09 03 Iir Talent Mgmt (35 Slides)

SPEAKER NAME: Tom Bartridge

COMPANY NAME: Emaar

Talent Management

March 2009

Talent Management – March 2009Slide 3

Why is Talent Mgmt Important?

Global consulting firm Development Dimensions

International (DDI) conducted a survey at the end of

2007 with 412 senior leaders in Europe, North America,

Asia and Australia

The study found 85% of CEOs said talent management

is as important, or more important than other business

priorities. But only 2 in 10 leaders say they often spend

time managing talent, and only 1 in 10 reviews it with

their board of directors

For more information see article “Talent Management Seen as Top Priority, but

Draws Scant Leadership Effort” by Theresa Minton-Eversole – SHRM online editor

Talent Management – March 2009Slide 4

Where Do You Start?

What will the organization structure look like in 8

Quarters, in 12 Quarters?

What skills will be needed to cope with changes?

How many new positions are anticipated in the

next 8-12 Quarters?

How do you diagnose leadership skills accurately?

How many potential candidates are currently ready

to assume these roles?

Are your development activities challenging?

Talent Management – March 2009Slide 5

Talent Development

Be integrated / complement existing programs and

have support of entire management team

Efforts should go beyond replacement planning

Focus on developing the leadership ability of

selected candidates

Staff must be encouraged to develop themselves

for the future

Advancement is not “promised” to any individual

Focus on activities that increase an individual’s

potential for success within 8-12 Quarters

Talent Management – March 2009Slide 6

Responsibilities

Critical Issues Corporate Role SBU / Regions

Business / Resource Plan

provide frameworktalent pool custodiantalent deploymentbuilding Emaar Talent Brand

provide resource planning requirementsdevelop business plansdevelop action plans

Development / Retention

identify core competenciesidentify talent (internal & external)link talent development to key job responsibilitiesmake talent development KPIdesign outreach programdifferentiated rewards

identify core competenciesidentify talent (internal & external)contribute to talent poolaccept outsiders into unitcreate development program within unit

Talent Management – March 2009Slide 7

Responsibilities

Critical Issues Corporate Role SBU / Regions

Communication

create communications policy guidelinesensure information flows across all SBUs / Regionsbring people togethercreate communication systemcelebrate / share successes

share information with peers and corporateprovide regular feedbackcelebrate / share successes

Monitoring

ensure consistent & effective implementationset goals for success

monitor all managerial talent levelsbe accountable

Appraising Performance

Talent Management – March 2009Slide 9

The Link to Performance Appraisals

Link Company goals to individual contribution

Provide clarity on job & performance requirements

Monitor & measure performance

Improve individual performance

Provide training & development guidance

Ensures top-performers are identified

Supports the growth of Talent in the Company

Talent Management – March 2009Slide 10

The Appraisal Process

Setting objectives / expectations

Be clear about consequences

Tying individual performance to the “Big Picture”

Monitoring performance

Providing feedback

Conducting formal evaluation session

Closing the session

Talent Management – March 2009Slide 11

Joint objective setting between manager and

subordinate

Agree on performance targets

Set review dates

Setting Objectives / Expectations

Talent Management – March 2009Slide 12

Providing Feedback

Conduct reviews periodically

Focus on performance not personalities

Identify training related issues

Identify motivational / behavioral issues

Identify strengths and areas for improvement

Provide constructive feedback, when needed

Give praise, when deserved

Recognize superior performance

Use Positive Language

Emaar’sAppraisal Forms

Talent Management – March 2009Slide 14

Form A: Employees

Form B: Managers

Form C: Executives

Sections: 1. Competencies

2. Competency Rating Scale

3. Objectives

4. Additional Objectives

5. Overall Rating

6. Comments Block

7. Training Requirement Block

Supporting Development of Talent

Talent Management – March 2009Slide 15

Manager Level Focus

1. Operations Management

2. Plan & Organize Work

3. Knowledge & Self Mgmt

4. Communication & Influence

5. People Mgmt & Development

6. Delivers Results

7. Continuous Improvement

Talent Management – March 2009Slide 16

Executive Level Focus

1. Strategy & Vision

2. Judgment & Decision Making

3. Shared Ownership

4. Communication & Influence

5. People Mgmt & Development

6. Delivers Results

7. Continuous Improvement &

Change

Emaar Talent Pool

Talent Management – March 2009Slide 18

What is the Talent Pool?

Systematic process where managers identify,

assess and develop their employees

Vital for Emaar because it ensures a pool of future

leaders

Managers provide development opportunities that

stretch their subordinates’ abilities

Exposes high-potential candidates to as much of

the working environment as possible

Talent Management – March 2009Slide 19

Talent Pool Program

Talent Management – March 2009Slide 20

Welcome Screen

Talent Management – March 2009Slide 21

Selecting Candidates

Talent Management – March 2009Slide 22

Candidate Data

Talent Management – March 2009Slide 23

Job History

Talent Management – March 2009Slide 24

Candidate’s Top 3 Talents

Be specific and describe actions, behaviors & decisions.

Talent Management – March 2009Slide 25

Key Development

Talent Management – March 2009Slide 26

Assignments

Talent Management – March 2009Slide 27

Assessment

Talent Management – March 2009Slide 28

Appraisal History

Talent Management – March 2009Slide 29

Training

Talent Management – March 2009Slide 30

Reports

Mentoring

Talent Management – March 2009Slide 32

Purpose of Mentoring

Prepare for succession

Retain high performers

Improve workforce diversity

Improve job performance

Manage corporate knowledge

Reduce learning time and cost

Support nationalization targets

Increase employee engagement

Talent Management – March 2009

Actively seek opportunities for protégé to acquire the identified experiences, knowledge and training they need

To coach and guide the protégé on an ongoing basis, provide feedback and be a sounding board.

Mentor Responsibilities

Talent Management – March 2009

Develop and execute action plans to "close the gaps," maintain high levels of self-motivation and be open and direct with their mentor.

Readily accept feedback and take the responsibility for their own development.

Protégé Responsibilities

Talent Management – March 2009Slide 35

In Closing…

The key is to see learning as inseparable from

everyday work… Peter Senge

Nobody needs to learn, survival is not

compulsory… Deming

The rate at which individuals & organizations learn

may become the only sustainable competitive

advantage… Ray Stata

Education’s (mentoring) purpose is to replace an

empty mind with an open one… Malcolm Forbes

Talent Management – March 2009Slide 36

Any Questions ?