1 HCI #HCIwebcast Beyond Succession Planning The Explosive Rush to Talent Readiness
2 HCI #HCIwebcast Today s Moderator Andrew
3 HCI #HCIwebcast T H A N K Y O U
4 HCI #HCIwebcast For a PDF copy of the slides used during this webcast, click button above.
5 HCI #HCIwebcast This presentation contains polls, to participate please use the polling widget to the side of the player. If you do not see this, please open a new tab in your browser and visit
6 HCI #HCIwebcast Today s Guest Speaker Pamela Stambaugh, MBA President, Accountability Pays.
7 Major Applications for the Talent Life Cycle Pre-hire selection Individual development/coaching Team development Succession planning Career planning Talent & Career Planning Talent Acquisition Talent Development
8 The Need for a Fresh Approach 1. Scarcity of New Talent 2. High Cost of Turn-over 3. Lack of Employee Engagement & Associated Costs, including Job Fit (Suitability) 4. Lack of Ability to Analyze Talent Readiness 5. Lack of Ability to Assess & Develop HIPO s 6. Lack of Ability to Manage the Talent Pipeline
9 1. Scarcity of New Talent According to the Center for Creative Leadership, an astonishing 66% of senior managers hired from the outside fail within 18 months. 10,000 baby boomers A DAY will reach retirement age now to 2030.
10 1. Scarcity of New Talent Over the past decade, talent has become more important than capital, strategy, or R&D. For many companies, that means that people are the prime source of competitive advantage. Talented people, in the right kind of culture, have better ideas, execute those ideas better and even develop other people better. ~War for Talent McKinsey & Company
11 2. BEYOND SUCCESSION PLANNING
12 2. The Cost of Turnover According to the Society for Human Resource Management (SHRM) the costs of turnover include four classifications: 1. Separation processing costs 2. Replacement hiring costs 3. Training new hire costs 4. Lost productivity or business costs
13 3. Lack of Employee Engagement Companies try many things, yet according to Gallup s 2013 State of the American Workplace report, 50% of employees merely put their time in. 20% act out their discontent in counterproductive ways costing the US economy approximately half a trillion dollars each year.
14 US Employee Engagement Only 30% of employees are actively committed to doing a good job. Business people and academics asked Gallup, What s more important people s natural FIT (SUITABILITY) with their role or how ENGAGED they are in their job?
15 JOB FIT is More Important Gallup s research across industries shows that engagement leads to improved profitability, productivity, customer metrics and lower turnover. But talent for a role is a requisite for success. Gallup s research reveals that about one in 10 people possess the talent to be a great manager.
16 Succession Planning Challenges 4, 5, and 6 How DO You 4. Analyze Talent Readiness of New Employees? 5. Assess & Develop HIPO s? 6. Manage the Talent Pipeline? The importance of effective succession planning is to improve the sustainability of your most valuable asset your people.
17 Historically Companies have struggled to find an effective sustainable talent management strategy. We conducted a nationwide survey that demonstrated this is an accurate depiction of today as well. Survey Purpose To assess the current state of talent management across the US.
18 5 min. to answer 13 questions 2 months gathering data through social media, direct requests ~200 respondents
19 Respondents by Industry Sector Healthcare Manufacturing Business to Consumer Business to Business Other
22 Poll: What method does your organization use to identify HiPos? Managers Peers Individuals Formal None
23 100% 80% BEYOND SUCCESSION PLANNING 1. How does your organization identify candidates for future development into leaders? 60% 40% 20% 58% 33% 0% Method of Identifying HIPOs for Future Development Managers Peers Individuals Formal None
24 HIPO nomination is more formalized in larger companies By Size of Organization
25 Poll: How often is the list of high potentials updated? Casually Monthly Quarterly Semi-Annually Annually
26 2. How often is the list of high potentials updated? 100% 50% 41% 22% 0% Casually Monthly Quarterly Semi-Annually Annually
27 HIPO lists are casually updated at smaller companies and annually measured at larger ones
28 3. Approximately what percentage of total employees make up the high potential candidate list? Over 70% of respondents say under 10%
29 4. Who is responsible to oversee and maintain the list of HIPOs? 50% Senior Executives
30 5. How are HIPOs career paths managed? 60% 40% 20% 0% 37% 49% 28% Eligibility Performance Not managed
31 Career paths are managed based on both eligibility and performance 45% of mid-sized companies do not manage career paths
32 6. What primary investments are being made in HIPOs to accelerate development? 100% Almost 50% of companies are throwing the book at High Potentials 50% 46% 0% Time Money Mentoring Training All of the Above
33 7. Are the succession planning processes in the company linked in any way to employee career planning processes and technology? Medium sized companies do not link their succession and career planning
34 Survey Conclusion Companies recognize the importance of talent management But they need the right system to integrate the hiring process with talent development and talent management.
35 Bersin by Deloitte Findings 86% of companies say they have no analytics capabilities in the HR function. Moreover, 67% rate themselves as "weak" at using HR data to predict workforce performance and improvement. Despite the efforts within many companies to improve succession planning, the overall pipeline for leaders is weak. Large companies, especially, are guilty of not priming the pump, with successors identified for just 10% of their firstlevel leaders and 19% of their midlevel leaders.
36 Bersin By Deloitte BEYOND SUCCESSION PLANNING
37 Sustaining a Succession Planning Strategy with the 4 Pillars D We must begin with critical Decision points E Eligibility factors are key in assessing the talent pool S The most difficult to assess is the JOB FIT, also called Suitability P The 4 th pillar provides a snapshot of an individual s Performance level
38 D = Decisions What level of confidentiality or transparency will be provided to all employees? Has the board been informed and engaged in the strategy? Will the strategy be restricted to just High Potential (HiPo) candidates, and at what levels? Or is it open to all employees? Will career planning be integrated in the process? Will the approach be replacement planning, focusing on specific jobs and geographies, or talent pool driven, where the approach fosters development of a talent pipeline resulting in a broad base of candidates for any and all jobs? Will it be an employee-driven system in which employees can explore options, express interest in certain opportunity areas, input their credentials and be an ongoing transparent process to encourage engagement? Or will the system be centrally controlled with employees participating on an invitation basis? Will the approach be integrated with external recruiting capabilities or be restricted to internal talent? What documented goals will be established? These could include: Mitigate the increasing costs and effort of external recruitment Improve employee engagement and retention Meet the career development expectations of employees
39 E = Eligibility for the Next Role Consideration must be given and weighted for areas such as: Education level Experience Certifications Global experience (if needed) Geographic preferences
40 E = Eligibility for the Next Role Skills Do you have highly skilled needs? What is the cost of losing those skills? What is the impact of those skills on your business success? Examples of potential vulnerability: engineers, chemists, seasoned managers, analytics specialists, etc.
41 S = Suitability (Job Fit) The most difficult area to assess, and typically the most neglected or poorly done, is the job fit, or Suitability, best measured with a formal assessment process and with technology. Motivation for the job Attitudes Interests Work preferences Work values Interpersonal skills Fit with their supervisor
42 S = Suitability (Job Fit) People are hired because they CAN do the job (eligibility), they leave or are fired because they DON T do the job (suitability). Hard data on the squishy people stuff (suitability) is available for making keep/don t keep decisions and for managing the career paths of incoming and high potential employees.
43 P = Performance Now Performance ratings should be accounted for in the overall assessment of the employee. In addition, key questions like the following may be considered. Has the individual: Demonstrated strong operational performance in a variety of areas? Established a cadence of personal accountability? Taken initiative and demonstrated strong leadership competency? Managed employee performance effectively (if in a management position)?
44 How is your high potential doing in his or her current role? Who is measuring that performance? How reliably? 9 Boxes is still opinion-based. Who is keeping track of their career trajectory and their desires? Millennials care very much about this. How reliably? P = Performance Now
45 Poll: What would you consider the biggest obstacle to implementing a program that would take you beyond your current succession planning process? The TIME that it would take The MONEY that it would require Managing your RISKS related to a change Executive level support Other
46 Integrated Approach Career Planning Talent Pipeline & Succession Management
47 Employee Career Planning
48 Talent Analytics Dashboard
49 For complimentary white paper: The 4 Pillars of Effective Succession Planning Redefining Traditional Models Download: Contact Us 888/
50 HCI #HCIwebcast Questions? Pamela Stambaugh, MBA President, Accountability Pays.
51 HCI #HCIwebcast Additional Resources The 4 Pillars of Effective Succession Planning: Redefining Traditional Models Do You Have a Plan to Fill Your Talent Pipeline in the Critical Years Ahead? Asking the Right Questions: How to Get ROI on Customer Surveys To Assess or Not Assess - The Dilemma! The Pitfalls and How to Avoid Them Look for more exceptional
PI Worldwide Recruitment and Retention Trends Survey Q2 2015 Respondent Details Industries Variety of industries, with the majority of respondents from Business Support and Logistics, Education, Finance
Workforce Trends: Aligning HR Strategic Succession Planning to Business Penny McBain Senior Talent Strategy & Planning Consultant Providence Health & Services October 10, 2013 The Perfect Storm The 5/40
The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The
UNC Leadership Survey 2014: How to Accelerate Leadership Development By: UNC Executive Development & Human Capital Institute Website: www.execdev.unc.edu Phone: 1.800.862.3932 Email: firstname.lastname@example.org Executive
The Challenge for HR Professionals: Using workforce analytics to support business strategy and fact-based decision-making 2015 National EMSI Conference September 23, 2015 Welcome Lindsay Scott Principal,
Volume 1, Issue 1 November 2008 By Seymour Adler, Senior Vice President and Amy Mills, Vice President Leadership Shortage Imminent Grooming leaders is one of the most critical business needs in the modern
The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your
Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
Speaker Joni Pulido-Ferrier Value Advisor Expert HR Line of Business Value Engineering Australia, Pacific Japan, SAP 2 SuccessFactors Proprietary and Confidential 2014 SuccessFactors, An SAP Company. All
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview
STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC
INCREASE YOUR Stop guessing and start making smarter decisions about your workforce TALENT IQ CORNERSTONE INSIGHTS BUSINESS LEADERS OFTEN SAY EMPLOYEES ARE THEIR MOST VALUABLE ASSET. But how much insight
INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among
HR Technology Trends By Wilson Ten email@example.com TM Right Talents, Right Results What are the new challenges in HR? They Don t Understand We Can Deliver Deloitte's Aligned at the Top study says: "there
Succession Planning Passing The Torch To Our Future Leaders Gary Milewski Perkins+Will, Inc There are two kinds of people in organizations: Those with 20 years experience and those with one year experience
January 2012 Change is happening: Is your workforce ready? Many power and utilities companies are not, according to a recent PwC survey At a glance Our utilities-industry survey shows that many companies
Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist
We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) Speakers: Melissa Dunn, VP and Managing Director, Helmsman Management Stephanie Conner, Senior Analyst, Risk Management, The Walt
Tapping into the Recruiting Power of Existing Power Employees Tapping into the Recruiting of Existing Employees a Recruiting Trends white paper, sponsored by Tapping into the Recruiting Power of Existing
Talent Analytics Compare Your Talent against the Best in Your Industry How Effective are Your People Strategies? The largest proportion of an organization s expenditure is on its people. But how effective
MERCER WEBCAST TELLING STORY WITH DATA: GAINING SENIOR- LEVEL SUPPORT FOR ANALYTICS AND PLANNING 24 September 2013 Astik Ranade, Principal Julia Howes, Principal Today s Presenters Julia Howes Principal,
Talent Management: Benchmarks, Trends, & Best Practices Karen O Leonard Principal Analyst June, 2010 Copyright 2010 Bersin & Associates. All rights reserved. About Us Who We Are Premier research and advisory
THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE PROGRAMS it s no secret that organizations who invest in employees are top performers. Programs like mentoring and coaching are increasingly popular methods
MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
SUCCESSION PLANNING OBJECTIVES To discuss what succession planning is To discuss what succession planning is NOT To discuss why is succession planning needed? To discuss the basics of succession planning
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
Hitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud March 27, 2015 Better Chris Buri Chris Buri is the Vice President and CIO of Hitachi Consulting and joined
Success Factors Recruitment Management TODAY S AGENDA In this training we will introduce you to: The Recruiting system Creating Job Requisitions Requisition Approval Process Accessing Candidate Applications
CUPA HR Strengthen Leadership Development and Succession Planning Practices April 11, 2013 Prepared by Consulting Performance, Reward & Talent The Higher Ed Leadership Development Challenge Strength Board
Competency Management at Its Most Competent Competencies That Work for Business A recent survey by Human Resource Executive found that two of the top five challenges facing organizations today are aligning
planning for success. how a succession plan can help your business retain knowledge & grow leaders. move up in the world. planning for success: how a succession plan can help your business retain knowledge
State of Washington Supervisors Guide to Developing Operational Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas...
A PeopleFluent Product Brochure PeopleFluent Mirror Suite PeopleFluent Time to Build Your Talent Management Solutions Around Your Talent Today people work differently, are motivated differently and are
Successful Succession Planning part of our We think series Contents A definition of Succession Planning 3 The importance of Succession Planning within the Talent Management Strategy 3 Succession Planning
State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
KELLY SERVICES PRESENTS Insight for human resource and staffing professionals THE KELLY INTELLIGENCE REPORT Helping employers create lasting employee relationships Six Strategies for Effective On-boarding
A PeopleFluent White Paper 5 Ways to Improve Talent Acquisition with HR Data Integration In the struggle to acquire, develop, and manage the right talent, your success depends more and more on the ability
White Paper Executing Organizational Strategy: Achieving Success through Talent Management April 2007 Table of Contents Factors Impacting Business Value and Execution 4 The Solution: Business Execution
ACI-NA 2010 Spring Conference Integrated Talent Management Michelle A. Hebert Talent Management Administrator Hartsfield-Jackson Atlanta International Airport April 16, 2010 1 Hartsfield-Jackson Atlanta
Social Media Strategies for Learning & Development and Talent Acquisition Valerie Collado, Director of Corporate Communications & Karen Clay Toren, Director of Talent Management Agenda VWR Business Overview
TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What
CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire
Global Human Capital Trends 2015 Country report: Luxembourg Global Human Capital Trends 2015 Country report: Luxembourg 1 Leadership: Why a perennial issue? LEADING Leadership: Why a perennial issue? Companies
Owning the Talent Pipeline: How Unified Platforms are Helping Companies Acquire, Retain and Manage Talent Josh Bersin and Katherine Jones Bersin by Deloitte Deloitte Consulting LLP 1 Agenda The Big Picture
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland
National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared
HCI Research n #HCIresearch How to Accelerate Leadership Development In partnership with Human Capital Institute The Global Association for Strategic Talent Management Table of Contents Executive Summary...1
THE NEW GENERATION OF SUCCESSION PLANNING THE NEW GENERATION OF SUCCESSION PLANNING By Margaret Resce Milkint, Managing Partner, The Jacobson Group Subscribing to the forward-thinking outlook of a realistic
HEALTH WEALTH CAREER TALENT TRENDS AND PRIORITIES 2016 WEBCAST 27 APRIL HEALTH WEALTH CAREER 2016 GLOBAL TALENT TRENDS KEY FINDINGS TODAY S SPEAKERS EPHRAIM SPEHRER-PATRICK EuroPac Talent Strategy Practice
10 Must-Track Metrics in Talent Acquisition Talent acquisition continues to be one of the most urgent issues for companies, and the pressure to hire the right people has created an intensely competitive
Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees
From Capability To Profitability Talent management a priority for the C-Suite London, 3 rd November 2015 Contents 1 The challenge of talent management 2 Select Top-of-the-Agenda talent trends 3 Example:
5 Ways to Simplify Your Human Capital Management System 1 Most business leaders will say that their employees are the company s most valuable asset, but are they handling them as such? Human capital management
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations
Updated Requirements for Developing New Leaders and Onboarding New Hires Over the past five years, companies have created efficiencies in operations while controlling headcount growth. The trend has been
Extract of article published in International HR Adviser magazine 2013 The role of HR in global mobility Increasingly the regional HR director for Asia Pacific for many large multinationals will be based
TALEO RESEARCH WHITE PAPER Building Critical Talent Pipelines T ALEO.COM Table of Contents Critical Talent Pipelines...3 12 Step Methodology for Building Critical Talent Pipelines...5 1. Determine current
Recruitment Process Outsourcing (RPO) Solutions with a Results Driven Approach Overview The GRL Company specializes in Recruitment Process Outsourcing (RPO) solutions that decrease the time and expense
Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee
Career development planning and the changing workforce Why the transition between different generations of workers makes it more important than ever 1 Table of contents Executive summary 3 The skill gap
Managing : Principles, Guidelines and Challenges of Growing Talent as if Your Business Depended on It Jeffrey M. Cohn, Bench Strength Advisors Today, you will learn The evolution of succession management
Job Code/Job Title: 2092I/Director, Talent Management Functional Area: HR FLSA Status: E Department: HR Design Center Level: F I. JOB FAMILY SUMMARY This function will lead the planning, design, and development
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles
Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive
Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts
In Partnership with Military Recruiting Consulting & Training Services Proposal Prepared For: March 9, 2015 Our Understanding of Your Needs XYZ is a rapidly growing organization with... An evolving military
Succession Planning and Career Empowerment It s Everyone s Job How To Ensure Success In Succession OMHRA-Fall Conference September 12, 2014 Presented by: Rebecca Heaslip, Overview How to engage and empower
Sourcing Top Talent: Best-Practice Make-or-Buy Executive Recruitment Strategies Debra J. M. Best, SPHR Deb Best Practices www.debbest.com Begin with the end in mind Stephen Covey In order to ensure the
Ottawa Public Library s Talent Plan: Succession and Leadership Planning Barbara Clubb City Librarian & CEO, Ottawa Public Library Barbara.Clubb@BiblioOttawaLibrary.ca 1 Ottawa Public Library: an amalgamated