7/31/2019 9 Blocker Model 8712
1/29
Talent Development - AnInvestment vs A Cost?
ICBE Conference
18th April 2007
7/31/2019 9 Blocker Model 8712
2/29
Genworth Financial Company Confidential 1
If you want one year of prosperity, grow grain
If you want ten years of prosperity, grow trees
If you want 100 years of prosperity, grow people
Chinese Proverb Kouzes & Posner, The Leadership Challenge
7/31/2019 9 Blocker Model 8712
3/29
Genworth Financial Company Confidential 2
Why Invest Time in HR?
Key message; over 30 reports in the US and Europe conclusively prove that management
capability in clearly articulating and implementing coherent values and underlying HR
practices is the most significant driver of long term business performance
Collins & Porras
"Built \to Last" 1997
Visionary companies have outperformed the stock market
by a factor of twelve since 1925
Kotter & Heskett Quoted in
"Innovation Explosion" 1997
Impact of the soft stuff on business performance and the capability of managers (at all levels) to deliver this
New companies offered on the US stock market are 42%
more likely to survive for 5 years if they score highly on
an index of 'valuing human resource'
Pfeffer, "The Human Equation", 1998
Successful innovating companies have found clear values
and vision to be practical keys to higher productivity
over a 11 year period such companies increased their
Revenues by 678% vs 166%
Stock prices by 901% vs 74%
Net income by 756% vs 1%
60-90% of the market value of companies is in their
intellectual assets, with Human Capital being the highest %
Hope & Fraser Mgt Accounting, 1997
IPD paper #22 "Impact of People
Management Practices on
Business Performance" 1987,
drawing on the work of
the Sheffield Effectiveness
Programme
Using research over the period 1991-2001 in 100 UK
manufacturing companies, the findings showed;
Implementation of good HR practices had a higher
impact on the positive profit variability and
productivity on these companies than strategy, quality
or R&D initiatives combined
"concern for employees welfare was the single mostimportant predictor of organisation performance"
7/31/2019 9 Blocker Model 8712
4/29
Genworth Financial Company Confidential 3
HR - Impact of Managerial Styles onResults and Work Environment
Balanced style compared to
Controlling Novice
Work Group Effectiveness(results) +20% +80%
Morale +34% +45%
Tension -33% -15%
Commitment +97% +103%
Team Building +33% +51%
Balanced Managers were proven to score better in terms of both
results and work climate dimensions
Key Message: focused management development can deliver better
business results and the work climate needed for long-term success
7/31/2019 9 Blocker Model 8712
5/29
Genworth Financial Company Confidential 4
TalentManagement
Our approach to buildingthe pipeline
> A Learning Culture
> Performance Management Identifying the Pipeline
> Leadership Success Path &Derailers
> Training & Development Growing the Next Generationof Talent
7/31/2019 9 Blocker Model 8712
6/29
Genworth Financial Company Confidential 5
> Active Learning of Every Point in the Compnay
> Senior Leadership Team Drive Down Into the
Organisation
> All Management Role Model
> Active Development Plans - Reviewed Quarterly
>
Underpinned by Genworth Values
A Learning Culture
7/31/2019 9 Blocker Model 8712
7/29
7/31/2019 9 Blocker Model 8712
8/29
Genworth Financial Company Confidential 7
Whats expected of me?
How am I doing? How can I improve/develop?
GOAL SETTING
ANNUAL
APPRAISALEMS
DEVELOPMENT
PLANS
GOAL REVIEW
FEEDBACKCOACHING
Performance Management
7/31/2019 9 Blocker Model 8712
9/29
Genworth Financial Company Confidential 8
Force rank talent by performance and promotablity (AKA
the 9 Blocker)
Review and give feedback on the performance,promotability, and developmental needs of top
management Make the tough call where needed
Review succession plans for key management jobs e.g.,
feeder positions
Make early identification of high-potential talent andensure their development Best Bets
Assess the talent base in key growth areas Finance,
Actuarial, & Sales
Review the business quality initiatives, resources
needed, skills inventory, performance assessments and
training priorities
The Annual Talent/people Review by Each BusinessWith the CEO, Members of the CEO Team
100% focused on Peopleand Culture
Much More Than Just a Rack &Stack
7/31/2019 9 Blocker Model 8712
10/29
Genworth Financial Company Confidential 9
Best Bets
Currently Senior Professional
Next Role EB+ Potential
Keep in Mind Quality DNA
Best BetsEB
High PotentialEB
EarlyCareer EBPotential
Our Process to Fill the LeadershipPipeline
Pipeline Development
Currently Senior Professional
One Additional Role Prior to EB+
EB Role 18-24 Months
High Potential
Early Career
Greater Than 24 Months for EB Role Less Than 5 Years Experience Currently Lead Professional Potentially Off Program
7/31/2019 9 Blocker Model 8712
11/29
Genworth Financial Company Confidential 10
Promotability
High Medium LimitedO
ve
ra
ll
Ra
t
ing
T
20
HV
70
LE
10
The 9 Blocker
7/31/2019 9 Blocker Model 8712
12/29
Genworth Financial Company Confidential 11
Definitions of Potential An individuals capacity for development based on performance, aptitude, and demonstrated ability to take on broader
responsibilities
To what extent could someone do a BIGGER job, not just a different job? Think about the persons leadership ability as againstthe GE values and behaviours the more senior roles require demonstrated leadership ability
Potential may change year by year depending on when people start to grow out of their roles and show that they are ready forbigger challenges
Limited
An individual who is performing as a professional or expert; should remain in that position or make a lateral move with similar
responsibilities/depth. Has found their right level or niche. Does not mean that they will never move could easily take anotherrole at same or similar level. Can be an outstanding performer but has reached a ceiling for the time being
Medium Potential
An individual with the likelihood of competing successfully for a higher banded position or lateral position with somewhat broaderresponsibility. ie Have seen the person demonstrate enough for you to confidently imagine them performing well in a bigger andmore demanding role
We would expect individuals in this category to move one band within the next two years or enjoy significant additionalprogression within the same two year period. Unclear at the moment about longer term potential
High Potential
An individual with a high probability of competing successfully for higher banded positions or lateral positions with much broader
responsibilities. ie Have seen this person perform so well against their goals and in demonstrating GE Values that you areconfident that they would perform successfully in much bigger and more demanding roles
We would expect individuals in this category to move at least one band or take a lateral position with much broader responsibilitieswithin 1-2 years and have capability and capacity to enjoy significant additional progression within the next five years
7/31/2019 9 Blocker Model 8712
13/29
Genworth Financial Company Confidential 12
u Learners for Themselves & for Creating aLearning Environment for People to Grow
u Set & Articulate a Vision
u Synthesize Complex Issues Into Simple Messages(Framework)
u Prioritize & Reprioritize Constantly
u Execute on the 5 to 6 Key Initiatives
u Demonstrate the Values of Genworth Leadership
u Unafraid of Failure - Learn From It When It Occurs
u Creative But Pragmatic
u Passion for Winning
How DoLeadersSucceed in
Genworth?The expectations
7/31/2019 9 Blocker Model 8712
14/29
Genworth Financial Company Confidential 13
u Miss Commitments
u Behavior Inconsistent With GE Valuesu Poor Fit for the Job
u Dont Face Into the Tough Calls
u Too Slow to Act
u Try to Do Too Much Themselves Fail toDelegate
u Ego Gets in the Way of Energizing Othersu Cant Keep Pace With Changes Around
Them
u Repeated Failures
u Too Selective on Job Opportunities
u More Concerned About Optics & Stature
Than Results and Team Play
And How TheyCan Derail
The differentiators
7/31/2019 9 Blocker Model 8712
15/29
Genworth Financial Company Confidential
Leaders
SeniorLeadership
Sr. Executive & ExecutiveLeader
New Employee OrientationKnow Your BusinessProcess Excellence ToolsCompli ance TrainingFoundations of Leadership (for new exempts)Skill building electivesCompetency based j ob & technical t raining
New Leaders Series/ On-boardingExperi enced Leaders CourseGNW M anagement Policies & ProcessesAdvanced functional courses
Advanced Leadership Course (GNW MDC)Center f or Creative LeadershipAdvanced functional coursesOngoing special offerings
Single t eam BMCOutside speakers conductseminars on topics of strategicinterestSelect att endance at Executiv eDevelopment Seminars at topbusiness schools
Presentation Skills
Project Management
Facilitation Skills Work-Out!
Finance for Non-Financial Managers
Influencing Skills
Team Skills SeriesElectives
Associate
Courses from New Leaders Series
IncreasingLeadership
Responsibility
Genworth Financial Leadership Curriculum
7/31/2019 9 Blocker Model 8712
16/29
Genworth Financial Company Confidential 15
Sample Executive Development Programs,BMC/EDC Level
Week 1: Feb 28-Mar 4 Drivers of Change
Key Benefits:Understanding Why Change Must Be Embracedand Managed
Globalization: Taking Place With or Without Us
Regulation: The Rules of the Game are Changing
Macroeconomics: Forces and Flows
Innovation: Treating Change as a StrategicImperative
Week 2: Apr 4-9 Understanding InternalProblems and Opportunities
Key Benefits:Positioning the Organization for Change andImprovement
Shareholder Value: What It Represents, & How ItCan Be Delivered
Financial Reporting: Compliance, Accuracy andIntegrity
Strategic Communication: Making Your MessageSupport the Strategy
Week 3: May 9-13 Working Within the CompetitiveEnvironment
Key Benefits:Seizing Available Opportunities & Maximizing Leverage
The New Economy: Global Swiftness & Flexibility
Organizational Competence: Building Structure & Skills toSupport Strategic Intent
Accelerating Change: Using Change to Unbalance theCompetitive Structure
Marketing: : Accomplishing Objectives Effectively &Consistently
Technology: Picking Winners Consistently & Using TechnologyEfficiently
Week 4: Jun 20-24 The Challenge of Leadership andDecision Making
Key Benefits:Doing the Right Things at the Right Time
Business Simulation: Testing Your situational Awareness &
Skills Governance: Using Structure & Communication to Get
Adherence to Goals & Values
Leadership: Implementing Vision
Business Challenges: Bringing Real-World Problems to theTable
7/31/2019 9 Blocker Model 8712
17/29
Genworth Financial Company Confidential 16
Continued Developmental Tools
360 Leadership Competency Model Executive Assessments
Leadership Development Programs
On-line Computer Based Training
Achieving Business Impact Re-missioned FromCourse to on Demand for Initiatives
Mentoring
Short Term International Rotations
7/31/2019 9 Blocker Model 8712
18/29
Genworth Financial Company Confidential 17
Changes
More focus on development vs. Training Fewer captive courses in-house, more use of external
suppliers
Overhauling new employee orientation and know yourbusiness
Introducing competency approach and functionalknowledge networks Strengthening curriculum design techniques for trainers
in ops, sales, compliance Increased promotion of active industry and professional
group participation and certification
7/31/2019 9 Blocker Model 8712
19/29
Genworth Financial Company Confidential 18
Our Approach to Developing People
Is Not
Unrelated events Shotgunned curriculum One size fits all
Generic Internally focused
Static, inflexible
Just classes and on linelearning
Focused only on how to moveup
Is
Designed around a continuum ofcompetency acquisition, targeted tokey roles
Balances industry knowledge withexposure to best practices
Dynamic blend of foundationalbuilding blocks & new topics ofcurrent interest
Emphasizes development as well astraining
Encourages broadening & deepeningof capabilities
7/31/2019 9 Blocker Model 8712
20/29
Genworth Financial Company Confidential 19
Competency Models: A Way to Define What Success Looks Like
Interpersonal,Team andLeadership
PersonalAttributes
Technical
BusinessAcumen
Genworth Values
q Job Role Definitions and Career Path Maps
q Personal Development via Competency Assessment
q Competency Based Training Program Design
q Training Planning
q Recruitment and Selection
q Reward and Recognition Programs
q Strategic Assessment of Organization Capability
Used As a Foundation for Many People Processes
7/31/2019 9 Blocker Model 8712
21/29
Genworth Financial Company Confidential 20
Examples of Training/Development Topics ByLevel & Focus
Emerging
Leaders Track
Experienced
Leaders
Track
Senior
Leaders
Track
Technical &
Job Skills
Interpersonal &
Leadership
Business
Acumen
How to UseSafari Cost
Tracking
Advancedtechnicalcourse
Developinginternational
businesssavvy
Technicaloverview
courses for newtechnology
Using crossfunctional projectteams and task
forces effectively
Industryassociationleadership
role
Strategic Planning
Business Acumen& Technical Skillsbecome identical
except forTechnical Leaders
Hiring the RightPeople
Associates
Track
Know YourBusiness
How to processan application
Conflict resolution
Developmental
Focus
Basicmanagement
and leadership
skills training
How to lead forbetter
executionacross the
organization
Individualizedpath to developstrategic change
leadershipcapabilities
How to do theirjob well
7/31/2019 9 Blocker Model 8712
22/29
Genworth Financial Company Confidential 21
Risks and Concerns
Developing Executives & Sr. Executives BeyondTraining
University Partner Concept Is New
Advanced Functional Training Who Is Good Out There?
Learning Management System and Web-site
Creating a Coaching Culture
Establishing a Robust Individual Development PlanningProcess
7/31/2019 9 Blocker Model 8712
23/29
Genworth Financial Company Confidential 22
Today and Tomorrow
ManagersResponsibility
Employees
Responsibility
ManagersResponsibility
Employees
Responsibility
Training &Development
Career growth:
then now
Employee: When is
my manager going to
do something about mycareer?
Employee to manager:
Ive done some thinkingabout my career and would
like to discuss it withyouwhere do I start?
Yesterday
7/31/2019 9 Blocker Model 8712
24/29
Genworth Financial Company Confidential 23
Leader Development Process
First Time Managers(Newly-promoted )
Track A
Outcome
Leaders understand expectations,
policies, systems tools and resources;Management/leadership basics
Learning Topics
Managers Role in Communication &Promoting Genworth Culture
Performance Management Cycle HR Policies, Procedures & Systems
Business Cycle, Financial Policies &Procedures
Personal & Professional DevelopmentProcess
Human Resources Manager works withthe new manager & his/her directsupervisor to create a personalizeddevelopment plan to include:
Online learning resources
New Leaders Series*
Electives and online courses
other development tools
Follows new-hire orientation; continues
throughout the business cycle for up toone year
New to Genworth Managers(Newly-hired)
Track B
Outcome Leaders understand GNW culture,
expectations, policies, systems toolsand leadership resources
Learning Topics
Genworth Organization and Culture Managers Role in Communication Performance Management Cycle
HR Policies, Procedures & Systems Business Cycle, Financial Policies &
Procedures
Personal & Professional DevelopmentProcess
Human Resources Manager works with
the new manager & his/her directsupervisor to create a personalizeddevelopment plan that might include:
Online learning resources
New Leaders Series*
Electives and online courses
other development tools
Follows new-hire orientation; continues
throughout the business cycle for up toone year
Existing ExperiencedManagersTrack C
Electives from Tracks A&B
Experienced Managers Course
Advanced Leadership Course
*New Leaders Series: Building Effective Leadership Skills
Advanced Coaching Skills
Targeted Selection Practices
Leadership Academy
The Executive Program
7/31/2019 9 Blocker Model 8712
25/29
Genworth Financial Company Confidential 24
New Manager Orientation Process
New Manager Orientation
Session
Planning for your arrival
Buddy designated On boarding plan designed
Initial Development Plan
New hire orientation
Training: functional on-boarding training workshops /
online modules Business Cycle modules
(according to plan)
IDP established+ 6 months
New leaderassimilation
+ 3 or 4 months
Online 360 process
within first year
Hire Date
Welcome
7/31/2019 9 Blocker Model 8712
26/29
Genworth Financial Company Confidential 25
Training Modules
OPENING
Emotional
Intelligence
Cost Of
Disrespect
EffectiveCommunication
Communicationstyles
Dealing withconflict
Giving feedback
Module 1 Module 2 Module 3
Opening
Closing
Agenda
Objectives
Definitions
People Driven Strategy
Review
Personal Action Planning
Legal
Emotional/personal
Productivity/professional
EI competenciesand behaviors
How to develop EI
7/31/2019 9 Blocker Model 8712
27/29
Genworth Financial Company Confidential 26
New AssignmentNew Assignment
DevelopmentDevelopmentIn PlaceIn Place
CoachingCoaching
SelfSelf--DevelopmentDevelopment
CoursesCourses
ImpactImpact
Return on Development Investment
Source: Centre for Creative Leadership
7/31/2019 9 Blocker Model 8712
28/29
Genworth Financial Company Confidential 27
What It All Means...
Genworth Puts Time and Thought Behind the Development
of Future Talent
The Genworth Values and Competencies MatterThey Arethe Behaviors and Skills That Will Help You Succeed . . . WeBelieve They Improve the Business Results and Because
They Are a Conscious Screen Against Which You AreMeasured
Employees Have the Primary Responsibilityfor MakingTheir Career Happen, - managers play a supportive coachingrole
Genworth Ensures Your Progress Is Examined Systematicallyat Least Once a Year.
7/31/2019 9 Blocker Model 8712
29/29
Genworth Financial Company Confidential 28
Top Related