Strategic Talent Planning Going Beyond the High Potential Employee

Transcription

1 Strategic Talent Planning Going Beyond the High Potential Employee 1 BPI group

2 About Us BPI group is a leading global management and human resources consulting firm Shared Success We understand that sustainable organizational success depends, in large part, on individual success. This is why we approach our work with a sharp and balanced focus on the organization and the individual. Talent Management Lifecycle We have 25 years of experience in North America providing customized, pragmatic solutions that drive organizational, team, leadership and individual excellence and span the entire talent management lifecycle. Global Reach Through our global reach, clients benefit from innovative thinking on people practices worldwide. We team across borders, but always deliver services with a local touch to ensure organizations and their employees create shared success during times of change. 2 BPI group

3 Presenters Kathy Allen Managing Director, Learning Joanne Start Senior Consultant, Strategic Talent Planning Pat Dailey, PhD Former CAO, Herbalife Former VP, Global Talent Hewlett Packard 3 BPI group

4 Today s Webinar Focus Define Strategic Talent Planning Outline the Strategic Talent Planning Process Discuss best practices and activities involved in the Strategic Planning Process 4 BPI group

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6 Strategic Talent Planning Applying methodologies, tools and techniques that enable leaders to address: Do we have the right talent to implement our strategic agenda? 6 BPI group

7 The Evolving Role of Human Resources Leadership Demonstrate partnership capabilities Expected to contribute at the table with a strategic point of view Understand that Leadership is a growing enterprise risk component Know if not strategic you are outsourced or outplaced Dividing into two areas of concentration: Administrative and Talent Must have courage and credibility to say no 7 BPI group

8 Benefits of Strategic Talent Planning Talent Ready: Assure you have the right people for TODAY the right people for the FUTURE Talent/Leadership Pipeline: Relevant to the organizational needs Competitive Advantage: Generate high returns for less money and less risk 8 BPI group

9 What is Strategic Talent Planning? Ability to perform an MRI of your current talent as it aligns with the strategic agenda Acknowledges all areas of the work force Emerging Talent Contingent Positions Top Talent (Succession) High-Potential Talent Pivotal Positions High Performers Involves robust dialogue and a common language that bring leaders together in consensus Diversity Pool Game Changers Fully engage and optimize the talents of the workforce Align the time horizon of your talent plans to matche exactly to the time horizon of your strategic plan 9 BPI group Risk of Losing Retirement Low/No Potential Functional Position Depth Under leveraged talent

10 How does Strategic Talent Planning Work? Perform diagnostics on business needs and talent depth and readiness Facilitate a series of structured meetings with key executive/leadership groups to discuss talent Ask pivotal, thought provoking questions to access talent against strategic agendas Identify reports and data necessary for making decisions and planning Roll Organization and Talent Plans up for Senior Leader Approval Fund Plans in the Annual Budget Process Gain approval and prioritization Execute Organization and Talent Plans Evaluate, adjust and recycle 10 BPI group

11 THE STRATEGIC TALENT PLANNING PROCESS 11 BPI group

12 Competencies for the HR Leader to Facilitate the Process Build a Coalition Know the Business Execute Be Courageous Build powerful, collaborative relationships with key business partners who vested in the outcomes Inoculate yourself against political risks and challenges (sharks attacks) are present Know all aspects of the business Understand the metrics that matter Focus on the business strategy first and then the people Contribute a point of view based on the business Practice strong Program/Project Management Have rich Facilitation skills Understand Talent Assessment methodologies Mitigate risk Be thoughtful and yet insistent Navigate others through painful, tough, decisions Stand with your decisions Remove bias and personal agenda s 12 BPI group

13 Strategic Talent Planning: The Stages Diagnose Plan and Approve Execute Evaluate 13 BPI group

14 Diagnose: Can You Facilitate? Identify towering strengths Pin-point Shortcomings Assess change/learning capacity Define readiness for scope change Target developmental needs Prepare evaluation and reporting mechanisms for progress Realistically forecast the future Mitigate risk (attrition, pivotal positions, blocked promotability, etc ) Diagnose Plan and Approve Execute Evaluate 14 BPI group

15 Sample Diagnostic Information Gathered Name: Sharon Star Service: 5 years Location: Los Angeles, CA Title: VP, Supply Chain Reports to: Bill Alsostar Division: Years in Job: 1.5 years Position Code: Change Leadership: Proactive Talent Forecast: Promotable 2 Towering Strengths Strategic Thinking sees patterns/looks for opportunities and continuous improvement Execution Skills has a track record of results in tough situations Leadership Skills attracts talent/solid in development of people Key Development Needs Sizing Up People Strategic Agility Can overdo her strength Key Questions/Challenges: 1. Can Sharon provide leadership in a turnaround situation 2. Can Sharon quickly produce strong results with the new aggressive? Future Scenario: Comments Possible Jobs % Ready General Management 75% 15 BPI group

16 1.Overall Bench Strength Depth C H A N G E L E A D E R S H I P Proactive Active Reactive Blocked Take Action Ann Screen (WP) Well Placed Terry Teck By-Standers Talent Forecast (IP) Irreplaceable Pro Sam Solid Solid Citizens (E) Expandable George Crown Bill Brightplus Game-Changers: Should get positions / aggressively manage them Solid citizens - Stay in place develop / must stay up as bar raised Load bearing walls By-Standers... Must improve quickly / questionable performance improvement plan or action required (P) Promotable Sharon Star Game-Changers 16 BPI group

17 2.Overall Functional Depth Matrix FUTURE VERSATILITY Sales Marketing Research & Will create growth Clearly Versatile Will create growth needs more development Expandable in 1, 2, 3 yrs Solid Citizen Irreplaceable Pro Solid, needs to continue to grow as bar is raised Well Placed Limited as to flexibility / has to step up Minimally Versatile Most likely wrong job or learning curve would be too long + Mis- Placed Too New in Position Fred Box Marie Alley Nancy Bryne Kirk Waters John Jones David Knisley Development Tom Teck Fred DeMoss Tom Beck Ed Morgan Bob Tucker Design Engineering Operations Engineering **Direct Reports to: 17 BPI group

18 Leadership Pipeline Dashboard (Sample of various Reports) A. Leadership Profiles B. Bench Strength / Depth Analysis C. Weak Link Analysis 1 Overall Bench Strength Overall picture of present/future talent 5.Incumbent/Pivotal Position Key position Who is in that position? 2 Functional Depth Capability Functional depth? 6 Value-Defection Analysis Who is most valuable that we might lose? 3 By-Stander Cost- Tolerance Report What are the costs of poorest performers? 7 Succession / Back Up Analysis Back ups... holes in logic? 4 Key Capability Strategic Importance Importance of functions/ what kind of shape? 8 Diversity-- Best in Class What does the picture look like? 18 BPI group Test Against Business Scenarios Decisions Reached About Talent and Talent System Mechanisms Invest/Upgrade Human Resources Position Planning Individual Actions

19 3. Poor Performance Tolerance- Cost By-Standers Tolerance Costs Total Positions Reviewed = Grades = 92 By-Stander-Level Designation = 10 % of Talent with Reactive/Blocked Change Capacity + Minimal Versatile and WP/IP = 14 % Yearly Salary Costs associated with list: $981,000 + $294,300 benefits (estimated) = $1,275,300 NAME TITLE POINTS / GRADE BASE SALARY LOCATION CHNG RESP VERSATILITY POTENTIAL PIVOTAL POSITION Smith, Fred Purchasing Agent ,000 Pittsburgh 4 MV Y Jones, Mary Information Systems Mgr ,000 Milwaukee 6 MV N Brown, Nancy Controller ,000 Denver 5 MV N Tucker, Kirk VP Sales, Residential ,000 Boston 6 MV Y Teck, Tom Director of Materials ,000 Chicago 6 MV Y Starkey, Mike Customer Service Manager ,000 Los Angeles 7 WP N Waters, Ed Nat l Sales Mgr- Residential Red indicates Alert ,000 Chicago 7 WP N 19 BPI group

20 Align organization and talent plans to business plans Plan and Approve: Do You Have Sound Project Management Skills? Partner efforts to create a data-driven budgeting plan and target ROI contribution Understand constraints and only commit to what HR can realistically implement (Be more than a hero at planning time, have the resources to pull it off!) Educate senior management, analytically and emotionally, to the benefits and outcomes for full vesting Diagnose Plan and Approve Execute Evaluate 20 BPI group

21 Design organizational structure that can work Install and nurture high-performance culture Staff the organization with great and diverse talent Train the organization with essential skills and knowledge Prepare and deploy leaders Build performance management systems that recognize effort and reward achievement Engage and communicate with a committed workforce Execute: Can You Leverage All of HR s Capabilities? Remove non-performers and cultural misfits Diagnose Plan and Approve Execute Evaluate 21 BPI group

22 Evaluate: Did the Talent Planning Partnership Deliver? Did the organization win based upon the pre-selected metrics? Managers executed their talent plans? High-Potentials realized their developmental objectives? Workforce components satisfied the demands of the organization? Valued assets where retained and protected? HR fulfilled its commitments? Did HR recognize and lead necessary mid-course corrections? Is the organization in a more favorable, competitive position this year than last due to its talent? Diagnose Plan and Approve Execute Evaluate 22 BPI group

23 Thank you for your participation Execution means having the mental and organizational flexibility to put new business models into practice, even if they counter what you're currently doing. Rosabeth Moss Kanter Professor, Harvard School of Business 23 BPI group 23 BPI group

24 Contact Information BPI group 5565 Glenridge Connector, NE Suite 450 Atlanta, GA Kathy Allen Joanne Start Pat Dailey 24 BPI group