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Demystifying Talent Management & Succession Planning to Gain C-Level Involvement
• Loss of Key Leadership Talent
• Business Growth
• Business Complexity
• Preservation of Company Culture
Importance
Why the CEO Cares About Talent Management and Succession Planning:
• It Becomes an “HR Process”
• Alignment with company strategy non-existent or unclear
• C-Level is Not Actively Engaged
• Employees Do Not See the Value
• Inconsistent and Not Measured
Barriers
Why Talent Management Fails:
• Integrate it with your Corporate Strategy
• Make it a Core Business Process
• Make it Measurable and Consistent
• Engage the C-Level (and all employees!)
Outcomes
Learn to:
Key to Success
Engagement
Consistent &Measurable
Make Talent Management a Core Business Function
Integration & Alignment with Corporate Strategy
Key to SuccessMake Talent ManagementA Core Business Function
Consistent &Measurable
Integration withStrategy
Engagement
Organizational Needs
2.
Individual Development
Plans
Organizational Leadership Development Plan
Development Programs
Individual Development
Plans
Individual Development
Plans
Individual Development
Plans
Integration
1.
Stretch Job Assignments
Expand/Modify Current Job
On the Job Activities
Training
Coaching
Self-Directed Development
Development Programs
OrganizationalLeadershipDevelopment Plan
Individual LeadershipDevelopment Plan
Recruitment & Selection
Job Design
PerformanceManagement
Retention Succession Planning
360-degree Individual Performance Assessment Center
Organizational Capacity Cultural Diversity Organizational Performance Competitive Edge Employee Engagement
Individual Assessments
Organizational Assessments
Leadership Competencies
RESULTS
Integration
Strategy
Talent Management
• Create a structure tied to other business processes
• Utilize a blended approach operating within the context of the business.
Make it a Core Business Process
January
Begin Evaluations
February March
Evaluations
Complete
April
Talent
Management
Review
May
Business Review
June July
Development Update
August
September October
Talent Management Review
November
Business Review
December
Succession Planning Calendar
April –
Talent Management Review
• Evaluate progress
• Identify new HiPos
• Forecast future needs
• Calibrate plan
• Report to Sr. Mgmt.
July –
Business Review
• Evaluate progress
• Report to Sr. Mgmt.
January –
Evaluate
• Self-assessment
• Manager assessment
• One-up reviewMay -
Business Review
• Follow-up on action items
Blended Approach
Cross-Functional Assignments
Line to Staff
Big Jump in Scope
Start-Up; Turnaround
New, “Stretch”Job Assignments
Expanding/ModifyingCurrent Job On-The-Job Activities
2.
Responsibility for Related Areas
Increased Span of Control
Structure, Roles
High Impact, Cross-Functional Projects and Task Forces
Team Leadership Activities
Visibility to Senior Management
Internal Programs Action Learning Executive MBA
Assessment Center 360 Degree Feedback Executive Coaching Mentoring
Books 24/7 E-Learning Customer Visits
Training/Education Feedback & Coaching Self-DirectedDevelopment
Standardized
• Competency Model
• 360 Degree Feedback
• Assessment Center
• Job Analysis
• Curriculums
• Managerial Bench Strength
• Succession Hit Rate
• Forecasting Accuracy
• Internal Placement
• HiPo Churn
• Mentor Prevalence
Measurable