Developing a Talent Development

Framework for Alaska Air Group

Presenter: Gay NivenAugust 3, 2010

Hello!

My name is Gay Niven A strong background in training and

organizational development, including manufacturing, corporate and retail environments

A believer in working through people to get results – I think people really are the differentiator for a successful business

Today’s Discussion

A typical Talent Development Framework How it might look at Alaska Air Group

An approach A sample project plan with communication

I’m going to walk you through my thoughts…

What Are the Business Issues? AAG strategic goals must be met to maintain

safety, a generative company culture, customer satisfaction, and profit

Key points Increasing business complexity requires an adaptive

skill set in employees and leaders Highly-engaged employees drive customer

satisfaction, so maintaining engagement is critical Significant industry constrictions exist, both internally

and externally Retention of best performers is key Providing bench depth for senior/key positions to

create continuity and maintain the AAG brain trust

Typical Components of a Talent Development Framework

Determination of a philosophy Identification of the people strategy Prioritization of processes Use of systems to deliver and measure

Add the overlay: Culture High Potentials Metrics

Identification of key

positions Succession Planning

requirements

2. Integrate the Components and Approach

1. Create a Talent Development Framework Philosophy

3. Deliver and Evaluate

Cultural Considerations

How things are done

here?

What is employee “owned”?

What is manager “driven”?

Competenciesand Skills

Considerations

People who “Fit”

HighPotentials

Key Positions

Developing a Framework

The Challenge

“To have a competitive advantage, it’s not enough to assemble a group of great individuals; the individuals must function together in ways that deliver outstanding organizational performance.”

Ed Lawler, Center for Effective Organizations

University of Southern California

For Alaska Air Group, developing the framework

requires a solid philosophy to guide decisions and a strategy

to determine accountability, involvement and prioritization

Making the AAG Framework “Breathe”

Alaska Spirit / Horizon Heart Orientation: Team and

Trust Earning Acknowledging ‘duality’: the art

of holding two distinct positions at the same time—balance

Finding the “Fit” and where people “Shine”

The Philosophy Developed in conjunction with executive

and senior leaders Key questions

How does AAG look at Talent Development? What is the short/long term focus? How “deep” does talent need to be planned? Who will sponsor/own this? Any benchmarking companies to examine? What would a successful framework

accomplish? Span of time?

Integration of a Strategy Integrate the evolving strategy with both HR and

business strategic plans Key questions

Who’s involved, at what level, and how much? How will we measure results and/or ROI What are the key positions, critical jobs, success factors?

Inventory positions, identify gaps in competencies Conduct a needs assessment: data please! Who “owns” development? Role identification in each

process? Create clear distinction between performance and

development

Delivery and Evaluation

Strategically use tools: Training evaluations: satisfaction surveys, assessing

behavioral changes Assessment tools/360 tools: use of perception-based

feedback to improve managerial/leader effectiveness Workforce planning metrics Talent inventories to identify interests and abilities Strategic talent planning processes Recruiting systems: assessing sourcing to success

metrics Performance management system

Planning and Executing

Talent Development Processes and Methodologies

Integration with Existing HR

Functionality and Other Systems

Plan Execute Integrate

Planning and Executing Methodologies

Based on the strategy, prioritize: Learning and development management:

delivery, curriculum mapping, on-boarding, functional and competency driven behaviors/skills and formal/informal learning

Performance management: goal alignment, coaching, performance-based incentives, career development, performance feedback, bench-strength assessment

Planning and Executing Methodologies cont.

Management development: general requirements, targeted development, and developmental learning activities

Competency Management: by position and/or job types to ensure consistency of strategy and message, curriculum mapping, behaviors

Succession Planning and Management: Assessments, calibration, mobility

Planning and Executing Methodologies cont.

Leadership Development: assessments and targeted development plans, training, developmental activities and integration into succession planning

Departmental needs assessments and solutions: customized solutions for immediate impact

Safety and compliance requirements

HR Functional Integration

Coordination with other functions: Compensation Succession planning process Rewards and recognition programs Diversity and community involvement Talent acquisition/Recruiting Branding

Recommendations Look for the leverage points: target agreed-upon

processes that can be tweaked, implemented or developed immediately for impact

Annual Goal Setting

How Things Get Communicated

Problem Solving/Decision Making

Process

Reward Systems

AAG Company Culture: Shared Beliefs, Values and Practices

Performance Measures

Recommendations cont.

Collect and assess available data: strategic plans, understanding current formal / informal systems, leader expectations, collect talent data, review employee survey data

Conduct leader interviews: HR, business leaders Collate feedback results to HR leaders:

validate/change Feedback results to business leaders: validate

Create Cascaded Teams Executive Steering Committee

Meet quarterly or semi-annually Provide strategic direction and insight

Project Team Meet every 4-6 weeks Validate plan, direction and involvement Provide support, insight and access

Work team HR integration team: cross functional

Starting Points

Strengthen the relationship between manager and employee Do people know what it takes to be

successful? Are skills or competencies more important? Do they have the resources to do what is

expected?

Starting Points cont.

Support employees driving their own development Are skills and competencies mapped to

learning opportunities? Is there a career path obvious? Do managers know what to do? Can people “see” a destination?

Starting Points cont.

Is learning understood to be more than training in this organization? Most learning is experiential—are learning

plans incorporating and giving credit to work as well as attendance

What is being measured? What can be measured? What is valued?

Your Turn

Questions?

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