GROWTH AND LEADERSHIPOUR LEARNINGS IN TALENT

MANAGEMENT

Najuma AtkinsonSMB HR Business Partner

November 2009

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Our People Strategy Foundation–Great Company and Great Place to Work

Executing the Strategy Talent Management Framework and Tools

– Resource Planning – Leadership Development– Measuring Success

Lessons we have learnt Questions

DISCUSSION AGENDA

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WINNING CULTURE

DELL’S COMMITMENT

Dell is committed to making the company a

great place to work and build a career.

Dell will remain successful and

meet its ambitious growth goals

only if we provide a

positive and compelling work experience.

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BUILDING LEADERS TO DRIVE RESULTS

BUSINESS UNITS

Grow Revenue/Share; Increase Earnings; Improve

Cash Flow

Building People & Organizational Capability

LARGEENTERPRISE

PUBLIC

SMB

CONSUMER

Improve Competitive Cost Position: COGS and OPEX

Deliver High-Quality Products and Great Customer

Experience

Develop and Foster a Fully Engaged Team

BUSINESS RESULTS

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1. Invest time in your talent strategy as you do with your business and product strategy

2. Select or promote talent from within before hiring externally

3. Approach career development of your talent with a goal in mind

4. Aggressively hire and develop local leaders5. Be competitive in how you reward your talent

TENETS OF OUR TALENT PHILOSOPHY

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TALENT MANAGEMENT AT DELL

TALENT MANAGEMENT FRAMEWORK AND TOOLS

ASSESS• Organization & Talent Review (OHRP)• Tell Dell• Performance reviews• Development Dialogues

PLAN• Organization Level : People Planning• Individual Level : IDPs

DEVELOP• Leadership Development Curriculum• Key Talent Development• Job rotations / on the job learning• Cross functional projects

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1. OHRP is our semi-annual “talent review” process involving robust conversations about the organization and talent

2. Through the OHRP process, we– Assess current level of talent and leadership bench strength for the top

three levels in the organization– Identify the next generation of leaders and accelerating their development– Review Current and Future Talent needs and strategies to address the

needs– Encourage open dialogue between team members and their managers

on career development

3. OHRP feeds our – People Planning process – Staffing Plans

4. Provides our leaders with greater knowledge of, visibility to, and involvement in the development of our future leaders

ASSESSING TALENT AND NEEDSORGANIZATION HR PLANNING (OHRP)

ORGANIZATION PLANNINGOHRP AND PEOPLE PLANNING PROCESS

Annual and Quarterly OHRP

Talent / People Planning

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• Review summary of existing talent• Strengths & development

opportunities• Potential Career

Preferences• Mobility • Next potential job(s)• Readiness/availability

• Succession Plans

• Identify Critical positions expected to be open in next 6-8 months

• Identify Key Talent who are “Ready To Move”

• Strategically match Talent Development Needs to open positions

Tailored development plans for each employee aimed at – Identifying potential direction for growth at Dell

– Appropriate job experiences or training to ensure employee is ready for growth, and promotion opportunities

INDIVIDUAL PLANNINGOHRP AND DEVELOPMENT PLANS

Employee Profile• Experience• Skill Set• Performance History• Accomplishments

Competency Assessment• Strengths and Development

Opp.• Assessed against Dell

Leadership Competencies

Background Where employee is today Where employee wants to go

Career Goals• Short Term and Med Term• Potential Next Jobs

Individual Development Plans• Given where the employees aspires to go, and current development opportunities – what are the areas that the

employee needs to focus on developing• Development can be through Formal Training, On the Job Learning, Learning Thru Others

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OUR APPROACH TO DEVELOPMENT PLANS

through Formal

Training Programs

Through Others – Mentors and co-

workers

through On-the-Job Experiences & Career Moves

• Core Development Program• Key Talent Programs10

%

20%

70%

• Executive coaching• 3600 Feedback process• Mentoring• Development Interviews

• Planned job moves – based on IDP discussion• Special projects or assignments

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MEASURING SUCCESS: TELL DELL

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MEASURING SUCCESS – TELL DELLINDICATOR OF ENGAGEMENT AND MANAGER EFFECTIVENESS

EMPLOYEE EXPERIENCE

PERFORMANCE

RETENTION

THINK :“It makes sense for me to be here”

FEEL:“I am proud to work at Dell”

DO:“I intend to stay at Dell”

OUTCOMESEMPLOYEE PERCEPTIONS(ENGAGEMENT)

MY MANAGER CoachingFeedbackCareer Development Ethical etc

DELL CULTUREVision/StrategyWork & OpportunitiesLink with overall business etc

WHAT TELL DELL MEASURES

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Set clear expectations and targets from managers on Engagement levels– Company wide target of min 75% favorable on

Engagement “Engagement” of team is a key part of performance

assessment of leaders Tell Dell feedback for managers can influence

Compensation Decisions and Career moves Repeated low scorers have aggressive plans to

improve scores

DRIVING ACCOUNTABILITY WITH TELL DELLMAKE IT IMPACTFUL

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IN CLOSING…

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Link all your initiatives back to your business strategy. Define a critical few (priorities or initiatives) and drive for

perfection in execution – Less is better when it comes to driving TM initiatives

Leadership Development must be owned by Leaders, not HR– Build accountability for leaders to develop leaders.

Develop your talent faster than the growth of the business– Identify your key talent early on put your best people in most

critical positions– Develop talent internally, to take on leadership roles

HR tools, processes, and systems must be integrated to sustain leadership development

SOME LESSONS LEARNT…

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QUESTIONS