ceb corporate leadership council transforming career management at world bank group 10 25 16

CEB Corporate Leadership Council™

28-July-2016

Developing Robust Careers and Agile Talent

Transforming Career Management at World Bank GroupWebinar25 October 2016

28-July-2016

A Framework for Member Conversations

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28-July-2016

TODAY’S WEBINAR

AGENDA

Opening Remarks and Introduction of Susan Hetrick and Peta Hellmann 10 minutes

Transformation of career management at World Bank Group 30 minutes

Question and Answers 20 minutes

ASKING QUESTIONS DURING THE CALL:

To Ask a Question via Phone:

The teleconference moderator will let you know when the lines have been opened for Q&A. At that time, you may press *1 on your phone keypad to be placed into the phone-based question queue.

To Ask a Question via Online Chat:

You may submit a question via online chat at any point during the call.

1. To do so, please enter your question in the text box on the left labeled “Submit a Question.”

2. Press the grey button to the right of the text box or the RETURN key on your keyboard to send your question to the moderator.

3. If you would like for your question to be anonymous, please mention that after your question. Otherwise, your name and title will be mentioned before the moderator asks your question on your behalf.

4© 2015 –2016 CEB. All rights reserved. CLC166422PR

28-July-2016

Priority for CEOs and BoardsReasons Why Career Management Is a Top Priority for CEOs and Boards

CHROs Focus on Careers as Engagement DriverTop Three Areas for Improvement Identified in Most Recent Engagement Survey

CAREER MANAGEMENT IS AN EXECUTIVE-LEVEL CONCERN

Career OpportunitiesRetain Critical Talent

Performance Management

Motivate Performance

CompensationStrengthen

Leadership Pool

Work/Life Balance

Leadership Quality

Build Organizational Capabilities

Non-Monetary Rewards

Maintain or Improve Firm Reputation

Manager Quality

Attract Critical Talent

Manage Operating Costs

n = 124.Source: CEB 2015 Careers Head of HR Function Survey.



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Organizations Face Capability GapsLikelihood Organization Will Face an Internal Capability Shortage in Next 3–5 Years (Percentage of Heads of HR)

Employee Dissatisfaction with Career OpportunitiesPercentage of Employees Dissatisfied with Future Career Opportunities at Their Organization

TODAY’S CAREERS FAIL EMPLOYERS AND EMPLOYEES


n = 8,550.Source: CEB 2015 Careers Employee Survey.

15% Unlikely

10% Neutral

30% Satisfied

75% Likely

70% Dissatisfied

Improved career satisfaction generates an additional 2% to 3% increase in revenue and profit by increasing engagement.

Eliminating an internal skills shortage generates an additional 5% to 8% annual increase in revenue and profit.


28-July-2016

GROWTH-BASED CAREERS PRIORITIZE EXPERIENCES OVER PROMOTION RATE

Promotion-Based Career Culture Growth-Based Career Culture

Promotion-focused

Lateral moves driven by organizational capability needs and employee aspiration

Experience-focused

Business-need drivenVacancy-

driven

■ Employees focus on the next promotion ■ Employees typically stay within a functional or organizational silo

■ Career moves are driven by career dissatisfaction ■ Opportunities are the result of vacancies

■ Employees focus on obtaining new experiences that build their skills

■ Employees move between different parts the organization

■ Career moves are driven by growth opportunities

■ Opportunities are the result of business need

Source: CEB analysis. Source: CEB analysis.

Lateral moves driven by dissatisfaction and facilitated individually


28-July-2016

KEY QUESTIONS ON CAREER MANAGEMENT

How do we motivate employees to pursue growth-based careers?2

How do we market the right opportunities to the right employees at the right time?3

How do we integrate career and talent management?4

How should we design careers for capability growth?1

Strictly Confidential © 2013

DEVELOPING ROBUST CAREERS AND AGILE TALENT TRANSFORMING CAREER MANAGEMENT AT WORLD BANK GROUP


28-July-2016

Susan Hetrick has devoted her career to leading effective people strategies in large global and multicultural organizations, primarily focused on career, talent and leadership development to ensure organizational effectiveness. She has more than 25 years’ experience in senior HR Leadership roles with RBS Group, AEGON and HSBC, as well as working for Deloitte’s Human Resource Transformation Practice with clients including Apple, Ministry of Defense, Rolls-Royce, National Australia Group. Currently Susan leads the Career and Talent Management and Executive Resourcing for the World Bank Group (WBG).

Susan is recognized for delivering innovative solutions to complex issues, and is passionate about adding real value to business strategy through the people contribution. Susan co-authored ‘Corporate Reputations, Branding and People Management’ on how to improve employee engagement in global organizations published in 2006, and more recently contributing to International Human Resource Management, published by Routledge in 2010.

Susan holds a Doctorate in Human Resources and Globalization from City University’s Cass Business School, and a MA in Industrial Relations from Warwick University.

DR. SUSAN HETRICKHead, Career Management and Executive Resourcing, World Bank Group


28-July-2016

Peta Hellmann leads the design and implementation of high impact, results-oriented programs for global organizations focused on scaling-up their leadership, talent and career management programs. For over 18 years, Peta has held senior HR roles across organizations, including the World Bank Group, the International Monetary Fund and Booz Allen Hamilton.

In 2015, Peta co-led the World Bank Group’s Global Career Framework to deliver faster and more agile talent development and deployment to ramp-up the organization’s capacity to address complex client challenges. In 2013, Peta led the design and launch of World Bank Group’s TalentMarketplace, a B2B on-line platform that increased staff exposure and engagement in key initiatives while reducing the associated managerial and HR transaction costs related to short-term staffing needs.

Peta holds a Ph.D. in Industrial/Organizational psychology from the George Washington University. Her applied research and publications have focused on developing diverse leaders across global organizations and the success factors required to build and lead high performing multinational, decentralized teams.

Peta’s publications and conference presentations include, Connecting Talent Champions to Build Global Talent (American Society for Training & Development, 2011), IFC Gender Inclusion Study: Highlighting career challenges & opportunities to help women advance in their careers (www.mbawomen.org, 2009); Multicultural team dynamics: Diverse preferences for team processes (Society of Industrial and Organizational Psychology, 2000); Culture’s consequences for leadership behavior: National values in action (Journal of Cross-Cultural Psychology, 1997).

DR. PETA HELLMANNLead Specialist, World Bank Group, Leadership, Talent & Career Management

http://www.fintraininginnovations.com/presentations/march2014/Peta Helmann-Talent_Marketplace_e-book.pdf

http://www.mbawomen.org/

What is the World Bank?

End extreme poverty

Promote shared prosperity THE WORLD BANK’S TWIN GOALS >

International Development Organisation

Who are we?

Headquartered in Washington, D.C.

50% are women

15,000-plus full-time staff in 140 countries

with half of our workforce based in the field

Average age is 44 years

Average tenure is 10 years with typically one promotion

19% have Doctoral degrees

83% have Master’s degrees

7 P’s for Successful Career and Talent Management

Identify the problem

Engage diverse perspectives

Define the principles

Develop career paths for growth & success

Build pipelines for succession

Pivot interventions to deploy talent with agility

Continuous partnership

Identify the Problem

• Organization restructure from regional model to global technical practices challenged career mobility across the matrix coupled with an expenditure review

• Free market approach to talent placed responsibility for career development solely on individuals

• Recognition that talent needed to be built internally complemented with external hiring

• In one year the engagement survey yielded 20-percent descent in response to personal development and growth

• Around one-quarter of staff agreed that WBG offered opportunities for career advancement

• Lack of tools and resources to help build careers or understanding of how to navigate across the organization

•  Lack of clarity regarding developing and navigating careers

•  Lack of knowledge that varied career experiences foster greater employability & future leadership success

•  Lack of corporate approach to talent identification and deployment resulting in a business need for robust talent pipelines to take on mission critical roles

Organizational challenge

Employee perceptions

Talent Acquisition & Deployment

Define the Principles Promote shared responsibility

for career management with emphasis on strategically managed careers

Recognize both technical depth and breadth of experience

Develop a more systematic approach to acquiring and building skills

Engage Diverse Perspectives

Career Framework– It took key alliances to deliver on this Initiative •  Business sponsorship •  Career Advisory Panel comprising key

representative staff across WB Operations Outreach •  Launched Career Framework on

April 21 2016 for all WB Operations staff and Managers – over 7000 people

•  Engagement with more than 50 focus groups

•  Series of live chats reached over 3000 staff

•  Dedicated website – Careerdev – to provide all Career Management resources, tools & events

•  Career Conversations workshops with more than 500 managers attending

•  Career seminars and individual career coaching

Develop Career Paths for Growth and Success

Career Guide WB Operations

Develop Career Paths for Growth and Success

GH

GG

GF

GE

FIELD POSITION

HQ POSITION

TECHNICAL

NON-TECHNICAL

CountryManagerRegion 3

OperationsOfficerRegion 1

OperationsAnalyst

SpecailistEconomistPractice A-Region 1

ProgramLeaderPractices A/B

Lead SpecialistEconomistPractice A

SeniorSpecialist/EconomistPractice ARegion 1

CorporateRole orAssignment

SeniorSpecialist/EconomistPractice ARegion 2

* Examples of Corporate Roles:• Participate in DEC research project to strategic insight that crosses sectors and regions• Take position in OPS to gain deeper understanding of policies • Take a rotational assignment in corporate unit to gain deeper understanding of budget process/decisions, finance and/or loans. • Take assignment in Managing directors office to understanding what is behind corporate decision making processes and gain strategic perspective

Build client management, strategy, integrator and people management skills. Strengthen skills in business development.

Gain TTL experience on multiple complex cross-sector projects and gain experience/substance to grasp issues and make decisions when not technical expert

Portfolio monitoring & internal/externalreporting

*To move to GF, must meet full requirements for appropriate professional fields.

Become anchored in a practice and develop technical depth and learn lower/middle income countries

Move to another region to gain middle income experience and collaborate with other practices in countries where there is significant cross-sector projects. Gain deeperexperience in business development.

Gain better understand how WB operates from corporate perspective and build a stronger network across the organization

Within same practice focus on different country, deepening and broadening technical skills. Contribute to development of practice agenda.

Could be in a same or different region. Build strong integrator skills and ability to influencewithout authority and collaboration. Gain more senior experience in both sides of the matrix and gain more in-depth cross practice experience.

Learn Portfolio Mgmt across sector

operates from corporate

Identified what career experiences made some more successful than others More than 80% of our staff can see their current job role on the career paths

Illustrative Career Path 1: Country Manager

MOVEMENT WITHIN A PROFESSIONAL FAMILY

MOVEMENT ACROSS ORGANIZATION/PROFESSIONAL FAMILIES

MOVEMENT ACROSS REGIONS

MOVEMENT ACROSS MANAGERIAL & TECHNICAL TRACKS

Boards & Councils to Support Cross Matrix Mobility

CROSS MOVEMENTS CREATE MORE DEPTH, BREADTH, AND

CAREER OPTIONS.

MOVEMENT CAN BE PROMOTIONS OR LATERAL

ASSIGNMENTS

GI


Readiness Criteria for Talent Pools for ‘Mission-Critical’ Roles Identifies ‘Ready Now’ and ‘Ready Later’ Talent Pools

Identifying Talent Pools for Country Manager Positions – What to Look For . . How to DevelopNote: Inherent within the criteria is a strong performance track record

Well Prepared

Demonstrates ability to operate effectively in key areas required by CountryManager role and has expressed an interest in that role

Has Potential – Needs Further Development

Demonstrates capabilities in most required areas, and needs furtherdevelopment in a few areas

Diversity of Experience Has all key ingredients:

• High-level client facing/stakeholder experiences

• Field experience and FCV experience is desirable

Required: Technical GH clearance, in the cleared for technical GH talentpool; or commensurate depth of experience gained through regional, cor-porate or external assignments or in career prior to the WB.

• Ability to engage in policy and strategic dialog with high-level officials

• Sufficient technical and/or WB operations substance to grasp issuesand make decisions when not the technical expert

• People management experience (formal or informal)

Missing a key ingredient – needs:• Higher level client or stakeholder exposure

• More people management experience, through supervisory ofteams or acting as a manager

• More exposure to WB operations

- or -

Magnitude of Challenges Has been tested and demonstrated success (results):• Managing/leading in a complex environment and/or with complex

projects

• Dealing with difficult clients in difficult countries

Needs additional stretch opportunities to demonstrate consistentperformance in managing complex and difficult challenges

- or -

Maturity

• Strategic

• Communications

• Team

• Interpersonal Behaviors

• Can create and implement an integrated, client-focused strategy bypulling together and motivating teams by creating an empowering en-vironment

• Focus is on leading versus doing; achieving development impact ratherthan delivering projects/ASA

• Has been willing to take on and make difficult decisions in a way thatreflects sound judgment

• Has built solid networks, partnerships and relationships with counter-parts as a result of working collaboratively across boundaries

• Strong communications skills

• Demonstrated sensitivity to, diplomacy in dealing with, and astutenessin being attuned to the politics of country governments and develop-ment partners and stakeholders

• Ability to work in substantive areas with little supervision

Needs more maturity in how he or she:

• Pushes back (e.g., more constructive and/or assertive)

• Steps back from “doer” roles

• Inspires & motivates staff

• Communicates and represents the WBG

- or –

Needs to further develop leadership and/or strategic skills, such asadditional opportunities to contribute to strategy formulation activities(e.g., SCD)

IDENTIFYING COUNTRY MANAGER TALENT POOLS

Talent Management Board & Councils

Professional Mapping

Talent Brokers & Talent Pools

Metrics

Career & Talent Management Boards & Councils to review talent, develop technical streams; select talent pools & match talent with business critical demand

Professional Mapping to ensure talent is reviewed globally even when on assignments outside of Professional Family

Talent Brokers to facilitate moves across matrix and to vet and validate “readiness” of staff in key Talent Pools

Metrics to ensure Transparency; use of Talent Pools and rotations of staff



Talent Management Boards And Councils

• Boards comprisemanagement teamsand cross-organizationmembership toensure broaderrepresentation todrive staff mobilityand developmentacross the matrix.

• Boards ensurerobust talentdevelopment andcapacity within eachprofessional familyregardless of wherestaff areorganizationallymapped.

• A set of protocols isavailable to ensureconsistency andtransparency in thework of Boards andCouncils

Protocols to ensure consistency

Professional Mapping to focus on CPD*

Structure

• A three-tieredCareer & TalentGovernanceStructure tocompliment existingmanagement teams

Broader representation to ensure inclusion

* Continuous Professional Development


Talent Brokers

• Meet with all Talent Brokers to share information on best practices, strategic priorities, status of activities, and talent needs.

• Ensure feedback is conveyed on staff from Boards/Councils to managers, management teams, and other Boards/Councils.

•  Partner with other Talent Brokers and Leaders in their Cluster or OPCS to become aware of future openings, development opportunities, and work program needs.

•  Facilitate fair consideration of staff in talent pools and diaspora staff

•  Focus on HiPo staff and develop knowledge about their career experiences and expertise for their Talent Board

•  Facilitate a systemic approach for career experiences through OTJ learning to successfully prepare for future career movements.

Broker movements across matrix

Broker staff development

Broker communications

Broker: “no-no’s”

•  Have decision-making authority for staff selections, placements, or development

•  Provide specific career guidance based on Board/Council discussions directly to staff; unless, it applies to staff within their own direct line of supervision.

Integrated Career Management to drive Business Results

Career Conversations

Talent Reviews

Talent Pools for Mission

Critical roles

Targeted sourcing and development

plans

Deployment

Speed and agility to deploy staff to respond effectively to pandemics and political crises, as well as fragile and conflict states

Pivot interventions to deploy talent with agility

• Identify talentpools – ready nowand ready withdevelopment – formission criticalroles and sourcefrom these pools

• Transparentreadiness criteriafor key roles

• Building robustcareerexperiences by onthe job learning

• Developmentcenters to builddiversity

• Next assignmentplanning

• SuccessionPlanning

• Batch rotations

Sourcing Talent Developing Talent Deploying Talent

“The new career management framework will allow us to encourage greater knowledge flows across regions and enhance global experience by better planning and managing career rotations.”

World Bank’s Vice President for Equitable Growth, Finance, and Institutions

“Moving sideways – taking lateral career moves – might be just the right career progression. It’s not about up; it’s about interesting.”

World Bank’s Vice President of Sustainable Development

Continuous Partnership

With the focus on Career Management we have achieved a 10% improvement in theengagement survey in ONE year


28-July-2016

Q&A

ceb corporate leadership council transforming career management at world bank group 10 25 16

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