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TA L E N T I N T E L L I G E N C E
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Handling Workforce DevelopmentDave Wilkins, Head of Taleo ResearchJohn Moxley, Director of Leadership Development, Cricket CommunicationsChris Cimitile, title?
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Handling Workforce Development
at Cricket Communications
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Today’s Topics
• Intros and Agenda
• Leadership Development at Cricket Communications
• Succession Planning across the Organization
o How Technology Helps
• Preparing Employees for Future Demands
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Education, Workforce Mismatch
College Grads Jobs Needing College Grads
0
20
40
60
80
100
Percent Growth Over Past 10 Years
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Education, Workforce Mismatch
College Grads Jobs Needing College Grads
0
20
40
60
80
100
Percent Growth Over Past 10 Years
Georgetown “University Center on Education and the Workforce” prediction
of college graduate deficiency in 2018: 3,000,000
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Cricket Communications
• Nationwide wireless provider – wide range of services, affordable priceso Unlimited rate plans voice, text, web, broadband– no contractso Muve Music – unlimited music downloads, 600,000 subscribers
• Offer both simple and smart phones, including Android and Blackberry• Company stores, Dealers, National Partners (e.g. Best Buy, Target, Walmart,
Dollar General, HSN)
http://www.mycricket.com
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* Based on The Leadership Pipeline* Charan, Drotter, Noel, 2001
• 5 Leadership levels with unique expectations, competencies, values
• Turns are major transitions a leader must make to be successful at the next level
• Advancement requires changes in
– Competencies
– Values
– Time Allocation
• Competency sets define focus for each level, used in Performance Management & Succession Planning Process
• Model applies to everyone in the enterprise
• Validated for large & small organizations
Cricket’sLeadership Pipeline Model*
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Leadership Competency Framework
• 4 Mission Critical Behaviors apply to everyone• Unique Competency sets for each of 5 Leadership
Levels• Intended to guide development focus for a given
leadership level• Competencies are cumulative as one advances in level,
e.g. a Mid-Level (Level 3) leader should be proficient in all competencies for levels 1-3
• Used in Performance Management and Development Planning
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Example of a Leadership Profile
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Leadership Profile in Cricket U
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Poll Question: What’s Your Learning Mix for Leaders?
• Mostly formal with some on-the-job development and coaching• Mostly on-the-job development with some formal and coaching• Mostly coaching with some on-the-job development and formal
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Learning Plan for the Frontline Leader
On-the-job Development (70%)
(Activities dependent on individual and competencies/experience to develop)
• Stretch assignments• Job Shadowing• Job-rotations• Toastmasters• Leadership Resources (Manager Tools,
Podcasts, getAbstract) • Participate on cross-functional team• Conferences
Formal Training (10%)CORE = 16.5 hrs
• New Manager Orientation (WBT 2.0)• Effective Supervision (WBT 2.0)• Getting Started as a New Leader (WBT 2.0)• Frontline Leader at Cricket (WBT 0.5)• New Manager FastStart (ILT 8.0)• Conflict Resolution (WBT 2.0)• Situational Leadership (ILT 16.0)• Essentials of Leadership (WBT 3.0)• Developing Others (WBT 3.0)
Coaching (20%)• Peer coaching• Weekly 1:1 meetings with manager• Ad Hoc Manager Feedback and Coaching• Mentoring (internal/external to Cricket)
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Core Courses: in boldElective Courses: not in bold
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Are you ready to Lead?
Get ready at Leader U:• Know your Leadership Level• Review your Leadership Profile• Start your Learning Plan
Click a at
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Developing a Leadership Culture
• 45 Videos Produced and delivered Via Cricket U
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Leader U course
Embedding Leadership into Retail Curriculum
Core Branded Retail
Retail New Hire Onboarding
Smart Selling
Smart Service
Team Foundation
Muve Certification
Data Certification
CID Certification
COS Retail Management
Smart Store Operations 101
New Manager FastStart
SL II/ InsideOut Coaching
Smart Sales & Service
Coaching
Smart Consulting with Dealers
Business Acumen for Frontline
Dealer Retail Management
Store Ops Best Practices
Smart Coaching
Smart Sales and Service Coaching
Leader U course
Leader U course
Leader U courses
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Poll Question: How Deep Do You Plan Succession?
• Executives Only• VP and Senior Leaders• Director and Managers• Critical Roles• All Employees
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Succession Planning Across the Organization
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Succession Planning across the Organization
• We focus at the Mid-Level Leader & Senior Leader segments
o Not Executives; essentially Directors and above, and successors
• Start with Manager Ratings of Employees
o Potential, Risk and Impact of Loss, and Suggested Next Moves
• Calibrate manager ratings across organization groups
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Succession Planning across the Organization
• Identify successors for Key Talent
o HIPO and High Impact of Loss individuals
o Critical roles (including feeder roles to critical senior roles)
o Stack ranked talent pools
• Identify gaps in successors and successor capabilities
• Highlight workforce and development planning requirements
• Accelerate successor readiness
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How Technology Helps with Succession Planning
• Creates a centralized data repository, easily updated and maintained – if user-friendly with an intuitive configuration
o But GIGO, and the information can get stale
• Enables integration with HRMS and other data sources
• Allows Managers and HR Business Partners to access information on individuals, teams, business segments and the enterprise in order to better inform decisions
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How Technology Helps with Succession Planning
• Graphics-based, succession org charts give “at a glance” big picture for teams, and can highlight diversity and inclusion successes and/or issues
• Reporting capabilities allow easy data extraction and analysis
• Search for talent based on objective criteria
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Preparing Employees for Future Needs
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Preparing Employees for Future Demands
• Assessing needs
o Successor readiness
o Business direction / revenue opportunity
o Employee career aspirations
• Focused Development
o New products & key offerings: e.g., Muve Music
o Key level: e.g., Frontline Manager
o Key jobs: e.g., Indirect Account Mgrs.
o Key competencies / Certifications
Functional: Selling and customer service
Technical: LTE (Long-Term Evolution) aka 4G
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Preparing Employees for Future Demands, continued
• Versatility
o Cross-training for different competencies, certifications
o Highly transferable skills(coaching, business acumen. . . .)
• Managing the Process
o Tracking assignment completions
o Online assessments
o Tracking development goal creation & progress
o Qualitative analysis of development goal quality
o Job profiles show development & transition activities
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How Learning Plans Fit Together
Groups defined in CU Integration
feed
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Job Titles vs. Roles
JOB TITLES• General Responsibilities• Key Competencies• Level -> Span of Control• Required/Desired Experience
TECHNICAL CERTIFICATION• Technical Responsibilities/tasks• Technical skills• Technical/functional
Development Activities
• Versatile Jobs that are customized to different Roles or functions:
• Role Rotation and certifications enable specialization and development without changing job title
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Certifications
• Certifications enable consistency in skills, and concrete development opportunities
• Platform Certifications• Tool Certifications• Functional Certifications• Certification choice enables Career Paths
to be Deep/Specialized vs. Broad/Versatile• Employees earn badges for their certifications,
badges influence Job qualifications, advancement, compensation• Some may require recertification, e.g. new CID software release• Certification requires approval by Mentor and Assessor• Those that are certified mentor others• Career Paths can be Deep/Specialized vs. Broad/Versatile
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Roles in Individual Development
Organization
Employee Manager
• Assesses Career Interests, competencies
• Creates Individual Development Plan
• Initiates career development discussion with Manager
• Ask for development opportunities
• Takes WBTs, • Enrolls in Cricket U courses
• Provides curricula, learning resources, tuition reimbursement• Assigns learning based on level, function, and job• Provides tools and guidance regarding development paths• Cricket U infrastructure• Tracks Progress
• Assesses employee’s strengths & weaknesses
• Facilitates development planning discussion
• Provides development opportunities
• Provides resources (time, budget )
• Suggests career options• Provides feedback
and coaching
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TA L E N T I N T E L L I G E N C E
Reinforcement with Social Networking
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Learn Anywhere, Anytime
• Available Now• Access via smart phone browser• Access to all online
assessments and course evaluations
• Access to product information• Mobile ready courses
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QUESTIONS?