Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity

Transcription

1 Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity Center Connection- Austin, TX Richard Walsh Senior Faculty & Executive Coach 2008 Center for Creative Leadership. All rights reserved. 1

4 The global war for talent is fierce and growing fiercer. In our view, global companies are undergoing a transition in how people are valued. Once thought primarily in terms of cost, people in successful global companies are valued as rich sources of talent, skill and diversity, which are critical to the success of the enterprise. ~ Price Waterhouse Coopers 10 th Annual Global CEO Survey 2008 Center for Creative Leadership. All rights reserved. 4

5 1. Succession Planning 2. Providing leaders with the skills they need to be successful Biggest Human Capital Challenges of the Future 3. Recruiting & Selecting talented employees to fill positions 4. Engaging & Retaining Talented Employees 2008 Center for Creative Leadership. All rights reserved. 5 Source: SHRM Foundation 2007

7 Talent The work of designing and implementing the strategies, culture, systems and processes needed for talent sustainability. Talent Sustainability Talent sustainability is an organization s ability to continuously attract, develop, and retain people with the capabilities and commitment needed for current and future organizational success Center for Creative Leadership. All rights reserved. 7

8 Strategy Culture

10 Critical Talent Identification, Development, & Succession Learning & Development Competency Model Development & Deployment Executive Commitment & Engagement Knowledge 2007 Center for Creative Leadership. All rights reserved. Sourcing & Recruiting Reward & Recognition Performance

11 Metrics Executive Commitment & Engagement Critical Talent Identification, Development, & Succession Learning & Development Talent Sustainability Competency Model Development & Deployment Knowledge Metrics 2007 Center for Creative Leadership. All rights reserved. Sourcing & Recruiting Reward & Recognition Performance

12 Metrics Executive Commitment & Engagement Critical Critical Talent Talent Identification, Identification, Development, Development, & Succession Succession Identifying what type of talent is most critical to implementing the organization s strategy, continuously developing that talent, and moving it into roles where it is most needed. Learning & Development Talent Sustainability Competency Model Development & Deployment Knowledge Metrics Sourcing & Recruiting Rewards & Recognition Performance

13 Metrics Executive Commitment & Engagement Sourcing & Recruiting Critical Talent Identification, Development, & Succession Learning & Development Talent Sustainability Competency Development & Deployment Competency Model Development & Deployment Creating opportunities for employees to enhance their capabilities and connections with others in the organization in order to improve job performance, career advancement, organizational commitment, and organizational performance. Knowledge Performance Metrics

14 Metrics Executive Commitment & Engagement Critical Talent Identification, Development, & Succession Delineating the competencies needed in employees and using the resulting competency models across talent processes. Learning & Development Talent Sustainability Competency Reward Model & Development Recognition & Deployment Knowledge Metrics Sourcing & Recruiting Reward & Recognition Performance

15 Metrics Executive Commitment & Engagement Critical Talent Identification, Development, & Succession Learning & Development Talent Sustainability Competency Model Development & Deployment Developing and making accessible the shared knowledge, expertise, and collective wisdom across the organization. Knowledge Metrics Sourcing & Recruiting Rewards & Recognition Performance

16 Metrics Executive Commitment & Engagement Sourcing & Recruiting Critical Talent Identification, Development, & Succession Setting performance standards, monitoring employee performance, providing feedback and support for performance improvement, and exiting Learning & Development employees who cannot meet standards. Talent Sustainability Rewards & Recognition Competency Model Development & Deployment Knowledge Performance Performance Metrics

17 Metrics Executive Commitment & Engagement Sourcing & Recruiting Critical Talent Identification, Development, & Succession Learning & Development Using formal and informal rewards to align employee behaviors Talent and activities with Sustainability organizational strategies and to build a committed workforce. Competency Reward & Development Recognition& Deployment Competency Model Development & Deployment Knowledge Performance Metrics

18 Metrics Executive Commitment & Engagement Sourcing & Recruiting Critical Talent Identification, Development, & Succession Learning & Development Competency Model Development & Deployment Developing reliable sources Talent of talent for the organization Sustainability and practices for attracting that talent to the organization. Knowledge Performance Metrics Reward & Recognition

19 Metrics t Executive Commitment & Engagement Critical Talent Identification, Development, & Succession Senior executives who believe that talented employees are critical for organizational success, who are directly involved in talent management work, and who ensure that their organization has effective talent management practices in place. Learning & Development Talent Sustainability Competency Model Development & Deployment Knowledge Metrics Sourcing & Recruiting Rewards & Recognition Performance

22 Orchestrators Talent Orchestration represents a senior executive s ability and personal involvement in leading talent management processes and outcomes to ensure the sustainable utilization of human capital assets Center for Creative Leadership. All rights reserved. 22

23 Instructions: Use the following rating scale to respond to each item: 1=STRONGLY DISAGREE 4=slightly agree 2=Disagree 5=Agree 3=slightly disagree 6=STRONGLY AGREE 2008 Center for Creative Leadership. All rights reserved. 23

24 Organizatioanl Talent Managem ent Efforts % Agreem ent (Agree & Strongly Agree) 1 1. The Board has identified talent m anagem ent as a top p rio rity. 70.2% 2 2. The CEO, or m ost senior executive, and top m anagem ent te a m a re co m m itte d to ta le n t m a n a g e m e n t. 75.0% 3 3. The CEO, or m ost senior executive, and top m anagem ent team invest their tim e in talent m anagem ent. 61.4% 4 4. Developing talent is a shared responsibility between executives, hum an resources, and line m anagers. 83.7% 5 5. The organization s talent developm ent practices are directly linked to business strategy. 58.1% 6 6. There is a clear and com pelling reason for talented individuals to join the organization. 64.7% 7 7. There is a clear and com pelling reason for talented individuals to stay in the organization. 68.5% 8 8. Form al perform ance m anagem ent processes are in place to identify and review the organization s top talent. 69.6% 9 9. The organization provides form al developm ent opportunities to support em ployees. 69.5% The organization challenges high potential em ployees with developm ental assignm ents, role rotations, and/or cross functional experiences. The organization has identified and differentiated the critical com petencies needed for transitioning into each level of m anagem ent/leadership responsibility % 46.7% 12. The organization effectively m easures the im pact of its talent m anagem ent initiatives. 17.5% The organization s recognition and reward system s encourage talent m anagem ent. 36.9% 14. The CEO, or m ost senior executive, and top m anagem ent team encourages leaders to share talent across the organization % 15. The organization is transparent in providing inform ation about succession plans. 18.4% The organization has a culture of developm ent and growth for em ployees. 46.2% M entors and/or coaches form ally work with high potential em ployees in the organization. 15.0% 26.7% Center for Creative Leadership. All rights reserved. 24

26 Executive Talent Efforts % Agreement (Agree & Strongly Agree) I am held personally accountable for developing talent in my organization % 19. I am directly involved in identifying talent in my organization. 82.0% I am actively involved in reviewing the progress of high potential employees. 71.2% There is at least one successor identified for my position. 50.0% I provide developmental opportunities to high potential employees. 70.1% I use stretch assignments, action learning, or real life case studies to develop employees. 50.0% I help employees learn from their mistakes. 77.7% I am formally mentoring at least one high potential employee. 50.0% I provide ongoing developmental feedback to improve employee performance. 71.2% I believe that developing talent will lead to improved organizational performance. 97.8% I hold my direct reports accountable for talent management. 63.6% My direct reports regularly evaluate their talent. 61.9% My direct reports have identified at least one high potential employee. 65.8% My direct reports are mentoring at least one high potential employee. 34.8% My direct reports make formal recommendations to me about their high potential employees. 15.0% 53.3% Center for Creative Leadership. All rights reserved. 26

28 Accelerators Talent Acceleration represents a senior human resource, training and development, or organizational development executive s ability and personal involvement in driving talent management processes and outcomes to ensure the sustainable utilization of human capital assets Center for Creative Leadership. All rights reserved. 28

29 Accelerators In addition to improving the quality of the talent and leadership, reducing the readiness to lead cycle time, and improving people processes, talent acceleration involves alignment of people systems and processes and influencing critical outcomes in order to achieve talent sustainability Center for Creative Leadership. All rights reserved. 29

30 Rating Instructions Thinking about yourself as a people executive please rate the extent to which you agree with the following statements. Please put an X in the one box that best represents your level of agreement Rating Scale SD=STRONGLY DISAGREE D=Disagree sd=slightly disagree sa=slightly agree A=Agree SA=STRONGLY AGREE 2008 Center for Creative Leadership. All rights reserved. 30

31 Help managers get a clear understanding of who their critical talent is and why Assessing executive talent and emerging talent Accelerators In Action High potential talent can be found on key position succession plans The organization s critical roles have been identified and defined, and successor candidates are being actively developed for each critical role 2008 Center for Creative Leadership. All rights reserved. 31

32 Are Accelerators positioned to optimally facilitate the assessment of critical talent needed for the business? Are the critical talent we have identified the right talent based on the changes that are going on with the organization? Being a Strategic Influencer I Influence the executive team to link talent to business strategy. I have engaged at least one senior leader in a conversation about how they are impacting the organization s talent management process Center for Creative Leadership. All rights reserved. 32

33 Talent Acceleration Engaging in Strategic Thinking SWOT Analysis Assessing Where We Are Strengths: What internal capabilities or assets give the organization a competitive advantage? In what ways does the organization serve its key internal and external stakeholders? Weaknesses: What internal capabilities or assets is the organization relatively ineffective or inefficient at performing or possessing, or so limited in capacity as to put it at a competitive disadvantage? In what ways does the organization fall short in serving key internal and external stakeholders? Opportunities: What conditions or possible future conditions in the external environment might give the organization a competitive advantage and enhance achievement of its vision if taken advantage of? Threats: What conditions or possible future conditions in the external environment might put the organization at a competitive disadvantage and inhibit achievement of its vision if steps are not taken to minimize their impact? 2008 Center for Creative Leadership. All rights reserved. 33

34 Someone two levels senior to you Someone from a different functional area Someone with a reputation for creative business thinking A manager with a reputation for being solid and level headed SWOT Conversations What were the points of agreement? What were the points of disagreement? What did you learn from your own insight and appreciation for your organization s strategic situation? 2008 Center for Creative Leadership. All rights reserved. 34

36 88% of identified high potentials believe they are actively identifying and developing talent. 75% of leaders not formally identified as high potentials believe they are actively identifying and developing talent Center for Creative Leadership. All rights reserved. 36

39 Critical Talent Individuals in critical positions who have the potential to make the most significant impact to the current and future performance of the organization. Talent Individuals who have the capability to make a significant difference to the current and future performance of the organization. High Potential Talent An employee who has been assessed as having the ability, organizational commitment, and motivation to rise to and succeed in more senior positions in the organization Center for Creative Leadership. All rights reserved. 39

40 Talent A View from the Pipe How does it feel to be formally identified as a high potential? I appreciate the recognition but am a bit concerned about my ability to prove myself. I don t really deserve the honor. It is very gratifying and humbling at the same time. It also strengthens my dedication to the company as it demonstrates it s interest in me. Extremely complimentary but stressful at the same time. At first it made me proud that someone noticed my potential. Then quite frankly, it made me a little scared. Now what is expected of me? 2008 Center for Creative Leadership. All rights reserved. 40

41 Talent A View from the Pipe How does it feel not to be formally identified as a high potential? A little left out. I am already pretty high up in the organization. If my improvement gets me promoted, great. If not, that s also ok. The fact that I have been told that I am a high potential team member but not recognized formally makes me question if what I have been told is accurate or just an underhanded way to keep me striving for something unattainable. Even though I am told that I am in the succession plan and considered high potential, no one can outline the next steps associated with being this person. As time passes, I feel as though they are giving me lip service to retain my assets Center for Creative Leadership. All rights reserved. 41

43 Metrics Executive Commitment & Engagement Sourcing & Recruiting Critical Talent Identification, Development, & Succession What will be YOUR Talent Legacy? Learning & Development Talent Sustainability Reward & Recognition Competency Model Development & Deployment Knowledge Performance Metrics 2007 Center for Creative Leadership. All rights reserved.

44 Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity Richard Walsh Senior Faculty & Executive Coach One Leadership Place Greensboro, NC Center Connection- Austin, TX Roland Smith Senior Faculty 850 Leader Way Colorado Springs, CO Center for Creative Leadership. All rights reserved. 44