Ahead of the game in ’86 – still ahead now

Ahead of the game in ’86 – still ahead now

www.csgconsult.com

Ahead of the game in ’86 – still ahead now

www.csgconsult.com

Resourcing and Talent Management

Maureen ScholefieldManaging Director

Ahead of the game in ’86 – still ahead now

www.csgconsult.com

An integrated approach

EffectivePeople

Resourcing

Patterns of work and flexibility

Termination

Recruitment and selection

Human resource and talent planning

Using competencies in HR practices

Managing diversity

Pay and reward

Managing performance

Human resource

development

RedundancyConflict

resolution

Employment relations

Strategic management of well-being

Health and safety

Ahead of the game in ’86 – still ahead now

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Succession planning

• Has tended to be about future leaders or managers

• Failed to look at non-managerial roles

• Now tending to be about critical specialist roles

• Driven by skills shortages

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Succession planning

• Good tool to lock in talent as greater awareness of internal opportunities will keep key people

• Lateral moves to deepen and broaden experience

• Leadership pipeline – Ram Charam

Ahead of the game in ’86 – still ahead now

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Leadership pipelineSix career passages• Manage self• Manage others• Manage managers• Functional manager• Business manager• Group manager• Enterprise manager

Ahead of the game in ’86 – still ahead now

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Leadership pipeline

Excellent insight into how to help managers transition and therefore be in the succession plans

The Leadership Pipeline – How to build the Leadership powered company

Ram Charan, Steve Drotter, Jim Noel

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The talent wave

Why succession planning fails and what to do about it

David Clutterbuck

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So what should succession planning do?

Simply put it should be a process of• Identifying who would or could step

into the role• Grooming them over a period of time• Supporting their transition

Ahead of the game in ’86 – still ahead now

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Succession planning pitfalls

• Overly reliant on line managers’ perceptions of their direct reports

• Inflexible competency frameworks• Overly prescriptive job descriptions

that stifle talent• Inadequate allowance for role

evolution• Assumptions about high performers –

the Peter principle

Ahead of the game in ’86 – still ahead now

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Succession planning pitfalls

• Insufficient allowance for gender differences

• Work life balance becomes an isssue• Leave it too late to give people the

breadth of experience they will need • Nostalgic belief that people will stay

for life• One size fits all

Ahead of the game in ’86 – still ahead now

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The challenge of Generation F

• On the web all ideas compete on an equal footing

• What you do counts for more that who you are

• Hierarchies happen• Leaders serve rather than preside• Tasks are chosen not assigned

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Challenges for HR

• Is talent management about developing competencies or developing leaders?

• Does greatest value come from focusing succession planning on short-term solutions or building quality relationships?

• How can you free competence frameworks from culture bias?

• Do you home-grow or import talent?

Ahead of the game in ’86 – still ahead now

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A simple way of identifying talent

People belong in the talent pool if they demonstrate:

• Significant continued investment in their own development

• A track record of assisting the development of others

• Ambition to achieve greater responsibilities

• A high motivation and ability to learn

Ahead of the game in ’86 – still ahead now

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Measurement

Debates on competencies and grids:• Attractive as it looks logical and

scientific• Designing frameworks is lucrative and

fun!• Consistent interpretation is difficult• What about IQ (reasoning intelligence)

and EQ (emotional intelligence).

Ahead of the game in ’86 – still ahead now

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The 9 box grid

A reliable assessment or an illusion of rigour?

Performance

Potential Possible misfit

Potential star

Consistent star

Developing

Core contributo

r

Rising star

Attention! Solid performer

Strong performer

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Is performance really measurable?

• What about shared goals?• Have the goals captured the essence

of the job role?• Can success in one role predict

success in another?• Who judges performance and how?

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Forced ranking

A widely used and deeply embedded concept but…

• Some are saying that it does more harm than good

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Question

If performance measurement is “interesting” and the 9 box grid is destined to be buried and we abandon forced ranking…..

Does this mean an end to:

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That age old debate

Linking pay to performance???

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Time for your questions