building a talent mindset handout - prince william shrm inc.pwshrm.shrm.org/files/building a talent...

Developing People Is SMART Business™

Building a Talent Mindset

A Presentation from Lee Hecht Harrison

Handout 1

Taken from TALENTBUILDER® Version 2.1© MasteryWorks, Inc. 2011

®

TALENTBUILDER® Version 2.1MasteryWorks 2011Slide 1

®

Building a Talent MindsetBuilding a Talent Mindset

Presented by

Alma W. HughesSVP, Talent Development Consultant

Lee Hecht HarrisonJanuary 4, 2012


®

Lee Hecht Harrison is the global talent development leader in connecting people

to jobs and helping individuals improve performance.

LHH has expertise in four key areas which are based on our core competency in Talent Development.




Handout 2


®


® Objectives

� Establish what is required to retain and engage

the human resources of an organization

� Introduce a model for five coaching practices to

ensure retention and engagement of talent

within the organization

� Assess the "retention risk" of your organization

� Understand what the "real cost" of losing talent


® Purpose

Provide you with the overview of a talent planning and coaching process for developing, engaging, and retaining key employees.




Handout 3


®


®

� Have you ever left an organization? Why?

� Why have you stayed in an organization?

Participant Survey


®

Lack of:

� Work and life balance

� A+/great managers

� Challenging work and special projects

� Training and development options

� Career discussions

� Career advancement and mobility

options

� Strategic vision

� Mentoring

� Recognition

� Comparable compensation

Why Employees Leave –Exit Interview Data




Handout 4


®


® A+ Management Practices –Why Employees Stay

� Appreciate uniqueness� Employees feel in sync and respected for their values, style,

interests, skills.

� Assess capability� Employees know how they are viewed – individual and team

performance, reputation, and network.

� Anticipate the future� Employees see options and how they fit in the future of their

industry, organization, profession and position.

� Align aspirations� Employees’ long and short term aspirations are aligned to

mission and strategies of the organization.

� Accelerate learning� Employees are challenged by work and learn continually.


®

Career Management Process

l Competencies/Skills

l Interests

l Values

l Style

AppreciateUniqueness

PersonHow Am I Unique?

llllllll Performance/Reputation

llllllll Team Perspective

llllllll Network

AssessCapability

PerformanceWhat Are My Capabilities?

llllllll Industry Knowledge

llllllll Organization Knowledge

llllllll Profession/Trade

Anticipatethe Future

PlaceHow Is The World of Work Changing?

llllllll Career Options

llllllll SMART Goals

llllllll Alignment Check

AlignAspirations

PossibilitiesWhat Are My Aspirations?

llllllll Build Support

llllllll Learning Plan/IDP

llllllll Practice Daily

AccelerateLearning

PlanHow Can I Accelerate My Learning?

Management Practices

Employee Practices

Career Initiatives




Handout 5


®


®

Career Management™ Process


®

Career Fit™




Handout 6


®


®

Capability Formula

Reputation

x

Performance(Individual and Team)

x

Network


®

Web of Work




Handout 7


®


®

Multiple Career Options

EnrichmentLateral Vertical

Exploration Realignment Relocation


®

Build Support for Your Learning




Handout 8


®


®



®

Assess

Assess

AppreciateAppreciate

Anticipate

Anticipate

Align

Align

Accele

rate

Accele

rate


Integrated Career Management Process©

(based on the work of Dr. Caela Farren; developed by Alma Hughes)




Handout 9


®


®



l Interests

l Values

l Style





llllllll Network

AssessCapability










AlignAspirations





AccelerateLearning



Employee Practices

Career Initiatives


®

Retention Risk Assessment

� Answer the 15 questions for one of your employees and check the box if your answer is “No” or “Don’t Know”

� Total the number of checks (NOs) at the bottom of each employee column

� Review your scores and note the “Risk Levels”(High, Medium, or Low) for each of your employees




Handout 10


®


®

Cost of Talent Leaving� Loss & Replacement Costs = __________

� Termination cost = ________

� Search fees = ________

� Hiring processing cost = ________

� Relocation cost = ________

� Training cost = ________

� Business Opportunity Costs = __________

� Loss in productivity + overtime + contingency workforce = ________

� Loss of customers = ________� Delay in project or product to market = ________� Other = ________

� Grand Total = __________


® DOs for Powerful Discussions

� Be informal though respectful

� Establish ground rules for confidentiality

� Draw your employee out by being encouraging and supportive

� Listen carefully

� Ask open-ended and probing questions

� Reflect or reframe back what you heard to check out your understanding




Handout 11


®


® DOs for Powerful Discussions

� Ask your employees to assess themselves

� Give specific, concrete, constructive feedback with examples

� Define strengths and development areas

� Draw connections between positive experiences


®

DON’Ts for Powerful Discussions

� Interrupt or talk too much

� Say things that aren’t true to avoid confrontation

� Interrogate your employee

� Judge the experience of your employee

� Tell your employee what to do with their career




Handout 12


®


®



l Interests

l Values

l Style





llllllll Network

AssessCapability










AlignAspirations





AccelerateLearning



Employee Practices

Career Initiatives


®

Building a Talent MindsetBuilding a Talent Mindset

Presented by

Alma W. HughesSVP, Talent Development Consultant

Lee Hecht HarrisonJanuary 4, 2012

building a talent mindset handout - prince william shrm inc.pwshrm.shrm.org/files/building a talent...

Documents