TalentDevelopmentandSuccessionPlanning:

CreatingtheCultureofExemplaryServiceandCare

MariaW.TaylorPennStateExecutivePrograms

Smeal CollegeofBusinessThePennsylvaniaStateUniversity

October2017

©2017MariaW.Taylor 1

Today’sAgenda

• Buildingtheleadershipteamandorganizationcapabilitytofulfillyourmissionandvalues

• Usingthe9Boxgridframeworkforsuccessionplanningandtalentdevelopment

• Creatingacultureofqualityserviceandcare

NetworksofTeams

AdaptedfromGlobalHumanCapitalTrends2016,Deloitte

InnovationCustomerfocus

ComplexproblemsRapidresponse

AccesstoexpertiseRealtimeinformationand

communicationCostreduction

• Focusonproject,customer,mission,productormarket

• Leadandstaffedbyexperts

• Drawsacrossfunctionalandorganizationalboundaries

• Teamcompositionadaptstoprojectdemands

• Membersinterchangeacrossprojects

StrategicLineofSight

BusinessStrategy

StrategicLineofSight

Deliverysystems

OrganizationalCapability

PeopleSystems

EmployeeCompetence

Superiorstrategyimplementationdependson:

• Aclearvalueproposition

• Workingthetradeoffs…beingexplicitaboutwhoweareandwhoandwhatwearenot.

• Alignment:ensuringlineofsightfromstrategicintenttoorganizationalcapabilityandemployeecompetence

• Anexciting,innovative,performancedrivenculture.

AdaptedfrommaterialdesignedbyBT/NovationsInc.

§ Opencross-unitinteraction

§ Lateralandverticalstrength

§ Toleranceforambiguityandadaptability

§ Constructivedebate

§ Highleveloftrust

§ Increasedworkprocessefficiency

§ Measuresandmetricsthatfostergreatercollaboration

§ Balanceoffunctionalexcellenceandresourceefficiency

§ Balanceofdirectiveandparticipativeleadership

§ Self-awarenessandpoliticalsavvy

§ Increasedlevelsofcross-functionalexpertise

§ Clarityofindividualandgrouproles

§ Divisionofproject,process,orfunctionalauthority

§ Clarityofleadershipandgovernancestructure

Effectiveorganizationdesignisnotenough…

Effectiveorganization=Network

organizationdesign

xCollaborativebehaviorsandculture

x Systemstosupport x

Leaderswithnetworkskillsandorientation

SuccessfulOperatingModel

Leadersmakethedifferencethroughpromotingcustomer-focus,productivedecision-makingandconflictresolution,andleadingwithinfluence.

PathologiesandPreventions

Role Confusion

DecisionStrangulation

Pathologies

Power Struggles n Establish expectations that teamwork and an enterprise-level point of view is required n Include effective network and project behaviors as part of performance managementn Create reward systems that force managers to have shared goalsn Develop team and project managers; make tough people choices when necessary

n Clarify accountabilities for each manager; eliminate fuzzy accountabilities n Include input from all leaders on critical results and behaviors n Use formal mechanisms to define escalation conditions and procedures

Preventions

n Clearly define decision rights and processesn Develop a culture where conflict is valued and it is constructively addressedn Increase the information flow between stakeholders, but not the number of meetings

Overhead

Loss of Focus

n Don’t assume full-time resources for support; adopt multiple assignmentsn Consider more consultation and input versus involvement or hands on workn Diligently monitor overhead costs and make adjustments

n Create relentless focus on the customer and value in the marketn Assess customer service levels and reinforce customer oriented behaviorsn Resist blaming the structure – solve real problems

Wherearewe?

Consideryourorganization.• Whatorganizationalpathologiesdetractfromachievingyourgoals?

AligningtoAchievetheMission:TheSTARModel

Talent Strategy

Strategic Roadmap

Process Assessments: Creative, Direct & Indirect Innovation

Leadership, Climate and Culture

Scorecard

BuildOrganizationalCapability

Revenue%ofMarket

(Past)

#ProductsinPipeline(Current)

Competencies(Talent)

Ideageneration(Future)

Connecting results and

people

Organization

Review

© Maria W. Taylor All rights reserved.

STARModel

Strategy

Structure

ProcessesReward

People

direction

power

informationmotivation

skillsetsmindsets

STAR MODEL™ Jay R. Galbraith

Wherearewe?

Consideryourorganization.• Evaluatethedegreethateachelementsupportsordetractsfrom

achievingyourgoalsandwhy:• Structure

• Process

• Policies

• People

• Rewards

Whataretheimplicationsofthisassessment?

PotentialandDevelopment:TheNineBlockGrid

• 65%ofdisengagedworkersplantostay• 25%ofHIPO’splantoleave• 60%oftalentsourcedinternally• Majorityreportweaktraining,successionplanning,HIPO’s

andtalentpipelines• Nearly70%ofworkersarenotengagedresultingin$450to

$550Billioninlostproductivity

Source:TheCorporateExecutiveBoardCompanyandtheGallupCompany

UnfocusedTalentManagement

Whyusethenineboxgrid?

• Providesastraightforwardwaytoassesstalent• Canbeusedtofacilitateacandiddialogueamongthe

leadershipteam• Calibratesexpectationsandratings• Invitesmultipleperspectives• Facilitatesasharedsenseofownershipfordevelopingleaders• Identifiesthedevelopmentneedsofindividualsandgroups

NineBoxforPerformanceandPotential

POTENTIAL

PER

FOR

MA

NC

E O

VER

TIM

E

4High Professional

7High Professional Plus

9Consistent Star

Consistently produces exceptional results and high performance in a defined but

focused area. Knows current job extremely

well. Does not always adapt to areas outside own expertise.

Consistently produces exceptional results and high performance. Is particularly good in one or more areas. Can adapt to new situations

and learn new areas.

The best you have. Typically in short supply but in high demand. Performs well, learns fast, and is resourceful.

Has the ability to take on major stretch assignments in new areas

2Solid Professional

5Key Performer

8Future Star

Consistently meets and may occasionally exceed expectations. Knows current job

well. Does not always adapt to areas outside own expertise..

Consistently meets and sometimes exceeds expectations.

Knows current job well and enhances skills as appropriate. Can adapt to new situations and

challenges as necessary

Consistently meets and sometimes exceeds expectations and has the capacity to take on

new and different challenges on a consistent basis. Quickly gets up to speed

when taking on a new assignment.

1Lower Performer

3Inconsistent Performer

6Diamond in the Rough

Not delivering on results as expected. Does not effectively adapt to new situations.

Has some potential to do more but has not yet fully demonstrated it. Delivers results inconsistently. May be in wrong job or

function.

Have the potential to perform and do great things for the organization. They have either not

had sufficient time or opportunities to demonstrate what they can do or have been

inconsistent in the past.

NineBoxAssessment

POTENTIAL

PER

FOR

MA

NC

E O

VER

TIM

E

4High Professional

7High Professional Plus

9Consistent Star

2Solid Professional

5Key Performer

8Future Star

1Lower Performer

3Inconsistent Performer

6Diamond in the Rough

NAME: UNIT:

• Recognizedmanagerorfunctional,technicalexpert

• Canbecountedon,especiallyintoughtimes• Deliversconsistenttopperformance• Isagoodmanager/developerofothers• Wouldbedifficulttoreplaceinkind• Worksindependentlywithlittleorno

supervision

High PerformersProduces results with the right behaviors

PerformanceandPotentialHigh Potentials

Learns quickly in first-time situations

• Thinking:Cutsthroughcomplex/ambiguousdata;seeswhatisessentialquickly;usesintuition/judgment;handlesscale,breadthandvariety;managescomplexity

• Courage:Takesrisks;standsupforownconvictionswithauthenticity;abletomaketoughcallsandholdcourse

• Wisdom:Sizesupsituationsfast;knowswhen/wheretoact;usesownpowerwithjudgment

• Resilience:Maintainsone’sperformanceunderextremepressureanduncertainty

• Confidentinselfandcapabilities

Only 29% of high performing employees are also high potential

DifferentiatedDevelopment

• Build deep functional expertise within role.

• Leverage technical or leadership expertise within the function.

• Facilitate and support internal and external networking in field, industry or area of specialization.

• Assign to lead functional projects.

• Assign as a mentor to others

• Career moves• Think tank, stretch

assignments• Networking in field,

industry or area of specialization and/or lead functional or cross functional key projects• Leadership

development• Business schools•Expand job scope

• Rapid career moves• Exposure to senior

Executives• Key cross-functional or

Enterprise wide projects/assignments

• Non-executive board membership

• Business schools• Senior level

mentor/executive coach

• Peer mentoring, coaching

• 360 feedback, assessment

Confront Performance Issues

POTENTIAL

PER

FOR

MA

NC

E O

VER

TIM

E

CreatetheFuture

• Identifythecriticaloutcomes• Recognizethemagnitudeofrelationships• Listeninandsweeppeoplein• Activelyusesocialoperatingsystems• Trackresultsandbuildmomentum• Focusrelentlesslyonthemission

AdaptedfromHumanResourceTransformation,Rothwell,Prescott,Taylor2008and“TheCampaignApproachtoOrganizationalChange,”TheCenterforAppliedResearch1999.©MariaW.TaylorAllrightsreserved.

Andno,wedon'tknowwhereitwilllead.Wejustknowthere'ssomethingmuchbiggerthananyofushere.

SteveJobs

Contact:

MariaW.Taylormariataylor@psu.edu

817-807-7683