cipd conference 4.09 talent management the aviva way karen stefanyszyn

CIPD Conference 4.09

Talent Management the Aviva Way

Karen Stefanyszyn


• World’s 5th largest insurance group

• 57000 Employees

• 45 Million Customers

• 27 Countries

• Long Term Savings

• Fund Management

• General Insurance

UK’s Largest Insurer

GI - 4.3 Customers

Life- 6 Million Customers

A bit about AvivaDelivering Prosperity & Peace of Mind

General Insurance

Long Term savings

Composite


AVIVA Talent


“This is a great opportunity for someone…”

“A senior position in xxx has become available”

“This would be a great development opportunity for the right person”

“English speaking unit”

“Great place to live”

“Please have a list of suitable internal candidates on my desk by 9am”

GULP!!!


The continuous stream of talented individuals ensuring that we have the right people, in the right

place, at the right time in order to achieve our business goals

How do we develop a full and flowing Talent Pipeline?


Are we fighting a war?


Or nurturing fertile fields?


Assumes today’s “right stuff” will apply tomorrow

For today and tomorrow?

If we do what we’ve always done…..

1. Describe the “right stuff”

2.Evaluate people against this

3. Develop and retain those who have it

Assumes most people are the “wrong stuff”

Assumes development happens mainly in expensive and formal programmes for the select few

Neglecting the majority is unavoidable


Creating a perception that there are justtwo categories of people

Prophecies have a habit of being self-fulfilling

Crown Princes The Great Unwashed


Our definition of talent for Aviva employees


Fertile Fields for Aviva Talent

Many organizations use the word “talent” exclusively for a tiny proportion of their workforce

We aspire to manage all Aviva people actively as “talent”

However, what’s right for one person may be wrong for another

Therefore, we are far more rigorous in the way we differentiate talent

So that what we ask of individuals is matched to the unique combination of talents they bring

Building engagement – amongst the “vital many” as well as the “high flyers”

Inclusive Differentiation©


Talent Management the Aviva way

AVIVA TALENT

Lower performanceLower potential

Higher performanceHigher potential

Number of people

Engage rather than exclude the “Mighty Middle” or “Vital Many”

Inclusive and DifferentiatedRigorousSelection

&PerformanceManagement “A Players”

Cannot be overlookedBut should not be the exclusive focus of effort


Thriving in an unpredictable future

Charles Darwin1809-1882

“It is not the strongest of the species that survives, nor the most intelligent…

…it is the one most responsive to change.”


Learning agility

What do you do

when you don’t know what to do?


Learning Agility

What do you do when you don’t know what to do?

It’s only got two wheels! My tricycle had three!

You want me to change to this inherently unstable vehicle?

Show me the business case for making this change!

I will not do anything until I attend the two day workshop (next August) on the history of the bicycle – which I will then critique

Was this HR’s idea?


The economic argument for focusing on the few

“The Peanut Butter Myth”


Development through experiences

Shattering the myth that development happens mainly in formal programmes

All three bases,

• Learning from Experience

• Learning from Others

• Learning from Instruction

need to be covered

Selecting the right experiences is crucial

VIDA Experiences

VUCA World


Initial doubts….But are we seeing the start of a movement?

“We believe organisations have to think about talent as

encompassing their entire workforce,

rather than just focusing on high potentials or those in senior management roles.”

McKinsey, September 2007


Fertile Fields for Talent

cipd conference 4.09 talent management the aviva way karen stefanyszyn

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