Download - Talent Sustainability Walsh
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2008 Center for Creative Leadership. All rights reserved. 1
Richard Walsh
Senior Faculty & Executive Coach
Center Connection- Austin, TX
Talent Sustainability: Frameworks and Tools for
Developing Organizational Capacity
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Number of more jobs available then people
to fill them because of retiring Baby Boomers.
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Percentage of students graduating with
science and engineering degrees in the
United States, Germany, and Japanis in the single digits.
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The global war for talent is fierce and growing
fiercer. In our view, global companies are
undergoing a transition in how people are
valued. Once thought primarily in terms of cost,people in successful global companies are
valued as rich sources of talent, skill and
diversity, which are critical to the success ofthe enterprise.
~ Price Waterhouse Coopers
10th Annual Global CEO Survey
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Biggest Human Capital Challenges of the Future
1. Succession Planning
4. Engaging & RetainingTalented Employees
2. Providing leaders with the skills
they need to be successful
3. Recruiting & Selecting talented
employees to fill positions
Source: SHRM Foundation 2007
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Aligning Succession Management with
the organizations talent management
systems and practices.
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The work of designing and implementing the
strategies, culture, systems and processes needed
for
Talent sustainability is an organizations ability to
continuously attract, develop, and retain people withthe capabilities and commitment needed for current
and future organizational success.
Talent Management
talent sustainability.
Talent Sustainability
talent sustainability.
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Strategy
Culture
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Competency
Model
Develop
ment&
Deploy
ment
Learning
&
Development
KnowledgeManagement
Executive
Commitment &
Engagement
Sourcin
g&
R
ecruitin
g
CriticalTalent
Identification,
Developme
nt,
&Succession
Reward&
R
ecognition
Performance
Managem
ent
2007 Center for Creative Leadership. All rights reserved.
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Compete
ncy
Mod
el
Develo
pment&
Deploym
ent
Learning&
Develop
ment
Knowledge
Management
Executive
Commitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Su
ccession
Re
ward&
Rec
ognition
Performa
nce
Manag
ement
Talent
Sustainability
Metrics
Metrics
2007 Center for Creative Leadership. All rights reserved.
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Rewards&
Recognition Le
arning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Developmen
t,
&Succession
Compete
ncy
Mod
el
Develo
pment&
Deplo
yment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
CriticalTalent
Identification,
Developmen
t,
&Succession
Identifying what type of talent
is most critical to implementing
the organizations strategy,continuously developing that
talent, and moving it into roles
where it is most needed.
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Competency
D
evelopment&
Deployment L
earning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development
,
&Succession
Compete
ncy
Model
Develo
pment&
Deplo
yment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Learning&
Developme
nt
Creating opportunities for
employees to enhance their
capabilities and connections with
others in the organization in order
to improve job performance,
career advancement,
organizational commitment, and
organizational performance.
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Reward&
Recognition Le
arning&
Development
Knowledge
Management
Executive
Commitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development
,
&Succession
Rewa
rd&
R
ecog
nition
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Compete
ncy
Mod
el
Develo
pment&
Deplo
yment
Delineating the competencies
needed in employees and
using the resulting competency
models across talent
processes.
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Rewards&
Recognition Le
arning&
Developmen
t
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Succession
Compete
ncy
Mod
el
D
evelo
pment&
Deploy
ment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Knowledge
Management
Developing and making
accessible the shared
knowledge, expertise,
and collective wisdom
across the organization.
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Rewards&
Recognition Le
arning&
Developmen
t
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Succession
Compete
ncy
Mod
el
Develop
ment&
Deploy
ment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Performance
Managem
ent
Setting performance
standards, monitoring
employee performance,
providing feedback andsupport for performance
improvement, and exiting
employees who cannot
meet standards.
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Competency
Development&
Deployment L
earning&
Development
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Succession
Compete
ncy
Mod
el
Develop
ment&
Deploy
ment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Reward&
Recognition
Using formal and informalrewards to align employee
behaviors and activities
with organizational
strategies and to build acommitted workforce.
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Reward&
Recognition Le
arning&
Development
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Succession
Compete
ncy
Model
Develop
ment&
Deploy
ment
Performance
Managem
ent
Talent
Sustainability
Metrics
Metrics
Sour
cing
&
Rec
ruiti
ng
Developing reliable
sources of talent for the
organization and
practices for attractingthat talent to the
organization.
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Rewards&
Recognition Le
arning&
Development
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development,
&Succession
Compete
ncy
Model
Develop
ment&
Deplo
yment
Performance
Managem
ent
t
Talent
Sustainability
Metrics
Metrics
ExecutiveCommitment &
Engagement
Senior executives who believe that
talented employees are critical for
organizational success, who are
directly involved in talent
management work, and who ensure
that their organization has effective
talent management practices in place.
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How engaged and committed
are YOUR senior executives?
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Percentage of time executives spend
engaging in talent management activities
relative to other executive responsibilities.
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Talent Orchestration
represents a seniorexecutives ability and
personal involvement in
leading talent
management processes
and outcomes to ensure
the sustainable utilization
of human capital assets.
Orchestrators
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Instructions: Use the following rating scale to respond to each item:1=STRONGLY DISAGREE 4=slightly agree
2=Disagree 5=Agree3=slightly disagree 6=STRONGLY AGREE
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O r g a n i z a t i o a n l T a le n t M a n a g e m e n t E f f o r t s
1 .T h e B o a r d h a s i d e n ti f ie d t a le n t m a n a g e m e n t a s a t o p
p r i o r i t y .
2 .T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t
t e a m a r e c o m m it te d t o t a le n t m a n a g e m e n t .
3 .T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t
t e a m i n v e s t t h e i r t im e in t a le n t m a n a g e m e n t .
4 .D e v e l o p i n g t a le n t i s a s h a r e d r e s p o n s i b il i ty b e t w e e n
e x e c u t iv e s , h u m a n r e s o u r c e s , a n d l in e m a n a g e r s .
5 .T h e o r g a n i z a t io n s t a le n t d e v e l o p m e n t p r a c t ic e s a r e d i r e c t ly
li n k e d t o b u s i n e s s s t r a te g y .
6 .T h e r e i s a c le a r a n d c o m p e l li n g r e a s o n f o r t a le n t e d
i n d i v id u a l s t o j o in t h e o r g a n i z a t io n .
7 .T h e r e i s a c le a r a n d c o m p e l li n g r e a s o n f o r t a le n t e d
i n d i v id u a l s t o s t a y in t h e o r g a n i z a t io n .
8 .F o r m a l p e r f o rm a n c e m a n a g e m e n t p r o c e s s e s a r e in p la c e t o
id e n t if y a n d r e v ie w t h e o r g a n i z a t io n s t o p t a le n t .
9 .T h e o r g a n i z a t io n p r o v i d e s f o r m a l d e v e l o p m e n t o p p o r t u n i ti e s
t o s u p p o r t e m p lo y e e s .
1 0 .
T h e o r g a n i z a t io n c h a ll e n g e s h i g h p o t e n t i a l e m p l o y e e s w it h
d e v e l o p m e n t a l a s s i g n m e n t s , ro l e ro t a t io n s , a n d / o r c r o s s
f u n c t io n a l e x p e r ie n c e s .
1 1 .
T h e o r g a n i z a t io n h a s id e n t if ie d a n d d i ff e r e n t ia t e d t h e c r it ic a l
c o m p e t e n c i e s n e e d e d f o r tr a n s i tio n i n g i n t o e a c h l e v e l o f
m a n a g e m e n t / le a d e r s h i p r e s p o n s i b il it y .
1 2 .T h e o r g a n i z a t io n e f fe c t iv e l y m e a s u r e s t h e i m p a c t o f it s t a le n t
m a n a g e m e n t i n it ia t iv e s .
1 3 .T h e o r g a n i z a t io n s re c o g n i t i o n a n d re w a r d s y s t e m s
e n c o u r a g e ta l e n t m a n a g e m e n t .
1 4 .
T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t
t e a m e n c o u r a g e s le a d e r s t o s h a r e ta l e n t a c ro s s t h e
o r g a n i z a t i o n .
1 5 .T h e o r g a n i z a t io n i s t r a n s p a r e n t in p r o v i d i n g i n fo r m a t io n
a b o u t s u c c e s s i o n p l a n s .
1 6 .T h e o r g a n iz a t io n h a s a c u l tu r e o f d e v e l o p m e n t a n d g r o w t h
f o r e m p l o y e e s .
1 7 .M e n t o r s a n d / o r c o a c h e s f o r m a l ly w o r k w i th h i g h p o t e n t ia l
e m p l o y e e s i n th e o r g a n i z a ti o n .
7 0 . 2 %
7 5 . 0 %
6 1 . 4 %
8 3 . 7 %
5 8 . 1 %
6 4 . 7 %
6 8 . 5 %
6 9 . 6 %
6 9 . 5 %
4 6 . 7 %
3 2 . 0 %
1 7 . 5 %
3 6 . 9 %
5 0 . 0 %
1 8 . 4 %
4 6 . 2 %
2 6 . 7 %
1
2
3
4
5
6
7
8
9
1 0
1 1
1 2
1 3
1 4
1 5
1 6
1 7
1 8
1 5 . 0 %
% A g r e e m e n t (A g r e e & S t ro n g l y A g r e e )
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Orchestrators In Action
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E x e c u t iv e T a le n t M a n a g e m e n t E f fo r t s
18 .I am he ld pe r s ona l l y ac c oun t ab le f o r dev e lop ing t a len t i n m y
organ iza t ion .
19 . I am d i rec t ly inv o l v ed i n iden t i fy ing t a l en t i n m y o r gan i z a t ion .
20 .I am ac t iv e l y inv o l v ed i n r ev iew ing t he p r og r es s o f h i gh
po t en t ia l em p loy ees .
2 1 . T h e r e i s a t le a s t o n e s u c c e s s o r id e n t if ie d f o r m y p o s i ti o n .
22 .I p rov ide de ve lopm enta l oppo r tun i ties to h igh po ten t ia l
e m p l o y e e s .
23 . I use s t re t ch ass ignm ents , ac t ion learn ing , o r rea l l if e cases t ud ies to dev e lop em p loy ees .
2 4 . I h e l p e m p l o ye e s le a r n fr o m t h e ir m i s ta k e s .
25 .I am f o r m a l l y m en t o r i ng a t leas t one h igh po t en t ia l
e m p l o y e e .
26 .I p rov ide ongo ing dev e lopm en t a l f eedbac k t o im p r ov e
e m p l o ye e p e r fo r m a n c e .
27 .I be l ieve tha t de ve lop ing ta len t w i l l lead to imp roved
o r gan i z a ti ona l pe r f o r m anc e .
2 8 . I h o ld m y d ir e c t r e p o rt s a c c o u n ta b le f o r ta le n t m a n a g e m e n t .
29 . M y d i r ec t r epo r ts r egu la rl y ev a lua t e the i r t a len t .
30 .M y d i rec t repo r t s have iden t if ied a t leas t one h igh p o ten t ia l
e m p l o y e e .
31 .M y d i r ec t repo r t s a r e m en t o r ing a t l eas t one h igh po t en t ia l
e m p l o y e e .
32 .M y d i r ec t r epo r ts m a k e f o r m a l rec om m enda t i ons to m e
abou t t he i r h i gh po t en t ia l em p loy ees .
52 . 7%
82 . 0%
71 . 2%
50 . 0%
70 . 1%
50 . 0%
77 . 7%
50 . 0%
71 . 2%
97 . 8%
63 . 6%
61 . 9%
65 . 8%
34 . 8%
53 . 3%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
1 5 . 0 %
% A gr eem en t (A g r ee & S t r ong l y A g r ee )
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Talent Acceleration
represents a senior
human resource,
training and
development, ororganizational
development
executives ability and
personal involvement indriving talent
management processes
and outcomes to ensure
the sustainable
utilization of humancapital assets.
Accelerators
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In addition to improving
the quality of the talent
and leadership,
reducing the readinessto lead cycle time, and
improving people
processes, talent
acceleration involves
alignment of peoplesystems and processes
and influencing critical
outcomes in order to
achieve talentsustainability.
Accelerators
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Rating InstructionsThinking about yourself as a people executive please rate the extent to which you agree with thefollowing statements. Please put an Xin the one box that best represents your level of agreementRating ScaleSD=STRONGLY DISAGREED=Disagreesd=slightly disagreesa=slightly agree
A=AgreeSA=STRONGLY AGREE
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Accelerators In Action
High potential talent can be found on
key position succession plans
The organizations critical roles have been identifiedand defined, and successor candidates are being
actively developed for each critical role
Assessing executive talent and emerging talent
Help managers get a clear
understanding of who their critical talent is and why
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Being a Strategic Influencer
Are Accelerators positioned to optimally facilitate the
assessment of critical talent needed for the business?
Are the critical talent we have identified the right
talent based on the changes that are going on
with the organization?
I Influence the executive team to
link talent to business strategy.
I have engaged at least one senior leader in aconversation about how they are impacting
the organizations talent management process.
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Talent AccelerationEngaging in Strategic Thinking
Assessing Where We Are
Strengths: What internal capabilities or assets give the organization a competitive
advantage? In what ways does the organization serve its key internal and external
stakeholders?
Weaknesses: What internal capabilities or assets is the organization relatively ineffective or
inefficient at performing or possessing, or so limited in capacity as to put it at a competitive
disadvantage? In what ways does the organization fall short in serving key internal and
external stakeholders?
Opportunities: What conditions or possible future conditions in the external environment
might give the organization a competitive advantage and enhance achievement of its vision iftaken advantage of?
Threats: What conditions or possible future conditions in the external environment might put
the organization at a competitive disadvantage and inhibit achievement of its vision if steps
are not taken to minimize their impact?
SWOT Analysis
Someone two levels senior to you
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SWOT Conversations
Someone two levels senior to you
Someone from a different functional area
Someone with a reputation for creative business thinking
A manager with a reputation for being solid and level headed
What were the points of agreement?
What were the points of disagreement?
What did you learn from your own insight and
appreciation for your organizations strategic situation?
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How do YOUR line managers
influence the development of talent?
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88% of identified high potentials believe they are
actively identifying and developing talent.
75% of leaders not formally identified
as high potentials believe they are activelyidentifying and developing talent.
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A View from the Pipe
Influencers
How does it feel to be formally identified as a high potential?
Coach Teacher Guide
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Talent
High Potential Talent
Critical Talent
Critical Talent
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Talent
Individuals who have the capability to make a
significant difference to the current and
future performance of the organization.
Critical Talent
Individuals in critical positions who have the potential tomake the most significant impact to the current
and future performance of the organization.
High Potential Talent
An employee who has been assessed as having the ability,organizational commitment, and motivation to rise to and
succeed in more senior positions in the organization.
T l t
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A View from the Pipe
Talent
I appreciate the recognition but am a bit concerned about my
ability to prove myself.
I dont really deserve the honor.
It is very gratifying and humbling at the same time. It also
strengthens my dedication to the company as it demonstrates
its interest in me.
Extremely complimentary but stressful at the same time.
At first it made me proud that someone noticed my potential.
Then quite frankly, it made me a little scared. Now what is
expected of me?
How does it feel to be formally identified as a high potential?
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A View from the Pipe
Talent
A little left out. I am already pretty high up in the organization.
If my improvement gets me promoted, great. If not, thats also
ok.
The fact that I have been told that I am a high potential teammember but not recognized formally makes me question if what
I have been told is accurate or just an underhanded way to
keep me striving for something unattainable.
Even though I am told that I am in the succession plan andconsidered high potential, no one can outline the next steps
associated with being this person. As time passes, I feel as
though they are giving me lip service to retain my assets.
How does it feel not to be formally identified as a high potential?
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Role of the Executive
Role of thePeople Executive
Critical Roles in Talent SustainablityRole of Line Managers
Talent Influencer
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Compete
ncy
Mod
el
D
evelo
pment&
Deploy
ment
Learning&
Developmen
t
Knowledge
Management
ExecutiveCommitment &
Engagement
Sourcin
g&
Recruiting
CriticalTalent
Identification,
Development
,
&Success
ion
Reward&
Recognition
Performance
Managem
en
t
Talent
Sustainability
Metrics
Metrics
2007 Center for Creative Leadership. All rights reserved.
What will be YOUR Talent Legacy?
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Center Connection- Austin, TX
Talent Sustainability: Frameworks and Tools for
Developing Organizational Capacity
Richard Walsh
Senior Faculty & Executive CoachOne Leadership Place
Greensboro, NC 27358
01.336.286.4581
Roland Smith
Senior Faculty
850 Leader Way
Colorado Springs, CO 80906
01.719.329.7895