Fast Forward Your Talent Management Approach: A Guide to Succession and Talent Review

Transcription

1 Fast Frward Yur Talent Management Apprach: A Guide t Successin and Talent Review Sue Plaster, M.Ed. Sue Plaster Cnsulting Agenda: Accelerating Talent Management 1. Setting the Stage: Cntext and Views f Successin Planning 2. Successin Planning Mdels and Backgrund 3. The 7 Slide Successin Methd and Hw Diversity Fits 4. Exercises in Successin Planning 5. The Talent Review Cnversatin 6. Develpment Aspects f Successin Planning 7. Metrics fr Successin Planning and Diversity 8. Lessns f Experience MSSA 2015 Sue Plaster, M.Ed. plaster.sue@gmail.cm Where Is Yur Mental Mdel On the Successin Cntinuum? Business Case? Never Had a Successin Plan That I Knw Of Lw Hanging Fruit Out f Date Plan In Smebdy s File Smewhere Taking Care f Business Tp Psitins Planned fr; Nt Organizatinwide Weathering Recessin Have Dne Successin Planning Within Past 3 5 Years Fr Mgt. Rles Asset Prtectin Successin Planning, Talent Review and Develpment Planned Annually fr Mgt. and Key Talent Cpyright Sue Plaster Cnsulting,

2 Where Leaders Fcus With Successin and Talent Review Cnnectin t systems: Talent Develpment Leadership Dvpt. Recruitment Diversity Perfrmance Management Cmpensatin Cnnectin t strategy: Cntinuity Planning Strategic Plan/Gals Peple Strategy Crisis Preparedness 4 Why Organizatins Plan Successin Timing r Preparatin Issues: Sudden leadership change results in uncertainty Nbdy grmed, r The nly ptential successr left Candr Missing: Successrs nt really ready t step in, r nt acceptable t decisin makers Depth Prblem: Nt enugh peple in the pipeline fr general leadership r fr a specific leadership categry (Nurse managers in healthcare) Leadership r Key Talent Cmpetency Shift: Functinal talent nt highly skilled r cntemprarily skilled enugh Gvernance bdy requires it Fur Views f Successin Planning 1. It s abut the data: frms, dcumentatin, talent database 2. It s abut the successrs win the lttery premise 3. It s abut rating and ranking talent fr future mves and develpment (the 9-blck, fr example) 4. It s abut cnversatin and cnsensus: feedback, develpment and actin planning that supprt the talent and the business plan Cpyright Sue Plaster Cnsulting,

3 Reminder: Successin Planning in Steps The key t successin, which t many verlk, the cncept f sustainability. Measuring, Fllwing Up and Reprting Assessing Rle Requirements and Talent Perfrmance, Character, Readiness and Capacity Making Judgments: Preparing Materials Frm Sbl, Harkins and Cnley, Best Practices in Successin Planning Decisins, Actins and Develpment Cnversatin, Often at Multiple Levels Cpyright Sue Plaster Cnsulting, The 7 Slide Talent and Successin Presentatin 1. Yur Organizatin Chart The Organizatin Being Reviewed 2. Key Business/ Strategic Issues Next 12 Mnths 3. Key Peple/Talent Issues Next 12 Mnths 4. Organizatin and Successin Chart (Ready Nw, 1 2 yr, 3 5 yr, 5 10 yr) 5. Key Develpment Mves and Actins (Underway & Planned) 6. Tp Talent (Yur area + line f sight) 7. Diverse Talent (Divide int categries managerial/ leadership, prfessinal/ supervisry, and early achiever/t sn t tell) + Prfiles f Incumbents and Successrs Cpyright Sue Plaster Cnsulting, Key Principles f the 7 Slide Methd 1. Simple frms fcus n rich cnversatin 2. Business strategies/gals and related talent issues are the centerpint 3. Think bradly abut ptential successrs 4. Diversity int every step: preparatin, cnversatin and fllw up 5. Discuss talent at multiple levels 6. Facilitated cnversatins, grund rules, actinriented. Cpyright Sue Plaster Cnsulting,

4 Hw Diversity Fits in the 7 Slide Methd 1. Business issues Hw are ur custmers changing? 2. Talent issues D ur emplyees and leaders reflect ur custmers? 3. Organizatin and successin chart Diversity cde fr incumbents AND ptential successrs? Diversity increasing as we mve ut 1 2 yrs, 3 5 yrs, 5 10 yrs? 4. Tp Talent Diversity in ur tp talent assets? 5. Diverse Talent Diverse talent in all categries? 6. Develpment Plans Equal access t pprtunities fr develpment? Imprtant feedback given prmptly and effectively? 7. Prfiles D we knw ur talent equally well r is sme talent less visible, its capabilities less well knwn? Cpyright Sue Plaster Cnsulting, Assessment 11 The Classic 9-Bx Assessment Ptential High 7 Understand circumstances, address with jb mve, plan supprt, etc. 4 Supprt fr rle and develp fr next rle 1 Shrt Term Mderate 8 Imprvement plan 5 Supprt in rle and challenge with new assignments 2 Lng Term Lw 9 Mve ut 6 Supprt in rle value 3 Special recgnitin Belw Target At Target Abve Target Perfrmance 12 4

5 My Preferred Assessment Methd Perfrmance Ptential Mst Recent Rating Hw Many Mves Up r Acrss Can He r She Make? Integrity/Ethics/ Org. Values Needs t be an A Tw keys t any assessment: 1. Reviewer credibility and data 2. Fit with jb, manager r rganizatin 13 Why An Alternative t the Nine-Bx? Management teams may be new t talent planning Small t mid-sized rganizatins may value a mre fluid apprach Leaders may want tight fcus n develpment actins Jb, leader and team fit are a huge cmpnent f what we view as talent when we rank and rate 14 Critical Assessment Questins 1. What des it take t d this jb? Specific certificatins and educatin, specific experience, specific capabilities r attributes. 2. Will the rle always be like this? What will it take in the near-term future t d this jb? 3. Wh tday has these unique cmbinatins f experience, educatin and skills/attributes? 4. Wh has capacity -- culd acquire these cmbinatins f experience, educatin and skills/attributes? 5. What wuld it take fr thse wh currently are nt ready t becme ready? 5

6 What Des It Take T D Yur Jb Well? Factr Educatin and Certificatins Yur Jb Wrk Experiences Skills Attributes r attitudes Netwrks, cnnectins, etc. 16 Successin Judgments 17 A Little Test Fr Us Replace Ourselves Skills, Experience and Educatin Required Immediate Successrs Ready in 1 2 Years , Ready in 3 5 Years Perfrmance Ptential Integrity/Ethics/ Org. Values Mst Recent Rating Hw Many Mves Up r Acrss Can He/She Make? Needs t be an A 18 6

7 Nw Think Outside the Bx Skills, Experience and Educatin Required Immediate Successrs Ready in 1 2 Years , Ready in 3 5 Years Perfrmance Ptential Integrity/Ethics/ Org. Values Mst Recent Rating Hw Many Mves Up r Acrss Can He/She Make? Needs t be an A 19 Nw D a Draft Successin Fr Yur Supervisr And Think Outside the Bx Skills, Experience and Educatin Required Immediate Successrs Ready in 1 2 Years , Ready in 3 5 Years Perfrmance Ptential Integrity/Ethics/ Org. Values Mst Recent Rating Hw Many Mves Up r Acrss Can He/She Make? Needs t be an A 20 The Successin and Talent Review Cnversatin 21 7

8 HR Rle in Successin and Talent Review Cnversatins Emplyee and Supervisr r Spnsr Managers with Peers and Leader, with HR Supprt Leaders with Peers and Tp Leader, HR Supprt Feedback Frm Leaders t Emplyees, with HR Supprt 22 Measuring, Fllwing Up and Reprting 23 Cmpnents f a Frward Lking Successin Based Develpment Plan 1. Nte feedback and infrmatin frm the successin cnversatins. Decide what t cmmunicate back t individuals. 2. Identify knwledge, skills r abilities t be develped. 3. Meet with emplyee; agree n actins, timing, respnsibilities. (Keep diversity in mind as yu prepare t give the feedback) a. Cnsider ptins fr develpment actins b. Determine key area f fcus fr develpment c. Fllw up and dcument results. 24 8

9 Metrics fr Successin and Diversity 25 Simple Ways t Analyze Diversity and Successin 1. Ethnic and gender diversity in Tp Talent list %, in Immediate psitin %, in Ready 1 2 psitin %. Prgress in diversity f Tp Talent list ver time. 2. Depth f diverse talent pl Change in %. (If 3 5 year successrs named, diversity numbers shuld increase) 3. What percent f verall talent prfiles indicate develpment plan in place, what percent fr diverse talent? 4. Percentage f wmen and ethnic diversity in each level f the successin pl: manager, directr, VP, EVP, etc. 5. Percentage f wmen and ethnic diversity in entire successin pl 6. Crss cmpare Successin Pl and Affirmative Actin Plan at Supervisr Manager, Directr and VP levels. Hw many in ur AAP are named in ur Successin Plan? 7. Cntent f successin: which psitins have diversity f successrs? 8. Strength f supprt fr diverse talent in leadership cnversatin Cpyright Sue Plaster Cnsulting, Lessns f Experience In Successin and Diversity Lessns fr HR Staff: Lessns fr Leaders: Knw diverse talent f every generatin, and wh is ready fr next psitin. Find mentrs fr thse wh have time and fcus t put int mentring. Make sure successin wrk, even the frms, vertly brings diversity frward. Bring grund rules t talent discussins Knw talent f every generatin, whether in yur immediate department r nt. Dn t spare the feedback use caring candr Watch hw we talk abut talent and abut diverse talent. Mentr 1:1 and in batches Think bradly abut talent fr pen psitins Attend netwrking events with diverse talent Cpyright Sue Plaster Cnsulting,

10 Sue Plaster, M.Ed. -- Sue Plaster Cnsulting Building Bridges Acrss Differences Sue Plaster has a brad career backgrund in diversity and intercultural cmmunicatins, with mre than 30 years experience leading, caching and advising in rganizatins. Her wrk ranges frm assessment and interventin in wrkplace diversity issues t custmer diversity, as well as successin planning and leadership develpment. She als wrks with individual clients n career develpment, mbility, and transitin. Sue served fr mre than 10 years as Directr f Diversity fr Fairview Health Services, with respnsibility fr diversity and cultural cmpetence plicy, practice and educatin in the 22,000-emplyee health system. Befre jining Fairview, Sue was Directr f Leadership, Mbility, and Successin Planning fr Hneywell Inc. At Hneywell she als held leadership psitins in Crprate Prmtin and Wrldwide Emplyee Cmmunicatins. Prir t that, Sue was the cmmunicatins manager fr a medical device manufacturing unit f Bstn Scientific. She taught in the Master s in Business Cmmunicatin Prgram at University f St. Thmas and has presented fr numerus lcal, reginal and natinal rganizatins