powerpoint presentation · 2017-09-27 · 9/21/2017 1 human capital talent development strategies...
TRANSCRIPT
9/21/2017
1
Human Capital TalentDevelopment Strategies
Achieving a Competitive Advantage with
1
Achieve a competitive advantage by aligning human
capital practices with a Talent Development Strategy?
Today we will walk through a holistic and integrated
process using a Source • Grow • Align Model
How Do You:
2
Take the Source • Grow • Align Model and
Use a holistic and
integrative approach
by attracting,
selecting and
developing with
purpose
Align talent
to business
strategy with a
talent development
strategy
Assess
current state
to build
future state
Objectives:
3
9/21/2017
2
What is anIntegration Model?
Assimilation at ALL levels
With ACTIVE integration
4
Spectrum of Support
Sink or
Swim
BasicOrientation
Active Assimilation
Accelerated Integration
5
Align
Source Grow
6
9/21/2017
3
Attracting TalentSource
Retaining TalentAlign
Developing TalentGrow
• Selection Process -Interview Tool Kits
• Interview Training
• Hiring Support
• Executive Recruiting -(outsource or provide internally)
• Onboarding, Assimilation, Integration - New Hire
• Job Profiles
• Internal Talent Management - People in the Pipeline
• Workforce Planning
• Career Maps
• Performance Management
• Promotion Process –Assimilation and Integration
• Talent Strategy
• Career Management - IDP’s
• Leadership Development
• Talent Review - Succession Management including Integration
• Learning & Development -Course and Curriculum
• Coaching & Development
• Assessments
• Analytics
• Compliance
7
Needs AnalysisWhat are the components of this?
8
Examples of Needs Analysis Key Learnings
The development of a common vision and set strategic, measurable goals to achieve their vision.
Cultural issues serve as barriers to the strategic direction.
Hiring and developing top talent that has a deep understanding of the core business is critical, and the transfer of institutional
knowledge.
Measurement of development’s effectiveness and impact in orderto demonstrate a return on investment of money spent.
While there is great appreciation for the access to training, there is a need to
ensure that the right people are being developed and trained in the right things.
9
9/21/2017
4
Integration Model
• Aligning with Stakeholders
• Engaging with the Culture
• Gaining a Complete Picture of the Business and your Role
• Strategic Intent and Support
10
How do you evaluate your integration process during the talent lifecycle?
What does this include?
11
Align
Source Grow
12
9/21/2017
5
Attracting TalentSource
Retaining TalentAlign
Developing TalentGrow
• Interview Tool Kits-Targeted Selection
• Interview Training
• Hiring Support
• Executive Recruiting -(outsource or provide internally)
• Onboarding, Assimilation, Integration - New Hire
• Job Profiles
• Internal Talent Management - People in the Pipeline
• Workforce Planning
• Career Maps
• Performance Management
• Promotion Process –Assimilation and Integration
• Talent Strategy
• Career Management - IDP’s
• Leadership Development
• Talent Review - Succession Management including Integration
• Learning & Development -Course and Curriculum
• Coaching & Development
• Assessments
• Analytics
• Compliance
13
Attracting
Talent:
Source
Understand Business Strategy
• What are our key business goals for the next 2-5 years?
• What are our organization’s 3 strengths when compared to our competitors?
• What are our organization’s 3 weaknesses when compared to our competitors?
Translate the Critical Talent Implications of Strategy
• What are 3-5 critical talent roles/groups required to achieve business success?
• What positions/skills will become less important/no longer needed to achieve business success?
• What are potential internal barriers to each critical talent group?
• What are potential external barriers to each critical talent group?
Evaluate Talent Management Responses
• What should potential talent management responses be to eliminate barriers for ensuring critical talent is in organization?
• What are benefits/challenges of recruiting critical skills versus developing critical skills and vice versa?
• What are potential organizational responses to eliminate barriers for ensuring critical talent is in organization?
Source: CEB14
Workforce Planning ProcessUnderstand the
Business Strategy and Drivers
Forecast the demand & supply
Determine the workforce gaps
Track, Evaluate & Review Process
Develop Action Plans to Close
Gaps
Review Business Strategy and key
business drives to
provide context and business
alignment
Understand environmental and
competitive landscape
Determine future needs for talent, understanding
capabilities & skill sets
Identify, collect & analyze current
workforce capacity and capabilities
Develop and apply
business scenarios
which may impact
future demand
Create Supply
vs. Demand Report
and prioritize gaps
Build Workforce Plan and Decision Making Framework
considering: criticality of
positions, volume, labor cost, location, sector, skills, talent
availability, onboarding time, etc
Look at opportunities to Build, Buy,
Borrow, or BounceDevelop Objectives, and
performance measure. Track and
evaluate process and results
15
9/21/2017
6
Understand Business Strategy
• What are our key business goals for the next two to five years?
• What are our organization’s three strengths when compared to our competitors?
• What are our organization’s three weaknesses when compared to our competitors?
Guide to Diagnose Strategic Priorities and Human Capital Implications
16
Translate Critical Talent Implications of Strategy
• What 3-5 critical talent roles/groups required to achieve business success?
• What positions/skills will become less important/no longer needed to
achieve business success?
• What are the potential internal barriers to each of the critical talent groups?
(e.g., lack of internal mobility)
• What are the potential external barriers to each of the critical talent groups?
(e.g., lack of graduates, Associate Value Proposition)
Guide to Diagnose Strategic Priorities and Human Capital Implications
17
Guide to Diagnose Strategic Priorities and Human Capital Implications
Evaluate Talent Management Responses
• What should the potential talent management responses be to
eliminate barriers for ensuring critical talent is in the organization?
• What are the benefits/challenges of recruiting critical skills versus developing critical skills and vice versa?
• What are the potential organizational responses to eliminate barriers for ensuring critical talent is in the organization?
18
9/21/2017
7
Attracting TalentSource
Retaining TalentAlign
Developing TalentGrow
• Interview Tool Kits-Targeted Selection
• Interview Training
• Hiring Support
• Executive Recruiting -(outsource or provide internally)
• Onboarding, Assimilation, Integration - New Hire
• Job Profiles
• Internal Talent Management - People in the Pipeline
• Workforce Planning
• Career Maps
• Performance Management
• Promotion Process –Assimilation and Integration
• Talent Strategy
• Career Management - IDP’s
• Leadership Development
• Talent Review - Succession Management including Integration
• Learning & Development -Course and Curriculum
• Coaching & Development
• Assessments
• Analytics
• Compliance
19
• Aligning with business priorities/strategic goals
• Critical roles etc.
Retaining
Talent:
Align
20
Workforce Planning ProcessUnderstand the
Business Strategy and Drivers
Forecast the demand & supply
Determine the workforce gaps
Track, Evaluate & Review Process
Develop Action Plans to Close
Gaps
Review Business Strategy and key
business drives to
provide context and business
alignment
Understand environmental and
competitive landscape
Determine future needs for talent, understanding
capabilities & skill sets
Identify, collect & analyze current
workforce capacity and capabilities
Develop and apply
business scenarios
which may impact
future demand
Create Supply
vs. Demand Report
and prioritize gaps
Build Workforce Plan and Decision Making Framework
considering: criticality of
positions, volume, labor cost, location, sector, skills, talent
availability, onboarding time, etc
Look at opportunities to Build, Buy,
Borrow, or BounceDevelop Objectives, and
performance measure. Track and
evaluate process and results
21
9/21/2017
8
What is a Career Map?
What is a Career Map?
• Organizations build career maps to
help associates manage cross-
functional moves and other future
career choices.
• A series of experiences in different
roles that will help you gain
competencies to increase
employability.
• A visual representation of those
different experiences.
What a Career Map is not…
• Added positions
– Job opportunities are limited to
approved budgeted positions
• Any job at any location
– Based on geographic needs
• The only way(s) to the desired position
• A guarantee of promotion
22
Performance Management
23
Attracting TalentSource
Retaining TalentAlign
Developing TalentGrow
• Interview Tool Kits-Targeted Selection
• Interview Training
• Hiring Support
• Executive Recruiting -(outsource or provide internally)
• Onboarding, Assimilation, Integration - New Hire
• Job Profiles
• Internal Talent Management - People in the Pipeline
• Workforce Planning
• Career Maps
• Performance Management
• Promotion Process –Assimilation and Integration
• Talent Strategy
• Career Management - IDP’s
• Leadership Development
• Talent Review - Succession Management including Integration
• Learning & Development -Course and Curriculum
• Coaching & Development
• Assessments
• Analytics
• Compliance
24
9/21/2017
9
• Connection to the needs of the company 1 year, 3 years, 5 years, 10 years…
Developing
Talent:
Grow
25
Workforce Planning ProcessUnderstand the
Business Strategy and Drivers
Forecast the demand & supply
Determine the workforce gaps
Track, Evaluate & Review Process
Develop Action Plans to Close
Gaps
Review Business Strategy and key
business drives to
provide context and business
alignment
Understand environmental and
competitive landscape
Determine future needs for talent, understanding
capabilities & skill sets
Identify, collect & analyze current
workforce capacity and capabilities
Develop and apply
business scenarios
which may impact
future demand
Create Supply
vs. Demand Report
and prioritize gaps
Build Workforce Plan and Decision Making Framework
considering: criticality of
positions, volume, labor cost, location, sector, skills, talent
availability, onboarding time, etc
Look at opportunities to Build, Buy,
Borrow, or BounceDevelop Objectives, and
performance measure. Track and
evaluate process and results
26
TALENT DEVELOPMENT
Strategic PlanGoal is to develop a talent development
program that supports key business
strategies identified by business leaders
.
27
9/21/2017
10
Where do we start with strategy process?
• Current Learning Philosophy
– Looking Back
• Key Learnings from Needs Assessment
• Developing the Plan
• Moving Forward
28
Work
Assignments
Development
Activities
Key Strategic
Initiatives
AssessmentCore
Experiences
Elective
Experiences
Culture
Policies and Procedures
Coaching & Mentoring
Executive Engagement
Assessment and Evaluations
Competencies
Strategic Business
Framework
Talent Development
Strategy
BusinessResults
Development
TALENT DEVELOPMENT
STRATEGY
29
Identify Needs
Identify
Competencies
Identify Critical
Positions
Assess Capabilities & Gaps
Assess the talent
pipeline
Identify critical
competency gaps
Source Talent
Make the “build
versus buy”
decision
Focus on
high-impact
development
activities
Enable Impact
Support Associates
Across Transitions
Align Organization
and Role Design to
Support Associate
Performance
Adjust Leadership
Expectations to
Changing Needs
30
9/21/2017
11
…and Developed Through Three Core Strategies
…By Level/Job FamilyCritical Competencies…
Examples:
• Change management
• Accountability and
recognition
• Setting and monitoring
performance goals
• Delivering effective feedback
• Conflict management/ resolution
Talent Development by Level
Sample Set
Identified in Needs Analysis
Experiential • On-the-job projects
• Classroom Instruction
• eLearning
Relationships • Leader Led Development
• Networking opportunities
Executive
Talent
People
Leader
Individual
Contributor
31
The Classic 9 Box
32
4
1 2
5
9
6
3
POTENTIAL
P
E
R
F
O
R
M
AN
C
E
Weak
Strong
Low High
7 8
Subject Matter Expert
Future HiPo HiPo
SpecialistSolid Associate
Key PlayerRising HiPoHigh Impact Associate
At Risk Associate
“Diamond in theRough”New to Role
“Too New”PerformanceIssues?
32
Development Goal #1:
Competencies to be
Developed:
Organizational Benefit: Associate Benefit:
Action Steps: Success Measures (How
will I measure?):
Completion Date:
Associate Name: Manager
Accountable:
Present Position Details
Title/Placement: Location/Dept.:
Work History: Formal Education:
Desired Position Type
Title or
Type/Placement:
Location/Dept.:
Relocation:
Where:
Yes No Readiness:
Click
Mentor: Educational
Gaps?
Individual Development Plan
Development Goal #2:
Competencies to be
Developed:
Organizational Benefit: Associate Benefit:
Action Steps: Success Measures (How
will I measure?):
Completion Date:
33
9/21/2017
12
The Secret
34
Questions?
• How do you pull it all together?
Holistic Talent Strategic Plan.
35