The Future is Here: Identify and Develop Next Generation Leaders

Transcription

1 The Future is Here: Identify and Develop Next Generation Leaders Vibha Jain Miller VP, Human Resources WETA Carol Sorber Dir, Professional Development PBS

2 Objectives 1. Take away key identifiers for your highpotential employees 2. Learn ways to keep employees interested and engaged in your work and mission 3. Identify cultural changes that will help you develop your talent pipeline

3 Who are your NextGen Leaders? aka Rising Stars or High Potential Talent

4 Identifying Characteristics Aspiration Engagement Ability

5 Identifying Characteristics Mental/Cognitive Agility Emotional Intelligence Technical/Functional Skills Interpersonal Skills Ability

6 Identifying Characteristics Emotional Commitment Rational Commitment Engagement Discretionary Effort Intent to Stay

7 Identifying Characteristics Aspiration Prestige and Recognition Advancement and Influence Financial Rewards Work life Balance Overall Job Enjoyment

8 Identify Stars (and Near Stars) Unengaged Stars (lack engagement) Aspiration Engaged Dreamer (lack ability) Ability Engagement Misaligned Stars (lack aspiration)

9 What s in it for the Organization? What s in it for the Employee? Discussion

10 What s in it for the Organization? They are your most valuable employees* Higher performance levels Better chance of success at the next level More likely to leave the organization Some within next 12 months Building leadership pipeline Positions organization for success *According to 2012 Study by the Corporate Executive Board, Leadership Council for Midsized Companies

11 What s in it for the Employee? Interesting and challenging assignments More training and support Possible advancement and financial rewards

12 How to Identify Stars Talk with managers/supervisors about who Has the requisite KSAs to do their job well? Gathers all available info before drawing conclusions? Absorbs and incorporates complex concepts into their work? Logically pieces together a solution to a problem? Anticipates needs and thinks about next steps? Recognizes their own and others emotions and uses this understanding to guide their thinking and behavior? Remains calm under pressure? Communicates and interacts effectively with others? Effectively manages difficult employees and inspires others?

13 Talk to the Stars about Engagement Does she believe that the best way to advance in her career is to stay with the organization? Does the organization have a great deal of personal meaning for her? Does she speak highly of the organization to others? Does she frequently help others who have heavy workloads? Is she proud to work for the org?

14 Talk to the Stars about Aspiration Is it important to him to Rise to a senior management position? Receive additional promotions in his career? Be recognized as an expert in his field inside and outside of the organization? Receive greater amounts of responsibility during his career? Receive large increases in financial compensation during his career?

15 Once you ve identified your Stars, how do you keep them interested and engaged in your work and mission? Discussion

16 Keep Stars Interested & Engaged Tell them the org wants to invest in their future Ask them to commit their future to the org Structure challenging job experiences Work to understand their motivations Provide encouragement and support with: Professional development Regular career guidance conversations Access to peer and mentor networks Managers that are dedicated to their development

17 Keep Stars Interested & Engaged Provide clear expectations and feedback of Performance (what they do) Behaviors (how they do it) Reward for both the results and the methods used to achieve the results Provide coaching to decrease the risk of derailment Reinforce the organization s values and reward employees who demonstrate the values of the organization's culture

18 What cultural changes will help you develop your talent pipeline? Discussion

19 Develop the Stars Ensure the organization s commitment to talent development Enlist senior executives and managers Co create and regularly review individual development plans Remove barriers to advancement Repurpose employee roadblocks Accelerate people management roles for Stars

20 Individual Development Plans Personal SWOT Analysis Strengths, Weaknesses, Opportunities, Threats Goals Personal and Professional 1 year, 3 years, 5 years, 10 years Plan for Achievement Necessary Resources/Support Barriers Measurement of Success Progress Review Google individual development plan for examples

21 How are you positioning your station to make it attractive to talent? What s your employee value proposition? Discussion

22 What is it about your mission, station, geography that appeals to potential employees? Discussion

23 Wrap Up Where can you find more resources? Google develop high potential employees (over 8 million hits) Do you want to continue this conversation in regular webinars/conference calls? Don t forget to sign the sign in sheet!

24 The Future is Here: Identify and Develop Next Generation Leaders Vibha Jain Miller VP, Human Resources WETA Carol Sorber Dir, Professional Development PBS