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BUILDING A TALENT MACHINE HOW TO ENGINEER A DIFFERENT PLAN FOR COMPANY GROWTH
Presented by: Charlotte Jensen Managing Consultant
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The Latest From the Gallup World Poll
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The United States Continues to be the Most
Desired Migration Destination
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Who Wants to Move to the U.S.?
138,000,000 people around the globe
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China has the Most Likely Migrants to the U.S.
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Majority of Americans Name China as the Top
Global Economic Power
“Who is the leading economic power in the world today?”
Meanwhile, the U.S. GDP still holds a significant lead over other global economies
Low U.S. Consumer Confidence
– 37% rate the U.S. economy as low
– 54% believe the economy is getting worse, not better
High Progress in China
– Dramatic increase in exported manufactured goods
– Steady increase in China’s GDP
And yet…
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Where is the Disconnect Between Perception
and Reality?
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Increase of Personal Income in China Lags
Behind GDP Growth
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Average China Life Ratings are Flat Despite
Dramatic Rise in GDP
Pollution
Worker conditions
Infrastructure: fuel, roads energy, transportation
As economy matures, people put public value on working conditions
Built economy as low cost producer, but wages rising
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China Faces Several Challenges Consistent
With Emerging Countries
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Low Engagement in Chinese Workforce is a
Major Threat to Sustained Growth
Copyright © 2013 Gallup, Inc. All rights reserved.
6%
29%
11%
68%
52%
62%
26%
19%
27%
0% 20% 40% 60% 80% 100%
China
United States
Global
Engaged Not Engaged Disengaged
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Engagement at Work Ties to Wellbeing
According to AMA, only 14% of senior managers say they are well prepared for the sudden loss of a key
member of their executive team.
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The Big Takeaway: Engaged Workforces are
Good for People, Businesses, and Countries
The most important element in engaging
employees is having the right leaders and managers
on your team.
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting and
Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development,
Engagement, and Performance Management
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Talent Machine
Getting the Right Leaders in Place Requires a
Comprehensive and Systemic Strategy
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting and
Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development,
Engagement, and Performance Management
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Talent Machine
A Succession Plan Needs to Take Into Account Who We
Have Now, Our Future Options, and How to Develop Them
Replacement planning is short-term and sets your organization up for long-term failure
A Succession Plan That Works:
- Is dynamic, based on a pool of qualified candidates
- Is continually adapting to needs and available roles
- Is reviewed constantly and aggressively
- Strengthens the company with every hire or promotion
- Uncovers a company’s strengths and weaknesses
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Succession Planning vs.
Replacement Planning
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting and
Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development,
Engagement, and Performance Management
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Talent Machine
Understanding Where to Go Requires Understanding
Where We Are Now
– Sales or Growth Problems
Often attributed to market conditions, positioning, back order issues
– Morale or Engagement Problems
Often attributed to compensation issues, lack of rewards or training
– Productivity Problems
Often attributed to poor systems and technology, external factors
– Turnover Problems
Often attributed to low pay, competitive market, the nature of the business
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Business Challenges That
Stem From Talent Limitations
Talent = a naturally recurring pattern of thought, feeling, or behavior that can be productively applied
– Can be measured with validated assessments
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Auditing Your Talent Pool
Assessment taken individually, audit report is of the whole group
• Organization or unit
evaluated on talent level, strengths and limitations, recommendations for targeted improvements
Talent Model
Motivation
Influence
Workstyle Relationship
Thought Process
Implants a talent focus in the company
Attract and source for the right fit
Promote and develop people around company needs
Identify and consistently select to standards
Steadily increase the talent pool
Builds a stronger employment brand
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Talent Audit Outcomes
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting
and Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development,
Engagement, and Performance Management
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Talent Machine
Hiring the Best Requires Attention to Your
Recruitment and Selection Processes
1. ______________
2. ______________
3. ______________
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Describe the BEST manager you’ve
ever had, in three adjectives:
Driven
Passionate Creative
Organized
Caring Decisive
Visionary
Inspiring Communicative
Encouraging
Determined Positive
Ethical
Fun
Honest
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First, Attract the Right Candidates
- Through your recruitment messaging
- Through your brand as an employer
“Job requirement: Define technical project requirements with clients.”
“Are you a tech-savvy leader who enjoys working with clients to define their needs?”
vs.
vs.
Objective and structured interviews are key
– Less time spent on overall process by hiring managers
– Focus conversations on highly-qualified candidates
Identify fit to role AND culture
Allows for quick individualization of onboarding efforts
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Then, Select Those Who Resemble
Your Top Performers
Study the most
successful in the role
Build and test a pilot
interview
Finalize selection
assessment
Ongoing validation
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting and Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development, Engagement, and
Performance Management
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Talent Machine
Experience Matters, but Only the RIGHT Experience
Identify Hi-Potential Leaders and Managers based on:
– Talent
– Metrics
– Developmental Evidence
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Developing Your Succession Pipeline
CEO
CFO
EVP
EVP
COO
EVP
EVP
________ ________ ________
________ ________ ________
________ ________ ________
________ ________ ________
________ ________ ________
________ ________ ________
John Smith Sarah Wood Max Fitch
Three candidates should be in the wings for each role within the top three levels of the organization
Interview your proven leadership stars
– What accelerated their growth?
Interview your executive stakeholders
– Where is the company going and how fast?
– Are they aligned with and able to execute the CEO’s vision?
Identify key experiences that lead to accelerated development
– “What was your first ‘quantum leap’ – movement to a job with significantly more responsibility, challenge, pressure, etc. When did this happen?”
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Determining the Right Experiences for
Your Organization
- Navigate extreme cultural adversity
Examples:
- Hostile environment
- In a minority leadership position
- Persistent negative performance trends
- A situation where other leaders had failed
- Inherits weak leadership team
- Being stretched, with high visibility, before “ready”
- Lead cross-functional team on a major company initiative
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Common Breakthrough Experiences
Succession Plan That Works
Audit of Your Talent Pool
Raising the Bar in Recruiting and
Hiring
Breakthrough Experiences for High-Potential
Managers/Leaders
Ongoing Development,
Engagement, and Performance Management
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Talent Machine
Retaining and Maximizing Your Talent Pipeline
Requires Consistent Effort
Start with the basics: clear expectations
Demand that the talented people you hire have a great manager
Rework performance management so it feeds the overall talent machine
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Ongoing Development, Engagement
and Performance Management
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The Succession Matrix: Putting the Pieces Together
Predictive Talent Assessment
Bu
sin
ess
Met
rics
Customer Engagement
Experiential Review
Development Evidence
Employee Engagement
Recast or Reconsider
Develop and Grow
Good Role Fit- Support
Star Performers
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For more information, please visit:
www.gallup.com
businessjournal.gallup.com
Or contact:
charlotte_jensen@gallup.com
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