talent pipeline optimisation: ensuring your talented people realise their potential
DESCRIPTION
The purpose of this session is to help participants understand how to build in the appropriate processes and development initiatives to ensure that their organisations’ most talented people make the biggest positive impact in the organisation that they can. Participants will walk away from the session having been introduced to cutting edge ways to accurately identify potential and with the full understanding of what talented people need to be exposed to in order to reach their potential. They will also leave with a clear view of what kills potential in people and a kick-start of how to change the talent landscape in their organisation. Bill Lawry, Managing Consultant, Nurturing Winners InternationalTRANSCRIPT
Bill Lawry
Nurturing Winners International
Talent Pipeline Optimisation: Ensuring Your Talented People Realize Their Potential
Organisation Team Executive
Agenda
• Strategic talent management
• Identifying potential
• Turning potential into reality
• How to kill potential
STRATEGIC TALENT MANAGEMENT
Organisations in which talent management was perceived to be strongly embedded outperformed other organisations (TSR) by 67%’
Demand
Supply
Know & nurture those with exceptional potential
Accelerate their development
Maximise their contribution … right people for most challenging work
Secure their commitment & loyalty
Mismanagement of HIPOs is costly!!!
Organisations that fail to properly identify and develop their high-potential employees pay a short-term and a long-term cost.
First, and most obviously, performance and productivity will suffer immediately.
Second and more damaging, the expected value of future performance and productivity will decline, as employees take on positions and responsibilities for which they are not suited or prepared.
Indeed, a strategic focus on employee potential is the single thing an organisation can do to maximise current and future employee performance.
IDENTIFYING POTENTIAL
The Corporate Leadership Council’s model of employee potential
Aspiration
Ability Engagement
The High-Potential Employee
A high-potential employee is someone with the
ability, engagement, and aspiration to rise to
and succeed in more senior, critical positions.
ABILITY
A combination of the innate characteristics and learned skills that an employee uses to carry out his/her day-to-day work.
Innate characteristics
• Mental/cognitive agility
• Emotional intelligence
Learned skills
• Technical/functional skills
• Interpersonal skills ASPIRATION
The extent to which an employee wants or desires:
• Prestige and recognition in the organisation
• Advancement and influence
• Financial rewards
• Work-life balance
• Overall job enjoyment
ENGAGEMENT
Engagement consists of four elements:
•Emotional Commitment – The extent to
which employees value, enjoy, and
believe in their organisations
•Rational Commitment – The extent to
which employees believe that staying
with their organisations is in their self-
interest
•Discretionary Effort – Employee
willingness to go ‘above and beyond’ the call of duty
•Intent to Stay – Employee desire to stay
with the organisation
Source: Corporate Leadership Council High-Potential Management Survey, 2005.
YSC Influence Drive Judgement
BP Relationships Achievement Learning Agility Judgement
PwC Self/other awareness Business Impact Learning/Change Agility
Centrica Relationships Drive Learning Agility
Egon Zender Energising others Drive / Impact Learning Agility
How others measure potential
Potential – key behaviours
Drive
• Effectively regulate their emotions when under pressure to deliver exceptional performance
• When faced with setbacks they quickly return to optimum performance
• Are unwilling to take on new challenges outside their
comfort zone • Experience anxiety under pressure which affects
their performance and delivery
Relationships
• Effectively listens to understand others’ needs motives and agendas
• They consistently build effective and relevant relationships with a range of stakeholders all levels
• Focus on advocating their own point of view without
seeking to understand others’ needs or views • They see relationship building as a low priority or,
when they do so, they do it in a superficial or inauthentic manner
High
Low
confidential
Potential for what?
Mastery Broaden Stretch
TURNING POTENTIAL INTO REALITY
Start early, start at the ‘coal face’
potential
experience
Early career Mid career ‘Harvest’
Give people the tools to manage their careers
Inflecting Potential
Aspiration
Ability Engagement
The High-Potential Employee
A high-potential employee is someone with the
ability, engagement, and aspiration to rise to
and succeed in more senior, critical positions.
Source: Corporate Leadership Council High-Potential Management Survey, 2005.
1 2
3
Inflecting Potential – 3 pillars
employee
relationships
convince
employees of
organisational
commitment
‘experiences
within the
experience’
Your role as a manager
Advocate:
Actively champions / promotes the individual or their interests.
Backs the individual to succeed
Mentor:
A more experienced individual willing to share knowledge with someone less experienced in a
relationship of mutual trust
Coach:
Someone who facilitates and supports another person to develop greater competence
Talent Scout:
Someone who looks for talent … implies a wide angle lens. Evaluates, tests and where appropriate acts as an agent on behalf of the individual
Backs someone else’s success
Guides someone to greater success
Finds talent & brings it to the
attention of others
Supports others to develop
Stretching on-the-job experiences Personal challenges
• Modify work to adapt to changing circumstances
• Creatively solve problems
• Persuade senior managers to take difficult actions
• Use special skills to handle work crisis
• Identify new ways to work
• Make decisions that could damage organisation reputation
• Acquire new skills to complete unfamiliar projects
• Make decisions outside expertise
• Make decisions that may dissatisfy customers
• Handle work crisis
Traditional experiences
• Number of businesses launched
• Number of countries worked in
• Number of functions worked in
Core job experiences
• Use specialised skills for daily tasks
• Work with other departments
• Engage in business forecasting or planning
• Understand markets, competitors, or customers
• Consider global customer needs
• Work with third parties
• Design new products
• Acquire new customers
• Interact with existing customers
Tailoring your treatment of high potentials
Brand Enthusiasts
The Nurtured
Planners
Opportunity Seekers
Connectors
Career Ladderists
HOW TO KILL POTENTIAL
Things that kill potential
• The effect of bad managers lasts.
• Manager churn kills potential.
• Too many rotations can be dangerous. Potential grows best under a limited
number of personal challenges supported by long-term relationships.
• High Potentials aren’t good at everything
• they have 24 hours in their day too
• they aren’t High Potential for ever
• It’s a ‘balanced deal’ …. avoid elitism
Talent strategy • Aligning people strategy to
business strategy • Analysing the supply and
demand of talent • Pipeline planning • High potential identification • Performance management
High Impact sessions Short, focussed, impactful and interactive workshops for all aimed at:- building capability , enhancing confidence , breaking down silos and having fun! • Motivating self and others • Building trust and rapport • Improving personal
effectiveness (getting more done)
• Building high performing teams • Effective goal setting for
improved performance • Building a higher performing
environment • High performance feedback
Developing leaders • Leadership strategy/
philosophy • Coaching and mentoring • Programme Design &
Delivery • High potential development • Transition support
High performing Teams • Rapid integration of new
members • Identification of purpose and
goals • Developing road maps to elite
performance • Large group interventions and
facilitation
Nurturing Winners International
NWI was founded by Bill Lawry in 2005. Bill is an experienced leader, consultant and coach, who has worked in the field of organisation, team and individual performance for 20 years. Bill’s varied career has seen him run his own business and work alongside Olympic athletes and sports psychologists. He has also held a number of high profile roles with global organisations. He was Talent and People Development Director for PricewaterhouseCoopers in the Middle East and Group Head of Executive Talent and Development for Centrica, the FTSE 30 Energy company.
Valued Clients
+44 7769 546590 [email protected]
‘Organisations in which talent management was perceived to be strongly embedded outperformed other organisations (TSR) by 67%’