TALENT MANAGEMENT/SUCCESSION PLANNING ALISON ROSE TUESDAY 14 JULY 2015

Transcription

1 TALENT MANAGEMENT/SUCCESSION PLANNING ALISON ROSE TUESDAY 14 JULY 2015

2 Agenda Talent management and succession planning Understanding and assessing potential Two tools of talent management Ethics and fairness

3 The War for Talent McKinsey 1998/2002 There is a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies Demographic shifts increasingly complex work tasks and organisational structures Increased competition in the job market Talent mindset of leaders throughout the organization not HR Reward, employee value proposition, recruitment and development differentiation should all be focused on attracting, developing and retaining talented people

4 What is talent management? Talent strategy Critical roles Spotting potential Developing and retaining key people Strategies Policies Processes Approaches Campaigns Tactics Practices which seek to continually manage the talents available as part of the human capital of an organisation so that they are optimally deployed to secure its stability and/or future growth and change..so, talent for what?

5 Possible people issues Aging workforce, many on the verge of retirement Blocks on hiring Need to improve leadership quality Hard to sell employer value proposition Scarce skills in the market Key roles without obvious successors Downsizing Low staff turnover High staff turnover Low staff engagement Retention of people with key skills and capabilities Refocus of core business new capabilities needed Changing markets or operating conditions Volatility through sector restructuring frequent mergers and acquisitions Lack of diversity

6 What is talent management? - different philosophies Broad scope Everyone is talent. Focus all HR effort on maximising development and opportunities for all Inclusive We only want the most talented people. Hire and keep only the most talented. Focus all HR effort on differentiation Exclusive Talent is a way of thinking about the people we want. Rebadge a single HR function usually recruitment as talent Everyone s valuable, but some people are more talented than others. Develop a specialist talent function which finds, develops and differentially rewards a small number of key employees Narrow scope

7 EXERCISE: In pairs, discuss which strategic issues are relevant to the NHLA Are there any others which might affect your talent strategy? Which of the philosophies seems most suitable to your organisation and why?

8 Typical talent management processes Developing a talent strategy, taking into account the context and current state of the workforce Identifying critical roles, or types of roles, which need special attention Identifying people with the potential to fulfill those roles in the future through assessment Succession planning Calibrating and reviewing plans Hiring or development campaigns to fill gaps/develop potential

9 Succession Planning Identify the critical roles in your team Essential to the organisation s success and/or Your role Hard to find good people Take into account the NHSLA-specific context and known structure changes in the short term (12 months) Roles not people Direct report Their direct reports Direct Report Their direct reports Direct Report Their direct reports Direct report level and the level below

10 Case study Read the case study individually In groups, discuss the case study and answer the questions Do you think Simon is a good candidate for the talent programme? Why? What questions would you need to ask to be sure? Where would you get the answers? If you don t think Simon is a candidate, what would convince you that he is? If you do think he is, what would convince you that he isn t?

11 A model of potential Thinking Analytical rigour Ability to spot issues Framing Problem resolution Learning agility Drive Initiative Resilience Self-assurance Doing Relating Self awareness Environmental radar Range of influence Emotional intelligence

12 Tea/ coffee break

13 Performance and potential In two groups, decide which of these is a good source of information about potential and which about performance. Annual review results Geographical location Observations of behaviour Qualifications 3 rd party feedback (eg 360) Training attendance records Part time/flexible working pattern Formal assessments based on biographical data Performance? Potential? Psychometric tests Self-reported data about aspirations Demographic information (age, gender, race etc)

14 The nine box grid Working individually, complete a nine box grid for your direct reports (one per grade) In pairs, discuss your placing Why have you placed people where you have? What are the implications?

15 Readiness ratings How ready is that talented individual to make an upward move? 0-12 months months 24 months The further out, the more opportunity there is for development, but the more risk too

16 Succession planning bringing it together Using the critical roles you identified earlier and your nine-box grid, complete a draft succession plan for your team In pairs, discuss the plan What are its implications? What actions do you need to take?

17 Developing potential Brainstorm as many ways you can think of of developing people s potential

18 Developing potential Leadership training Exec education programmes Exposure to senior management Strategy projects Rotations/job swaps Crucible roles Talent development programmes Coaching Research suggests that what makes the difference to high potentials engagement is believing that the organisation is committed to their development

19 Thank you