tsi pad-tad presentation 1507

The Role of the TAD Framework in Enabling Workforce PlanningAligning Personal Development & Talent Development

March 4th, 2015 1© 2004-2015 Al Adamsen and The Talent Strategy Institute

Presented by Al AdamsenTalent Strategy Instituteal.adamsen@talentstrategyinstitute.com415-652-2745LinkedIn: Al AdamsenTwitter: @aladamsen

Aligning Personal & Professional DevelopmentThe Role of the Talent Assessment & Development (TAD) Framework

July, 2015

And how it’s replacing “Performance Management”



“The beginning of wisdom is calling things by their right names.”

- Chinese proverb



Talent Acquisition. Talent Management. Talent Development. Personal Development. Training. Coaching. Career Development. Total Rewards…

In most organizations these processes are disparate: different frameworks, different systems, different data, different definitions, different insights, different owners… Frankly, a complete mess.



“Out of clutter, find simplicity. From discord, find harmony. In the middle of difficulty lies opportunity."”

- Albert Einstein



How do people develop themselves? How “should” they develop…?

How do organizations systematically assess and develop talent today?

How “should” organizations assess and develop talent moving forward?

What if personal development and talent development were aligned?



How are jobs designed? Under what framework?

How are existing employees sought out for new jobs? Are they?

How are external candidates screened, interviewed, & selected?

What if these three processes are aligned? What if they’re not?



Right now, how do individuals develop themselves?

What do I want to do?

What am I good at?

How do I achieve it?



Responsibilities

Qualifications

Other

Right now, how are job descriptions created?



Skills Behaviors

Experience Education/Knowledge

Contributions/Accomplishments Activities

Relationships Intentions/Passions

Compensation/Financial Benefits/Wellness

The Personal Assessment & Development (PAD) Framework

Used for personal visioning, developing a plan/roadmap, identifying one’s personal Board of Directors, how to spend time, etc.

© 2015 Talent Strategy Institute



The Talent Assessment & Development (TAD) Framework

Used for creating job descriptions, assessing talent, developing talent, and rewarding individual, team, and/or organizational contribution

Skills Behaviors

Experience Education/Knowledge

Contributions/Accomplishments Activities

Relationships Intentions/Passions

Compensation/Financial Benefits/Wellness




Personal Development & Talent Development

Two sides of the same coin…



SkillsTechnical skills related to a specific role

BehaviorsBehavioral "skills" related to the role, team, and org

ExperienceWhat someone has done, where they've done it, and for how long: this is an "audit" not a grade of how someone did

Education/KnowledgeFormal education (certificates, degrees, etc.) and informal knowledge (books read, workshops taken, etc.)

Contributions/AccomplishmentsWhat someone actually achieved, or what someone is expected to achieve (their goals), over a time period

ActivitiesHow someone spent his/her time; and how time should be spent moving forward

RelationshipsWhat relationships someone have now; and what relationships can/should be developed

Intentions/PassionsWhat goals they have, and what one's energy and focus

Compensation/FinancialWhat the organization is willing to pay and what an individual wants/needs to live and generate wealth

Benefits/WellnessThe additional offerings of an organization in relation to the critical needs or desires of an individual

The Talent Assessment & Development (TAD) Framework




Ass

ess

& D

evel

op

Recruit & Assess

Compare

Assessing both Internal & External Talent with the Same Lens

New Role/Job Description

Internal Candidates

External Candidates



Workforce Planning & Analytics Together

24 months

Forecasted Demand for Talent

Forecasted Internal Talent Supply

Time

Quantityof Talent

Talent Gap:How to fill? Internally & Externally?

Workers Entering the Organization

Workers Exiting the Organization

> 1, growing organization< 1, shrinking organization

12 months




Performance Management is going away

1 --------------------- 2 --------------------- 3 --------------------- 4 --------------------- 5

The OLD Way:

It was about • identifying the “high performers”• The “high potentials” and • The bottom 10% and/or• The one’s that needed to be “managed out”

GreatlyExceeds

ExpectationsMeets

ExpectationsBelow

ExpectationsExceeds

Expectations“Performance

Plan”

ABCDF



The Talent Assessment & Development (TAD) FrameworkN

ot O

bser

ved

0 ------- 1 ------- 2 ------- 3 ------- 4 ------- 5 ------- 6 ------- 7 ------- 8 ------- 9 ------- 10

Obs

erve

d

Rep

eate

dly

Obs

erve

d

Hab

itual

Coa

chin

g O

ther

s

Oth

ers

See

king

You

to b

e C

oach

ed

Assessment Scale for Skills & Behaviors:

It’s about Frequency… Habits…Ways of Being…Confidence……about identifying those who develop rapidly and competently

The NEW Way:

PromotionReady



Important to Millennials

FairnessRespect

SignificanceGrowth



( )Strategists

Analytics Change

Strategists

Research Agenda,

Process Improvements,

System Decisions,

Measurement Strategy

Measurement

“A measurement strategy works in conjunction with an analytics strategy.”



Workforce Planning



CapabilityCapacityCostConstruct

The 4 C’s of Workforce Planning



Workforce Planning Process

Current Headcount Attrition Talent Demand Talent Gap

Internal Development

Strategy

External Recruiting Strategy

OrganizationDesign/

Restructuring

External Help

100 -20 110 -30 ? ? ? ?

(a) Internal Supply:Who do we have now?What are the critical roles?What are the critical skills?Where are they?What are their intentions?From where are they coming?

(c) Forecasted Internal Supply

(b) Talent Demand: What will we need? (e) Gap Analysis:

(Δb + Δd = c)How big is the gap? What can/should be done to

fill it?Development strategiesRecruiting strategies

Current StateAssessment

Future StateVisioning

StrategyFormulation

Execute andAdjust

(d) Forecasted External Supply

(f) Take Action & Adjust:ImplementDevelopment strategiesRecruiting strategies

Workforce Plan



March 4th, 2015 23© 2004-2015 Al Adamsen and The Talent Strategy InstituteExternal View

Internal ViewBusiness Strategy

& Budget

RecruitingStrategy

Forecast Applicant Pool

DevelopmentStrategy

Forecast Internal Supply

Talent Capacity &Labor Modeling

Business & Financial PlanningTalent Planning

Org. Design, Contingent Labor,

FT-PT Mix, etc.

Gap


Workforce Planning Model

Attributes of Successful Employees

AssessmentStrategy

Audit InternalSupply

Audit Labor Pools

Talent Demand(Quantity of Capability)The TAD Framework



Workforce Planning and Total People Spend

Long Term Cost

Com

petiti

ve A

dvan

tage

Time HorizonShort Long

Low

High

Low High

Full-Time EmployeesConsultants

Contractors/Temps Outsourcers

$$

$ $



How great would it be if we aligned personal intentions and development with organizational needs, measurements, and development investment?

Can we make this happen?

Yes!

What does being awesome at this look like?



We are…

Explorers Creators



Presented by Al AdamsenTalent Strategy Instituteal.adamsen@talentstrategyinstitute.com415-652-2745LinkedIn: Al AdamsenTwitter: @aladamsen

Thank you! To makin’ great things happen!

July, 2015

Aligning Personal & Professional DevelopmentThe Role of the Talent Assessment & Development (TAD) Framework

tsi pad-tad presentation 1507

Documents

talent management

career development

al adamsen twitter

different definitions

different systems

different data

different frameworks

different owners