-Talent Management with the PEP-Talent Manager-

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1 -Management Audit mit dem PEP-Talent Manager- Situation: Merger. Integration problems. The CEO must know who he can count on. However management audits (with the big industry players) are complex, expensive and time-consuming. With the PEP-Talent Manager, the results of 80 managers are available after completion of questionnaires. Brief, concise and clear. Objective and easy to understand. An excellent basis for decisionmaking." G. P. Cen (Head Human Resources) -Talent Manager: Potential (A+ to ---) x job satisfaction (1 to 6)- I: In danger of leaving II: High performers III: Motivated IVa: Demotivated IVb: Demotivated Could if they wanted to. Eliminate the causes of disillusionment. Prevent employees from leaving through staff loyalty. Motivate. Willing and able. Advise, coach, support. Place in key roles. Willing and would if they could. Train, coach, develop, if RODI (Return On Development Investment) >4. Limited abilities. Moderately willing. "Bring them on board". Agree on goals and performance. Demand performance. Very limited abilities. Unwilling (or no longer willing?). Create a career path? Other duties? Change of team? Other?

2 -Talent Manager: I: Dissatisfaction indicator (high potential, but dissatisfied) - Measures Retain as many good members of staff as possible. Lower employee turnover = savings in searching, selecting, training new staff. For every manager that we do not need to replace, 50,000+ saving. One-on-one talks with those in danger of leaving. Meeting to discuss the results of the assessment. Discuss satisfaction, reasons for dissatisfaction. Take suggestions for improvement on board, take an employee-orientated approach and agree on concrete solutions. Clarify medium-term prospects. -Talent Manager: II: Innovation indicator- Place innovators in the best roles possible. Successful implementation of change projects. Implement new projects more quickly. Depending on the project x 100,000 up to x millions. II Innovation strength Measures Outstanding Place change project innovators in positions of authority, and complete more projects faster and with better results. Above average Place strong innovators in supporting roles. Average Not worth mentioning Appropriate for communications and representation roles, as these will be more readily accepted by less innovative members of staff. Use "traditionalists", "preservationists", for day-to-day operations. Not innovative change projects!

3 -Talent Manager: III: Return On Development Investment (RODI)- Everybody should learn the things that help to do a better job. "If we'd had RODI before, we wouldn't have made some investments and some we would have done differently. We would have saved a lot of money." The branch manager who we placed in the flagship branch for the wrong reasons (status, monetary incentive 6, loyalty 7), has cost us 25,000 alone. III: 321: RODI +/- Seniority and training path. Measures to be taken when RODI >4. Very likely. High potentials willing to be trained. Check suitability for "higher-level roles". Career step? Professionalism ok? Networking ok? Promotion ok? Needs-based and potential-focussed training and further development. Likely. Willing and able: Challenge and promote. Change in role? Needs-based and potential-focussed training and further development. Likely, Like above, but not now. Later maybe. but not for now. Quite unlikely. Question motivation for training. Saturation/capacity? Make needs-based measures dependent on good performance and good conduct. Clarify training objectives, job description. Isolated cases are possible, but very unlikely. See above. Make training and further development dependent on good performance and good conduct. Investment decision in 6-12 months at the earliest. Until then professional needs-based on the job training. Very rare, unlikely. Exclusively professional needs-based on the job training. What management teams have to say about Talent Manager: "Top right, 25% high potentials willing to be trained. Outstanding. I like it!" "Now we know who to prepare for future tasks... and who not to prepare. Right?" "Ok, helpful. But need in-depth checking. Seniority, for example. Knowledge and such." "Our training budget is larger now, as there is more than enough for members of staff worthy of promotion, and I no longer have to feel guilty about not spending money on the others." "It's terrifying how many people are affected by 'information saturation'. It's hardly surprising though, given that we have 200+ TV channels and smartphones."

4 -Talent Manager I and IV: Potential x job satisfaction- Measures Remotivate disillusioned employees. Tap into performance reserves. How much more does each remotivated disillusioned employee achieve? 10%, 20%, 50%, more? One-on-one discussions of assessment. Address satisfaction, reasons for dissatisfaction. Agree on goals and performance. Demand performance. Adapt duties to staff members? Change of team? Other? 321: Dissatisfied (2.75) with high potential 4 = 5% risk of leaving 321: Dissatisfied (2.10) with low potential 28 = 35% chance of underperforming as well as reducing the capacity of supervisors, colleagues and employees.

5 Find, gain, train and retain talent Talent Finder----Talent Recruiter- ----Talent Developer Innovation is important to ensure that "what doesn't kill you makes you stronger" (rather than frail and weakened). (Switzerland is the global leader in innovation, Germany and Austria are in the top 10). Switzerland is also the global leader in finding, gaining, training and retaining talent. Click on the link below and in the middle of the image in the video. Talent management Innovation indicator