3 Conversations For Designing a Self-Sustaining Talent Management Process

3 Conversa+ons For Designing a Self-‐Sustaining

Talent Management Process David Lipsky, PhD

© David Robert Lipsky, PhD 2014 1


What Success

How Process

Why Purpose

Focusing on the 3 key quesEons of why, what & how creates the posiEve self sustaining energy to propel

your talent management process


WHY HOW

Why do we exist for our customers and employees?

Your OrganizaBons Story

What is our brand promise to your customers and talent?

Success Criteria

Goals Competencies

How do we work to saBsfy our customers and talent?

Process Tools


Why do we exist for our customers and employees?

Your OrganizaBons Story


Customers

Employees Other Stakeholders

Community

Why Do We Exist – Our Story


Describe the Culture that creates the internal condiEons for your success. I.e.: Maintaining an entrepreneurial culture while insEtuEonalizing process discipline

Your story clarifies your current and future success.

What is our brand promise to your customers and talent?

Success Criteria

Goals Competencies


What Is Your Strategy To Provide The Talent Your OrganizaEon Needs?

AcquisiBon Engagement

Development RetenBon

Build •  Talent Development

Buy •  External Hires

Rent • Outsource • Contractors •  Partnerships

Talent


9

Linking Leadership Competencies to Our Story

Organizational Story, Strategy, Mission, Goals

Organizational Capabilities

Leadership Competencies

© David Robert Lipsky, PhD 2014

10

Examples of Linkages

Best at customer knowledge

Agile customer relaEons

Customer Focus Listening Skills

NegoEaEon Skills RelaEonship Building

First with new products and services

Agile R&D and High Risk Decision Making

Comfort with Uncertainty Timely Decision Making

CreaEvity InnovaEon Management


How do we work to saBsfy our customers and talent?

Process Tools


5 How ConversaEons To Create A Self-‐Sustaining Talent Management Process

Tools & Measures

Processes

Technology

Rollout

ConBnuous Improvement


How does each conversaEon support your Purpose, Approach & Outcomes?

Integrated & Flexible Present & Sustainable

Leads organizaEonal growth

Maintains success culture of excellence

More value than cost

More clarity than complexity

Early success and individual insights renew energy needed to sustain the processes

Consistent and structured group dialogue drives adopEon and success

How -‐ Design Principles

Culture

Tools

Development


Right people at the right Eme and pucng them in the right place

Success Criteria Engagement & Development

Values Role Hierarchy Talent Assessment Performance & PotenEal Metrics

Performance Management Talent Development & Succession Planning Employee Experience Survey

Leadership Conferences Site Conferences LMS & Skill Soe Learning Modules Leadership Development Programs

Example of Talent & OrganizaEonal Development Framework


Succession and Talent Purpose Example

Talent Pools To ensure the right mix and caliber of talent in order to deliver on tomorrow’s promise of the brand, externally and internally, through: •  Early identification, •  Accelerated and targeted development plans and •  Joint agreement between the organization and the

individual for development and results.

Succession Planning To ensure a continuous and ready supply of talent to fill critical positions through: •  Ongoing monitoring of bench-strength for each

critical role, •  Targeted development to the demands of top

positions, and •  An emphasis on filling roles from within.

Succession Plans for SVP and Above

High PotenEal Talent Pool 5-‐10% of Manager and Above

Development Plans Feedback To Candidates


Talent Assessment And Succession Planning Process

Talent Assessment Roundtable Discussion

Development Planning

!

!

!

Performance Potential Values Role Behaviors

Identify Successors

Collaborative Dialogue

Development Plans Ongoing Dialogue


Self Sustaining Cascade CommiOee OrientaBon

June

Talent Assessments

July

Roundtable MeeBng August

Development Planning MeeBngs September

Enter Final Successors & Development

Plans October

Ongoing Development ConversaBons EVP

SVP

VP

Dir


Succession Timeline Example Process Step Timeframe

Launch Process Late August

EVP Succession EVP Direct Report Self Assessment Early September

EVP’s Assess DR’s, 9-‐Box Placement, CompleEon of Succession Plans Late September

EVP Roundtable Discussions Late October

Development Plans Created and Communicated to EVP’s Communicate to their DR’s

Mid November

CEO Succession

EVP’s Complete Self Assessments Late September

CEO Assessment of Directs Early November

CEO CompleEon of EVP Profiles Mid November

Development Plans Created and CEO Communicates to EVP’s Late November

BOD PresentaEon Early December November

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Sample Profile

Age 37

Tenure 8

PosiEon ResponsibiliEes

Global responsibility for operaEons

EducaEon BA, Mechanical Engineering, Oxford U.

X

Perf

orm

ance

Low

High

Potential Low High

Med

Med

Overall Strengths •  Global Experience •  Knowledgeable about both operaEons and

retail

Development Concerns •  Enterprise Financial acumen •  External partnerships

Development AcEons

•  Lead fast cycle product development for new banking credit card

•  Mentoring from EVP… •  ExecuEve Coaching

Current Challenges •  Reducing overall cost of operaEons, including researching and execuEng offshoring partnerships

Possible Career Moves •  RotaEon into systems operaEons •  Senior finance posiEon

RetenEon Risk High Medium X Low

Ready Now Jane Smith, Haresh Tevia

AcEng Tim Bishop

Ready 1 -‐ 2 Jie Lee, Sharon Stone

Ready 3 -‐ 5 Alan Baxter, Juan Ramirez

EVP/SVP Successors


9 Box VALUED CONTRIBUTOR

§  Involve VCs in training others

§  Fully uElize contribuEons

§  ConEnue to grow them in their current areas of experEse

§  Consider/test whether individual can be pushed into an emerging talent

§  Make sure they are rewarded and recognized

STRONG KEY TALENT §  Move into broader, more

significant, and/or higher level role

§  Expand into new funcEon, area or business

§  Reward to encourage risk and level of challenge

DEVELOPING

EMERGING

EMERGING /STRONG

PERFORMANCE WATCH §  Consider source of performance :

poor job definiEon, insufficient resources, lack of skill, moEvaEon

§  Manage performance Eghtly, redeploy, retool or eliminate

Under Performing

EMERGING TALENT §  Provide stretch assignments that

help develop new skills, Eme applicaEons and work values

§  Challenges that come off the boss’s desk is a good test

§  Cross-‐funcEonal projects/task forces build breadth and ability to integrate mulEple funcEons and exposes them to different people

Perf

orm

ance

Low

High

Potential Low High

Med

Med

20

David Lipsky, PhD Experience Jobs •  E*TRADE •  KPMG •  Merrill Lynch •  Sony •  UNICEF ConsulEng •  Alpharma •  Bayer •  Biovail •  Johnson and Johnson •  Krae •  Merck •  Pfizer •  Unilever •  United Technologies •  Walmart •  Etc.

EducaBon •  BS, Human Ecology Cornell University •  MS, Applied Psychology, Hofstra University •  PhD, Applied Psychology, Hofstra University

Focus Areas •  Change Management •  ExecuEve Coaching •  Employee Branding •  Employee Engagement •  FacilitaEon •  InnovaEon Capability and

IniEaEve Development •  Internal ConsulEng •  Leadership Development •  Learning OrganizaEons •  OrganizaEonal Development •  Performance Management •  Strategic Planning •  Sustainability •  Talent Management •  Team Building


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3 Conversations For Designing a Self-Sustaining Talent Management Process