Managing The Talents Pipelines

Managing The Talents Pipeline
Mohamed Aboulkomsan
Session Outline
Talent Management
Definition Value
Steps
Applications
Career Pathways For MR
LA & SP
Case From Life Development Plan
2 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan
Its an IN/OUT process
Upgrade Leadership (Revisited role of FLM)

Leaders who can effectively develop People and Business through Novartis V&B and Compliance
Impact Of Developing Exceptional Teams

High Performance Team
P e r f o r m a n c e I m p a c t
Real Team
Working Group
Potential Team
Pseudo Team
5
FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan
Team Effectiveness
Step 1 Key Accountabilities People Objectives

To develop exceptional team that exceeds business objectives in the right way and capable of producing future leaders Hiring and Onboarding
Anticipate vacancies and accountability to fill it Screen and provide inputs for recruitment needs Interview potential candidates and make recommendations On-boarding for new MRs introducing them to their new team and organization
Coaching and training

Coach MRs in the field Evaluate MRs skills level Provide constructive feedback through the 4S technique and follow up on progress Demonstrate and improve the C4 knowledge level Use informal coaching (the coaching moment) Reinforce MRs training and follow up on appropriate implementation in the field and provide constructive feedback to training center
Performance Management
Identify, and communicate clear objectives and expectations with MRs
Build the talent pipeline

Discuss and assess career desires and goals with MRs Manage expectations as needed, and clarify development potential and actions required Understand and help MRs in creating their development plans Participate in team performance rating and OTR Identify early and accelerate the development of top talents
Creating the right team culture

Insure diversity and inclusion Plan and conduct motivational district meetings Celebrate success and team building initiatives Encourage the right speak up culture Build team synergy and competitiveness Empower team in a compliant way Communication bridge between senior management and team Champion breakthrough ideas and initiatives
Monitor and document PM process with ongoing feedback to each MR Motivate and retain good performers Effectively manage low performers Develop and communicate corrective action plans Manage MR expectations
Always Look for the Talents
Diamond is a diamond, but can be stone for another one.

Developing The Talent is always a PRIORITY
Nothing is as important as identifying, training, and holding onto talented people

Jack Welch X- CEO of GE
Consider..
At any one time 59% of employees will be open to working elsewhere And definitely this % will be much more higher in TALENTS
What is Talent Management? -A set of business practices that manage the planning, acquisition, development, retention and advancement of talent in order to achieve business goals and optimize performance. -Talent Management implies recognizing a persons inherent skills, traits, personality and offering him/her a matching job.
Meaning
Getting the right people with the right skills into the right jobs.
So, Talent Management is

A set of processes that allow a company to increase value provided by their human capital.
Key processes
Goal alignment Candidate selection Performance management Employee development Rewards delivery Workforce is more: Suitable Engaged / Committed Flexible / Adaptive Productive
Align
Comply
Automate
Parveen Rana Director VBS Group, www.vbscindia.com
TALENT MANAGEMENT
Talent Management Helps in

Increasing Reducing
Employee satisfaction Worker productivity Learning effectiveness Performance level
Employee turnover Time to ramp new hires`
How To Effectively Manage Talent?

Build a winning environment that people want to belong to
Establish a talent management mind-set, which embeds

ownership and accountability for optimising talent and potential
Create tangible means to identify, select and deploy people

of outstanding talent
Fully engage talent, use it and manage it intelligently

You Have To Start It Right
Do not try to fit a square peg in a round hole

Remember Categories of potential in Novartis while Identifying Your Employees

Potential for rapid or near-term growth to a key leadership position within Novartis -OR Potential to rapidly progress through increasingly higher levels of leadership Potential to assume a leadership role at a higher level than current position within the organization Subject matter expert Potential for a role of larger scope/ accountability or a lateral move within existing leadership level Has capability to apply talent and skills to broader leadership roles within the function Potential to make significant contribution in his/her current leadership position In some cases, may be able to move laterally into a new functional area, in a role of similar scope and accountability
Associates who have difficulty in current organizational role or are not performing to their potential in the current role
Associates who have worked for Novartis 6 months or less.

How Do You Develop Talents?

Experience
Special projects and assignments Exposure and involvement in key business challenges Task forces, committees, change initiatives Job change/rotation
Job Performance feedback Executive coaching 360-degree feedback process Developmental assessment workshops ( OTR )
Formal Learning
Critical skill building training programs On Line training programs Key external training programs Self-directed learning initiatives
Ascending Value
Feedback & Coaching
Talent Retention
FACTS
Over 50% of the people recruited into an organization will

leave within 2 years.
1 in 4 people recruited will leave within 6 months. Nearly 70% of organizations report that staff turnover has
a negative impact.
replacing staff.
Nearly 70% of organizations report having difficulties in
Approximately 50% of organizations experience regular

problems with employee retention.
Ways To Keep Hold Of Talent

Build a path that enables the employees to utilize their full potential Individual growth Compelling future Optimum Pay Positive workplace
Talent Retention Tools

Career development opportunity
Sense of accomplishment
Job security Confidence in future Good compensation Recognition Fairly evaluating job performance
Plan strategies and actions
Execute actions
Check progress against objective
There are three steps to put a plan in place to retain a top performer
Discuss their needs, what they like and any fears or concerns
Communicate the fact that they are highly valued by Novartis as a top performer Understand the drivers of their happiness in the job, and any concerns:
What do they like about their current role? (e.g. A particular customer type, a certain stage in the selling process) What do they not like? (e.g. Lack of job security, incentive package, a certain geography)
Define and agree a plan to address those needs
Work with HR and the SLM to agree what can be offered to meet those needs Discuss with the rep whether what has been tentatively agreed will work Iterate and refine as required
Check-in periodically on their satisfaction
Periodically schedule time with the rep to discuss their satisfaction

If there is no specific concern, every 2-3 months may be fine, as long as it is on the calendar
Reconfirm the reps needs and concerns Check that the plan is still addressing those needs and concerns
FLM will want the same privileges set a clear and consistent threshold for what is required for this Other reps cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan level of attention, and be wary of data issues/market shifts that may leave someone just short unfairly
Elements of Career Management

1. Individual (Self) Assessment of Abilities, (Interests, career need and goals)
2. Organizational Assessment of employee abilities and potential

3. Communication of information concerning career opportunities with the organization 4. Career Counseling to set realistic goals and plan for their attainment
23
Career Management Process In A Nutshell

STEP 1 INDIVIDUAL ASSESSMENT Who am I?
(Career Stage, Path Preference, Political Style)
STEP 2 INTERPERSONAL ASSESSMENT
How do other see me?

(Self-insight, image, political style, personality)
STEP 3 ORGANIZATIONAL ASSESSMENT
What are my options within the organization?

(Knowledge of the organization, future trends, options, opportunities)
STEP 4 DEVELOPMENT PLANNING
How do I achieve my goals?

(Motivation, confidence, goal setting, action planning)
Career Planning Cycle My Career in-Sales Free. Easy. Practical. Reliable tool
My Career in Sales Link

Use the below link to go to My Career Page on Novartis
Intranet
http://iwspharma.na.novartis.net/portal/server.pt?open=514&objID=879 165&parentname=CommunityPage&parentid=1&mode=2&in_ hi_userid=237476&cached=true&hId=34430_0_1_
Its only 3 steps process
Career Options (Pathways for MR)
Sales Job Family Grid

Global
Commercialization
CPO Sales Primary Care CPO Head
CPO Sales Specialty

CPO Head
CPO KAM
CPO Head
CPO Marketing
CPO Head
Related Roles**
Head
Commercialization
Head
Head* Regional Director
Head* Regional Director
Head
Head
Director
BF Head
Associate Director
Senior FLM
Senior FLM
Senior KAM
BD
FLM
FLM
KAM
BM
Senior Rep
Senior Rep
Associate
Associate
Roles in scope
Roles out of scope
Roles covered by KAM My Career
Roles covered by My Career in Marketing
This job family grid shows an example sales organization within a CPO and therefore not all of the key roles shown here may be present within any particular CPO. Also, key roles within smaller CPOs are likely to be shared roles and operate at a lower level than positioned here. * In some CPOs, the Head role may be responsible for Sales and Marketing, i.e. Business Franchise Head. Also, in some cases, Primary Care and Specialty may report into one Head role. **Novartis encourages movement to a related role in other functions such as Training, Pricing & Market Access, Medical Affairs, Marketing Science, Medical Science Liaison, Commercial meeting/Managing the Talents pipeline/ M.Aboulkomsan Excellence and Coordination roles (CPO and Global) and commercial roles in Other 29 FLM cycle Operations. The Related Roles family also includes Sales CPOs.
Localizing The Sales Job Family Grid Define Career Options With The Talent
MR Associate PM
PM Sales Trainer Training Manager Medical
KAM
Rec. Spec
Associate FLM FLM
KAM Head
MSL
HRM
GPM
SLM
CS
DRA
CRA
SFE
Finance
Sustained Performance & Learning Agility
SP
LA
Learning Agility: There are Four Factors

Comfortable with Self aware/personal improver Situationally responsive Skilled communicator/conflict
complexity/ambiguity
Finds solutions to tough
problems/thinks from a new perspective

Critical thinker
Explains thinking to others Curious to a fault
People Agility
manager
Politically agile Good at sizing up people,
understands others
Mental Agility
Delivers under tough and
Learning Agility
Change Agility
Leads change Tinkerer/experimenter /never
challenging conditions
Inspires others to perform beyond
the norm
Builds high performing teams Has drive and personal presence Very flexible and adaptable Beats the odds; resourceful
Results Agility
satisfied
Takes the heat of resistance Deals with the discomfort of
change well
Introduces new perspectives/ has
a passion for introducing new ideas
The Learning Agility / Sustained Performance Matrix

Most effective
S U S T A I N E D
P E R F O R M A N C E
4 2 1
7 5 3
9 8 6
Less effective Too Soon
Less
LEARNING AGILITY
More
Coaching For Development
S U S T A I N E D
Most effective
Coaching for Depth

Performance trend is high and career aspiration is towards functional and technical expertise
4 2
7 5 3
Coaching for Breadth

Performance trend is high and career aspiration is towards General Management and/or broadening experience beyond current area, geography, and/or business unit
Coaching for High Performance
Performance is strong and with some development, could be among the highest performers in the business
Less effective
Development is needed to consistently improve performance over time and keep up with the increasing challenges of the role
Coaching for Performance Development
Too Soon
Less
LEARNING AGILITY
More
WORKSHOP Allocate Your Team on SP/LA Grid

Most effective
S U S T A I N E D
4 2 1
7 5 3
9 8 6
Less effective Too Soon
Less
LEARNING AGILITY
More
Characteristics Of Good Talent Management

Ownership and involvement Business objectives permeate every aspect of the system Is measured in real business terms and results are acted upon
Hire the right people.

Acclimate new employees Discuss career interests with employees
Identify developmental opportunities

Identify training opportunities Offer appropriate rewards and recognition
Help employees to advance

Create a workplace that has meaning and purpose
Leadership Development Model in Novartis

Leadership Talent Job Experiences
Continuous Learning
A Pipeline of Leaders able to Grow the Business
Processes and Tools Leadership standards/values and behaviors Functional Competency Models Executive Interview guides Managers Toolkit for Assessing and Developing Potential
Processes and Tools Organization and talent Review Process (OTR) Talent Management System (TMS) Talking Talent Career Maps Performance Management System
Processes and Tools Learning Programs Accelerated Developmental Programs Mentoring 360o Feedback Development Planner
Case From Novartis-China

Four core Principles towards identifying and developing talents
Grow leaders from within Novartis
Fill 70% of the position with internal associates Each associate has a developmental plan Each associate has minimum two career and development discussions per year
Thank You
Be Fair
Stepping Up To Team Leadership

Team leadership Participative leadership Supervisory leadership
Involve people Direct people Explain decisions Train individuals Manage one-on-one Get input for decisions Develop individual performance Coordinate group effort Build trust and inspire teamwork Facilitate and support team decisions Expand team capabilities Create a team identity
Resolve conflict
Contain conflict Implement change
Make the most of team differences

Foresee and influence change
React to change
Talent Management Process

PLAN EVALUATE
DEVELOP
ADVANCE LEAD ANALYZE
IMPORTANCE OF TALENT MANAGEMENT

Recruitment Retention Employee development Leadership and "high potential employee" development Performance management Workforce planning Positive Culture
Measure and Monitor Talent
Self-Management
Progress monitoring Self assessment Competencies update
Employee Management

Appraisals Project reviews Performance reviews Progress monitoring
Career Progression Metrics

Training completion & success
rates Skills improvement rates On-the-Job Proficiencies
Talent Management
Recruitment & Selection
BUSINESS STRATEGY
Career Management
Performance Management Training & Development
BUSINESS RESULTS
Rewards Management
Talent Management
Succession Planning
Senior Management Development
Recognize talent Change Organisation Culture Attracting Talent
WAYS TO MANAGE TALENT

Managing Succession Retaining Talent
Selecting Talent
Do You Have a Pipeline of Leaders?

Four Reasons Why Emerging Leaders Arent Ready:
1. All parties underrate the difficulty of making the transition from functional manager to enterprise-oriented leader.
2. Leaders fail to see the need to slow down to speed up. 3. People tend to avoid giving or seeking criticism. 4. The process of making necessary changes may seem overwhelming to emerging leaders and their mentors.
FINALLLY
MANAGING TALENT EFFECTIVELY
Identify key roles
Take an inventory of your talent management
skills
Measure the right things

Set up a process-wide feedback
Why is retention becoming one of the top issues in HR?

The enormous cost associated with staff turnover. The difficulties experienced in replacing people (on average positions
go unfilled for over 9 weeks).
Despite advances in recruitment practices recruitment is still a less

than perfect science each new recruit represents risk.
Costs associated with training.
The overall impact on the organizations ability to meet the needs of its
customers
Talent Retention Map

Career Progression Plan Instruct Measure & Monitor Reward & Promote
Align Workforce to Strategic Objectives Retain Top Talent
Provide Training Enable Global Learning
Track Learning and Progression Quantify the Effect of Training
Give Suitable Compensation and Rewards
Learning Retention
Talent Management Process

Building Leadership Supply Requires an integrated Approach Which Addresses the Following Areas:
Acquiring talent
Assessing new and current talent
Developing talent
Transitioning Talent
Identify Your Employees

Hi-Pos / Prom.
A very small group of individuals who have demonstrated superior accomplishments, and who embody the core competencies and values of the organisation
High Professional
Those who exceed employee expectations
Essential Contributors
Meet organisational expectations
Concerns
Those who fall below organisational expectations
Give Them the Tools to Win
Executive Coaching for Future Leaders
Developing the Right Capabilities in Your High Potentials
The Develop-Deploy-Connect Model
Alignment: Connecting people to work that is motivating. Commitment: Providing coaching and mentoring. Capability: Developing critical skills to ensure success.
Parveen Rana Director VBS Group, www.vbscindia.com
CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

Understands and is committed to group goals. Is friendly, concerned and interested in others. Acknowledges and confronts conflict openly. Listens to others with understanding. Includes others in the decision making process. Recognizes and respects individual differences. Contributes and respects individual differences. Values the ideas and contributions of others.
Recognizes and rewards team efforts.

Encourages and appreciates comments about team performance.

Managing The Talents Pipelines

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Managing The Talents Pipeline

Career Pathways For MR

Its an IN/OUT process

3 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Upgrade Leadership (Revisited role of FLM)

4 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Impact Of Developing Exceptional Teams

FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Step 1 Key Accountabilities People Objectives

Coaching and training

Build the talent pipeline

Creating the right team culture

6 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Always Look for the Talents

Diamond is a diamond, but can be stone for another one.

Developing The Talent is always a PRIORITY

Nothing is as important as identifying, training, and holding onto talented people

10 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

11 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

So, Talent Management is

Parveen Rana Director VBS Group, www.vbscindia.com

13 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Talent Management Helps in

Employee satisfaction Worker productivity Learning effectiveness Performance level

Employee turnover Time to ramp new hires`

14 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

How To Effectively Manage Talent?

Establish a talent management mind-set, which embeds

Create tangible means to identify, select and deploy people

Fully engage talent, use it and manage it intelligently

You Have To Start It Right

Do not try to fit a square peg in a round hole

Remember Categories of potential in Novartis while Identifying Your Employees

Associates who have worked for Novartis 6 months or less.

How Do You Develop Talents?

18 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Feedback & Coaching

Over 50% of the people recruited into an organization will

Nearly 70% of organizations report having difficulties in

Approximately 50% of organizations experience regular

Ways To Keep Hold Of Talent

20 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

Talent Retention Tools

Plan strategies and actions

Check progress against objective

Define and agree a plan to address those needs

Check-in periodically on their satisfaction

Periodically schedule time with the rep to discuss their satisfaction

Elements of Career Management

2. Organizational Assessment of employee abilities and potential

Career Management Process In A Nutshell

STEP 2 INTERPERSONAL ASSESSMENT

How do other see me?

STEP 3 ORGANIZATIONAL ASSESSMENT

What are my options within the organization?

STEP 4 DEVELOPMENT PLANNING

How do I achieve my goals?

24 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

25 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan

My Career in Sales Link

http://iwspharma.na.novartis.net/portal/server.pt?open=514&objID=879 165&parentname=CommunityPage&parentid=1&mode=2&in_ hi_userid=237476&cached=true&hId=34430_0_1_

26 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan