talent management
TRANSCRIPT
Are Your Company’s Talent Management
Practices Optimized to Address the Future
Changing Needs of Your Business?
People – Process –Technology – Strategy - Compliance
Expert Panel Discussion / Presentation
The Chicagoland Chamber of Commerce
January, 25, 2012
Introductions
• George Langlois, PhD▫ President of Organizational Strategies Inc.
▫ Director of the Center for Research and Services at IIT
▫ 25 years experience in organizational effectiveness, executive assessment and talent management systems
• Lori Muehling, PhD, RODC▫ Director of Talent Management & Organizational
Development at Exelon Generation
▫ 25 years organization development, talent management and human resources experience
• Carl Kutsmode▫ Partner at talentRISE LLC
▫ 20 years recruiting and talent operations management consulting experience
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Panel Discussion OverviewTalent Management Trends & Leading Practices: What key components make
up the talent management system of top performing companies?
• George M. Langlois, Ph.D., President, Organizational Strategies, Inc. and Senior Consultant to talentRISE
Talent Management Critical Review Business Case - What are the practical considerations to consider when reviewing and revising your talent management practices?
• Lori Muehling, Ph.D., RODC, Director of Talent Management & Organization Development, Exelon Generation
Optimizing Your Talent Decisions – How top performing companies who optimize their talent management practices are able to make informed talent decisions that ensure future business performance goals are met?
• Carl Kutsmode, Managing Partner, talentRISE
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Talent Management Trends &
Leading Practices Framework
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Future Trends: Changes in Overall Talent Mgmt CEO Priorities in 2011/2012
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Source: Deloitte - Talent Edge 2020: Blueprints for the new normal (December 2010)
Greatest Shift in Focus is On:
1. Performance Management
2. Emerging Leaders
3. High Potential Employee
Development
4. Experienced Hiring
5. Workforce Planning
6. Retention of Employees with
Critical Skills
7. Talent Assessment
8. Senior Leader Development
9. Campus / College Hiring
10. Benefits to attract / retain talent
Why the emphasis on talent?
• High performing companies do better at managing and retaining talent
• Valuation of companies is in now measured by its talent.
• Business environment is more complex and dynamic
• Boards and financial markets are expecting more.
• Employee expectations are also changing.
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Source: DDI – Nine Best Practices for Effective Talent Management (White Paper 2009)
Best Practice View of Strategic Talent Management
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Talent Identification & Business Alignment
• Aligned Core Competencies• Job “Performance Profiles”• “Right Fit” Talent
Recruiting, Assessment & Selection
• Succession Planning• Workforce planning
• Talent Supply/Demand• Talent Gap / Risk Analysis• Aging Workforce Analysis• Workforce Diversity
Performance Management & Development
• Performance Mgmt• Leadership SKILLS
Training• Leadership
DEVELOPMENT programs
• Career Development & Planning
• Hi-Potential Talent Pipeline Relationship Mgmt
Proactive Talent Retention
• Turnover Analysis• Early Warning Systems• Retention Planning &
Analysis• Employee Engagement• Market Competitiveness
(Comp, Benes, Benchmarking)
Key Underlying Processes
Alignment with Business Objectives
Assessment
Coaching
Environmental Analysis
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Best in Class - Talent Management Framework Overview
Key Points / Take Aways
• Align with your business plan
• Measure
• Integrate and streamline
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Business Case:
A Talent Management Critical
Review
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Talent Management Critical Review
- Business Case Overview
• Why do a current state critical review and not just take action on known issues?
• How did you chose the approach and why?
• Who owned/sponsored it? Who were the key stakeholders involved?
• What were the key considerations you needed to be sure to address to ensure success?
▫ Critical Success Factors
• How can the results be used and applied?
▫ Expected Outcomes / Key Findings?
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We need to be proactive in generating a steady supply of leaders to
meet anticipated demand for leadership talent and drive team
effectiveness.
Proactive Supply of Talent and Team Effectiveness
Ultimate goal:
Enabled by:
Requires:Identify/Select
Leaders
Develop
Leaders
Retain
Leaders
Right People
in the Right RolesClear Strategy
Faster Growth and
Improved Business
Performance
Right People in the
Right RolesRight People
in the Right Roles
Organizational
Structure and
Processes
Team
Development
Team
Work
Best Practice View of Strategic Talent Management
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Talent Identification & Business Alignment
• Aligned Core Competencies• Job “Performance Profiles”• “Right Fit” Talent
Recruiting, Assessment & Selection
• Succession Planning• Workforce planning
• Talent Supply/Demand• Talent Gap / Risk Analysis• Aging Workforce Analysis• Workforce Diversity
Performance Management & Development
• Performance Mgmt• Leadership SKILLS
Training• Leadership
DEVELOPMENT programs
• Career Development & Planning
• Hi-Potential Talent Pipeline Relationship Mgmt
Proactive Talent Retention
• Turnover Analysis• Early Warning Systems• Retention Planning &
Analysis• Employee Engagement• Market Competitiveness
(Comp, Benes, Benchmarking)
Assess your current practices against leading
practices to determine where your greatest gaps
are in being able to BEST support our future
business objectives
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Talent Identification Dir VP TR
Core Leadership
Competencies / Traits
Opportunity to develop core set of leadership competencies for each role
and manager training and tools on how to assess them using behavioral
anchors;
Talent Assessment &
Selection
Business Talent Reviews annually are not assessing strengths or
leadership competencies.
Succession Planning /
Pipeline +Bench
Strength
Readiness assessment criteria lacks mobility and situational experience
criteria.
Talent Management & Development Dir VP TR
Performance
Management
Too focused on development plan completion and business / operations
experience focused, not leadership skills and competency gap assessment
and development focused”; No “Off track” flags.
Leadership Skills
Training Programs
Leadership competency development specific training programs exist. No
training on performance coaching / development conversations or how to
assess leadership competency.
Leadership
Development Programs
No formal career or coaching program – candidate driven; Used ad hoc
mainly to correct performance or close a technical skill gap .
Career Development &
Planning
Manager training is needed on developmental and competency
assessment conversations; Career path checklist needed.
Example: Current State Assessment Scorecard Sample -Talent Mgmt Practices
Key Points / Take Aways
• Drive Toward Excellence
• Ownership
• Best Practices/Industry Differences
• Focus
• Prioritization/Critical Few
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Optimizing Your
Talent Decisions:
The Power of Workforce
Intelligence
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What are YOUR Biggest CHALLENGES related to
TALENT?
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Performance
Recruiting
Compensation
Systems / Automation
No Planning
Do You Know Where YOUR Organization’s Greatest
Workforce / Talent Risks Are?
▫ Workforce Diversity Mix
▫ Aging Demographics / Retirement Trends
▫ Turnover trends
▫ Headcount trends
▫ Talent Supply / Demand for Critical Roles
▫ Projected Talent Need in critical roles– Gap/Surplus
▫ Succession Pool Health
▫ Readiness Pool
▫ Integrated Talent Management Technology and Processes
▫ HR Talent Management Metrics
▫ Others?
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Leveraging Workforce Planning Technology for Talent Intelligence
- Example - Executive Summary Report
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Example: Workforce Gap Analysis by Critical Role
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Example: Talent Supply / Demand Analysis – Available Talent Demographics
and Market Competitors for Engineering Directors / Managers
Central NJ ( Trenton-Ewing-Princeton)
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Example: Headcount Trend Analysis
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Example: Turnover Trend Analysis
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Example: Workforce Diversity Analysis
Diversity something many employees and leadership teams are measured on. Insights into diversity gaps in your organization will help them link action plans to their short and long term diversity recruiting and development goals.
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Example of Revenue Risk Analysis Related to Identified Workforce Planning Gaps
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Example: Aging Workforce Demographic Trends Analysis
• Analyzing workforce aging demographics against projected retirements can provide significant insight into critical role succession pool health.
▫ 7.1% expected in the next 1 year
▫ 7.7% expected to retire in the next 2 years
▫ 8.9% expected to retire in the next 3 years
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Complimentary Talent Risk Analysis Report • To conduct an analysis for your organization, we will need an HRIS data export of the following
current workforce data for the employee group you wish to have analyzed. A minimum of 100 records is needed to run a report.
• A report will be generated within 3 weeks of receiving the data from your HR team:
▫ Position Title
▫ Department
▫ Hire Date
▫ Birth date
▫ Date Entry into Current Role
▫ Termination Date
▫ Termination Reason
▫ EEO Gender
▫ EEO Race
▫ Last Performance Rating Score
▫ Annual Pay
▫ Employee Employment – Full time / Part Time
▫ Employee Exempt Status – Exempt / Non Exempt
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Additional questions needed to complete the
financial risk analysis section of the report:
Percentage that headcount is expected to increase
or decrease next year in this role or overall?
Industry classification?
Total annual gross revenues
Total annual gross expenses
Average revenue per employee
Overtime policy
Questions
George Langlois, Ph.D.Ph 312-320 7614
Lori Muehling, Ph.D.Ph (630) 657-4162
Carl KutsmodePh 773 509 6801
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