Talent%20 management 2
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The document discusses talent management and career development & succession planning. It presents an integrated approach to talent management involving recruitment, selection, career management, performance management, training, rewards management, and succession planning. The aim is to develop leadership capability across business lines to retain and develop high potential employees and ensure effective future leaders. It discusses contemporary challenges in talent management and outlines elements of career management and definitions of succession planning.
Talent%20 management 2
- 1. Talent Management Career Development & Succession Planning (CDSP)
- 3. Integrated Approach Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent Management & Management Development Senior Succession Management Planning Development 3 July 11, 2007 swati Smita
- 4. Aim Foster a process of building leadership capability across the lines of business / support functions The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction Identify the key leadership success factors 4 July 11, 2007 swati Smita
- 5. Outcomes Retention and development of high potential employees Builds internal staff capabilities (bench strength) for the emerging organizational demands Maps various succession options Facilitates developmental moves across the organization Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward 5 July 11, 2007 swati Smita
- 6. Contemporary Issues: Changing Nature of Work & Organization Demographics (net-generation, diversity) Globalization Technology Redefined concept of Loyalty Challenges in differentiating high performers from poor performers Wanted Rapid career progression 6 July 11, 2007 swati Smita
- 7. Talent Management Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent Management & Management Development Senior Succession Management Planning Development
- 8. Early Models of CD Walker, 1973 8 July 11, 2007 swati Smita
- 9. Early Models of CD (Cont.) Reif & Newstro, 1974 9 July 11, 2007 swati Smita
- 10. Career Active System Triad (CAST) (Baruch (2004 Level Individual Organization Values Aspirations Philosophy / Strategy Approaches Attitudes Policies Behaviors Actions Practices Serve as the framework for the discussion and for providing the 10 balanced view pointSmita July 11, 2007 swati
- 11. Elements of Career Management 1. Individual (Self) Assessment of Abilities, Interests, career need and goals 2. Organizational Assessment of employee abilities and potential 3. Communication of information concerning career opportunities with the organization 4. Career Counseling to set realistic goals and plan for their attainment 11 July 11, 2007 swati Smita
- 12. Talent Management Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent Management & Management Development Senior Succession Management Planning Development
- 13. Succession Planning -Definition Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) A structured process involving the identification and preparation of potential successors to assume a new roles 13 July 11, 2007 swati Smita
- 14. WHAT IS SP? Constant change planning An organizational journey, not a project Ensuring continuity of leadership Identifying gaps in existing talent pool Identifying and nurturing future leaders Why SP? Organization supersede Individuals visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward 14 July 11, 2007 swati Smita
- 15. Results 1. Talent Driven culture 2. Accelerated Development Education 3. Vision for future and advancement Training Self Development Accountability Measurability Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan CEO/ Leadership Commitment & Involvement 15 July 11, 2007 swati Smita Succession Planning Model Ref: Troopiano, 2004
- 16. Challenges in SP 16 July 11, 2007 swati Smita
- 17. Benefits of SP Source: Aberdeen Group, September 2006 Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more ready now candidates 17 July 11, 2007 swati Smita the attrition rate from the succession pool
- 18. 18 July 11, 2007 swati Smita Garman & Gllawe, 2004
- 19. Top level succession planning different 19 July 11, 2007 swati Smita Garman & Gllawe, 2004
- 20. Remember Succession plan may be expected practice its absence is more a curse than its presence a blessing Succession program should limit their focus to linch- pin positions those considered most critical to the organizations need. 20 July 11, 2007 swati Smita
- 21. BEST PRACTICES in CDSP: CASE STUDIES
- 22. Case 1: Petrofac Learning and Development Team in Aberdeen Investor in People (IiP) company Competent Person Profile (CPP) This framework of competence allows all staff with potential to be measured against the higher level positions in the organization a development plan designed and implemented and thus contribute to the Succession Plan for the company as a whole. 22 July 11, 2007 swati Smita June 1, 2007 http://www.petrofac.com/careers/training/
- 23. Case 2: Novartis-China Four core Principles towards identifying and developing talents 1. Grow leaders from within Novartis 2. Fill 70% of the position with internal associates 3. Each associate has a developmental plan 4. Each associate has minimum two career and development discussions per year 23 July 11, 2007 swati Smita
- 24. Leadershi Job p Talent X Experiences + Continuou s Learning = A Pipeline of Leaders to Grow the Business Processes and Tools Processes and Tools Processes and Tools Leadership Organization and Learning standards/values and talent Review Programs behaviors Process (OTR) Accelerated Functional Talent Developmental Competency Models Management Programs Executive Interview System (TMS) Mentoring guides Talking Talent 360o Feedback Managers Toolkit for Career Maps Development Assessing and Performance Planner Developing Potential Management System LD at Novartis (Cont.) 24 July 11, 2007 swati Smita
- 25. LD at Novartis-China (Cont.) Engaging Internal Talent 1. Provide Training 2. Deploy talent in new, exciting and stretch assignments and provide clearly defined career paths 3. Connecting employees so that they can learn from their experienced peers and other professionals 25 July 11, 2007 swati Smita
- 26. Case 3: Research on Best Practices Best Practice Partners 5 companies Dell Computers Dow Chemical Company Eli Lilly and Company Pan Canadian Petroleum Sonoco Global Products Ref: Fulmer (2002) Choose Tomorrows Leaders Today: Succession planning grooms firms for success 26 July 11, 2007 swati Smita
- 27. Best Practices: What they did right Effective succession management is a journey not a destination Deployed a Succession Management Process succession management is continuous annual process Business units responsible for deliverables HR typically responsible for the tools and processes Technology to facilitate the process (short, simple and flexible) Identified the Talent Pool cyclic continuous identification process used core set of leadership and succession management competencies Talent assessment semi transparent process Engaged the Talent Pool IDPs for each employee developmental Activities special assignments, action learning, web-based development activities Monitoring & Assessing 27 July 11, 2007 swati Smita method of assessment to monitor the succession planning process
- 28. Recommendations from their exp. Keep the process simple Engage technology to support the process Align succession management within overall business strategy Secure senior level support for the process The last two suggest that there is virtuous cycle when the succession system supports corporate strategy in a tangible way 28 July 11, 2007 swati Smita
Editor's Notes
- #11: CAST integrates individual and organizational focus to career development it is an active system CAST is set at the three level of analysis Values - The basic underlying level the principle, ,orals, culture forms the roots from which the other levels emerge. Approaches and assumptions translates those values into the third level, Behavior - Action and practice.
- #12: self-exploration and analysis self assessment (e.g. workshops, tailor made work books by IBM, Xerox, GM & GE) we can also develop same at our end Accurate assessment AC, biographical information, PMS and current job history Informal or formal? Informal employee learn about career development opportunities from their supervisors within the context of developmental performance appraisal and interviews. Formal traditional/ behavioral career paths identified and communicated through work-books etc Possible career directions, possible career advancements, specific job vacancies Developmental performance appraisal interviews, identify gaps and developmental opportunities
- #14: Structured process having some reliable structure and/or custom and not just-in-time identification of successor Identification & preparation -
- #19: Link to strategy as more aspirational than actualized even in best practice companies
- #23: Petrofac award-winning and industry-accredited competence assurance scheme called the Competent Person Profile (CPP)
- #24: Engage: 1. Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis from global to local through localised corporate programmes and though global Novartis corporate learning programmes
- #26: Engage: Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis from global to local through localized corporate programs and though global Novartis corporate learning programs Managers Toolkit for Assessing and Developing Potential, Organization and Talent Review (OTR), includes Talent Management System and Talking Talent. 5 main mechanism to enhance continuous learning -- learning programs, accelerated development programs, mentoring, 360 o feedback and development planner.