent Supply/Demand• Talent Gap / Risk Analysis• Aging Workforce Analysis• Workforce Diversity
Performance Management & Development
• Performance Mgmt• Leadership SKILLS
Training• Leadership
DEVELOPMENT programs
• Career Development & Planning
• Hi-Potential Talent Pipeline Relationship Mgmt
Proactive Talent Retention
• Turnover Analysis• Early Warning
Systems• Retention Planning &
Analysis• Employee
Engagement• Market
Competitiveness (Comp, Benes, Benchmarking)
Assess your current practices against leading practices to determine where your greatest gaps are in being able to BEST support our future business objectives
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Talent Identification Dir VP TR
Core Leadership Competencies / Traits
Opportunity to develop core set of leadership competencies for each role and manager training and tools on how to assess them using behavioral anchors;
Talent Assessment & Selection
Business Talent Reviews annually are not assessing strengths or leadership competencies.
Succession Planning / Pipeline +Bench
Strength
Readiness assessment criteria lacks mobility and situational experience criteria.
Talent Management & Development Dir VP TR
Performance Management
Too focused on development plan completion and business / operations experience focused, not leadership skills and competency gap assessment and development focused”; No “Off track” flags.
Leadership Skills Training Programs
Leadership competency development specific training programs exist. No training on performance coaching / development conversations or how to assess leadership competency.
Leadership Development Programs
No formal career or coaching program – candidate driven; Used ad hoc mainly to correct performance or close a technical skill gap .
Career Development & Planning
Manager training is needed on developmental and competency assessment conversations; Career path checklist needed.
Example: Current State Assessment Scorecard Sample -Talent Mgmt Practices
Key Points / Take Aways
•Drive Toward Excellence•Ownership•Best Practices/Industry Differences•Focus•Prioritization/Critical Few
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Optimizing Your Talent Decisions:
The Power of Workforce Intelligence
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What are YOUR Biggest CHALLENGES related to TALENT?
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Performance
Recruiting
Compensation
Systems / Automation
No Planning
Do You Know Where YOUR Organization’s Greatest Workforce / Talent Risks Are?
▫ Workforce Diversity Mix▫ Aging Demographics / Retirement Trends▫ Turnover trends▫ Headcount trends▫ Talent Supply / Demand for Critical Roles▫ Projected Talent Need in critical roles– Gap/Surplus▫ Succession Pool Health ▫ Readiness Pool ▫ Integrated Talent Management Technology and
Processes ▫ HR Talent Management Metrics ▫ Others?
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Leveraging Workforce Planning Technology for Talent Intelligence- Example - Executive Summary Report
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Example: Workforce Gap Analysis by Critical Role
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Example: Talent Supply / Demand Analysis – Available Talent Demographics and Market Competitors for Engineering Directors / Managers
Central NJ ( Trenton-Ewing-Princeton)
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Example: Headcount Trend Analysis
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Example: Turnover Trend Analysis
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Example: Workforce Diversity Analysis
Diversity something many employees and leadership teams are measured on. Insights into diversity gaps in your organization will help them link action plans to their short and long term diversity recruiting and development goals.
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Example of Revenue Risk Analysis Related to Identified Workforce
Planning Gaps 25
Example: Aging Workforce Demographic Trends Analysis • Analyzing workforce aging
demographics against projected retirements can provide significant insight into critical role succession pool health.
▫ 7.1% expected in the next 1 year▫ 7.7% expected to retire in the next 2
years ▫ 8.9% expected to retire in the next 3
years
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Complimentary Talent Risk Analysis Report • To conduct an analysis for your organization, we will need an HRIS data export of
the following current workforce data for the employee group you wish to have analyzed. A minimum of 100 records is needed to run a report.
• A report will be generated within 3 weeks of receiving the data from your HR team:
▫ Position Title▫ Department ▫ Hire Date▫ Birth date▫ Date Entry into Current Role▫ Termination Date▫ Termination Reason ▫ EEO Gender▫ EEO Race▫ Last Performance Rating Score▫ Annual Pay▫ Employee Employment – Full time / Part Time ▫ Employee Exempt Status – Exempt / Non Exempt
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Additional questions needed to complete the financial risk analysis section of the report:
Percentage that headcount is expected to increase or decrease next year in this role or overall?
Industry classification?
Total annual gross revenues
Total annual gross expenses
Average revenue per employee
Overtime policy
Questions George Langlois, Ph.D.
Ph 312-320 [email protected]
www.org-strat.com
Lori Muehling, Ph.D. Ph (630) 657-4162
[email protected] www.exelon.com
Carl KutsmodePh 773 509 6801
[email protected] www.talentRISE.com
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