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Key people drive the business What happens when they disappear?
No back up plan
Strategies
Visibility Management Tools to beat the competition
How do we manage succession and exit? How do we identify and retain talent?
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Plan
Instruct
Learning Retention
Developing a pool of talented people who can supply future job needs
Implement talent management strategy Being custodians of the talent management process Providing guidance and realistic thinking about talent management and development programs
THE HR ECOSYSTEM
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Future HR Focus
Former HR Focus
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Drive & measure: Management can engage in people development initiatives that drive business results and can measure the results Anticipate & develop Management can develop a more competitive workforce with minimal disruption as the business environment and workforce demographics change Identify & manage HR can proactively identify talent gaps in the context of corporate strategy and proactively deal with them Integrate workforce strategy with business strategy HR becomes a more strategic partner in running the organization. Success through people becomes a reality, not just a vision
Executing talent management strategy Being custodians of the talent management process
WHAT TO EXPECT
Are you responsible for talent? This is for you! Practical tools and things that Jobs Use it to check what youre doing
MEASURE
MOVE
FIND
DEVELOP
ENGAGE
START HERE
Who is your customer internal and external? What is on their mind? What do they expect supportive role from you? How will they measure your success?
Measure the performance Find the Gap Engage the people Develop the people Move
MEASURE ??????
Measure Gaps
Current
Organizational Objectives
Future
People Competencies
FIND /////????
BIG QUESTION
Leadership talent? What exactly, are you looking for? Lets try an experiment
EXPERIMENT
Think of 4 people from different walks of life who show great leadership talent Not professional, technical, sporting or artistic excellence Generic ability that differentiates their leadership from others
WHATS IT ABOUT?
How well they are doing How effectively they are performing How consistently they are managing their job..
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High potential employees display the following qualities: Leadership Promise - Demonstrates the leadership competencies
Balance of Values and Results - Fits the culture and has a passion for results Learning Agility ability to adapt to new situations, recognize patterns and apply learning from previous situations in new and different ways
Personal Development Orientation Is receptive to feedback and has learning agility Master of Complexity - Practices adaptability and conceptual thinking and navigates ambiguity
LEADERSHIP COMPETENCIES
Strategic Decisive Innovative
Technical Conservative
Communicative Delegation
Analytical Tactical
Creating A Vision
Productive
Management Focus Committed
Achieving Results
Core Values
Following Through
Control Feedback
Team Playing
Respectful
Cooperative Consensual Empathetic
2.
3. 4.
Define evidence statements in simple language Test and agree with line management Communicate and train managers to know what it means - they are responsible for finding it
6.
7.
ENGAGEMENT OF PEOPLE
work-life balance
But, so is
Performance
And we use
People Engagement
+
to Performance Management
=
And call it
Performance Management Plus
To this
Performance Management Plus
Perform Develop
Like Performance and Development, Engagement is a management responsibility. Its part of the same Conversation
EFFICIENT INTEGRATION
Perform
set performance objectives review progress give performance feedback and reward
Develop
identify capability gaps build development plans give development feedback and coach
explain the corporate landscape understand what personally motivates make the vital connection and listen, align and adapt
Engage
It starts here
YOUR EXPERIENCE?
In your experience, how do organizations develop leadership talent?
Where is most investment?
1.
2.
2.
3.
3.
7.
8. 9.
Leader wants to improve Focus on 1 (no more than 3) behaviours Respected colleagues are invited and agree to take part Colleagues give constructive feedback Coach ensures the quality of the process
Leadership Development
Progress Review with Colleagues
Initial Assessment 1st Review
Behaviour to Develop
2nd Review
Very Low Low Medium High Very High
Leadership Development
Progress Review with Colleagues
Initial Assessment 1st Review
Behaviour to Develop
2nd Review
Very Low Low Medium High Very High
Learn about the coaching process, decide what you want to improve, choose colleagues to involve and plan how to get initial feedback and advice
Review feedback with colleagues, choose 1-3 behaviours you want to improve, rate your current effectiveness and agree an action plan. Implement the plan. Ask for feedback as you go
Listen to feedback about the progress you have made, rate effectiveness again, plan further improvement actions and evaluate the coaching process
MOVE
LEADERSHIP TRANSITIONS
MANAGE A BUSINESS
KEY ROLE
MANAGE OTHERS
MANAGE SELF Source: The Leadership Pipeline, 2001 by R Charan, S Drotter, J Noel
MOVE: GOAL
A good supply of capable leaders Right people into the right roles
Competency
Behaviour Knowledge
Skills
Attitude
Competency Modeling
Competency models consists of qualities required for superior performance with respect to:
The Organization's Culture & Value
Functional requirements
Role attributes
Leadership Attributes
COMPETENCY MAPPING
The competency review process links current capabilities to the organizational needs
Competency Model
Review
Development Plans
Implementation
Competency Profile
o Developing competency model depends on the nature of the organization & some basic consideration: o The practices for which they will be used o The financial & personnel resource available o Who needs to be included in the process of developing & endorsing the applications oWho is going to be included in the implementation process
Survey Driven
Expert Panel
Least Rigorous
Most Rigorous
Considerations:
* Practicality * Speed * Fairness * Validity