MANAGING PERFORMANCE AND TALENT
|
|
- Mark Walker
- 6 years ago
- Views:
Transcription
1 MANAGING PERFORMANCE AND TALENT A BUSINESS PROPOSITION I T I S A L L I N T H E E X E C U T I O N
2 DRIVING BUSINESS RESULTS; WHERE ARE YOUR EFFORTS FOCUSED HR Analytics Performance Talent Engagement LD/OD Coaching and Feedback P&L Impact Activities HRIS Payroll Benefit Administration Talent Attraction Staffing Employment Law Statutory reporting Employee relations HR Ops Compliance HR Functional Model 2
3 PERFORMANCE AND TALENT MANAGING TO WHAT END? Performance Talent Leader driven processes Assessment Aligned Objectives Calibration 9-Box Leadership Model 4-Box Set parameters for differentiation Output data driven and targeted feedback and coaching to shape future performance(results). 3
4 GETTING STARTED WHY DO WE DO WHAT WE DO? What is written and communicated about your culture around performance and talent? - FORMAL What is actually done by your leaders and their staff? - INFORMAL Values Organizational Culture Informal culture will win every time! Mission Actual Actions Purpose 4
5 LEAD FOR GOD S SAKE! Todd Gongwer Author Asks the questions which help understand the reasons leaders perpetuate the formal and informal culture you have. Why we do what we do. Hard to put it down once you open the cover. A life shaper 5
6 PATRICK S CUSTOMER 1 ST PERFORMANCE CULTURE PATRICK LEADERSHIP MODEL (Focus on Performance of our People) 6
7 IS YOUR BOSS ON BOARD? ARE YOUR STAFF ON BOARD? Performance and Talent are integrated with the business agenda. Organizational Strategic Agenda (OSA) Customer 1 st Deliver the Business Strategic Growth Leadership Development Delivering above and beyond everyday Exceed expectations in financial results Execute the right blend of levers to secure strong sustainable growth Grow our talent and capabilities to meet our customer needs 7
8 PERFORMANCE MANAGEMENT R A I S I N G T H E B A R
9 OBJECTIVES LINKED TO OSA Three objective categories 1. Financial 2. Strategic 3. Leadership and Talent Beyond normal job scope All Staff Team Members Cascade top down Link reward to results 9
10 Delivering Performance through Leadership and Results PLR Leaders Individual Contributors Rating Exceptional Results Exceptional Results Differentiated Performance in peer group Delivers break-through results Consistently exports talent without diluting the pipeline Succeeds in leading a significant major impactful enterprise initiative(s) Leadership clearly lifts performance of others & company Role model for Patrick behaviors and values across the company Very Strong Results Delivers break-through results Significantly enhanced personal capabilities through execution of Development Plan Succeeds in leading a significant major project(s) Leadership clearly lifts performance of others & group Role model for Patrick behaviors and values across the company Very Strong Results Delivers results well beyond objectives Outstanding developer of talent within function/business Succeeds in leading a major initiative(s) Leadership impact positively benefits the company Role model for Patrick s behaviors and values Delivers results well beyond objectives Enhanced personal capabilities through execution of Development Plan Succeeds in leading a major project(s) Leadership impact positively benefits the group Role model for Patrick s behaviors and values Strong Results Strong Results New Baseline: Raising the Bar Meets and/or exceeds objectives Succeeds at addressing talent pipeline, talent development needs and individual personal development Delivers above and beyond job scope Provides consistent & positive leadership & management Consistently lives the Patrick behaviors and values Meets and/or exceeds objectives Clearly meets personal development objectives Delivers above and beyond job scope Provides consistent & positive leadership & management Consistently lives the Patrick behaviors and values Results need to be Improved Results need to be Improved Performance not at baseline; Needs Improvement Meets most objectives Inconsistent in talent pipeline, talent development and individual personal development Inconsistent delivery of job scope Inconsistent leadership & management Lives the Patrick behaviors and values Meets most objectives Inconsistent achievement of personal development objectives Inconsistent delivery of job scope Inconsistent leadership & management Lives the Patrick behaviors and values Unacceptable Results Unacceptable Results Unacceptable Performance Does not meet objectives Does not grow & nourish talent for the company, does not own personal development Does not deliver job scope Leadership and management negatively impacts the company Does not live the Patrick behaviors and values Does not meet objectives Individual does not own their personal development Does not deliver job scope Leadership and management negatively impacts the group/company Does not live the Patrick behaviors and values
11 PLR RATING SCALE INTERPRETATION Rating Title Definition Exceptional Results Sets the pace for performance standards and results within peer group Very Strong Results Drives results significantly beyond expected results Strong Results Delivers expected results as defined in; objectives, leadership model and Patrick values and behaviors Results need to be improved Some results delivered below expectations; achieves most of the time Unacceptable Results Inconsistent or no results delivered 11
12 Patrick u<lizes a distribu<on guideline for performance ra<ngs across the organiza<on The distribu<on guideline exists to allow Patrick to differen<ate performance recognize top performers, and iden<fy those employees who are not performing and in need of coaching The guideline allows flexibility and variance based on Company performance as determined by Sr. Leaders Variance = +/ 5% Differen<a<on and Rewards Framework ν 12
13 The process of leaders reaching consensus on individual employee assessment Involves discussion & debate Use fact-based observations of employee performance throughout the calendar year Inputs to calibration include: Initial manager assessment of overall employee performance Review absolute performance against objectives & job scope Review relative performance within a peer group Outcome of calibration is a final performance assessment for each employee Performance Calibration Defined WHAT WHY FACTORS Calibrations are essential to provide fairness to the assessment process Calibration sessions ensure: Supervisors assess employees using the same standard of performance to the criteria Results as opposed to efforts are appropriately rewarded Fact-based, observable performance is discussed Performance is accurately differentiated through results & rewards Sessions are facilitated by HR lead, conducted at the departmental, functional and regional staff level, and includes the appropriate group of leaders Did the employee do the job? ( ) Goal degree of difficulty Most difficult; Difficult; Normal; Tailwinds / Headwinds Assessment of results: absolute performance (how the individual did against objectives, job scope, leadership & values) PLR criteria Assessment of results: relative performance (comparison against group of peers, overall leadership, degree of difficulty, BU/functional performance) How were goals achieved (behaviors & values) ν 13
14 Results validated ratings and feedback without Financials vs. with Financials Staff & Production (without Financials) Target Distribution Total # Employees Percentage 5% 10% 60% 20% 5% 633 Number of Employees Actual Distribution Total # Employees Percentage 0% 7% 63% 26% 4% 633 Number of Employees Difference w/o Fin w/ Fin Average Rating Staff & Production Target Distribution Total # Employees Percentage 5% 10% 60% 20% 5% 663 Number of Employees Actual Distribution Total # Employees Percentage 0% 8% 62% 25% 3% 663 Number of Employees Difference Average Rating % 60% 50% 40% 30% 20% 10% 0% Total Company Without Staff Financials Target Actual 70% 60% 50% 40% 30% 20% 10% 0% Total Company Target Actual 14
15 TALENT MANAGEMENT K N O W W H O Y O U H A V E A N D N E E D T O W I N
16 Our People-Our Talent Preparing for Patrick s Future Talent Reviews are simply an organized process to assess, calibrate and diagnose our people-our talent and their future at Patrick The Talent Review outcome leads to Talent Management; the decisions and actions with our people-our talent that will define Patrick s performance now and into the future We leverage the meaning of our culture of Customer 1 st and Performance to guide our actions on talent
17 Why is Talent Management important for our strategic agenda and ultimate success of Patrick? Customer, Product, Process and People drive our business People (talent) management requires relationships, data and analytics to be most effective in talent decisions The Talent process positions our leadership to: Understand their current talent pool through analytics and subjective judgment Be transparent and accountable for talent assessments and actions Be informed of the organization wide talent pool Enhance communications with their reports on development plans and/or career decision making Highly impact engagement of our high potential and high producing talents Talent Decisions profound impact on our results How do we best fill our talent gaps throughout the organization? Who do we need to focus on right now for critical roles? Who are the next generation talents we need to invest in? Who needs to be moved to a different role to be successful? Who will not be a fit for the Company now and in our planned future state?
18 18
19 Patrick Leadership Model Customer Champion Performer Strategic Thought Leader Driver of Change Developer of Talent Relationship Builder 5 Exceptional Accelerated Is able to strategically think for the customer, help them see what they don't realize today, leads others to put customers first, fosters innovative thinking, upholds internal/external processes in response to customer demands Consistently delivers breakthrough results, leads others to achieve exceptional results, proactively anticipates obstacles Strong intellectual curiosity, challenges ideas/strategies, 'big picture thinking', recognized as a leader, drives other to higher level of thinking, innovative ideas, creates strategies to drive company growth Leads large and/or complex change initiative, develops leaders into drivers of change. Influences organization, inspires others to see new possibilities for change. Has deep understanding of triggers of change, builds ownership for change practices Inspires, motivates, and involves all individuals to exceed expectations and exceed results, is recognized as a leader for transforming individual talents. For individual contributor, constantly seeks growth and learning opportunities Builds relationships where others have been unsuccessful. Has strong sustainable alliances at all levels, inside and outside organization. Recognizes, affirms and engages people s unique abilities. Creates and fosters opportunities for people to produce results across all levels. Exhibits a superior level of integrity in all areas of responsibility. 4 Proficient Effective Masterful Anticipates the needs/ expectations of customer, proactive, strives to build customer loyalty, creates long term solutions, consistently thinking of ways to serve customer better Delivers results that exceed expectations, creates new performance levels while delivering low cost solutions, ability to influence and navigate Leads change that benefits the organization, engages self and others by navigating and Adds value with thought, engages others for their thoughts, able to think overcoming barriers, has credibility systematically, develops strong ideas, creates sustainable strategy to influence others, anticipates the need for change before it becomes critical Inspires, motivates individuals to succeed in business challenges, assembles and maintains remarkable teams, recognized as a leader. Individual contributors will often seek out growth and learning opportunities Builds relationships with influential people within the organization. Recognizes opportunities to utilize people s abilities. Connects with individuals to help drive results. Follows-thru on all deliverables. Demonstrates a high level of integrity. 3 Base Level Adequate Basic Skilled Identifies and gets to know customer, listen to needs and expectations, understands customer requirements, strives to build long-term customer relationships Strong results, will cooperate and lead with others to drive necessary ideas, recognizes obstacles and barriers Shares thinking, demonstrates intelligence by contributing to ideas/ concepts, adds value in creating potential strategies Actively engaged in change, and participates in completion. Awareness of the need to build credibility to influence those around them, able to see resistance and work towards resolution Inspires those on his/her team Builds necessary relationships to towards good results. Assembles accomplish job responsibilities. teams with potential, will sometimes Recognizes people s abilities who create opportunities and will guide are close to them. Understands the individuals toward their potential. value of connecting people s abilities Individual contributors on occasion to drive results. Follows-thru on most will seek out growth and learning deliverables. Has integrity with opportunities. individuals inside work team. 2 Needs Development Responds to customer requirements, focuses on customer issues, reactive Strong results at times but typically average, could do more to support business goals, has difficulty recognizing obstacles and barriers Recognizes the importance of 'big picture', is able to share thoughts/ suggestions, helps refine existing logic, supports strategies but doesn't create strategy Lack of experience/exposure to driving change, is credible but is not seen as a resource to help drive change, understands the need for change but doesn't know how to approach Understands the importance of helping others see their true potential but lacks the ability and/or desire to initiate development. Individual contributors do not actively seek growth and learning opportunities but will participate if encouraged to do so. Has very few strong relationships with individuals inside the organization. Recognizes only negative abilities in others. Does not see the value in connecting people s abilities to drive results. Seldom follows-thru on promises to others. 1 Inconsistent Below Expectations 19 Does not listen to customer needs, focus is on company without thinking of customer, does not find value in customer contacts Achieves inconsistent and average results, does not support business objectives, struggles to implement and cooperate with actions that drive change Does not consistently add value with thoughts, may creates ideas that are contradictory to company direction Doesn't drive change, stays status quo, lack of credibility, does not attempt to gain support, uses only limited methods to drive change, not sustainable Leadership actions do not inspire others, lack of ability to form effective teams. Does not practice mentor/coaching skills, avoids discussions with underperformers, relies on others to supply talent. Individual contributors refuse to seek growth and development opportunities Fails to build relationships with individuals within the organization. Does not recognize others abilities. Has little integrity in job responsibilities.
20 Key Talent Indicators (KTIs) Talent Success Attributes 1. Exceptional Results - PM Rating - Consistency over time 2. Customer Champion 3. Change Driver - Challenges status quo 4. Thought Leader - Others look for their input 5. Effective in talent management - Reports - Self Talent Detractors 1. Does not subscribe to Customer 1 st Performance Culture 2. Misaligned to Patrick Values and behaviors 3. Absence of self-confidence 4. Underdeveloped management skills - Follow-up - Attention to detail - Timeliness 5. Arrogance 6. Difficulty working with/in teams 20
21 Talent Management 9-Box Defined Promotability consideragons: Embodies Patrick Leadership and Values agributes KTI alignment; No talent detractors Is this person a game changer? Does this person embody Customer 1 st? Lateral move only Promotable 1 level Promotable 2 levels P R O M O T A B I L I T Y 6 3 Promotable 2 levels Performance not measured (New hire manage to high performance) 8 Promotable 1 level Inconsistent performance (Evaluate job fit or manage out) Under performing (Manage out) < Promotable 2 levels Performance at expecta<ons (Develop and Promote) 5 2 Promotable 1 level Performance at expecta<ons (Manage performance up, then promote) Lateral moves Performance at expecta<ons (Develop or manage out) 1 Promotable 2 levels Game changing performance (Develop and Promote) Promotable 1 level Consistent high performance (Develop and Promote) Lateral moves Consistent high performance (Retain and Leverage) Delivers less than required Delivers what is expected Exceeds expecta<on over <me PERFORMANCE / CONTRIBUTION Performance viewed over Gme: Consider last 2 PM ra<ngs Consider impact delivered in their role beyond annual objec<ves Does this person consistently exceed raised expecta<ons over <me? 21
22 4-Box Assessment Criteria Sr. Leaders 1. Game-changer Exceptional contributor Best talent in marketplace Lead organization to next level of performance Exit 2. Proud to have on team Consistently strong contributor Recognized as a strong leader Will help organization get to next level of performance (not lead or define) 3. Average player Solid contributor gets the job done most of the time Follows well Unlikely to lead organization to next level of performance 4. Exit Remove from organization Average Player Game Changer Proud to have on team
23 Education Background Education/Program Year(s) Major/Degree Talent Profile Jane Doe Director/GM and above only Leadership Model Bachelors Degree- Purdue University Professional in Human Resources-HRCI Psychology 2006 PHR Certification Professional Experiences up to 3 employers Employer Year(s) Role Patrick Industries 2004-Present HR Director Russell Reynolds Assocs. Personnel Management, Inc Staffing Director HR Coordinator Initiative/Project Year(s) Role Patrick/Adorn integration Performance Ratings Significant initiatives experience PLR (0-5) Lead culture development Key areas of strength 1 HR functional knowledge 2 Responsiveness 3 Teamwork/Attitude Key areas of Development 1 Build strategic capabilities 2 Talent Management 3 Learning to Lead Desired next position HR VP Customer Champion Performer Mobility (yes/no) Strategic Thought Leader Driver of Change Developer of Talent Area of US - Yes, preference CA, AL Relationship Builder 9-Box Box x Development plan 0-6 months Talent plan 1-2 years Talent plan 3-5 years
24 TALENT RESULTS I D E N T I F I C AT I O N A N D A C T I O N S
25 Talent Identifiers facilitates planning process 25
26 2010 Talent Action Plans (Functional Group) Action Issue that Action Addresses Responsible Timing Current Status Why this is important: Robust action plans that are followed and regularly updated will help your function translate the planning elements of your talent building plan into real benefits
27 Succession Plans & Critical Positions Please be able to discuss succession nominations of your critical roles 27
28 Talent Feedback and Actions Feedback driven from the employee profile Leadership Model Calibration Strengths and Development Areas Transparency on 9 and 4 Box Development Plan discussion Action Plans and Decisions Owned by leader Sr. Team; quarterly report out Manage talent through plans
29 Consolidated Talent Health Metrics Key Metric 12/2009 Current Goal Status % leadership roles filled internally Green = 75-85%, Yellow = 70-75% Red = < 70% and >85% 43% (3/7) % key roles filled by diverse candidates 43% % unwanted attrition G=1-10% Y=10-12% R= >12% # open key positions G= 0 Y=1-3 R= 3+ (3/7) F 9% (2) 60-85% 25% <5% 0 < 1 at any given time Avg. # of days positions are open Varies by function* Quality of hire (leadership judgment) G= % quality Y= 80-90% quality R= Less than 80% quality Key role succession coverage (Key roles with 1 or more unique, ready now successor)/(total # of key roles) G= >60% Y= 40-60% R= Less than 40% 80% 100% 35% 50% Box 1, 2, 3, 4 Talent Rate (# of employees in 9-Box areas 1,2,3,4)/(Total # of employees in 9-Box) G=20-25% Y=10-20% R=Less than 10% 46% 25% *If a key role drives contribution to the bottom line, no open days are acceptable
30 Consolidated 9-Box All Staff Promotability consideragons: Embodies Patrick Leadership and Values agributes KTI alignment; No talent detractors Is this person a game changer? Does this person embody Customer 1 st? Lateral move only Promotable 1 level Promotable 2 levels P R O M O T A B I L I T Y ******* 7 **** 4 ****** ******* 7 ************* ************* 26 ************* ************ 24 *********** ************* ************* 25 ************* ************* ****** Delivers less than required Delivers what is expected Exceeds expectation over time PERFORMANCE / CONTRIBUTION Performance viewed over Gme: Consider last 2 PM ra<ngs Consider impact delivered in their role beyond annual objec<ves Does this person consistently exceed raised expecta<ons over <me? 30
31 Leadership Consolidated 4-Box (population = 55) Designation Game Changer 13 Proud to have on team 27 Average Player 12 Exit 3 3
32 PRESCRIPTIVE PLANS AND RESULTS Data driven decisions on the Company s most valuable assets Performance Leadership Assessment Self and Manager Assessed strengths and development areas Career mapping through development planning Vetted and validated by Sr. Leaders Critical to attain this buy-in Leader accountability to execute talent plans Piece of their objectives/rating/incentive Results in: talent decisions and P&L value added actions 32
33 Q & A 33
Competency Modeling. APTMetrics
Competency Modeling APTMetrics Competency Models Impact on Talent Management Assessment & Selection Workforce Planning Competency Models Succession Planning Learning & Development Performance Management
More informationHarbisonWalker International. Core Competencies
HarbisonWalker International Core Competencies HWI Core Competency Model 1 TABLE OF CONTENTS Core Competencies Accountability/Drive 3 Innovation 4 Collaboration 5 Customer Focus 6 Adapting to Change 7
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationH U M A N R E S O U R C E S M A N A G E R
DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human
More informationPrepared for: Joe Sample 2/2/15
Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.
More informationTALENT REVIEW INSTRUCTIONS
OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her
More informationIt s our vision is to be the most trusted, innovative utility company in North America by being smart about power in all we do.
We re BC Hydro and we have a big job to do. Keeping the lights on for over 4 million people across the province takes a lot of talented people doing many different jobs. From working deep in a generating
More informationDirector Applied Science EPA Victoria. Applied Sciences and Environmental Scientist Directorate
Position Description Director Applied Science EPA Victoria Unit: Applied Sciences and Environmental Scientist Directorate Location: Centre for Applied Sciences: Ernest Jones Drive Macleod 3085 Classification
More informationBELLEVILLE PUBLIC SCHOOLS Director of Operations/Chief Talent Officer
Department: Central Office Reports to: Superintendent of Schools Number of Days: 12 Months Security Access: District Current Date: 2016 Overtime Status: Exempt Overview: BELLEVILLE PUBLIC SCHOOLS Director
More informationBEST PRACTICES IN Talent Management Article Title Format
SCHOONOVER ASSOCIATES WHITE PAPER BEST PRACTICES IN Talent Management Article Title Format SCHOONOVER ASSOCIATES, LLC. 2015 Dr. Stephen C. Schoonover President, Schoonover Associates, LLC Contents Executive
More informationDevelop and support our staff to enhance productivity: Leadership can be demonstrated at any level. Value: Competency: Fundamental Competencies
2 Develop and support our staff to enhance productivity: Our success depends on our greatest asset, our staff, and ensuring they work in a nurturing and productive environment where they can acquire and
More informationSYNFAST OIL CHANGE SERVICE CENTER MANAGEMENT PERFORMANCE REVIEW FORM
SYNFAST OIL CHANGE SERVICE CENTER MANAGEMENT PERFORMANCE REVIEW FORM SC MANAGERS AND ASSISTANT MANAGERS YEAR-END MID-YEAR Stretch 90 Day Name Supervisor Dept. # & Name SS# Hire Date Date PERFORMANCE STANDARDS
More information4/10/2014. Developing an HR Strategic Plan A Step by Step Approach. Agenda. By a Show of Hands: The HR Strategic Plan. Critical Success Factors
Developing an HR Strategic Plan A Step by Step Approach Sue Jones Managing Director - KLS Group (541) 213-2075 sue@theklsapproach.com www.theklsapproach.com Creating an HR Strategy Agenda The HR Strategic
More informationBrand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy among stakeholders
Consumer Insight & Empathy: Developing an understanding of consumers behaviors and underlying motivation Brand Knowledge & Advocacy: Understanding the brand s essence, values and vision to build advocacy
More informationCareer opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
More informationHR Connect Asia Pacific
Building the Right High Potential Pool: How Organizations Define, Assess, and Calibrate Their Critical Talent [Part 2] By Lorraine Stomski, Partner, Leadership Practice, Aon Hewitt, Jill Atkisson, Associate
More informationSUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER
Business Unit Human Resources Band 2 Work Code People Mgr/Ind Contrib PM Direct Expense 4.4m labour Generic Role Title HR Team Manager CAPEX n/a Market Role Title Strategy & Operations Manager Direct People
More informationTalent Review and Development Process: A Step-by-Step Guide
Talent Review and Development Process: A Step-by-Step Guide Context and introduction Developing leadership in the home office is one of the most important and valuable things you do as an organization.
More informationTalent Community of Expertise
Future-State HR Service Delivery Model Operating Model Design Talent CoE HR Leadership Communications Change Executive Recruitment Talent Community of Expertise Talent Recruitment Talent Employee Relations
More informationSuccession Planning. Dan Rochon, CPA, CA Helping First Nations Succeed
Succession Planning Dan Rochon, CPA, CA Helping First Nations Succeed Agenda Background Succession Planning Process Accountability Benefits Accessing Potential and Readiness Accessing Vacancy Risk Successor
More informationTalentGuard Overview. The Predictive People Development Company
TalentGuard Overview The Predictive People Development Company Company Overview TalentGuard Overview The Predictive People Development Company. About Us Provider of Award-Winning Competency- Based Talent
More informationTool: Talent Discussion Talking Points for Managers
Tool: Talent Discussion Talking Points for Managers Dear Leader, Now that you have determined and validated the Talent Classification for your direct reports in the leadership pool as Top, Emerging, Valued,
More informationBelden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE
Belden s Talent Management Approach BUILDING A METRIC-DRIVEN APPROACH TO MASTERING THE SUCCESSION PIPELINE 1 COMPANY SNAPSHOT Belden s Talent Management Approach As a fast-paced, results-oriented company
More informationLeadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE
Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an
More informationAGC Leadership Competencies
Revised in 2015 Oct. AGC Group Corporate HR 1 What AGC Ask Leaders to Accomplish - The Concept of - AGC considers that an effective leader is the person who: Has the courage to challenge the existing order
More informationGuidance on Establishing an Annual Leadership Talent Management and Succession Planning Process
Guidance on Establishing an Annual Leadership Talent Management and Succession Planning Process INTRODUCTION OPM is providing this guidance to help agencies implement an annual talent management and succession
More information360 Feedback REPORT. Prepared for: Melissa Brown
360 Feedback REPORT Prepared for: Melissa Brown Completed On: August 9, 2017 Introduction Feedback Participants Definitions and Calculations Understanding the Report Competency Summary Unknown Strengths
More informationOMNI s Learning Development & Practice
OMNI s Learning Development & Practice Professional Development Series Successful organizations recognize the need to continue investing in their people. OMNI s curriculum delivers practical insights,
More informationLean2 Business Consulting LLC. The Next Generation of Problem Solving
Lean2 Business Consulting LLC The Next Generation of Problem Solving Aware of the Need for Change Brief Overview Businesses face an increasing set of opportunities and challenges. They must address change
More informationCopyright 2011 CoralBridge Partners
Leadership Pipeline Dashboard Summary =Source of Design C-Level Executives needs /best practices =Overall Goal in Talent Management =Logic behind the Leadership Pipeline Dashboard =Screen Shots (examples)
More informationLeadership Framework Behavioral Worksheet FIRST LEVEL LEADER. How to Use the Leadership Framework Behavioral Worksheet
How to Use the Leadership Framework Behavioral Worksheet Purpose: This worksheet takes the competencies from the Leadership Framework and turns them into concrete behaviors. This will help you understand
More information2011 CVS Intern Performance Review
2011 CVS Intern Performance Review Instructions: Review the rating definitions below and select a rating for each performance area and behavior on the subsequent pages. 1. The performance appraisal is
More informationBuilding strategic HR. Fit for today and fit for the future.
Building strategic HR Fit for today and fit for the future. 1 Building strategic HR Strategic HR Given the increasing focus of executives on people and talent, HR has an unprecedented opportunity to position
More informationBehavioural Attributes Framework
Behavioural Attributes Framework There are eight attributes in the University of Cambridge Behavioural Attributes Framework: Communication; Relationship Building; Valuing Diversity; Achieving Results;
More informationANA Adopted Values and Associated Behaviors. May 27, 2015
Background ANA Adopted Values and Associated Behaviors May 27, 2015 - Values work launched at the February Directors Retreat. - A Values work group (Directors) determined and recommended a draft of 5 ANA
More informationPerformance Management & Learning
Performance Management & Learning Delivering a complete solution that supports organization excellence & individual fulfillment Exxceed, Inc. Dean H. Dussias President & CEO Purpose of This Presentation
More informationCertified Human Resources Professional (CHRP) Competency Framework
Certified Human Resources Professional (CHRP) Competency Framework 11.15 Table of Contents About the CHRP... 3 Application of the Competency Framework... 3 Path to Obtain the CHRP... 4 Maintaining the
More informationCompetency Model & Performance Behaviors
Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor
More informationAt the end of the programme, the participants should be able to:- Understand the real meaning and importance of KPIs and KRAs to the organisation
PROGRAMME OBJECTIVES At the end of the programme, the participants should be able to:- Understand the real meaning and importance of KPIs and KRAs to the organisation Link PMS to KPIs and KRAs by having
More informationTransformatio. competency model. Health Leadership Competency Model 3.0. updated, career-spanning. for health sector leaders
Transformatio National Center Healthcare Leadership Health Leadership Competency Model 3.0 updated, career-spanning competency model for health sector leaders Executive Summary The National Center for
More informationCELONA APRIL BARCELONA APRIL BARCELONA APRIL 200. Principles of action. Principles of action
CELONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 200 Principles of action Principles of action LONA APRIL 2003...BARCELONA APRIL 2003...BARCELONA APRIL 2003. ..BARCELONA APRIL 2003...BARCELONA
More informationUnderstanding our CLEARR Career Continuum (ECS and ICS) Be inspired. Grow your whole self.
Understanding our CLEARR Career Continuum (ECS and ICS) Be inspired. Grow your whole self. Understanding our CLEARR Career Continuum A guide for employees Level by level 5 Administrative Professional 8
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More information2011 ANNUAL CONFERENCE. From Succession Planning to Talent Management: A Blueprint for Success
2011 ANNUAL CONFERENCE From Succession Planning to Talent Management: A Blueprint for Success July 12, 2011 10:00 11:30 AM and 1:45 3:15 PM Las Vegas, Nevada Presented by: Brenda J. Wagenknecht-Ivey, Ph.D.
More informationScripps Core Competencies
Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances
More informationSenior Director of Strategy
Senior Director of Strategy Portland, OR Search conducted by: waldronhr.com Foundation Overview The Lemelson Foundation uses the power of invention to improve lives. Established by prolific US inventor
More informationThe Leadership Model. Executives v2.0
The Leadership Model Executives v2.0 Our Cultural Levers The activators of our Purpose We share a passion for tasty, healthy and well-sourced food. Throughout our customer experience, we proactively share
More informationB Y D A N D E N E H Y
The General B Y D A N D E N E H Y The general manager embodies the heart and soul of a private club. General managers (GM) work hand in hand with the board to carry out the club s mission and vision and
More informationLEADERSHIP PERFORMANCE CRITERIA
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
More informationPMO Services Checklist
PMO Services Checklist by IMPACTbyLaura.com Services Checklist This resource is a list of possible services and categories that you can consider when determining how you will drive IMPACT with your PMO.
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationPerformance Management Professional Keys Effectiveness System (PKES)
Performance Management Professional Keys Effectiveness System (PKES) Growth & Opportunity What is Performance Management? Performance Management = The process of maintaining or improving employee job performance
More informationPERFORMANCE MANAGEMENT SYSTEM (PMS)
GENERAL INSTRUCTIONS: Please read the instructions carefully before proceeding with your evaluation. For further clarifications, kindly get in touch with Human Resource Management Services (HRMS) personnel.
More informationFuture-state HR Service Delivery Model Talent Position Descriptions
Future-state HR Service Delivery Model Talent Position Descriptions Note: Position descriptions are draft and not yet final. Position descriptions are subject to change. 1 P a g e Table of Contents Talent:
More informationSUCCESSION PLANNING and LEADERSHIP DEVELOPMENT
SUCCESSION PLANNING and LEADERSHIP DEVELOPMENT TOOLKIT April 2015 CONTENTS 1 Succession planning 3 What is succession planning? Succession planning process Leadership development 4 What is leadership development?
More informationTHE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES
THE FEDERAL RESERVE BANK OF DALLAS VICE PRESIDENT HUMAN RESOURCES www.dallasfed.org The Organization: The Role: The Federal Reserve Bank of Dallas is one of twelve regional Reserve Banks in the Federal
More informationWhat skills and abilities does it really take to succeed as a Senior Human Resource Professional today?
SCROLL DOWN What skills and abilities does it really take to succeed as a Senior Human Resource Professional today? Executive Summary Report of a Survey of Senior HR Generalists Prepared by: DISCOVERY
More informationCHARACTER ELSEVIER COMPETENCY FRAMEWORK
CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest
More informationOMNI s Learning & Development Practice Professional Development Series
OMNI s Learning & Development Practice Professional Development Series Successful organizations recognize the need to continue investing in their people. OMNI s curriculum delivers practical insights,
More informationSuccession Planning at BMO Financial Group
Succession Planning at BMO Financial Group Lynn Roger SVP, Talent Strategies and Executive Resourcing BMO Financial Group Best Practices Forum November 16 th, 2010 Our Journey The change agenda at BMO
More informationBE RESPONSIVE. Meets Expectations (3) Acknowledges and addresses all forms of communication in a timely and considerate manner.
BE RESPONSIVE Fails to acknowledge and/or address all forms of communication in a timely and considerate manner. Acknowledges and addresses all forms of communication in a timely and considerate manner.
More informationFinance Division Strategic Plan
Finance Division Strategic Plan 2018 2022 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
More informationRoma Hanson Vice President - Organizational Development AIDS Resource Center of Wisconsin (ARCW) June 13, 2017
Roma Hanson Vice President - Organizational Development AIDS Resource Center of Wisconsin (ARCW) June 13, 2017 1. Setting the stage for outstanding performance expectations 2. Learn the components that
More informationResults without Authority: Controlling a Project when the Team Doesn t Report to You. Tom Kendrick, Program Manager
Results without Authority: Controlling a Project when the Team Doesn t Report to You Tom Kendrick, Program Manager WWW.FailureProofProjects.com TKendrick@JPS.Net Process Influence Metrics Sources of Control
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationMGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES
MGM RESORTS INTERNATIONAL LEADERSHIP COMPETENCIES Mission, Vision, Core Values and People Philosophy Our Mission MGM Resorts International is the leader in entertainment and hospitality - a diverse collection
More informationBusiness Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Does not assess individual and team risks
Championing Change Safety & Compliance Business Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Does not assess individual and team risks Always creates an environment where nor ensures accountability
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationSTRATEGIC LEADERSHIP ISSUES
STRATEGIC LEADERSHIP ISSUES Talent and Succession Cheryl L. Thomas Managing Director Impacting People, LLC Wadsworth, IL thomascherylx@gmail.com 847-274-8783 August 3, 2018 Talent and Succession Graduate
More informationHRQMC First Line Leader Training and Development Program
HRQMC First Line Leader Training and Development Program 1 First Line Supervisor Training Program 1. Introduction/Overview/Assessments 2. Maintains Situational Awareness 3. Communicates 4. Leads 5. Dedicated
More informationFrom Growing Pains to Embracing Change
SolutionsIQ From Growing Pains to Embracing Change Case Study How shifting to an Agile mindset helped this customer support company accelerate time to market Client Profile Our client, a cloud-based customer
More informationCompetencies Rating Guide
Competencies Rating Guide Rating Drive for Results Makes a significant contribution to business practice/policy/procedure resulting in improved best practices. Proactively works to exceed performance expectations,
More informationUC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
More informationInternal Management Consulting Competency Model Taxonomy
AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.
More informationFuture State HR Service Delivery Model Service Community of Expertise. Talent CoE. IMPACT CoE. Service CoE
Future State HR Service Delivery Model Service Community of Expertise Note: Benefits & Wellness is now a part of the IMPACT Community of Expertise HR Leadership Communication Change Management Talent CoE
More informationKevin Salcido Associate VP / CHRO Arizona State University Arizona CUPA Conference June 18, 2013
Kevin Salcido Associate VP / CHRO Arizona State University Arizona CUPA Conference June 18, 2013 Areas to Explore Understanding the transition to executive level Building peak performance the 3 C s 3 Keys
More informationIs your organization s talent ready for the future? Succession planning for future success
Is your organization s talent ready for the future? Succession planning for future success Business Focus Customized leadership, team building and individual training/coaching Analysis and strategies for
More informationJOB PROFILE Job Title Department Grade Manager Job Title EE Cat EE Level Nqf Level Profiling Status Purpose
JOB PROFILE Job Title Department Grade Manager Job Title EE Cat EE Level Nqf Level Profiling Status Purpose Procurement Specialist Procurement To be Graded Planning Department 2. Professionals 3. Prof's
More informationWelcome! Catalog Terminology:
2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the
More informationTALENT MANAGEMENT IS BETTER TOGE+HER
TALENT MANAGEMENT IS BETTER TOGE+HER + + + WHERE WILL AN INTEGRATED TALENT MANAGEMENT STRATEGY TAKE YOUR DISTRICT? Cornerstone helps you realize the possibilities. Take a look... The right talent, the
More informationCompetency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES
Competency Framework FOR CHARTERED PROFESSIONALS IN HUMAN RESOURCES Chartered Professionals in Human Resources Alberta Suite 990, 105 12 Ave SE Calgary, AB T2G 1A1 Tel. 800-668-6125 Email. info@cphrab.ca
More informationLearning Center Key Message Guide. 3M Company
Learning Center Key Message Guide The purpose of this Guide is to enable Learning Center communicators to achieve their communication objectives by delivery of consistent messaging, linking to 3M and LC
More informationBUSINESS CASE. How Investing in a Unified Internship and Early Career Program Management Solution Keeps Your Company Ahead of the Competition
BUSINESS CASE How Investing in a Unified Internship and Early Career Program Management Solution Keeps Your Company Ahead of the Competition EXECUTIVE SUMMARY This Business Case examines the enterprise-wide
More informationSucceeding At Succession
Succeeding At Succession Iowa Bankers Association Annual Convention 2018 1 Agenda 1. Levels of Succession 2. The People Portfolio 3. Succession Management 2 Levels of Succession 1. Ownership 2. Board 3.
More informationDirector Major Gifts MISSION: WE WORK FROM THE HEART TO UNITE CARING PEOPLE TO TACKLE OUR COMMUNITY S TOUGHEST
MISSION: WE WORK FROM THE HEART TO UNITE CARING PEOPLE TO TACKLE OUR COMMUNITY S TOUGHEST CHALLENGES. VISION: A COMPASSIONATE, VITAL COMMUNITY WHERE PEOPLE HAVE THE EDUCATION, RESOURCES AND OPPORTUNITIES
More informationKorn Ferry Executive to Leader Institute. Accelerating development for senior executives and enterprise leaders.
Korn Ferry Executive to Leader Institute Accelerating development for senior executives and enterprise leaders. Are your senior leaders ready for enterprise leadership? The transition from executive to
More informationVITAL SIGNS. MEASURING the Drivers of Organizational Effectiveness
VITAL SIGNS MEASURING the Drivers of Organizational Effectiveness BLUEGG 2015 70% of organizational change efforts fail - primarily due the people side. How do you develop the insight to stay in the 30%?
More informationHow it works: Questions from the OCAT 2.0
Social Sector Practice How it works: Questions from the OCAT 2.0 OCAT 2.0 is an updated and improved version of our original OCAT survey. It asks nonprofit staff to rate their organization s operational
More informationBBC Finance Competencies. BBC Finance Competencies June 2012 Page 1 of 8
BBC Finance Competencies BBC Finance Competencies June 2012 Page 1 of 8 Purpose The Finance Competency framework has been designed to provide a basis for assessing individuals during recruitment, development
More informationBuilding an Integrated Talent Management Strategy. Stavros Liakakos, VP HCM Strategy Knowledge Infusion
Building an Integrated Talent Management Strategy Stavros Liakakos, VP HCM Strategy Knowledge Infusion 1 Knowledge Infusion: HCM as a Strategy 2 Vicious Cycle 3 Talent Management Strategy Alignment 4 Key
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationHuman Resources Director. Search conducted by: waldronhr.com
Human Resources Director Search conducted by: waldronhr.com The Organization Since 1980, Bellwether Housing (Bellwether) has met the housing needs of people with low incomes in the Seattle area, including
More informationGW Human Resources Strategic Plan
GW Human Resources Strategic Plan 2017-2021 OUR VISION We aspire to develop a diverse and engaged workforce to lead GW to excellence. OUR MISSION The mission of Human Resources is: to serve as an effective
More informationCHIEF TRANSFORMATION OFFICER
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More information2013 Graduate Trainee Programme. Management Trainee Programme
2013 Graduate Trainee Programme Bank of China (Hong Kong) is committed to staff development. Driven by the belief that people are key to business success, we strive to offer rewarding career opportunities
More informationLeadership Behaviors Handout
Leadership Behaviors Leadership Behaviors Handout Leadership behaviors, Definition and Themes THOUGHT LEADERSHIP RESULTS LEADERSHIP System, Customers and Act Like an Owner PEOPLE LEADERSHIP Inspire Definition:
More informationUC San Diego Core Competency Model Behavioral Indicators
UC San Diego Core Competency Model Behavioral Indicators Rev. 08/21/2014 COM M UNI C AT I O N Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationBuilding a Competitive Workforce: - Keys to Growth in an Uncertain World
Building a Competitive Workforce: - Keys to Growth in an Uncertain World Erik Berggren Director of Customer Results & Global Research Eric Lesser Associate Partner Building a Competitive Workforce: - Keys
More informationHUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING
SECTION 2 HUMAN RESOURCE STRATEGY 2.01 CORPORATE HR PLANNING AUTHORITY: ADMINISTRATION: CIVIL SERVICE ACT P.E.I. PUBLIC SERVICE COMMISSION GOVERNMENT DEPARTMENTS / AGENCIES Date: 01 November 2018 Page
More information