Demystifying Talent Management & Succession Planning to Gain C-Level Involvement

• Loss of Key Leadership Talent

• Business Growth

• Business Complexity

• Preservation of Company Culture

Importance

Why the CEO Cares About Talent Management and Succession Planning:

• It Becomes an “HR Process”

• Alignment with company strategy non-existent or unclear

• C-Level is Not Actively Engaged

• Employees Do Not See the Value

• Inconsistent and Not Measured

Barriers

Why Talent Management Fails:

• Integrate it with your Corporate Strategy

• Make it a Core Business Process

• Make it Measurable and Consistent

• Engage the C-Level (and all employees!)

Outcomes

Learn to:

Key to Success

Engagement

Consistent &Measurable

Make Talent Management a Core Business Function

Integration & Alignment with Corporate Strategy

Key to SuccessMake Talent ManagementA Core Business Function

Consistent &Measurable

Integration withStrategy

Engagement

Organizational Needs

2.

Individual Development

Plans

Organizational Leadership Development Plan

Development Programs

Individual Development

Plans

Individual Development

Plans

Individual Development

Plans

Integration

1.

Stretch Job Assignments

Expand/Modify Current Job

On the Job Activities

Training

Coaching

Self-Directed Development

Development Programs

OrganizationalLeadershipDevelopment Plan

Individual LeadershipDevelopment Plan

Recruitment & Selection

Job Design

PerformanceManagement

Retention Succession Planning

360-degree Individual Performance Assessment Center

Organizational Capacity Cultural Diversity Organizational Performance Competitive Edge Employee Engagement

Individual Assessments

Organizational Assessments

Leadership Competencies

RESULTS

Integration

Strategy

Talent Management

• Create a structure tied to other business processes

• Utilize a blended approach operating within the context of the business.

Make it a Core Business Process

January

Begin Evaluations

February March

Evaluations

Complete

April

Talent

Management

Review

May

Business Review

June July

Development Update

August

September October

Talent Management Review

November

Business Review

December

Succession Planning Calendar

April –

Talent Management Review

• Evaluate progress

• Identify new HiPos

• Forecast future needs

• Calibrate plan

• Report to Sr. Mgmt.

July –

Business Review

• Evaluate progress

• Report to Sr. Mgmt.

January –

Evaluate

• Self-assessment

• Manager assessment

• One-up reviewMay -

Business Review

• Follow-up on action items

Blended Approach

Cross-Functional Assignments

Line to Staff

Big Jump in Scope

Start-Up; Turnaround

New, “Stretch”Job Assignments

Expanding/ModifyingCurrent Job On-The-Job Activities

2.

Responsibility for Related Areas

Increased Span of Control

Structure, Roles

High Impact, Cross-Functional Projects and Task Forces

Team Leadership Activities

Visibility to Senior Management

Internal Programs Action Learning Executive MBA

Assessment Center 360 Degree Feedback Executive Coaching Mentoring

Books 24/7 E-Learning Customer Visits

Training/Education Feedback & Coaching Self-DirectedDevelopment

Standardized

• Competency Model

• 360 Degree Feedback

• Assessment Center

• Job Analysis

• Curriculums

• Managerial Bench Strength

• Succession Hit Rate

• Forecasting Accuracy

• Internal Placement

• HiPo Churn

• Mentor Prevalence

Measurable