FIVE COMMONLYASKED TALENT MANAGEMENT QUESTIONS Facilitated by Doris

FIVE COMMONLY-ASKED TALENT MANAGEMENT QUESTIONS Facilitated by: Doris Sims, SPHR The Succession Consultant, LLC Talent Review and Succession Consultant, Author and Speaker doris@successionconsultant. com Author of: The 30 -Minute Guide to Talent and Succession Management The Talent Review Meeting Facilitator’s Guide Building Tomorrow’s Talent: A Practitioner’s Guide to Talent Management and Succession Planning Creative New Employee Orientation Programs Creative Onboarding Programs Editor of the pending book by Mark Caruso: Succession Management: The “How To” Puzzle—Solved! @ Copyright Doris Sims 2012

“On the Same Page” Other Talent Management Five Questions We Will Explore Concepts 2 • How Do We Explain the Business Need? • Where Does Talent Management Belong in the Organization? • What is a Definition of a High Potential? • What are Talent Review Meeting Best Practices? • Should High Potentials be Notified? © Copyright Doris Sims 2012 Slide 2 2

Question 1: How Do We Explain the Business Need?

What is Talent Management? Proactively discussing, planning and acting on talent needs for ongoing employee and business success.

Comparing Financial and People Processes

The Critical Business Sales Pipeline… 6 New Contacts New Markets © Copyright Doris Sims 2012 Slide 6 Pending Close Current Customers Active Sales 6

…and the Critical Leadership Pipeline… 7 Broaden the Scope of Mid-Level Leaders Transition New Leaders Review Talent © Copyright Doris Sims 2012 Slide 7 Develop & Coach Develop Leaders For Executive Roles 7

Talent Assessment: A Business Process 8 • Every type of business decision-making process is both an art and a science: Acquisitions and Mergers: Due Diligence New Product Development: Market Analysis Advertising: Focus Group Feedback Hiring Employees: The Interview Process Developing New Technology: System Requirements Remember: No business process is 100% accurate, but the process helps us to make the best possible decisions to enhance profit and reduce risk © Copyright Doris Sims 2012 Slide 8 8

What Can We Learn From Sports Teams? 9 On a football team… • Who are the “incumbents” and who are the “successors? • What are the key responsibilities of a sports coach? • How does a good coach develop successors? • What happens to a coach who doesn’t develop successors? • Are the first string players and second string players kept as a secret? © Copyright Doris Sims 2012 Slide 9

Best Practice Tip 10 – Obtain Clarity About the Business Goals: • What talent business issues are you striving to address? • What are the “talent pain points” in the organization? • What do executives hope you “do” and “not do? ” • What does the Board of Directors expect? • How much can your talent management team (or individual) effectively manage? • What is your three-year plan? © Copyright Doris Sims 2012 Slide 10 10

Question 2: Where Does Talent Management Belong?

Talent Management in Your Organization 12 Ø Leadership Development Ø New Employee Orientation and Onboarding Ø Career Movement and Internal Recruiting Ø Job Rotational Assignments Ø Succession Planning Ø External Recruiting Ø Performance Management Ø Talent Assessment Processes Ø Talent and Organizational Review Meetings Ø High Potential Employee Identification and Development Ø Key Expert Employee Identification and Retention © Copyright Doris Sims 2012 Slide 12

Looking at the Skill Sets Needed… 13 Talent Management Competencies: • • • Credibility with Business Leaders Strategic Thinking Project Planning Knowledge of OD / Talent Assessment Processes Talent Review Meeting Facilitation Skills Data Analysis Skills Broad Depth of OD Interventions, Ideas, and Resources Career Planning Others? © Copyright Doris Sims 2012 Slide 13

Talent Management –Job Responsibilities 14 Ø Talent Management Job Responsibilities Ø Planning and communicating the strategy for talent and succession management Ø Preparing talent assessments / analyzing data Ø Facilitating Talent Review Meetings Ø Workforce analysis – working with leaders Ø High Potential / Development and Follow Through Ø Work with recruiting on internal open and new positions © Copyright Doris Sims 2012 Slide 14 14

And the Verdict is… 15 Ø Ideally: A Stand-Alone Function that works closely with HR Partners, Recruiting, and Organizational Development Ø Part of the Organizational Development Function Ø Part of the Recruiting Function Ø Thoughts – Questions – Comments? © Copyright Doris Sims 2012 Slide 15 15

Question 3: How Do We Define High Potential?

High Performers vs. High Potentials 17 High Potentials High Performers • • Demonstrates a strong work ethic, achieves results, demonstrates effective interpersonal skills, etc. May not currently have the desire or ability to move cross -functionally or to advance into multiple positions • • A subset of the total high performing population of employees A high potential is a high performer who ALSO desires leadership career movement and demonstrates… – – Initiative and self-motivation Superior Learning Agility High Organizational Engagement Leadership Growth and Potential

Learning Agility • Learns new roles, responsibilities, and information very quickly • Always working to make things better • Superior interpersonal – relationship building skills • Creative / Innovative / Builds on the ideas of others • Is able to work in an ambiguous environment; demonstrates flexibility and positive change management skills • Manages stress well and demonstrates corporate maturity • Demonstrates a high level of engagement and company involvement 4/1/2007 Doris Sims 2012 Slide 19 © Copyright

Considering Creating “Gates” of HIPO Identification - Gate One: i. e. Tenure, Appraisal Ratings, Job Grade - Gate Two: Talent Review Calibration - Gate Three: Final Executive Review © Copyright Doris Sims 2012 Slide 20

Best Practice Tips • Avoid the popular definition: “Demonstrates the ability to advance 2 levels in the next 3 -5 years” • Provide the definition and criteria in writing before and during the Talent Review Meeting • Make sure your definition differentiates high potential vs. high performer traits • Communicate your high potential definition to business leaders, and provide a copy of it in the Talent Review meeting for reference 4/1/2007 Doris Sims 2012 Slide 21 © Copyright

Question 4: What Are Best Practice Components of a Talent Review Process?

Three Phases of Effective Talent Review Processes Preparation Calibration Results The Talent Review Meeting: • Should increase the VISIBILITY of talent in the organization • Should increase the VALIDITY of the succession plans and development plans • Should increase ACCOUNTABILITY of development action follow-through © Copyright Doris Sims 2012 Slide 23

Talent Review Best Practices Preparation Calibration Results Business Goal Clarity Confident Facilitators Obtain Attendee Feedback Clear Talent Philosophy Trained Scribes Accountability Plans A 3 -Year TM Plan Visible Note-Taking Analyze / Chart Results Clear Definitions / Tools Clear Meeting Agenda Post-Talent Meetings Training for Talent Review Facilitators Meeting Ground Rules Communicate Action Plans HR Team Training Discussions Rather Than Presentations Work with Recruiting A Communication Plan Adequate Time Business Leader Training / Preparation Ensure 100% IDPs Face-to-Face Meetings “Check-Point” Meetings Development Resources Baseline Metrics © Copyright Doris Sims 2012 Slide 24 Work with OD/Training Talent Council Communicate Metrics

Question 5: Should We Notify High Potentials?

Notification – You Have Choices! (But make sure you communicate your strategy) © Copyright

Notification – What is the Best Practice? • Corporate Leadership Council – typically the result is nearly a 50 -50 split • Informal conference attendee surveys – typically the result is nearly a 50 -50 split • Hewitt: 63% of their Top Double-Digit Growth Companies notify high potentials, compared to 42% of Single-Digit Growth Companies • This question often depends on your talent management maturity and readiness level © Copyright Doris Sims 2012 Slide 27

Notification – Advantages • Greater Retention of Top Talent • Greater Ability to Develop High Potentials • Greater Ability to Measure Results • Reduction of the “This-Talent-Management-Stuff-Will-Sit. On-The-Shelf” Issue • Enhanced Career Movement / Job Assignments • Greater Accountability for High Potentials © Copyright Doris Sims 2012 Slide 28 28

Notification – Disadvantages (or Concerns) • We will create an elitist group • The morale of others will be lowered • Other employees will think they can’t advance • They will get a “big head” • Things change… • The “favored ones” were chosen • Coaching avoidance • Cross-functional employee loss • Legal Concerns © Copyright Doris Sims 2012 Slide 29 29