Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.

1. Talent Management Workshop
Harnessing the power of your team
21 January 2016
Jeff Jones, Steve Bolton & Paul Kersey
Eversheds

2. Today’s presentation team
Jeff Jones
− Head of Eversheds Agile HR
− Held several senior HR roles within the
Legal Sector
Steve Bolton
− Senior HR consultant
− Extensive experience of
implementing talent management
across different sectors
Paul Kersey
− HR Agile consultant
− Experience of embedding talent
management in Liberty Global and
Virgin Media

3. − Why manage talent?
− How a talent audit can help you
− Best practice talent management
• What does ‘good’ look like – Paul Kersey
• Eversheds – Steve Bolton
− Closing the gaps
− Questions and summary
Agenda

4. Why manage talent?

5. − You are all facing the same challenges
• getting the best out of the team you have
• producing more with less
• being under the microscope in terms of costs
• being more flexible
• targeted retention
−We want to send you away with the tools to think
proactively about how you manage your talent
−One of the areas that GC’s consistently raise as cause for
concern
Why manage talent?

6. − Identify potential in your team and tailor development
− Include individual plans in Performance Development Review
− Provide coaching, mentoring and sponsorship schemes
− Soft skills training to complement technical skills
− Expose lawyers to different environments nationally and
internationally
− Contribute to the company through initiatives such as CSR
− Introduce 360 reviews
− Manage promotions
GC feedback

7. − Provide equality for female lawyers
• consider male mentors
• ensure promotion is in line with male counterparts
• encourage attendance at networking events such as
Carrie
− Flexible working for both men and women
GC feedback

8. How a talent audit can help you.

9. − Have your objectives as a team changed?
− Have you got the correct structure to deliver these objectives?
• How do you measure up against the 5 R’s?
− Assess your talent
• Research points to four key criteria to recognise potential:
• A ‘can do’ approach and hungry to learn
• Applies sound judgement
• Adapts and responds effectively to change and new challenges
• Self-awareness
− High potential individuals are likely to display three or four of
these criteria on a consistent basis
− Talent groups aren’t fixed and for this reason we recommend
reviewing annually to check that the approach being taken is
still the right one for your business and the team
How a talent audit can help you

10. The focus of a talent
management approach is on
looking at future potential as
well as current performance.
Identifying people’s longer
term potential enables the
creation of practical ideas
and actions for their career
development.
Change in talent management

11. Best practice talent management
What does ‘good’ look like?

12. Talent Management in Liberty Global
Talent tools and
process
Two dimensions
Talent mindset
PEOPLE

13. Irelan
d
United
Kingdom
Switzerlan
d
Germany
Poland
Austria
Hungary
Romani
a
Belgium
Europe
Netherland
s
Revenue U$ 18 billion with 27m customers and
38,000 people
Chile
Puerto
Rico
North & Latin
America
Czech
Republic
Slovaki
a
Luxembou
rg
USA

14. − A significant amount of our revenue
growth is expected to come from xyz
segments over the next 3 years
• Do we have the right capabilities?
• Are we structured the right way?
− To what extent , can we develop our
own people to meet these challenges
or do we need to go external ?
− With increasing competition, are we
offering the right compensation
programmes to attract and retain
top talent ?
− Navigating matrix management and
clarifying roles and responsibilities –
role of the centre vs. country in key
business processes
− Developing a cadre of internationally
mobile leaders to accelerate
knowledge transfer and
cultural/business alignment
− How do we build a more cohesive
global organization culture yet retain
local flexibility and consumer brand
value ?
− What do we need to do to improve
the depth of succession and address
the gender balance issue at senior
level ?
Key Organisation and Talent challenges
(examples)

15. Co-Creates
& Executes
Strategy
Develops a
Winning Team
Innovates with a
Customer Focus
Entrepreneurial
Drive for Results
Lives
One Company
Leads &
Inspires
Leadership Expectations

16. Assessment of Potential and Performance
Referenced to the Leadership Expectations
Stable
Capable of doing a
similar or equivalent
level of role in the
future.
May be willing to take
on additional
responsibilities but does
not display desire to do
larger, more complex
roles.
Growth
Capable of doing a
larger or expanded role
in the future.
Demonstrates strong
leadership skills (aligned
to the Leadership
expectations).
Has desire to progress
and take on new
challenges.
High
Capable of doing a
significantly larger role
(at next level) in future.
Demonstrates superior
leadership skills (aligned
to the Leadership
expectations).
Highly motivated and
demonstrates interest to
advance, learn new
things and take on new
challenges.
Developing
Performance (and/or
behaviors) may be
inconsistent at times.
Requires more
management time and
attention than peers.
Could be individual
who is new in role or
established individual
who is losing
momentum.
Strong
Consistently delivers
what is required.
Displays the right
behaviors.
Trusted performer;
Highly engaged .
Exceeds
Consistently exceeds
expectations year-on-
year.
Always displays the
right behaviors.
Recognised by peers
and colleagues as one
of the best.
Potential - current view Sustained Performance – over past 2 years
Talent Discovery 2014
The essential attributes of
high potential
Track Record of
Performance
“Entry Ticket”
Ability to adapt
and learn
quickly
Ambition and
Desire
Fit with Liberty
Global values &
expectations

17. Talent Discovery Reviews – common approach for
country and functional reviews
Key Organization & Talent Challenges
− Review of key organization & talent
issues; priorities and concerns
− Review of organisation structure and fit
for future growth
− Current & Planned open positions
Leadership review
− Overview of leadership team potential
and performance
− Review High Potential population
− Assess readiness and development
needs
− Understand leadership population profile
- strengths and development needs
Succession plans
− Identify and agree potential successors for
critical roles
− Assess overall bench strength – and talent
pipeline
− Determine actions to mitigate risk
Action planning
− Identify and agree actions at both an
organization and individual level
− Feedback to all leaders with appropriate
messages – with focus on high potentials,
potential successors and individuals with
concerns.
− Track actions to ensure follow through

18. StableGrowthHigh
Developing Strong Exceeds
StretchStretchDevelop 0.5%
GrowGrowDevelop
EngageEngageReview
POTENTIAL
SUSTAINED PERFORMANCE
9.7%
5.8%
5.1% 16.1%
34.1%
10.7%
5.0%
13.0%
Analysis of Potential & Performance – Overall
Population (1170)

19. Talent Discovery Framework
Principles in practice
The employee tells us about:
• Internal work experience
• Previous employment
• Education
• Professional Certifications
• Language skills
• Willingness to Relocate
• Career Aspirations
The manager gives us a view on:
• Risk of loss
• Impact of loss
• Readiness
• Development program nominations
• Potential successors
• Sustained performance (developing, strong,
exceeds)
• Potential (stable, growth, high)
• Summary of strengths
• Summary of development areas
HR supports:
• communication to all
in scope
• functional leader
feedback sessions
• a talent discovery
meeting with their MD
MD – Country and
Corporate
• leads the Talent
Discovery Review
with the senior
leadership team
• identifies key
organization and
talent issues &
challenges
Output
− Talent Profiles for all in
scope
− 9 box grid by
Country/Function/Level
− Succession plans
− View on key organization
and talent issues
− Central insight
demographics e.g.
gender, mobility,..

20. Benefits of the Talent Discovery
For the Individual
− Feedback on strengths and
areas for development
− Greater clarity in terms of
future career development and
potential
− More targeted development
planning
− Increased engagement and
global exposure
For Liberty Global
− Shared understanding of key
organization and talent issues
− Greater insight to the strength
and depth of leadership
pipeline
− Clear view of potential
successors and risks for Exec
and VP roles
− Better informed decisions on
internal mobility
Leaders actively engaged with the “talent agenda”

21. Talent Discovery Principles / Lessons learned
Simplicity
Transparency
Ownership
Accountability
Technology enabled
- tools & framework
- feedback is key
- employee owns development
- business with HR support
- user experience & data insight

22. − Inefficient team structures
− Limited promotion opportunities
− Pay increases out of line with individual expectation
− Alternative opportunities within the firm unclear
− High turnover?
Eversheds – our challenges are similar to yours?

23. Talent management in Eversheds
How it used to work

24. Key Contributor
• Consistently delivers above target on
stretching objectives
• Rated overall Excellent / Very Good
• Is seen as a thought leader in his/her
specialist area ; deep expert
• Unlikely to progress into bigger more
complex roles or move outside their
area of expertise
• Role Model performer against values
Strong
Performer/Contributor
• Consistently delivers above target on
stretching objectives
• Rated overall Excellent /Very Good
• Shows potential to take on bigger
more complex roles within and outside
current work area
• Role model performer against values
• Demonstrates ambition to develop
and progress in career
Star
Performer/Contributor
• Consistently delivers above target on
stretching objectives
• Rated overall Excellent / Very Good
• Shows potential to take on
significantly bigger, more complex
roles within and outside current work
area
• Role model performer against values
• Shows real hunger to progress, learn
and gain advancement & bigger
opportunities
Acceptable
Performer/Contributor
• Delivers on or above target on
objectives
• Rated overall at least Good/Achieving
Standards
• Unlikely to progress into bigger, more
complex roles
Consistent
Performer/Contributor
• Delivers on or above target on
objectives
• Rated overall at least Good/Achieving
Standards
• Shows potential to take on bigger,
more complex roles within and outside
current work area
Rising Star
• Delivers on or above target on
objectives
• Rated overall at least Good/Achieving
Standards
• Shoes potential to take on
significantly bigger, more complex
roles within and outside current work
area
• Demonstrates ambition to develop
and progress in career
Unacceptable
Performer/Contributor
• Isn’t meeting most objectives
• Rated overall Unsatisfactory
• Unlikely to progress into bigger, more
complex roles
Marginal
Performer/Contributor
• Isn’t meeting most objectives
• Rated overall Development Needed
• Shows potential to take on bigger,
more complex roles within and outside
current work area (may be in the
wrong role or dealing with mitigating
circumstances)
New Entrant or
Learner
• Maybe new to team/too early to say
• Expected to progress and deliver
strong performance
Performance
H
M
L
Potential (assessment of their future capability)
L M H

25. A practical method that differentiates people into three
groups, creating clarity and a management approach that
we can implement on a day to day basis
− High potentials
• Significant potential to succeed in a more senior or expanded
role. Have capability to make a significant difference to the
current and future performance of the business
− Strong contributors
• Make an important contribution to the success of the team
− Under-performers
• Plateauers
• New to role
• Poor performers
Talent management in Eversheds - how does it work
now?

26. Closing the gaps
How this works in practice…

27. This group are likely to provide future leaders, their retention and development is key. They need to feel
on a consistent basis that their employer is committed to them, and their development for both the
short and longer term. Support needs to be structured in terms of both regular progress checks and
linked to broader business and succession plans.
Types of recommended actions to implement the development plan:
− day to day work opportunities
• business planning and budgeting
• technical leadership for juniors
− exposure to senior management
− BD opportunities
− client exposure
− a coach
− developing networks
− profile raising
− secondments
− international assignments
…with high performers

28. Without this group your business would not be able to operate as
successfully as it does, although they may be unlikely leaders of the
future. The key to keeping these groups engaged, informed and
performing at a high level is to ensure that they know how much you
value their consistent, high quality contribution.
Suggested actions:
− regular team meetings to
• share progress against the team plan
• share knowledge and experience
• encourage them to share ideas
− regular one to ones
• motivate them to continue to achieve high performance
• discuss breadth and opportunity to maintain their interest and
enthusiasm
• keep them close to retain them
− focus your conversations on high performance in CURRENT role
….with strong contributors

29. Three main categories
− Plateauers – performance has stalled
− New to role – currently lacks skills and/or knowledge
− Poor performers – performing below the standard expected
…with under performers

30. Step 1:
Team
objectives
Step 2:
5 R’s
Step 3:
Talent
Audit
Step 4:
Closing
the gaps
Step 5:
Talent
Strategy
Business
Strategy
What you need What you’ve
got
Where your
strategy is
at risk
How you
will respond
Talent Roadmap

31. − Eversheds model is working for
us
− It fits the brief and what’s been
discussed today
− You should be able to relate it to
your team
− We can help should that be
required
In summary

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Website – www.evershedsconsulting.com
Links

33. eversheds.com
©2015 Eversheds LLP
Eversheds LLP is a limited liability partnership
Graham Richardson
Partner
grahamrichardson@Eversheds.com