Talent Management, Becoming part of Talent Management, Becoming part of the Equationthe EquationSonserae Toles; SiemensSonserae Toles; SiemensHank Riehl; SkillsoftHank Riehl; Skillsoft

Learning: Re-Imagined

AgendaAgenda

• Siemens; A Brief Overview

• The Talent Management Landscape

• Implementing Talent Management at Siemens

• Group Discussion; Q & A

March 2009

•Siemens Overview

Siemens: A Global Integrated Technology Siemens: A Global Integrated Technology CompanyCompany

Industry Energy Healthcare

Every business day…Every business day…•…We help the U.S. Postal Service process all letter mail delivered to American homes and businesses

•…We filter one in ten glasses of water consumed by Americans

•…We help treat more than 30,000 cancer patients with our radiation therapy systems

•…We process 170 million U.S. healthcare information transactions

•…We help provide baggage security services in 450 of America’s commercial airports

•…We average more than five new U.S. patents to help improve the lives of millions of Americans

What is Talent Management ?What is Talent Management ?

• The fostering of Employee Development

• According to an organizational master plan

• That serves organizational short-and-long-term strategic goals

• Using a universally defined and applied set of methods and analytics

• In short, taking the randomness out of the Employee Development process that exists in so many organizations

What is expected from TM ?What is expected from TM ?

• Some or all of the following• The right person qualified-for, and in the right job today

• People prepared (or preparing) for greater responsibilities

• Plans and Readiness for effective Succession

• Consistency in evaluations & appraisals (Performance Management)

• Learning solutions aligned with organizational needs (consistent, pertinent, better ROI)

• Embraced by the rank-and-file; fairness, opportunity, mobility

TM Implementations; ApproachesTM Implementations; Approaches

• Performance Centric• Structured Performance Appraisal is the hub

• drives development plans, tracking of same, succession, promotion-readiness, etc. Common criteria (competencies) allows roll-up of data and talent-searches.

• Competency Centric• Process purposely kept separate from Performance

Appraisals (non-threatening)• Self and 360 assessments (not attached to salary) in place of

Performance Appraisals (which still exist)• Otherwise similar to PM in methods

• Learning & Development Centric (Implicit TM)• Learning Programs engineered to meet explicit needs• Assigned, tracked and reported-upon

Talent Management evolving at SiemensTalent Management evolving at Siemens

Current State: Duplication/Decentralization & CostCurrent State: Duplication/Decentralization & Cost• What we found:

• Process

• Inconsistent processes, tools, systems and methodologies used to facilitate and support common efforts and programs

• Cost

• Duplication of efforts and resources

• Country wide forecasted training spend increasing 25% from FY07 to FY08

• No controls to manage inflating costs

• Strategy

• No cohesive strategy for learning and development across the US to drive financial and resource investment

• What are the Implications?

• Process

• No/little training for some operating companies

• Lack of consistent learning/development strategies limit leadership pipeline

• No standard certification of “quality”

• Cost

• No/limited tracking/analysis/ measurement

• Unable to make effective decisions about financial investments and project prioritization

• Strategy

• Unable to develop a common set of leadership skills across Sectors

• Unable to make investment decisions with full transparency

Desired State: Cost-Effective COE Desired State: Cost-Effective COE

Project Charter:

The purpose of this project is to drive out 25% General & Administrative (G&A) costs for HR in the areas of Learning, Leadership and Development (L&LD). L&LD is defined for purposes of this project as: OD, Leadership Development, Learning and all of their respective sub-processes. This will be done by bundling governance, standardizing processes and sharing where appropriate. All options to decrease costs and to simplify and/or eliminate overly complex/non-value added processes will be considered, while maintaining the same level of quality.

COE Development ProcessCOE Development Process

EstablishCross-SectorSteering Com.

OrganizeTopicSub Teams

-HRVP NominatedL&LD leaders

-Learning

-DevelopmentPrograms

-Diagnostics

-OD

-PMP

Inventory& Analyze

-Inventory

-Value

-Cost

-Cross-SectorApplicability

DevelopModel

-Continuity

-Cost Effective

-Metrics

DefineSavings

Bundle

-Est. 1.5M

-Vendor Mgmt

-US Project

-Americas Project

-Global Project

Solution: Integrated L&LD Concept Solution: Integrated L&LD Concept

Bundle non-technical learning solutions and staff to apply strategic framework for the delivery and measurement of output

Standardize development programs by applying appropriate structure at the right time / level, and measuring the outcomes

Establish continuity within and between learning and development programs by improving synergies and reducing costs

Learning

Future L&D state creates competitive advantage in attracting, developing and retaining people

Using a Competency-Driven Strategy:

• Drive a high performance culture• Build a global diverse talent pipeline• Build strategic competencies though education,

learning & development• Create “Enterprise Premium”

Leadership & Development

Ear

ly C

aree

r, Ex

empt

Lev

el+

Learning

Level/

Incumbent

Experiential

Development

Instructor -

Led Training

Coach/

Mentor

Networking Diagnostic Dev Plan

Manager

of

Function

N/A Strategy &

Execution

N/A N/A N/A N/A

Manager of Manager

Group coaching model

Development Centers

Management

200

Prof. Skills

Yes Via Experiential

Development

activities

Via

Management

200

Via PMP

Line Mgr Emerging Leaders

Program

Management

101

Prof. Skills

Yes Sector based Panel

Assessment

Via

Management

101

Via PMP

Indiv. Cont.

Synchronous (virtual),

post-learning disc.

Groups

e-learning

focus w/

selected ILT

Yes for

high pots

TBD TBD Via PMP

Development Program RoadmapDevelopment Program Roadmap

How’d it Work? We don’t know (yet)How’d it Work? We don’t know (yet)• This is all a plan right now…

• It gets implemented in October…

• What are your thoughts?• Strengths• Weaknesses• Risks

• Have you attempted something similar?• Results ?

Questions / ObservationsQuestions / Observations

• Thank You

• Sonserae Toles; Siemens

• Hank Riehl; Skillsoft