Employee journey. Outplacement & Career Support. Recruitment. Planning. Employment Branding. Coaching. and. Mentoring. Attraction. Talent.
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1 Managing Talent
2 Outplacement & Career Support Recruitment Planning Coaching and Mentoring Employment Branding Talent Management Employee journey Attraction Leadership/ personal Development Performance Management Employee Engagement Redeployment and Recruitment
3 Trust Lack of accountability Public scrutiny and compliance Creativity/ risk Unions Talent Management challenges Stakeholder complexity Existing policies & processes Leadership Competition for talent /low turnover 3
4 PEST Factors Economic recovery anticipated in 2014 Younger consumers become more relevant Outcome of charter renewal and license fee negotiation Communication becomes 24/7 Emerging markets will be invested in heavily Information moves quickly Disruptive world Ageing population Technology becomes seamless and can sense emotions Audience Fragmentation trust becomes key to assemble mass audiences Digital multi taskers; more personalisation Content is King Media Mobile devices will become more powerful Access Audience control will increase Outsourcing becomes more prevalent HR Trends Reskill HR Analytics Holistic Talent Management (specifically attraction, engagement and mobility) Developing Leaders Global vs. local Technology rules! Different and new skills required for a digital world People will move more (both jobs and companies) Multi generational: Baby Boomers, Gen X and Millennials Globalistion = increased diversity at work and cultural differences Employees will want more control, ownership and growth Flexible/Remote Working The Future of Work
5 Fortune Worlds Most Admired Companies secret of success: Executing and enabling strategy Building structures and processes to sustain long term performance Achieving success through people Placing a high value on leadership and talent
6 CULTURE Culture eats strategy for breakfast
7 Employment brand perception Brand Creative Development Challenging Experience Innovative Diverse Impersonal Audience Pride Technology Quality Interesting Thorough Exciting Rewarding Fun Professional Bureaucratic Inspiring Driven Media
8 Employment brand reality Rewarding Flexible Unstructured Welcoming Slow Creative Challenging Cost-Constrained Stressful Fun Focused Frustrating Bureaucratic Quiet Pride Political Fair Routine Uninspiring Indecisive Thankless Development Experience Innovative
9 Engagement drivers Segmented by division / location / grade to give a deep understanding of what drives engagement at the BBC 17/11/ :50 Title of presentation Presenter name 9
10 WELCOME TO THE BBC RECRUITIN G IN THE BBC
11 Employee experience
12 Our values will inform our decisions... Trust is the foundation of the BBC; we are independent, impartial and honest I am truthful and fair in all my dealings I behave with integrity and do what I say I m going to do I make decisions based on our values and stick by them I take responsibility for my work and my decisions Audiences are at the heart of everything we do I put audience needs first I know how audience needs are changing and I adapt I recognise that audiences are not all like me and my friends I embrace difference so we can better reflect our audiences We take pride in delivering quality and value for money I am demanding of myself I ask for help when I need it and know where I need to up my game I challenge waste and spend money as if it were my own I channel my energy into making things better I change or stop things that aren t working Creativity is the lifeblood of our organisation I am brave and try new things I seek out different perspectives and others ideas and opinions I seize opportunities to train myself, develop my career and try new roles I embrace new technology I innovate and demonstrate creative ambition We respect each other and celebrate our diversity I am a BBC ambassador; I speak out if something is not right and deal with it within the BBC I am honest, direct, and always courteous I challenge others ideas but respect decisions once made I act by our values and question others if I think they have not We are one BBC; great things happen when we work together I work across all our teams to create more for audiences I share ideas and involve others to improve them I make connections inside and outside the BBC and learn from the wider industry 12
13 Embedded in the employee journey ATTRACT & FIND JOINING EXPERIENCE PERFORMANCE MANAGEMENT Job descriptions Careers website videos Job adverts requirements Screening questions Interview questions Induction programme Upfront First day orientation First six months objectives and probation review Appraisal process Leadership 360 Employee 360 Managing poor performance REWARD & RECOGNITION Pay discussions for leaders and managers Celebrate those who live the behaviours - awards, vouchers, Gateway articles, etc. LEADERSHIP Leadership development programmes Executive coaching Succession planning DEVELOPMENT & PROGRESS Training and development programmes Career management moves and development discussions Coaching/mentoring feedback Talent management initiatives WORKING HERE Staff survey questions and action planning Internal communications messaging MOVE/LEAVING Exit process do we live our behaviours Quarters relate to BBC financial year April-March
14 Invest in the future
15
16 Everyone is Talent!
17 Career support
18 Individual led
19 Purpose The two most important days in your life are the day you are born and the day you find out why. Mark Twain
20 BBC mission To enrich people's lives with programmes and services that inform, educate and entertain.
21 Leadership Reminders
22
23
24 Keep it simple
25 Talent Management Framework Succession Planning Event Calendar Appraisal Engagement Survey Results Resource Planning Planning 360 Feedback Identifying 9 Box Grid Evaluation & Measurement Talent Pipeline Development Solutions Recruitment Management of data Taking Action Talent Moves Reward & Recognition Relationship Building - External Talent Talent Management Framework Regular Talent Reviews Having Conversations Identify External Talent Nomination & Sponsorship Identify Gaps in Succession Plans Leadership Development Plan Talent Development Assessment Calibration Development Assessment Feedback
26 Performance Potential (4) High Performing Specialist Skills Matrix hard to replace Performance Track Record Consistently exceeds objectives Specialist // Expert in their field Adds value through the breadth and depth of their knowledge Others want to learn from them Delivers consistently to the audience Wants to develop within their field rather than to become a future leader (2) Solid Performer Current performance reflects an urgent and significant need for improvement Performance below required level Achieving some but not all objectives May have lost direction or be unclear about expectations Responds without urgency to feedback about performance improvement Lacks focus and/or energy (1) Low Performer High risk performance issues, up or out within 3 months (7) Adaptable High Performer Sustained high performer, likely to remain at this level for at least 2 years Delivers high performance against stretching objectives Learns from feedback to improve performance Personally ambitious, keen to grow beyond current role Responds positively to new challenges and additional responsibility Has great audience focus and delivers at the highest level Adds value in their interaction with others (5) Valuable Performer Sustained effective performer, may have potential to to do do more, needs to to be be stretched to to ensure capability maximised Consistently achieves objectives Reliable and consistent in in their delivery against objectives Learns from feedback to to improve performance Adapts // responds well to to changing situations and new challenges Personally ambitious, keen to to grow beyond current role and be recognized as a key player in in the team Adds value in in their interactions with others Key team player with good people skills (3) Inconsistent Performer Meets the expectations of the organisation in their current role (9) Top Talent Sustained high performer, potential to move higher now or in less than 1 year High capacity for learning & stretch Clear leader amongst peer group Brings people on and others with them Adds significant value in a range of situations Consistently exceeds objectives Delivers exceptional performance Has great audience focus and delivers at the highest level (8) Future Star Clear potential beyond current role, capacity for larger role within 2 years Consistently achieves objectives High capacity for learning & stretch Responds well to feedback Driven and hungry for growth and opportunity Role model, well respected amongst peers Supports colleagues & invests time in them Makes good decisions and will take a well judged risk Enthusiastic and energetic (6) Diamond in the rough Has potential to improve performance, needs to be tested to ensure capability maximized Performance below required level Achieving few key objectives Negative and demotivated Not responding to performance feedback Achieves current objectives Works consistently to deliver what is asked Reliable and effective in their interactions with others Provides good service / support within scope of their role / responsibilities Performance against objectives patchy and / or inconsistent Achieving some but not all key objectives May have lost direction / motivation / confidence Has previously delivered better performance Responds well to feedback Keen eager to do a good job Potential for More (advance and/or broaden career)
27 Performance Track Record Development Ideas (4) High Performing Specialist Skills hard to replace (Retain/ use as expert/ ambassador) External Go on external speaker circuit (discipline specific) Deliver Continuing Professional Development Internal Use as mentor/ coach/ facilitator Internal Networking opportunities Present at pan-bbc forums (2) Solid Performer Current performance reflects an urgent and significant need for improvement (Motivate high performance and test career ambitions) Internal Undertake 360 degree feedback Structured Personal Development Plan (7) Adaptable High Performer Sustained high performer, likely to remain at this level for at least 2 years (Retain, broaden and stretch) External Common Purpose Cross industry Action Learning External secondment Internal Access to Internal Leadership Classes (see Leadership Solutions) Coaching from external/ internal coach Lateral job move to test in different setting Involve in key pan-bbc project (5) Valuable Performer Sustained effective performer, may have potential to do more, needs to be stretched to ensure capability maximised (Stretch and motivate high performance) External Cross industry Action Learning Whitehall Industry Group (for Corporate areas) Internal Access to Internal Leadership Classes Coaching from external/ internal coach Undertake 360 degree feedback Myers Briggs Type Indicator feedback Continuing Professional Development (9) Top Talent Sustained high performer, potential to move higher now or in less than 1 year (Retain and stretch) External Non-Executive Directorship Critical Eye membership Windsor Leadership Trust membership Wavelength Connect membership Internal Coaching from external/ internal coach Exec Mentor Access to Internal Leadership Classes (8) Future Star Clear potential beyond current role, capacity for larger role within 2 years (Motivate high performance and match opportunity to appetite) External Windsor Leadership Trust Wavelength External Secondment Womens leadership programme Internal Access to Internal Leadership Classes Coaching from external/ internal coach Undertake 360 degree feedback Myers Briggs Type Indicator feedback (1) Low Performer High risk performance issues, up or out within 3 months (Action/ Transition) Internal Undertake 360 degree feedback Structured Personal Development Plan Discuss with HR (3) Inconsistent Performer Meets the expectations of the organisation in their current role (Provide insight and increase performance) Internal Undertake 360 degree feedback Structured Personal Development Plan (6) Diamond in the rough Has potential to improve performance, needs to be tested to ensure capability maximized (Provide insight and increase performance) Internal Undertake 360 degree feedback Structured Personal Development Plan Transition/ career coaching MBTI feedback Leaders Voice Master Class Building Trust in Challenging Times Master Class Potential for More (advance and/or broaden career)
28 Example 5 People, 5 Roles HRD to work with Divisional Leader to prep them on Critical Roles and Top Talent (maximum 5 but it may be less) Bring 5 Critical Roles to pan-bbc Talent Transfer Window Bring 5 key Top Talent and collate profiles for Talent Transfer Window Discuss development plans and agree moves and recommend mentors Nominate for development programmes Discuss consequences of moving critical roles (filling shoes) Identify Top Talent HRD to work with Divisional Board to Identify Top Talent Identify Top Talent by mapping Top 150 onto 9 Box Grid Agree talent ratings with Board Members Identify individual s development needs aligned to succession plan Identify those likely to leave the BBC (flight risks) Create Profile for 5 key individuals including transferrable skills, summary profile, engagement scores, 360 feedback (if available), development needs, flight risk, mobility etc. Talent Transfer Window Analyse Succession Plans HRD to work with Divisional Board on Succession Plans and Critical Roles Align talent to Succession Plans Identify critical gaps in Succession Plans Identify roles where Top Talent is being blocked by non-moving and/or long-serving employees Identify critical roles for Talent Transfer Window consider stability & impact on team, change agenda, level of specialism required, exit plan or move for existing person in role
29 Insight
30 What s the Leadership Gap? High Line management Culture and values Career development Key strength areas Management Audience Employee favourability Leadership External world Reward Communication Direction/ DQF Critical improvement areas Recognition Performance management Low Impact On Engagement High
31 360
32 Summary Culture Invest in the future Everyone is talent Individual led and owned Leadership reminders HR role is to enable not control Use Data to make people decisions
33
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