ACI-NA 2010 Spring Conference Integrated Talent Management

Transcription

1 ACI-NA 2010 Spring Conference Integrated Talent Management Michelle A. Hebert Talent Management Administrator Hartsfield-Jackson Atlanta International Airport April 16,

2 Hartsfield-Jackson Atlanta International Airport (H-JAIA) Busiest airport in the world Awards for operational efficiency Continuous improvements Strong customer focus Significant economic impact to the southeast region 2

3 Reasons for ITMS Implementation Workforce Planning Strategic Priorities Best Practices Boomer Exodus Private Sector Competition Maintain Intellectual Capital High Performance Org Operational Efficiencies Increase Employee Satisfaction Human Resources Trends Employer of Choice Employee Programs 3

4 Phase I: Integrated Talent Management Defined The implementation of integrated strategies designed to increase workplace productivity by improving processes for attracting, developing, retaining, and utilizing people with the required skills and aptitude to meet current and future business needs 4

5 Phase II: Intense Research Best Practice And Environmental Research Employer of Choice employee program offerings Organizational competencies of high performance organizations Leadership competencies of high performance organizations Talent management models of other organizations Participation in HR and talent management activities Share feedback H-JAIA Internal Research Staff and leadership surveys to identify competencies Analyze employee satisfaction research data Analyze exit interview data Compile/Analyze info from organizational development activities Know business initiatives and plan for talent needs Validate data and share information Consider feedback from declined offers 5

6 ITMS Key Conclusions Customized to meet the organization needs Supports strategy, mission, vision and values Competency based most effective Processes must be consistent, transparent & based on performance Design for maximum integration for effectiveness and culture change Senior management support crucial ITMS software available 6

7 Phase III: Design ITMS Model Analyze all data and consider relevance to organizational needs Build in tools for measurement Understand that the process is organic and allow for flexibility ITMS is an onion 7

8 Integrated Talent Management System Framework Recruitment Professional Development Leadership, HIPO, Succession Planning Performance Management Retention 8

9 Phase III: ITMS Framework and Success Indicators Recruitment Professional Development Leadership, HIPO, Succession Planning H-JAIA Success Indicators (Organizational Competencies) Accountability - Customer Service Dependability Communication Professionalism - Problem Solving - Teamwork Performance Management Retention 9

10 Phase III: ITMS Framework and Success Indicators, Employee Programs Leadership, HIPO, Succession Planning Professional Development Recruitment Leadership Competencies Assessments 9-Box Potential/Performance Matrix Executive Level Training Personal Career Development Job Shadowing On-boarding Training (Training Model) Coaching and Mentoring Reverse Mentoring Special Assignments Branding Contemporary Sourcing Methods Competency Based Processes Organizational Culture Internal Application Processes Employee Benefits H-JAIA Success Indicators (Organizational Competencies) Accountability - Customer Service Dependability Communication Professionalism - Problem Solving - Teamwork Retention Performance Management Reward and Recognition Peer Recognition Celebration of Events and Milestones Life/Work Balance Programs Employee Enrichment Classes Continually Monitor Climate City of Atlanta Performance Mgt System H-JAIA Competency Based Performance System Business Unit Scorecard Presented Quarterly 10

11 Leadership, HIPO Succession Planning Professional Development Recruitment Programs For Description Professional Development Eligibility Requirements, Selection/De-Selection Process Individual Development Plans Success Indicators Identify Key Positions Management Supervisory Non-supervisory Identify Candidates Succession for Leadership Potential 9- Box Matrix Criteria for Positioning Develop New Retention Programs Reward and Recognition Peer Recognition Personal Accomplishments (i.e. Community Service) Celebration Events & Milestones Life Balance Programs Personal Interest Classes Analyze Bench Strength Self Assessment Tools Talent Management Council Create HIPO Profile Establish and Manage HIPO Program Create Personal Career Profile (current status) Determine Career Goals Career Planning Training On-Boarding Core Professional Track Bridge Supervisory Executive Other Training Assess and Monitor Climate Mentoring Coaching Measure Employee Engagement Measure Culture Shift Employee Survey Flight Risk Survey Exit Interviews Development Recruitment Program Internal Job Posting Job Shadowing In-house Internships Philosophy Processes 95 Day Cycle Creative Sourcing Selection/De-selection Metrics DOA Opportunities Internal Job Posting/Application Process Accountability - Customer Dependability Communication Professionalism Problem - Teamwork Service Solving Expand Performance Program/Ensure Compatibility with COA Branding & Marketing Competitive Pay Growth Opportunities Personal Benefits (Culture, Flex Work, etc.) Success Indicator Based Recruitment DOA Core Competencies Job Group Competencies Job Level Competencies Job Descriptions Integrated Talent Management System Retention Performance Management 11

12 Phase IV: Implementation Draft policies, obtain feedback, incorporate changes, etc. Obtain buy-in and support from leadership team Design, develop, facilitate training on ITMS initiatives Provide tools to close skill gaps 12

13 Phase IV: Implementation-Current Initiatives Recruitment Process Interview questions, reference checks Cross functional interview panels Career Development Managers must initiate discussion annually Collaborative process Training Offerings Core classes Leadership Business Unit specific Succession Planning Initial implementation with 3 business units 13

14 Career Development and Succession Planning: A Closer Look 14

15 H-JAIA Approach to Succession Planning Identify and assess key positions Identify key requirements for next 3-5 yrs Aviation industry Strategic direction Market and competitive forces Technological trends Regulatory trends Leadership philosophies and core values Determine implications of key requirements 15

16 Succession Planning Criteria for HIPOs Review performance and SI evaluations Identify candidate level of interest Assess potential to perform at next level Curiosity and eagerness to learn Thinks beyond boundaries Willingness to challenge status quo and take calculated risks Social understanding, empathy, emotional intelligence 16

17 Career Development and Succession Planning MGR or EMP Initiates Career Development Discussion ( Once / Year) Discussion Is Documented on Career Development Plan Form Manager Determines and Documents Employee s Interest Level Career Development (Employee Level) Succession Planning (Manager AGM Level) Employee Not Interested In Career Development MGR Completes Career Development Plan Develop In Place Please refer to Career Performance Summary only. Initiate career development Development Flowchart Remaining section completed later in process 17 Please refer to Succession Planning Flowchart discussion next fiscal year 1

18 Career Development (Employee) Complete Career Development Plan MGR & EMP Manager completes Performance Summary section Goals, Strengths Opportunities sections are collaborative Action Steps section is collaborative Complete Action Steps per plan - EMP Action steps may include various activities such as special projects, classes, job shadowing, assessments, etc. MGR supports employee in completing action steps Allow schedule to complete action items Provide feedback to employee and TSOD Help find solutions to obstacles and provide resources TSOD monitors progress & signs off when action items are completed Contacts involved parties for updates Ensures completion of action items Provides support as needed TSOD/ HR/ MGR determine possibility of employee moving to new position Determine if employee is ready to move forward Identify suitable position Identify special assignments 18 2

19 Potential Succession Planning (Manager To AGM Level) EMP completes Succession Planning Candidate Form and Submits to Mgr TSOD, MGR (TMC for AGM) complete candidate assessment: Performance (PMS & SIAT) 360 Assessment Potential Interview MGR /EMP identify development needs, goals & action items on Career Development Plan form MGR reviews and submits Succession Plan Candidate Form to TSOD TSOD signs off on form and s leadership potential assessment link, job profile & requirements to candidate H i g h M e d MGR TEAM scores & ranks candidate and places in 9-Box Performance/Potential Matrix (see attached) High Potential/ Low Performer Medium Potential/ Low Performer High Potential/ Medium Performer Medium Potential/ Medium Performer High Potential/ High Performer Medium Potential/ High Performer EMP Completes action items per Career Development form with support from MGR/TSOD MGR/TSOD /HR determines possibility of employee moving to new position L o w Low Potential/ Low Performer Low Potential/ Medium Performer Low Potential/ High Performer Low Medium High Performance 3 19

20 Challenges Approval processes and political structure Economic conditions Distractions and brush fires Entitlement mentality Reluctance to lose star employees Compensation levels Complacency due to current job market Assuming relevant documents are current Condense information - simplify processes 20

21 Presentation Review Overview of Hartsfield-Jackson Atlanta International Airport Why We Embrace ITMS Research Talent Management Strategy & Program Design Implementation Challenges Closer View of Career Development and Succession Planning 21

22 Questions? 22