MGT 4370: STRATEGIC TALENT

MANAGEMENT

How To Keep Your Top Talent

The Next Few Weeks

• March 2 & 4 – Spring Break

• Today - Project Selection & Top Talent Retention

• March 11th – Special Guest – Tiffany Stickel-Costner, Global Talent Leader, WHR GPO & Destination Career Role Profiles Discussion

• March 16th – TMIS & Midterm Review

• March 18th – Midterm 2

Destination Career Path Requirements

1. Your Best Thinking on Your Future Career Path and Destination Role.

2. Three Career Scenarios3. Your Current Experience and Preparation.4. Your Anticipated Critical Developmental Roles

and, or experiences.5. A Timeline. 6. A One Page Picture of Your Career Path.7. Your Professional Picture.

CAREER COMPASS: Brian Schubmehl Potential Career Paths

NAR IS HR Leadership

HR Leadership - Expat

Hire Date: 10/2008Mentor: Ed Mohr

NAR Com HR Leadership Role

C

B

A Operations / Business Path: Stay in “NAR” path – timing based on business need

Regional HR Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3 years CC HR or NAR Commercial

Global Talent Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3 2-3 years CC HR Leadership role

Career Paths

EXPRIENCES NEEDED: Direct-line Operations Broader execution of

Strategy/Vision Business Partner for EC

member

Regional HR Leader

Global Talent Leader

CC HR Leadership Role

* Based upon consistent, outstanding performance & results

ADDITIONAL CONSIDERATIONS:.Skills Gained:

1.Increased scope – broader team & leaders2. Operational Excellence3. Grow Business acumen

Skills Gained:1. Expanded direct-line HR Ops 2.Broaden business acumen3.Large scale business impact and value delivery

Skills Gained:1. Large scale strategy development 2. Increased scope level – team / leaders3. Leadership

Skills Gained:1. Global strategic planning and execution2. Increased role complexity3. Lead key HR and Business initiatives

Skills Gained:1.2.3.

Skills Gained:1.2.3.

Director, Talent Acquisition

Sr Mgr, Talent Acquisition - NAR

3 years2010-2013

2 years2008-2010

Operations Director (Bus Role )

M*Modal

2 years 2006-2008

Director of Recruiting M*Modal

3 years2003-2006

Staffing Manager, M*Modal

2 years2001-2003

Director, Human Resources - GIS

5 months6/13 – pres.

EDUCATION:1997 – Ohio University Bachelor of Science in Organizational Communications

NAR Consumer Business Role

Skills Gained:1.2.3.

Group Project Topics

o Topics We Discussed: Succession Planning

1. Early Leader Identification2. Critical path development3. Structured planning and

knowledge transfer for Department Chairs, Executive Leadership, etc.

Performance Development Guide

Faculty Onboarding and Mentoring – Engagement and Retention

Workforce Planning Approach and Modeling

Collective Ambition Fosters Engagement

Building Engagement Through:

The Glue – Make The Purpose Personal

The Grease – Ensure Disciplined Execution

Diversity Scaffolding Supports Engagement

o Top Leadership Strategy – The Business Case for Diversity

o Top Leaders as Role Models

o An Office of Diversity – Expertise and Courage

o Employee Resource Groups (ERGs)

o Integrated and Aligned Human Resource Processes and Systems Talent Management Performance Management Managerial Accountability Engagement Measurement Data Analytics, Reporting and Governance

o Legal Compliance Reporting

Gallup’s Study Regarding Engagement…Q#1 What do the most talented employees need from their workplace?

A#1 Talent employees need great managers: “People join companies, but quit managers”

Q#2 How do the world’s greatest managers find, focus and keep talent employees? How do you turn talent into performance?

A#2 Its not that simple, and it transcends conventional wisdom.

A Manager’s ability to do the critical four well…drives Engagement.

• Select …for talent, not simply experience, intelligence, or determination

• Set expectations…define the right outcomes, not the specific steps

• Motivate… focus on strengths, not on weaknesses

• Develop…find the right fit, not simply the next rung on the ladder

Self-assessment

RealityCheck

GoalSetting

Actionplanning

Identify opportunities to

improve

Identify needs

realistic to develop

Identify goals & methods to

determine progress

Identify steps &

timetable to reach goals

Career Management Process

9-10

Ideal Self

Developmental Plan

Competencies/

strengths

Career development

goals

Next assignments

Competencies &

Strengths

CareerDevelopment

Goals

Next Assignments

Training & Development

Needs

Areas forImprovement

9-12

A Few Research Findings Regarding: Top Talent

• Nearly 40% of Internal Job moves end in failure.

• 1 in 3 Hi Pos admit not putting in their full effort.

• 1 in 4 Hi Pos believe they will be working for another employer in a year.

• 1 in 5 Hi Pos believe their personal aspirations are different from what the organization has planned for them.

• 4 in 10 have little confidence in their co-workers or senior leadership.

Source: Corporate Leadership Council

What Management Action Appears to Cause These Findings?

1. Assuming that Hi Pos are Highly Engaged.

2. Equating Current High Performance with Future Potential.

3. Delegating Down the Management of Top Talent.

4. Shielding Rising Stars from Early Derailment.

5. Expecting Star Employees to Share the Pain.

6. Failing to Link Your Stars to Your Corporate Strategy.And, Outsized Expectations combined with Lots of Employment Alternatives.

As Talent Masters, What Actions Can We Take?

1. Explicitly test for: Ability, Engagement & Aspiration.2. Emphasize future competencies needed more than current

performance.3. Manage top talent like ‘Corporate Assets’. 4. Forget rote functional or business unit rotations.5. Assign Hi Pos to the most challenging assignments, “live fire” roles.6. Link individual development plans directly to company growth

strategies.7. Reevaluate top talent annually. 8. Offer significantly differentiated compensation and recognition. 9. Hold regular dialog sessions – Hi Pos and Program Manager.10. Share how company strategy will impact individual career aspirations. Reynolds Advise: Don’t sugar-coated the message to Hi Pos, Expect big results early, Provide stretch assignments, Listen to people about their dreams, Remember your still running a business that people need to be excited about.

What Attributes Best Define Rising Stars?

• Ability – Intellectual, Technical and Emotional Skills to handle increasingly complex challenges.

• Engagement – Level of Personal Connection and Commitment.

• Aspiration – Personal desire for Recognition, Advancement and Future Rewards. The match between the company and the employee’s wants and needs.

High Performers Can Fall Shorto Engaged Dreamers – High

Engagement and Aspiration with Low Ability.

o Disengaged Stars – High Ability and Aspiration with Low Engagement for the current Role or Company.

o Misaligned Stars – High Ability and Engagement with Low Aspiration for the future Roles or Personal Sacrifices.

Executive Board HIPO-ID High-Potential Identification Diagnostic Questions

   

Employee Name:    

 ABILITY—Ability is a combination of the innate characteristics (mental/cognitive ability and emotional intelligence) and learned skills (functional skills and interpersonal skills) that an employee uses to carry out his or her day-to-day work. The following questions help to identify those employees with high ability:

Ability Questions   Response

Does this individual gather information from all available sources before drawing conclusions? [Please select a response]Can this individual logically piece together a solution to a problem? [Please select a response]Does this individual absorb complex concepts and incorporate them into his or her work? [Please select a response]Can this individual effectively manage difficult employees and inspire others? [Please select a response]Does this individual remain calm under pressure at work? [Please select a response]

 

 ASPIRATION—Aspiration is the extent to which an employee wants or desires prestige and recognition, advancement and influence, and financial rewards. The following questions help to identify those employees with high aspiration. You can also ask these questions directly to the individual.

     Aspiration Questions   Response

Is it important to this individual to rise to a senior management position at his or her organization or another organization? [Please select a response]Is it important to this individual to receive at least two or more promotions in his or her career? [Please select a response]Is it important to this individual to be recognized as an expert in his or her field by people in and outside of the organization? [Please select a response]Is it important to this individual to receive greater and greater amounts of responsibility over the course of his or her career? [Please select a response]Is it important to this individual to receive large increases in financial compensation over the course of his or her career? [Please select a response]

  

ENGAGEMENT—Engagement is the extent to which an employee values, enjoys, and believes in the organization and the extent to which he or she believes staying with the organization is in his or her best self-interest. The following questions help to identify those individuals with high engagement:

Engagement Questions   Response

Is this individual proud to work for the organization? [Please select a response]Does this individual speak highly of the organization when speaking to others? [Please select a response]Does the organization have a great deal of personal meaning for this individual? [Please select a response]Does this individual believe that the best way to advance in his or her career is to stay with the organization? [Please select a response]Does this individual frequently try to help others who have heavy workloads? [Please select a response]               

                 Source: Corporate Leadership Council research.

Being noted as a “high potential talent” is not primarily about past performance but mainly an assessment of future consideration.