Welcome. Assessing and Building Your Bench. Bob Flecknell Consultant, Assessment Analytics, Inc. Canadian Chamber of Commerce May 4, 2011

Transcription

1 Welcome To Assessing and Building Your Bench Bob Flecknell Consultant, Assessment Analytics, Inc. Canadian Chamber of Commerce May 4, 2011

2 Who Is Assessment Analytics Inc. Filipino owned and operated management consulting firm specializing in assessment solutions. Authorized distributor for South East Asia of SHL-PreVisor s awardwinning computer based talent measurement products which predict a candidate s readiness for the job today and their potential for future performance. We work with clients to help them identify the high potentials on their bench using an Assessment Center which features a multi-rater multi-strategy approach.

3 Our Industry Partners

4 Banking & Financial Services Telco Government Retail Professional Services Staffing Healthcare Other

5 Some of Our Philippine Clients BPO / KPO / Contact Centers Banking / Finance Information Technology Transportation / Logistics Real Estate Group of Companies

6 Retail / Consumer Products Pharmaceutical / Healthcare Manufacturing / Construction Telco Staffing / Recruitment Consulting / Others

7 Today s Focus Talent Management (TM) and Your Bench Strength Why? --- Rationale for TM What? --- TM Overview How? --- Planning and Execution of TM

8 Why --- Business Case for Talent Management

9 TM Audit Some Questions 1. Do you know your organization s goals, strengths and weaknesses? 2. What is your current talent mix and bench strength? 3. Do you have unwanted turnover particularly with top your talented A players 4. What critical skills does your organization need to be successful today and tomorrow? 5. Is your organization prepared for the loss of key personnel? 6. How are you planning to fill your talent gaps? 7. Do you know who is the best fit for a particular position? 8. Do you know who is ready for a key promotion?

10 The Business Case 75% of survey respondents said their company is chronically short of leadership talent.¹ Failure rates are high when executive talent is hired from outside.² Turnover among C Level leaders soared 53% between 1995 and 2001.³ Half of baby-boom leaders will retire within 8-10 years. 1. The War for Talent. Mickinsey Linkage & DDI. Exec. Succession Management Business: Challenging a Corporate Addiction to Outsiders. Gabor, NYT, Andrea. Money and Business/Financial Desk Grooming Next-Millennium Leaders: Start now to identify and develop the next generation of leaders. Byham, William C. HR Magazine. February 1999.

11 Your Human Capital, People Equity..Your Internal Talent

12 Impact of Trends on Your Talent Management Trend 1: Global Competition Trend 2: A Change in Labor Supply and Demand Trend 3: Uneven Distribution of Talent Trend 4: Managing Diverse Workforces in Diverse Places Trend 5: Skill and Mind Shift

13 Impact of Trends on Your Talent Management Trend 6: Technology Trend 7: Leadership and Succession Gaps Trend 8: The Cost of Talent Mistakes are Growing Trend 9: Scarce Human Capital Measures Trend 10: Low Readiness for Change

14 Why Develop Internal Talent? In 1,700 years of combined history of 18 visionary companies, including Marriott, American Express, Pfizer, and IBM, the role of chief executive was assumed by an outsider only four times. ¹ Hiring outsiders is negatively correlated with dramatic improvements in performance ² 1. Stocking Your Talent Pool with Knowledge Capital. Human Capital Management. 2. Business: Challenging a Corporate Addiction to Outsiders. Gabor, NYT, Andrea. Money and Business/Financial Desk. November 17, 2002.

15 If you want 1 year of prosperity, grow grain. 10 years of prosperity, grow trees. 100 years of prosperity, grow people. Chinese proverb

16 What --- Talent Management Overview (TM)

17 Talent Management Definition: a set of organizational processes designed to attract, manage, develop, motivate, and retain key people. The goal: to create a highly responsive, high-performance, sustainable organization that meets its business targets.

18 Effective Talent Management Builds bench strength by identifying and developing your high potentials Stretches skills to build competencies for higher-level leadership positions Retains your top talent Reduces your recruitment costs (headhunters) Prevents premature promotions (Peter Principle)

19 Vision Org. Strategy Org. Development Competency Development Job Analysis 360-Degree Tools Personality/Ability Tests Business Strategy Clarify Future Talent Needs Assess Current Talent Talent Strategy Identify Critical Roles High Potential Criteria In-Depth Behavioral Assessment Structured Interviews Simulations Select Talent Mobilize Talent Develop Capability Pre-Employment Testing Selection Assessments Staffing Needs Audit High Potential Selection Retention Plans Succession Plans Performance Management New Position Assimilation Business Results Leadership Coaching Leadership Development Team Development Career Development Organizational Resiliency Mentoring

20 How--- Planning and Executing Integrated TM

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22 1. Start with TM as a business strategy. TM is designed to support the organization s business strategy. You need to know What are your most pressing talent issues that stands in the way of achieving superior business results. What are the talents required and how to strengthen your talent pool. Where you are today and what your desired state will be like and when.

23 Are you ready for Talent Management? Defined purpose based on future business strategy, measures of success, a guiding philosophy Supportive environment for the objective identification of talent Ability and willingness to develop the talent pool Willingness to reinforce the process by providing career opportunities for high potentials

24 Is Your Leadership Ready to Actively Support Talent Management by? Setting the standards for talent within your organization. Actively promoting talent management mindset deep in all managers. Be accountable and hold managers accountable for developing the talent pool/strength. Be ready to invest money on talents.

25 2. Define Success Factors Success Factors Include: Competencies: key behaviors that define and measure success in a particular job or job family; may include competencies anticipated for success in the future Past experience Other essential skills: e.g., education, certifications, or capabilities

26 How will you set Success/Target Profile? Through a Top Management (Exe Com, ManCom) Workshop Facilitated by HR or Consultant. Benchmarking/Predictive Validation Studies

27 Clarify Future Talent Needs 3. Position Analysis Identification of Position Analysis Key Elements Include: Identification of strategic positions in the organization based on the strategy of the organization and immediate leadership needs Identifying critical success factors for strategic positions Mapping critical success factors to developmental or staffing efforts strategic positions in the organization based on the strategy and immediate leadership needs. critical jobs/positions and required competencies

28 Clarify Future Talent Critical Positions Needs Position Analysis Position Analysis Key Elements Include: Identification of strategic positions in the organization based on the strategy of the organization and immediate leadership needs Identifying critical success factors for strategic positions Mapping critical success factors to developmental or staffing efforts

29 How to assess leadership potential your bench

30 4. Talent Pool and Succession Mapping Clarify Future Talent Needs Key Elements Include: Position Analysis Key Elements Include: Identification Creation of strategic of a talent positions pool in the of organization high potentials based on the strategy of the organization and immediate leadership needs Identifying critical success factors for strategic positions Mapping critical success factors to developmental or staffing efforts Assessment of gaps between existing competencies and competencies required for targeted positions Talent review meetings for calibration across the organization

31 Position Analysis Key efforts Talent Pool and Succession Mapping Clarify Future Bench Talent Strength Needs Quantity and quality (readiness and competency) of high potential talents per critical job. Ideally there should be at least one High Potential Talent who is Ready Now in each critical post.

32 Nominee Criteria 1) Performance for the past two (2) years Employees performance history for the past should at least Exceed Expectations 2) Competency Gap Ratio of 90% for current position and 80% for future position 3) Assessment of those Highly Recommended

33 WHO are potential candidates to the Talent Pool? High-Performers vs. High Potentials High-performers give immediate return on investment, with estimates averaging from more than 50% additional value, to as much as a 100% increase in productivity over average performers. iii Corporate Leadership Council, Executive Summary, February William D. Koch, Directions: Closing the Gap Between the Best and the Rest, Development Dimensions International, 2007.

34 WHO are potential candidates to the Talent Pool? High-potentials demonstrating high-level contributions, organizational values, potential to move up to an identified position within a given timeframe, and potential to assume greater responsibility iii Corporate Leadership Council, Executive Summary, February William D. Koch, Directions: Closing the Gap Between the Best and the Rest, Development Dimensions International, 2007.

35 High Performers vs. High Potentials Most high-performers are NOT highpotentials BUT all high-potentials are high-performers.

36 HOW should we best identify high-potential employees?

37 Individual Assessment What is an Assessment Center? An assessment center consists of a standardized evaluation of behavior based on multiple inputs. Multiple trained observers and techniques are used. Judgments about behaviors are made, in major part, from specifically developed assessment tools and activities These judgments are pooled in a meeting among the assessors. Source: Guidelines and Ethical Considerations for Assessment Center Operations. Task Force on Assessment Center Guidelines; endorsed by the 17th International Congress on the Assessment Center Method, May 1989.

38 Output - Individual Executive Report Rating Summary Strengths Developmental Areas Growth and Derailing Factors Career Aspirations Overall Summary and Recommendations Detailed Workshop Results per Competency

39 x Competencies SHL-PreVisor Online Assessment Disaster Management Case Case Study Presentation Team Exercise Coaching Exercise Behavioral Event Interview 1 Strategic Thinking x x x x 2 Business Leadership 3 Planning, Analyzing & Maintaining Focus x x x x x x 4 Analytical Thinking & Decision Making x x x x 5 Innovation x x x x x 6 Catalyzing Teams 7 People Development x x x x 8 Communication x 9 Building Relationships x x x 10 Motivating Others x x x x 11 Leading Change 12 Customer Focus x x x x 13 Managing Performance x x x x 14 Resilience x x x

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42 Presentation/One-on-One Interview

43 Team Activities & Role Playing

44 6. Development Planning and Implementation Clarify Future Talent Needs Create individual and group development plans Position Analysis Key Elements that: Include: Identification of strategic positions in the organization based on the strategy of the organization and immediate leadership needs Identifying critical success factors for strategic positions Mapping critical success factors to developmental or staffing efforts Address development needs of the group Support skill building and engage in betweensessions real work activities

45 Rating AAI Client Expert Role Model Advanced Commendable Proficient Competent Basic Needs Improvement Novice Unacceptable

46 RESPECT FOR INDIVIDUAL CUSTOMER SERVICE QUALITY PLANNING & ORIENTATION PROFESSIONALISM EXECUTION DECISION- MAKING CHANGE MANAGEMENT BUSINESS ACCUMEN VISIONING COMMUNICATION, COACHING & COUNSELING DEPT. HEAD DIV. HEAD Total AVERAGE

47 Company A Target Profile TOTAL DEPT. HEAD DIV. HEAD

48 6.0 Candidate #1 (3.9) 5.0 Axis Title DEPT. HEAD DIV. HEAD

49 Company A Group Profile vs. Target TOTAL DEPT. HEAD DIV. HEAD TOTAL

50 Determining Employee Development Interventions Training Learning on-the-job Providing developmental challenges Delegating to develop Mentoring Coaching Counseling

51 Feedback Sessions with Assessors and Immediate Superior

52 7. Monitor Progress and Measure Results Clarify Future Talent Needs This can include any or all of the following: Position Analysis Key Elements Include: Identification of strategic positions in the organization based on the strategy of the organization and immediate leadership needs Identifying their critical impact success on factors succession for strategic management positions Mapping critical success factors to developmental or staffing efforts Monitor progress of Talent Pool development Monitor organizational strategy changes and Measure number of leadership positions filled by talent pool Measure retention of talent pool Measure employee satisfaction and commitment

53 Talent Management is a key to ensuring your bench strength can help you maintain competitive advantage and meet the demands of business, now and tomorrow!

54 Thank You! Bob Flecknell

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56 Individual Assessment