People are not your most important asset. The RIGHT people are. Jim Collins, author Good to Great

Transcription

1 People are not your most important asset. The RIGHT people are. Jim Collins, author Good to Great

2 daa Managing Talent to drive Growth

3 Overview Introducing new daa About Organisation Capability Our Talent BHAGs Approach to Managing Talent at daa Enablers of Successful Talent Management

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5 we are daa, and we are Changing New CEO New Business Platform (daa International) New Strategies and Organisation Structure based on four businesses (Dublin Airport, Cork Airport, ARI, daa International) Aggressive growth targets and targeting new markets We Love Our Customers We Value Our Employees We need Talent to Grow and Succeed

6 Dublin Airport Example of Growth Expected to handle 20m passengers in 2013, up 5% on new services launched in 2013; Airport serves over 170 routes with 57 airlines Unique route between Ireland and Newfoundland T2 offers full US preclearance facilities to passengers travelling to USA (USP) Between daa invested more than 1.2 billion in major infrastructure including T2 Gateway for more than 75% people entering/exiting ROI Ranked amongst best in world in civil aviation safety ACI has chosen Dublin Airport to establish international hub of Aviation Training Excellence.

7 Dublin Airport Example of Growth Expected to handle 20m passengers in 2013, up 5% on new services launched in 2013; Airport serves over 170 routes with 57 airlines Unique route between Ireland and Newfoundland T2 offers full US preclearance facilities to passengers travelling to USA (USP) Between daa invested more than 1.2 billion in major infrastructure including T2 Gateway for more than 75% people entering/exiting ROI Ranked amongst best in world in civil aviation safety ACI has chosen Dublin Airport to establish international hub of Aviation Training Excellence.

8 About Organisation Capability Who we are

9 Organisation Capability Vision

10 Talent Game Plan Right players on the pitch to win Competent /safe to play Developing the right talent to ensure we can compete and win in the future

11 Where our focus is now: Employer branding graduate attraction Improve talent data intelligence/systems People Leaders - Ramping it up on People & PM Developing HRBPs, Talent Managers & Executives Identify, develop and leverage potential Design workplace learning assignments Powerful conversations High potential discussions Coaching skills Role model desired behaviours and practices to build high trust, performance culture that attracts and retains top talent

12 Lower Mid Higher The Potential Performer Conversation The Top Talent Conversation The Underperformer Conversation The Solid Performer Conversation Lower Mid Higher

13 The role of the DAA Manager You are NOT just a manager...you re are a Talent Manager!!! Talent Role A Talent Identifier A Performance Manager Responsibilities Play a central role in identifying the talent you want in the organisation e.g. Interviews with business partners Provide open, honest and ongoing feedback to those that you manage, supporting them to develop their skills, knowledge and experience to deliver more effectively in their roles e.g. Bi-annual and end of year performance feedback discussions An On-boarder You on-board new team members through formal and informal methods A Succession Planner You know your people, and who has the skills, knowledge, experience and desire to step into critical roles and the learning path and timeline for them to get there. You may also attend roundtable performance discussions on succession planning You re a Career Manager You re a People Developer You know what your people want from their careers and when they want it. You ve devoted time to discussing this with them and identified opportunities in their current role that can support them to get there You know your people s strengths and development needs. You identify learning and development plans that will build upon these in such a way that they can deliver their roles and for the business

14 What are We Aiming For? Talent BHAGs

15 Our Goals

16 Talent BHAGs daa/ari Great Place to Work and scoring in top quartile of Towers Watson survey by 2015 show we have an environment which brings out best in all our people as well as attracting and retaining top talent ARI create 10 GMs in next 5 years Identified 2 successors for each critical role and created readiness to step up by 2015 External assessment of top 30 high potentials and putting them into significant stretch roles with close tracking Graduates we retain (only high potentials) will take up a significant role upon graduation One retained graduate on Senior Leadership Team (Executive) and 8 in senior manager roles by 2018 Facilitated Leadership Conversations to explore the barriers which may exist for women in progressing their careers at daa by Q Positioned as top talent employer in Ireland and within aviation community (GPTW award by 2018) Completed capability audit to meet needs of our strategy, internally developed those capabilities (and where relevant recruited those capabilities) by 2015.

17 Talent Management at daa How we do it

18 Talent Development Ethos at DAA Identify, Test, Develop, Leverage 70: 20: 10

19 January mid Feb People Calendar March 1:1 End of Year Performance Review 1: 1 Agree Performance SMAART Objectives Personal Development / Career Plan Individual, HRBP & Manager pre-work for talent roundtables Functional Talent Round Tables Cross Functional Talent Round Tables December Your Say Upward Feedback Survey ONGOING FEEDBACK & QUALITY DIALOGUE Quality Assurance July April Executive Talent Review Calibration of Potential & Promotability, Succession Planning for Key Critical Roles Agree key developmental assignments Sign off on candidates for Further Education Feedback and talent actions undertaken 1:1 Interim Performance Review

20 Previous Commentary Signature Strength Development Opportunity Key Deliverable in 2013 Next Stretch Succession/Career Summary Retention Risk High/Medium/Low Career Aspiration Mobility Yes/No Development for Next Two Roles

21 Executive Team DAA Talent Pools Hi Potential Senior Managers External Talent Market Hi Potential Middle Managers/Key Specialists Mission Critical Roles Hi potentials below manager level

22 22 Talent Development Infrastructure Category Formal Development Workplace Challenge Core Skills Self Directed Learning Learning Alliances Professional Executive / Director Leading The Way -Psychometrics Team Development -Leadership -OD -Aviation/Airport Operations masterclass Special projects Powerful Conversations Licence to Coach The Executive Talent Manager Wellbeing & Resilience Books Industry publications Benchmarking Networking Executive coaching Mentoring Leadership Forum Continuous professional development Associations Seminars Conferences Senior management Shaping Your Future SYF Alumni events Top A Potential Think Tank Action learning/cross functional projects Powerful Conversations Licence to Coach The Talent Manager Books Industry publications Benchmarking Networking Executive coaching Mentoring Continuous professional development Associations Personal stretch assignments Advanced Facilitation Skills Leadership Forum Seminars Conferences Rotations Wellbeing & Resilience International experience Task forces

23 23 Talent Development Infrastructure Category Formal Development Workplace Challenge Core Skills Self Directed Learning Learning Alliances Professional Middle Management /Specialist/T2 Team Leaders Accelerated Management Development Programme AMDP Alumni events Action learning Personal stretch assignments Rotations Objective setting Personal Development Planning Powerful Conversations The Talent Manager Books Industry publications Benchmarking Networking Mentoring Continuous professional development Associations Seminars Conferences Airport Operations Programme Graduates DAA Graduate Programme Competency assessment and feedback Personal stretch assignments Rotations/international experience MS Office super users Presentation skills Project management Influencing skills Learning the business Mentoring Networking Director bi-monthly events Professional qualifications in line with career path Technical up skilling Talent Below Manager Level Realising Your Potential Stretch goals Based on PDP Learning the business Mentoring Networking Professional qualifications in line with career path Technical up skilling

24 Graduate Programme Attracting top talent e.g. building awareness daa graduate brand, Graduate Expo Extensive selection process, looking for flexibility and global mobility 2 week induction focused on how different businesses operate and inter-relationships, buddy assigned including meet the Executive 3 month operational secondment Operational Project (pairs) e.g. running Christmas market Senior leader mentors assigned Year 1 assigned to specialist area with significant responsibilities from Day 1 Formal graduate development programme emphasis on self-awareness, personal impact, managing personal brand, general managerial skills Year 2 Deepen professional knowledge and accreditation, increased responsibility Strong Talent and Performance Management processes

25 Enabler of Successful Talent Management Executive Commitment

26 Executive Commitments Sponsorship of Talent Development programmes & initiatives Bi-annual Talent Roundtables/Executive workshops Leading by Example Executive as Talent Manager Auditing / Quality Assurance Mandatory Induction Coaching for results Designing work place assignments to stretch and develop potential Co-facilitate People Leader Training

27 Executive Programme Sponsorship Graduate intake 2011 Graduation AMDP Graduation IMI

28 Visible Leadership 1 st International Aviation Training Programme Dublin ICAO 6 Sigma Green Belt Graduation daa Employee Career Expo Oct 2013

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