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Talent Management


Career Development &
Succession Planning (CDSP)
Talent management
Integrated Approach

                             Recruitment &
                               Selection


                     Career           Performance
                   Management         Management




                                                                     BUSINESS
 STRATEGY
 BUSINESS




                                                                     RESULTS
                                               Training
             Rewards            Talent            &
            Management        Management
                                             Development

                                        Senior
                    Succession        Management
                     Planning         Development




                         3                                 July 11, 2007   swati Smita
Aim


• Foster a process of building leadership capability across
  the lines of business / support functions

• The emphasis is on developing a broad spectrum of
  talent within the management ranks so that the
  availability of internal talent will not be a constraint to
  the organization's strategic direction

• Identify the key leadership success factors




                        4                             July 11, 2007   swati Smita
Outcomes
• Retention and development of high potential
  employees
• Builds internal staff capabilities (bench strength) for the
  emerging organizational demands
• Maps various succession options
• Facilitates developmental moves across the
  organization
• Establishes a professionally managed organization with
  the systems in place to ensure that it will have effective
  leaders going forward


                        5                           July 11, 2007   swati Smita
Contemporary Issues: Changing
Nature of Work & Organization
• Demographics (net-generation, diversity)
• Globalization
• Technology
• Redefined concept of ‘Loyalty’
• Challenges in differentiating high
  performers from poor performers
• Wanted Rapid career progression

                6                   July 11, 2007   swati Smita
Talent Management

                           Recruitment &
                             Selection


                      Career        Performance
                    Management      Management




                                                         BUSINESS
STRATEGY
BUSINESS




                                                         RESULTS
                                             Training
              Rewards          Talent           &
             Management      Management
                                           Development

                                      Senior
                     Succession     Management
                      Planning      Development
Early Models of CD
                     Walker, 1973




            8                   July 11, 2007   swati Smita
Early Models of CD (Cont.)
                      Reif & Newstro, 1974




              9                      July 11, 2007   swati Smita
Career Active System Triad (CAST)
                     (Baruch (2004
Level                Individual              Organization


Values               Aspirations             Philosophy /
                                             Strategy

Approaches           Attitudes               Policies


Behaviors            Actions                 Practices


  Serve as the framework for the discussion and for providing the
                     10                      balanced view pointSmita
                                                     July 11, 2007 swati
Elements of Career Management
 • Individual (Self) Assessment of Abilities,
   Interests, career need and goals

 • Organizational Assessment of
   employee abilities and potential

 • Communication of information
   concerning career opportunities with
   the organization

 • Career Counseling to set realistic goals
   and plan for their attainment
                  11                      July 11, 2007   swati Smita
Talent Management

                           Recruitment &
                             Selection


                      Career        Performance
                    Management      Management




                                                         BUSINESS
STRATEGY
BUSINESS




                                                         RESULTS
                                             Training
              Rewards          Talent           &
             Management      Management
                                           Development

                                      Senior
                     Succession     Management
                      Planning      Development
Succession Planning -Definition
Strategic, systematic and deliberate effort to develop
competencies in potential leaders through proposed
learning experiences such as targeted rotations and
educational training in order to fill high-level positions
without favoritism (Mathew Tropiano, 2004)

Deliberate and systematic effort by an organization to
ensure leadership continuity in key positions and encourage
individual advancement (St-Onge, Mercer)

A structured process involving the identification and
preparation of potential successors to assume a new roles

                     13                       July 11, 2007   swati Smita
WHAT IS SP?
•Constant change planning
•An organizational journey, not a project
•Ensuring continuity of leadership
•Identifying gaps in existing talent pool
•Identifying and nurturing future leaders


Why SP?
Organization supersede Individuals
– visionaries are those who groom their young ones to
take the lead position and to take the cause of
organization forward


                  14                        July 11, 2007   swati Smita
Results
                                                2. Talent Driven
                                                   culture
                                                3. Accelerated
                                                   Development
                          Education             4. Vision for future
                             and                   advancement
                           Training

                      Self Development             Accountability
Measurability
                      Competency driven
                     Strategically Targeted
                    Rotational Assignments


                Future Competencies Needed
                  Aligned with Strategic Plan

                CEO/ Leadership Commitment &
                        Involvement

                           15                            July 11, 2007   swati Smita
                Succession Planning Model         Ref: Troopiano, 2004
Challenges in SP




             16    July 11, 2007   swati Smita
Benefits of SP




                                  Source: Aberdeen Group, September 2006

Tells about
 the extent to which leadership job openings can be filled from
 the internal pool
 the av. no. of qualified candidates for each leadership position
 the number of positions with two or more ‘ready now’
 candidates
                       17                                July 11, 2007   swati Smita
 the attrition rate from the succession pool
18           July 11, 2007   swati Smita
     Garman & Gllawe, 2004
Top level succession planning different




                 19                   July 11, 2007   swati Smita
                               Garman & Gllawe, 2004
Remember

Succession plan may be expected practice – its
  absence is more a curse than its presence a
  blessing

Succession program should limit their focus to linch-
  pin positions – those considered most critical to the
  organization’s need.




                    20                        July 11, 2007   swati Smita
BEST PRACTICES in CDSP:
CASE STUDIES
Case 1: Petrofac
 Learning and Development Team in Aberdeen

 Investor in People (IiP) company


Competent Person Profile (CPP)
This framework of competence
allows all staff with potential to
be measured against the higher
level positions in the
organization
a development plan designed
and implemented and thus
contribute to the Succession
Plan for the company as a
whole. 

                          22                                     July 11, 2007   swati Smita
                                     June 1, 2007 http://www.petrofac.com/careers/training/
Case 2: Novartis-China
Four core Principles towards identifying and developing
   talents
     1. Grow leaders from within Novartis
     2. Fill 70% of the position with internal associates
     3. Each associate has a developmental plan
     4. Each associate has minimum two career and
        development discussions per year




                       23                          July 11, 2007   swati Smita
Leadershi
                             Job
        p
      Talent
                     X    Experiences          +       Continuou
                                                           s
                                                        Learning
                                                                          =   A Pipeline of
                                                                              Leaders to
                                                                               Grow the
                                                                                Business
Processes and Tools      Processes and Tools        Processes and Tools
•Leadership              •Organization and          • Learning
 standards/values and     talent Review               Programs
 behaviors                Process (OTR)             • Accelerated
•Functional                 •Talent                   Developmental
 Competency Models           Management               Programs
• Executive Interview        System (TMS)           • Mentoring
 guides                     • Talking Talent        • 360o Feedback
•Manager’s Toolkit for   •Career Maps               • Development
 Assessing and           •Performance                 Planner
 Developing Potential     Management
                          System


                                                      LD at Novartis (Cont.)

                                               24                              July 11, 2007   swati Smita
LD at Novartis-China (Cont.)
Engaging Internal Talent
    1. Provide Training
    2. Deploy talent in new, exciting and ‘stretch’
       assignments and provide clearly defined career
       paths
    3. Connecting employees so that they can learn from
       their experienced peers and other professionals




                     25                       July 11, 2007   swati Smita
Case 3: Research on Best Practices

Best Practice Partners – 5 companies
   Dell Computers
   Dow Chemical Company
   Eli Lilly and Company
   Pan Canadian Petroleum
   Sonoco Global Products

Ref:
   Fulmer (2002) Choose Tomorrow’s Leaders Today:
   Succession planning grooms firms for success



                      26                      July 11, 2007   swati Smita
Best Practices: What they did right
Effective succession management is a journey – not a destination

Deployed a Succession Management Process
   succession management is continuous annual process
   Business units responsible for ‘deliverables’
   HR typically responsible for the tools and processes
   Technology to facilitate the process (short, simple and flexible)

Identified the Talent Pool
   cyclic continuous identification process
   used core set of leadership and succession management
   competencies
   Talent assessment – semi transparent process

Engaged the Talent Pool
   IDPs for each employee
   developmental Activities – special assignments, action learning,
   web-based development activities

Monitoring & Assessing 27                            July 11, 2007 swati Smita
  method of assessment to monitor the succession planning process
Recommendations from their exp.

• Keep the process simple
• Engage technology to support the process
• Align succession management within overall business
  strategy
• Secure senior level support for the process

The last two suggest that there is ‘virtuous cycle’ when the
   succession system supports corporate strategy in a
   tangible way



                       28                          July 11, 2007   swati Smita

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Talent management

  • 1. Talent Management Career Development & Succession Planning (CDSP)
  • 3. Integrated Approach Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development 3 July 11, 2007 swati Smita
  • 4. Aim • Foster a process of building leadership capability across the lines of business / support functions • The emphasis is on developing a broad spectrum of talent within the management ranks so that the availability of internal talent will not be a constraint to the organization's strategic direction • Identify the key leadership success factors 4 July 11, 2007 swati Smita
  • 5. Outcomes • Retention and development of high potential employees • Builds internal staff capabilities (bench strength) for the emerging organizational demands • Maps various succession options • Facilitates developmental moves across the organization • Establishes a professionally managed organization with the systems in place to ensure that it will have effective leaders going forward 5 July 11, 2007 swati Smita
  • 6. Contemporary Issues: Changing Nature of Work & Organization • Demographics (net-generation, diversity) • Globalization • Technology • Redefined concept of ‘Loyalty’ • Challenges in differentiating high performers from poor performers • Wanted Rapid career progression 6 July 11, 2007 swati Smita
  • 7. Talent Management Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development
  • 8. Early Models of CD Walker, 1973 8 July 11, 2007 swati Smita
  • 9. Early Models of CD (Cont.) Reif & Newstro, 1974 9 July 11, 2007 swati Smita
  • 10. Career Active System Triad (CAST) (Baruch (2004 Level Individual Organization Values Aspirations Philosophy / Strategy Approaches Attitudes Policies Behaviors Actions Practices Serve as the framework for the discussion and for providing the 10 balanced view pointSmita July 11, 2007 swati
  • 11. Elements of Career Management • Individual (Self) Assessment of Abilities, Interests, career need and goals • Organizational Assessment of employee abilities and potential • Communication of information concerning career opportunities with the organization • Career Counseling to set realistic goals and plan for their attainment 11 July 11, 2007 swati Smita
  • 12. Talent Management Recruitment & Selection Career Performance Management Management BUSINESS STRATEGY BUSINESS RESULTS Training Rewards Talent & Management Management Development Senior Succession Management Planning Development
  • 13. Succession Planning -Definition Strategic, systematic and deliberate effort to develop competencies in potential leaders through proposed learning experiences such as targeted rotations and educational training in order to fill high-level positions without favoritism (Mathew Tropiano, 2004) Deliberate and systematic effort by an organization to ensure leadership continuity in key positions and encourage individual advancement (St-Onge, Mercer) A structured process involving the identification and preparation of potential successors to assume a new roles 13 July 11, 2007 swati Smita
  • 14. WHAT IS SP? •Constant change planning •An organizational journey, not a project •Ensuring continuity of leadership •Identifying gaps in existing talent pool •Identifying and nurturing future leaders Why SP? Organization supersede Individuals – visionaries are those who groom their young ones to take the lead position and to take the cause of organization forward 14 July 11, 2007 swati Smita
  • 15. Results 2. Talent Driven culture 3. Accelerated Development Education 4. Vision for future and advancement Training Self Development Accountability Measurability Competency driven Strategically Targeted Rotational Assignments Future Competencies Needed Aligned with Strategic Plan CEO/ Leadership Commitment & Involvement 15 July 11, 2007 swati Smita Succession Planning Model Ref: Troopiano, 2004
  • 16. Challenges in SP 16 July 11, 2007 swati Smita
  • 17. Benefits of SP Source: Aberdeen Group, September 2006 Tells about the extent to which leadership job openings can be filled from the internal pool the av. no. of qualified candidates for each leadership position the number of positions with two or more ‘ready now’ candidates 17 July 11, 2007 swati Smita the attrition rate from the succession pool
  • 18. 18 July 11, 2007 swati Smita Garman & Gllawe, 2004
  • 19. Top level succession planning different 19 July 11, 2007 swati Smita Garman & Gllawe, 2004
  • 20. Remember Succession plan may be expected practice – its absence is more a curse than its presence a blessing Succession program should limit their focus to linch- pin positions – those considered most critical to the organization’s need. 20 July 11, 2007 swati Smita
  • 21. BEST PRACTICES in CDSP: CASE STUDIES
  • 22. Case 1: Petrofac Learning and Development Team in Aberdeen Investor in People (IiP) company Competent Person Profile (CPP) This framework of competence allows all staff with potential to be measured against the higher level positions in the organization a development plan designed and implemented and thus contribute to the Succession Plan for the company as a whole.  22 July 11, 2007 swati Smita June 1, 2007 http://www.petrofac.com/careers/training/
  • 23. Case 2: Novartis-China Four core Principles towards identifying and developing talents 1. Grow leaders from within Novartis 2. Fill 70% of the position with internal associates 3. Each associate has a developmental plan 4. Each associate has minimum two career and development discussions per year 23 July 11, 2007 swati Smita
  • 24. Leadershi Job p Talent X Experiences + Continuou s Learning = A Pipeline of Leaders to Grow the Business Processes and Tools Processes and Tools Processes and Tools •Leadership •Organization and • Learning standards/values and talent Review Programs behaviors Process (OTR) • Accelerated •Functional •Talent Developmental Competency Models Management Programs • Executive Interview System (TMS) • Mentoring guides • Talking Talent • 360o Feedback •Manager’s Toolkit for •Career Maps • Development Assessing and •Performance Planner Developing Potential Management System LD at Novartis (Cont.) 24 July 11, 2007 swati Smita
  • 25. LD at Novartis-China (Cont.) Engaging Internal Talent 1. Provide Training 2. Deploy talent in new, exciting and ‘stretch’ assignments and provide clearly defined career paths 3. Connecting employees so that they can learn from their experienced peers and other professionals 25 July 11, 2007 swati Smita
  • 26. Case 3: Research on Best Practices Best Practice Partners – 5 companies Dell Computers Dow Chemical Company Eli Lilly and Company Pan Canadian Petroleum Sonoco Global Products Ref: Fulmer (2002) Choose Tomorrow’s Leaders Today: Succession planning grooms firms for success 26 July 11, 2007 swati Smita
  • 27. Best Practices: What they did right Effective succession management is a journey – not a destination Deployed a Succession Management Process succession management is continuous annual process Business units responsible for ‘deliverables’ HR typically responsible for the tools and processes Technology to facilitate the process (short, simple and flexible) Identified the Talent Pool cyclic continuous identification process used core set of leadership and succession management competencies Talent assessment – semi transparent process Engaged the Talent Pool IDPs for each employee developmental Activities – special assignments, action learning, web-based development activities Monitoring & Assessing 27 July 11, 2007 swati Smita method of assessment to monitor the succession planning process
  • 28. Recommendations from their exp. • Keep the process simple • Engage technology to support the process • Align succession management within overall business strategy • Secure senior level support for the process The last two suggest that there is ‘virtuous cycle’ when the succession system supports corporate strategy in a tangible way 28 July 11, 2007 swati Smita

Editor's Notes

  1. CAST integrates individual and organizational focus to career development – it is an active system CAST is set at the three level of analysis – Values - The basic underlying level – the principle, ,orals, culture – forms the roots from which the other levels emerge. Approaches and assumptions – translates those values into the third level, Behavior - Action and practice.
  2. self-exploration and analysis – self assessment (e.g. workshops, tailor made work books by IBM, Xerox, GM & GE) – we can also develop same at our end Accurate assessment – AC, biographical information, PMS and current job history Informal or formal? Informal – employee learn about career development opportunities from their supervisors within the context of developmental performance appraisal and interviews. Formal – traditional/ behavioral career paths identified and communicated through work-books etc Possible career directions, possible career advancements, specific job vacancies Developmental performance appraisal interviews, identify gaps and developmental opportunities
  3. Structured – process having some reliable structure and/or custom and not ‘just-in-time’ identification of successor Identification & preparation -
  4. Link to strategy as more aspirational than actualized – even in best practice companies
  5. Petrofac award-winning and industry-accredited competence assurance scheme called the Competent Person Profile (CPP)
  6. Engage: 1. Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis – from global to local through localised corporate programmes and though global Novartis corporate learning programmes
  7. Engage: Develop talent through traditional, but world class, training and on-the-job learning. E.g. BiMBA development program (Beijing International MBA program and is a Sino-US educational join venture at Peking University), leadership training through two axis – from global to local through localized corporate programs and though global Novartis corporate learning programs Manager’s Toolkit for Assessing and Developing Potential, Organization and Talent Review (OTR), includes “Talent Management System” and “Talking Talent”. 5 main mechanism to enhance continuous learning -- learning programs, accelerated development programs, mentoring, 360 o feedback and development planner.