AACP Talent Management. 17 June 2010

Transcription

1 AACP Talent Management 17 June 2010

2 I always look at all issues from the topeye view. I work hard. I carry a heavy workload on my back Tweet specialist. I m good in communicating. Worked so hard. I ve not slept for 2 days. Ask me to jump, I jump to a new job every 6 months.

3 What is a TALENT? A Talent is usually seen to be those individuals who are high in performance and also possesses high potential. High Performance Achieving high levels of performance consistently over 2 years. (Top 10%) High Potential Capable of rising to and succeeding at a more senior/critical role, vertically or laterally. (Potential is defined in terms of high personal ambition & drive, ability including IQ, EQ and our competency set.) Integrity Defined as possible integrity issues or possible RED FLAG behaviors.

4 Talented Manager Overview Stimulate Ambition & Drive by inspiring talent Ambition & Drive Talent Enhance Engagement by involving & supporting talent Engagement Ability to Learn & Competency Develop Ability to Learn & Competency by coaching talent Performance Accelerate Performance by monitoring talent

5 The Talent Management Models

6 This is one model..

7 This is another model..

8 and more..

9 and more..

10 There s nothing much more than Attract & Identify Talents Develop Talents Engage, Motivate and Retain Talents Drive Talents for Business results

11 Attract and Identify Talents

12 What attracts Talents? Business Branding Image Proven business excellence Strong corporate brand Well-recognized product brand Attract & Identify Talents People / Corporate Citizen Brand Image Career advancement Trust in the leader Compensation and Welfare Learning opportunity Social responsibility

13 Management Trainee Program 21 trainees in 3 batches, only 7 person intake / batch 285 applications from graduates in 2009 All executives invested 1 full day for Talent Assessment Center Psychometric Test Leadership Case Study Business Case Study Presentation & Panel Interview by HR & top executives 29% of trainees were promoted to Manager level 53% of trainees were in the top performer list Attract & Identify Talents

14 Identify Talents AACP identifies Talents in blue boxes. Attract & Identify Talents 10% 7% 69% 14%

15 Identify Talents Attract & Identify Talents In AACP, Talents are identified across all levels! CEO CO SVP VP Corporate Talents (total 27) AVP Mgr AM Rising Stars (total 53) Sup Staff

16 Talent Management Cycle Attract & Identify Talents Corporate Talent list is calibrated by top management during mid year. Year End Review Formal Review of Talent Pool November December January PM Planning February October September August PM Monitoring Talent Engagement Learning & Development Career Management July Mid Year Review June May March April Calibrate Talent Pool Nominate possible new Talent Pool Review Current Talent Pool Commence LCD

17 Develop Talents

18 Talent Development by Talent Classes Develop Talents High on Potential Talent Exceptional High Focus on Performance Engagement discussion Coaching from manager Focus on Career Focus on Reward Focus on Performance Focus on Career Focus on Reward Focus on Exposure Learning and Development if new to the role Focus on Exposure Medium POTENTIAL Evaluate Further Focus on Performance Engagement discussion Develop improvement plan Performer w/ Potential Focus on Performance Focus on Learning & Development Coaching from others H Performer w/potential Focus on Career Focus on Reward Focus on Learning & Development (intensive coaching) Focus on Exposure Reassign/Re-scope/Manage out Solid Performer High Performer Low Focus on Performance Engagement discussion Develop 3 month improvement plan Focus on Learning & Development Focus on Performance Coaching from others Focus on Learning and Development (Coach a Coach) Focus on Reward (Bonus) Focus on Exposure PERFORMANCE Low Medium High

19 AACP Talent Development Philosophy Rule 70%:20%:10% Develop Talents 70% OJT Talents are assigned to be involved in key projects across function 20% coaching 10% in class training I-Grow I-Lead My Business Talent Development Framework Mentoring & Coaching System Leadership Core/ Functional Market Insight Project Readiness

20 All Learning Approaches Blended for Talents... Develop Talents Recreation clubs for talents to meet executives Best practice sharing Learning center area Allow talents to participate and present in executive meetings Insurance Simulation course 9 E-learning courses I- Lead programme

21 Engage, Motivate and Retain Talents

22 Engage, Motivate and Retain Talents Engage, Motivate & Retain Talents Our managers are equipped with skills to engage talents. This year, we have launched the Talented Manager Toolbox. Get to know their employees by PAPI Category Driver Engagement conversation and Drivers Organizational Culture Day-to-Day Work Senior Leadership Direct Manager Internal Communication Future Orientation Culture of Flexibility Culture of Innovation Customer Focus Importance of Projects to Employees Personal Development Connection Between Work and Organizational Strategy Is Open to New Ideas Accurately Evaluates Employee Potential Quality of Informal Feedback Accurately Evaluates Employee Performance Clearly Articulates Organizational Goals Cares About Employees Creates Clear Work Plans and Timetables Accepts Responsibility for Successes and Failures Adapts to Changing Circumstances Helps Find Solutions to Problems Is Open to New Ideas Inspires Others Encourages Employee Development

23 Engage, Motivate and Retain Talents Engage, Motivate & Retain Talents Leaders engage talents in social events e.g. monthly lunch with president. Career discussions between talents and managers is monitored by the L&D team which in turn reports to the management committee. Company needs to be certain that talents compensation is not lower than market.

24 Drive Talents to Achieve Business Results

25 Drive Talents to Achieve Business Results Drive Talents for Business Results We make sure our talents can unlock their potential and drive performance during the Performance Review period, 2 times per year. Year End Review Formal Review of Talent Pool November December January PM Planning February October September August PM Monitoring Talent Engagement Learning & Development Career Management July Mid Year Review June May March April Calibrate Talent Pool Nominate possible new Talent Pool Review Current Talent Pool Commence LCD

26 The CEO Opinion

27 Retaining Talents is the combination of performance management and keeping our promise to our Talents. AACP CEO s Opinion The best tools in the world are not going to make the changes we are looking to make if we do not have the managers buy-in and engagement.

28 Are you a nightmare manager who is an obstacle to TM?

29 The Big challenges that slows down talent management success!

30 Challenges identified by a well known research house Source: McKinsey Quarterly

31 And other challenges Expectations for Talents are sometimes too high. Talents have too much workload! Organization sometimes cannot facilitate vertical move of Talents! No next step for line managers. Talent management scheme de-motivates Non-Talents. Organization does not have enough budget & resources to develop Talents. Bias of line managers in applying Talent Identification tool.

32 Thank You