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3 Conversa+ons For Designing a Self-‐Sustaining
Talent Management Process David Lipsky, PhD
© David Robert Lipsky, PhD 2014 1
© David Robert Lipsky, PhD 2014 2
What Success
How Process
Why Purpose
Focusing on the 3 key quesEons of why, what & how creates the posiEve self sustaining energy to propel
your talent management process
© David Robert Lipsky, PhD 2014 3
WHY HOW
Why do we exist for our customers and employees?
Your OrganizaBons Story
What is our brand promise to your customers and talent?
Success Criteria
Goals Competencies
How do we work to saBsfy our customers and talent?
Process Tools
© David Robert Lipsky, PhD 2014 4
Why do we exist for our customers and employees?
Your OrganizaBons Story
© David Robert Lipsky, PhD 2014 5
Customers
Employees Other Stakeholders
Community
Why Do We Exist – Our Story
© David Robert Lipsky, PhD 2014 6
Describe the Culture that creates the internal condiEons for your success. I.e.: Maintaining an entrepreneurial culture while insEtuEonalizing process discipline
Your story clarifies your current and future success.
What is our brand promise to your customers and talent?
Success Criteria
Goals Competencies
© David Robert Lipsky, PhD 2014 7
What Is Your Strategy To Provide The Talent Your OrganizaEon Needs?
AcquisiBon Engagement
Development RetenBon
Build • Talent Development
Buy • External Hires
Rent • Outsource • Contractors • Partnerships
Talent
© David Robert Lipsky, PhD 2014 8
9
Linking Leadership Competencies to Our Story
Organizational Story, Strategy, Mission, Goals
Organizational Capabilities
Leadership Competencies
© David Robert Lipsky, PhD 2014
10
Examples of Linkages
Best at customer knowledge
Agile customer relaEons
Customer Focus Listening Skills
NegoEaEon Skills RelaEonship Building
First with new products and services
Agile R&D and High Risk Decision Making
Comfort with Uncertainty Timely Decision Making
CreaEvity InnovaEon Management
© David Robert Lipsky, PhD 2014
How do we work to saBsfy our customers and talent?
Process Tools
© David Robert Lipsky, PhD 2014 11
5 How ConversaEons To Create A Self-‐Sustaining Talent Management Process
Tools & Measures
Processes
Technology
Rollout
ConBnuous Improvement
© David Robert Lipsky, PhD 2014 12
How does each conversaEon support your Purpose, Approach & Outcomes?
Integrated & Flexible Present & Sustainable
Leads organizaEonal growth
Maintains success culture of excellence
More value than cost
More clarity than complexity
Early success and individual insights renew energy needed to sustain the processes
Consistent and structured group dialogue drives adopEon and success
How -‐ Design Principles
Culture
Tools
Development
© David Robert Lipsky, PhD 2014 13
Right people at the right Eme and pucng them in the right place
Success Criteria Engagement & Development
Values Role Hierarchy Talent Assessment Performance & PotenEal Metrics
Performance Management Talent Development & Succession Planning Employee Experience Survey
Leadership Conferences Site Conferences LMS & Skill Soe Learning Modules Leadership Development Programs
Example of Talent & OrganizaEonal Development Framework
© David Robert Lipsky, PhD 2014 14
Succession and Talent Purpose Example
Talent Pools To ensure the right mix and caliber of talent in order to deliver on tomorrow’s promise of the brand, externally and internally, through: • Early identification, • Accelerated and targeted development plans and • Joint agreement between the organization and the
individual for development and results.
Succession Planning To ensure a continuous and ready supply of talent to fill critical positions through: • Ongoing monitoring of bench-strength for each
critical role, • Targeted development to the demands of top
positions, and • An emphasis on filling roles from within.
Succession Plans for SVP and Above
High PotenEal Talent Pool 5-‐10% of Manager and Above
Development Plans Feedback To Candidates
© David Robert Lipsky, PhD 2014 15
Talent Assessment And Succession Planning Process
Talent Assessment Roundtable Discussion
Development Planning
!
!
!
Performance Potential Values Role Behaviors
Identify Successors
Collaborative Dialogue
Development Plans Ongoing Dialogue
© David Robert Lipsky, PhD 2014 16
Self Sustaining Cascade CommiOee OrientaBon
June
Talent Assessments
July
Roundtable MeeBng August
Development Planning MeeBngs September
Enter Final Successors & Development
Plans October
Ongoing Development ConversaBons EVP
SVP
VP
Dir
© David Robert Lipsky, PhD 2014 17
Succession Timeline Example Process Step Timeframe
Launch Process Late August
EVP Succession EVP Direct Report Self Assessment Early September
EVP’s Assess DR’s, 9-‐Box Placement, CompleEon of Succession Plans Late September
EVP Roundtable Discussions Late October
Development Plans Created and Communicated to EVP’s Communicate to their DR’s
Mid November
CEO Succession
EVP’s Complete Self Assessments Late September
CEO Assessment of Directs Early November
CEO CompleEon of EVP Profiles Mid November
Development Plans Created and CEO Communicates to EVP’s Late November
BOD PresentaEon Early December November
18
19
Sample Profile
Age 37
Tenure 8
PosiEon ResponsibiliEes
Global responsibility for operaEons
EducaEon BA, Mechanical Engineering, Oxford U.
X
Perf
orm
ance
Low
High
Potential Low High
Med
Med
Overall Strengths • Global Experience • Knowledgeable about both operaEons and
retail
Development Concerns • Enterprise Financial acumen • External partnerships
Development AcEons
• Lead fast cycle product development for new banking credit card
• Mentoring from EVP… • ExecuEve Coaching
Current Challenges • Reducing overall cost of operaEons, including researching and execuEng offshoring partnerships
Possible Career Moves • RotaEon into systems operaEons • Senior finance posiEon
RetenEon Risk High Medium X Low
Ready Now Jane Smith, Haresh Tevia
AcEng Tim Bishop
Ready 1 -‐ 2 Jie Lee, Sharon Stone
Ready 3 -‐ 5 Alan Baxter, Juan Ramirez
EVP/SVP Successors
© David Robert Lipsky, PhD 2014
9 Box VALUED CONTRIBUTOR
§ Involve VCs in training others
§ Fully uElize contribuEons
§ ConEnue to grow them in their current areas of experEse
§ Consider/test whether individual can be pushed into an emerging talent
§ Make sure they are rewarded and recognized
STRONG KEY TALENT § Move into broader, more
significant, and/or higher level role
§ Expand into new funcEon, area or business
§ Reward to encourage risk and level of challenge
DEVELOPING
EMERGING
EMERGING /STRONG
PERFORMANCE WATCH § Consider source of performance :
poor job definiEon, insufficient resources, lack of skill, moEvaEon
§ Manage performance Eghtly, redeploy, retool or eliminate
Under Performing
EMERGING TALENT § Provide stretch assignments that
help develop new skills, Eme applicaEons and work values
§ Challenges that come off the boss’s desk is a good test
§ Cross-‐funcEonal projects/task forces build breadth and ability to integrate mulEple funcEons and exposes them to different people
Perf
orm
ance
Low
High
Potential Low High
Med
Med
20
David Lipsky, PhD Experience Jobs • E*TRADE • KPMG • Merrill Lynch • Sony • UNICEF ConsulEng • Alpharma • Bayer • Biovail • Johnson and Johnson • Krae • Merck • Pfizer • Unilever • United Technologies • Walmart • Etc.
EducaBon • BS, Human Ecology Cornell University • MS, Applied Psychology, Hofstra University • PhD, Applied Psychology, Hofstra University
Focus Areas • Change Management • ExecuEve Coaching • Employee Branding • Employee Engagement • FacilitaEon • InnovaEon Capability and
IniEaEve Development • Internal ConsulEng • Leadership Development • Learning OrganizaEons • OrganizaEonal Development • Performance Management • Strategic Planning • Sustainability • Talent Management • Team Building
© David Robert Lipsky, PhD 2014 21
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