Talent Management - Aligning Implementation with Your Organization’s Needs
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Transcript of Talent Management - Aligning Implementation with Your Organization’s Needs
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The presentation will begin shortly
Welcome
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MATT O’CONNOR, PHD&
JENNIFER ORCELLETTOFEBRUARY 16, 2016
Talent Management: Aligning Implementation with Your Organization’s
Needs
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PROBLEM
HCR ManorCare lacks an integrated approach to the Development and Succession of employees linked to their job and career performance. This results in confusion for employees, inability for the organization to effectively identify/develop talent, and difficulty linking performance to important knowledge, skills and abilities.
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TALENT MANAGEMENT APPROACH
Organization
Strategy and
Culture
Learning
Succession
Performance
Management
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PHASE 1 - LEARNING
Learning Assessment and Strategy
Learning GovernanceLearning Council
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ASSESSMENT - CURRENT STATE
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CURRENT STATE
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LEARNING PRIORITIES
Standard tools and processesAutomation of processesAccountability for learningImproved technologyTime and accessibility
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ASSESSMENT –VISION FOR THE FUTURE
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LEARNING STRATEGY
Process
People
Technology
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LEARNING GOVERNANCE
Learning Communit
y
Steering Committee
Learning Services
Learning Council
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LEARNING CHAOSAS
SIST
ED
LIVI
NG
BU
SIEN
SS
OFF
ICE
CLI
NIC
AL
(FIE
LD)
CLI
NIC
AL
SERV
ICE
S
HE
ARTL
AND
H
HH
HU
MAN
R
ESO
UR
CE
S
HR
(FIE
LD)
INFO
SER
VIC
ES
LEG
AL
MAR
KE
TIN
G
OPE
RAT
ION
S
RE
HAB
SE
RVIC
ES
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ASSI
STED
LI
VIN
GB
USI
ENSS
O
FFIC
EC
LIN
ICAL
(F
IELD
)C
LIN
ICAL
SE
RVIC
ES
HE
ARTL
AND
H
HH
HU
MAN
R
ESO
UR
CE
S
HR
(FIE
LD)
INFO
SER
VIC
ES
LEG
AL
MAR
KE
TIN
G
OPE
RAT
ION
S
RE
HAB
SE
RVIC
ES
LEARNING COUNCIL
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LEARNING COUNCIL
Select and implement technologyCreate and implement standardsDefine and communicate strategyAddress inconsistencies
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ON-GOING
Regular Meetings (Quarterly) Attendees find value in attending these
Learning Audits
Progress Reporting to Steering Committee
Keep Communication going between Departments
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PHASE 2 – SUCCESSION ASSESSMENT FINDINGS
If you are here long enough you can get promoted. Less to do with knowledge and skills. More to do with tenure and expectation.
Employees are rarely told what needs to be done to move along a career path. Fend for yourself.
Didn’t have an easily accessible repository of employee education, skills, projects, competencies, etc.
Started with fillable pdf put into an Excel data base. Only a few people had access. Felt secretive.
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PHASE 2 – SUCCESSION STEP 1
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PHASE 2 – SUCCESSION STEP 2
Competencies linked to Learning and developed resources to improve in these competencies
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PHASE 2 – SUCCESSION STEP 3
Buying content from Relias to improve skills and development
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PHASE 2 – SUCCESSION STEP 4
Capture employee information on Learning, Experience, and Career Preferences
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PHASE 2 – SUCCESSION STEP 4 CONT.
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PHASE 3 – PERFORMANCE MANAGEMENT ASSESSMENT
Everyone has same performance review
Not linked to Succession or Learning.
Minimal focus on what an employee needs to do outside of goals for the next year often in terms of projects that need to be completed.
Done once a year and always looked at as a raise
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CONCLUSION
Organization
Strategy and
Culture
Learning
Succession
Performance
Management
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Thank You!