2/29/2016. Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan. Key Takeaway. How does Nissan identify talent?

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Hilary Simmons
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Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan Ruth Miller, Talent Management Key Takeaway Process of Identifying Talent Calibration Meeting Discussions/Outcomes

1 Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan Ruth Miller, Talent Management Key Takeaway Process of Identifying Talent Calibration Meeting Discussions/Outcomes High Potential Performer (HPP) identification Who is ready and when for next moves Steps used in Developing Talent Individual Development Plans (IDP) Leadership Readiness Assessments Training and/or Stretch Job Assignments Engagement tools for Retaining Talent Executive Chats Skip Levels Career Path/Plans How does Nissan identify talent? 1

2 Right skillset, place & time Nissan Career Vision all employees competency matches leadership matches career desire matches readiness for new role & challenges 5 Purpose of Career Vision Provides employees a structured CONVERSATION with their manager on short and long-term career goals. a chance to level-set CAREER EXPECTATIONS. a WORKABLE PLAN FOR PERSONAL IMPROVEMENT (Individual Development Plan) Provides management a chance to hear about CAREER ASPIRATIONS, strengths, weaknesses, and development needs both present and future. 6 2

Leadership Potential Leadership Potential High Low Moderate High Low Moderate 2/29/2016 8 9 Six Six months months or or less less in in current performance and leadership current leadership potential

3 Leadership Potential Leadership Potential High Low Moderate High Low Moderate 2/29/ Six Six months months or or less less in in current performance and leadership current leadership potential and position position and and has has demonstrated potential. Understands & utilizes demonstrated performance is dependable and high high leadership leadership potential potential in NISSAN WAY mindsets and in steady. Needs to gain knowledge previous actions. Prime candidate for previous Nissan Nissan position(s). position(s). and experiences to maximize promotion to the next higher level performance in current role. of leadership within the year. 5 Performance is dependable 6 Six months or less at Nissan and steady. Consistently adds Six months or less at Nissan or in current position. value to the organization. Needs performance. Needs additional or in current position. Demonstrated leadership potential Demonstrated leadership potential developmental assignments to leadership experience/exposure or is moderate or has not yet been is moderate or has not yet been better define leadership potential opportunities to increase skills and demonstrated. 9-Block demonstrated. and Calibrations willingness to maximize readiness for promotion to the next performance. (no more than 2 higher level of leadership. years in 5-block) Performance is below Performance is dependable and performance. Highly motivated, expectations and/or employee is in steady. Consistently adds value actively seeks new tasks & the wrong job. Requires Exit Plan, to the organization. Demonstrates challenges, considered a SME. Performance Improvement Plan limited leadership potential or has (PIP), and/or reassignment to area Well positioned. Demonstrates of strength. low interest in leading others. limited leadership potential or has low interest in leading others. Low Moderate High Demonstrated Performance 9Block Rating 8 9 Six Six months months or or less less in in current performance and leadership current leadership potential and position position and and has has demonstrated potential. Understands & utilizes demonstrated performance is dependable and high high leadership leadership potential potential in NISSAN WAY mindsets and in steady. Needs to gain knowledge previous actions. Prime candidate for previous Nissan Nissan position(s). position(s). and experiences to maximize promotion to the next higher level performance in current role. of leadership within the year. 5 Performance is dependable 6 Six months or less at Nissan and steady. Consistently adds Six months or less at Nissan or in current position. value to the organization. Needs performance. Needs additional or in current position. Demonstrated leadership potential Demonstrated leadership potential developmental assignments to leadership experience/exposure or is moderate or has not yet been is moderate or has not yet been better define leadership potential opportunities to increase skills and demonstrated. demonstrated. and willingness to maximize readiness for promotion to the next performance. (no more than 2 higher level of leadership. years in 5-block) 1 Performance is below 2 3 Performance is dependable and performance. Highly motivated, expectations and/or employee is in steady. Consistently adds value actively seeks new tasks & the wrong job. Requires Exit Plan, to the organization. Demonstrates challenges, considered a SME. Performance Improvement Plan limited leadership potential or has (PIP), and/or reassignment to area Well positioned. Demonstrates of strength. low interest in leading others. limited leadership potential or has low interest in leading others. Low Moderate High Demonstrated Performance 8 8 Calibration Meetings Vera Wang Tom Hanks Will Smith Jennifer Lawrence Lady Gaga Mark Harmon George Clooney 9 3

4 3 Aspects of a High Potential Person Promotability & Leadership Qualities Proven Strong Performer Character Upward motivation Open & receptive to feedback Highly regarded by peers Sought after for assignments Challenges status quo Raises issues 1-2 levels beyond current scope Talent Propellers 11 NISSAN Date: Verdana Bold 18pt Developing Talent 12

5 13 The 0/20/10 model - The most effective leadership developmental activities : 0% of learning and development is achieved through real-life experiences, both on-the-job and off-the-job 20% of learning and development comes from assessment, feedback, & from observing role models 10% of learning comes from formal training classes 0% Experience On-the-Job 55% Off-the-Job 15% Assessment/Feedback 20% Formal Training 10% Center for Creative Leadership Most of the knowledge, skills, and abilities you target for improvement should incorporate your actual everyday work and/or on-the-job projects. 1 What is an Individual Development Plan (IDP)? An IDP is a development tool that provides structure to the process of identifying specific goals and activities needed to help you enhance your knowledge and skills. 15 5

ALL ABOUT YOU Key Questions Personal Development 1 2 3 1. Where are you now and where do you want to be in 3-5 years? And WHY? Where do you see yourself in the near future? 2. What do you need to be successful?

6 ALL ABOUT YOU Key Questions Personal Development Where are you now and where do you want to be in 3-5 years? And WHY? Where do you see yourself in the near future? 2. What do you need to be successful? What areas need improvement or to be developed? 3. Do you have the required knowledge, skills & abilities? What activities, training, education is needed to develop in those areas?. What are your plans for leveraging your strengths and developing weaknesses? Job shadow, seek coaching, attend presentations, research experts, read books, articles, executive summaries, attend training, etc. 16 The process of making an effective IDP involves answering the following questions: What direction is the organization/department going and what will be needed from its employees in the future? What are my goals over the next three to five years? (This question is crucial to providing a motivational focus for everything you do.) What are my greatest strengths and how can I build on them more effectively? Do I have any serious weaknesses that make it difficult to do my current roles, move to the next role, or will prevent me from reaching my career goals? The IDP should not be a "wish list," but a realistic action plan. It should reflect your personal needs and interests in the context of departmental and organizational needs. 1 6

Engaging & Retaining Talent 19 20 FY15 Talent Engagement Summary Purpose: (1) To impact employee motivation, commitment, and engagement (2) To improve the strategic alignment between talent and

and recognition with a skip level or crossfunctional business leader 1:1 conversation about specific career path with a business leader 1:1 conversation about Nissan s leadership philosophy and

7 Engaging & Retaining Talent FY15 Talent Engagement Summary Purpose: (1) To impact employee motivation, commitment, and engagement (2) To improve the strategic alignment between talent and business needs Skip-Levels Career Path Plans (CPP) Career Advisement Conversations (CAC) Executive Chats What 1:1 or small group conversation to gain executive exposure, input on career development, and recognition with a skip level or crossfunctional business leader 1:1 conversation about specific career path with a business leader 1:1 conversation about Nissan s leadership philosophy and expectations, and discussion of talent goals, and developmental opportunities with an HR professional Small group conversation to gain executive exposure and recognition with a cross-functional business leader Who EV/5/9 Key Talent E-HPP Female EV5s N-HPPs C-HPPs E-HPP Female EV5s N-HPPs C-HPPs N-HPPs EV with VP E-HPPs and key talent meet with Director When Ongoing Beginning July Ongoing Ongoing Outputs Followup Talent potential, interests, commitment Business shares outputs with HR Insight into talent s career path and interests Business shares outputs with HR; update plans accordingly Qualitative data surrounding talent strengths & opportunities, career aspirations, mobility, retention risk TM/HR shares outputs Attendance TM/HR shares outputs 21 10

Executive Summary To motivate key talent by: Providing intimate

leadership skills To inspire stronger QofM actions through executive

exposure to key talent that they do not work with normally To expose

8 Executive Summary To motivate key talent by: Providing intimate conversations with executive leaders regarding: strengthen of leadership skills To inspire stronger QofM actions through executive stories To capitalize on executive travel by: Providing executives exposure to key talent that they do not work with normally To expose key talent to executives not in their direct functional line Questions 23 8

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