ORG LOGO Desired outcomes By the end of
ORG LOGO —
Desired outcomes By the end of this meeting, we will have: 1. A shared understanding of the Talent Management Strategy Plan’s components 2. Knowledge about what is needed to lead change in this moment 3. Greater connection to and shared ownership of the Plan’s work, including participants’ roles in advancing the work 2 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Agenda Customize • • • 3 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Shared Meeting agreements Having it Work for Everyone ● Start on time ● ● On the topic at hand ”Bike Rack” to save good ideas. We will come back to them later ● ● ● Choose to be present Multi-tasking = continuous partial attention When you can’t given this current moment especially, let us know what you need What It Requires of Each of Us ● ● ● ● To the fullest of your ability – mind and body If you need to move your body, do so Listen actively to your colleagues The goal is to learn and gain new ways to see the situation Respectfully challenge one another by asking questions and making observations like “I wonder…" Speak from your own experience instead of generalizing Use data if possible and specifics that help illustrate Be attentive to body language and nonverbal responses even on Zoom – your own and others. 4 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Message from CEO 5 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Connecting questions • 3 words or a phrase: How are you feeling today? • What questions do you have coming into today’s meeting? Ø Type your response into the Chat Box 6 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Poll questions 7 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Talent management plan discussion 8 [ORG] TALENT MANAGEMENT PLAN BRIEFING
9 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Culture & Values Rewards & Recognition Internal Communications March Launch team Plan full-day workshop April-May-June 2020 Jul—Aug-Sept Define current culture & desired future culture Create and implement transition plan Draft Org Values, Values Blueprint and Vision Statement Design Cultural Transformation Plan and Develop Values Blueprint Share with leadership & staff Finalize Launch Oct-Nov-Dec Lay Groundwork and Bench-marking Education: Rewards & Recognition Concepts and Best Practices Audit current practices: identify drivers of attraction and retention Team Drafts Philosophy Leadership input & Board approval Research on nonmonetary Rewards Philosophy Audit current internal comms practices Customize Draft internal communications plan Gather feedback Finalize plan April-May-June Design and Implement Communications Plan Roll out phase 1 Staff trainings Rollout phase 2 2. Conduct bench-marking 2021 Oct-Nov-Dec Understand available financial resources Jan-Feb-March April-May-June Jul—Aug-Sept Jan-Feb-March Evaluate Progress on Cultural Transformation Plan Share Evaluation July-Aug-Sept Oct-Nov-Dec Revise and improve plan Implement changes Review and Improve on Cultural Transformation Plan Pilot rewards/rec ognition initiatives throughout library. Elicit feedback from staff Create Admin Guidebook to support implemen -tation Review system every 6 months, and philosophy every 2 -3 years Evaluate & Share progress Align with Culture and Values work April-May-June Implement Rewards Philosophy Review and Improve Comms Plan July-Aug-Sept Oct-Nov-Dec Revise and Improve Plan
Hiring and Onboarding: 3 project areas Sourcing Strategy Interviewing & Selection Onboarding Jan-Feb-March April-May-June Audit current sourcing strategy 2020 Jul—Aug-Sept Create ideal candidate profile for 2 common roles Create sourcing strategy to pilot with 2 Key Roles Customize Audit current selection practices Create competency -based role profile and interview protocol for 2 roles from sourcing strategy Interviewers trained and interviewers calibrated Create new onboarding framework April-May-June 2021 Jul—Aug-Sept Train managers Create pilot 2. & Conduct onboarding bench-marking framework Oct-Nov-Dec Create & pilot sourcing strategy Jan-Feb-March April-May-June Audit current onboarding procedures Pilot interview & selection protocol Create & pilot interviewing and selection protocol Pilot onboarding framework on new hires Pilot sourcing strategy for all new hires within the 2 Key Roles Oct-Nov-Dec Jan-Feb-March April-May-June July-Aug-Sept Evaluate pilot & adjust onboarding framework Oct-Nov-Dec Evaluate pilot & adjust strategy Replicate and revise process for critical roles at [ORG] in 2022 Evaluate pilot & adjust protocol Oct-Nov-Dec Replicate process for all critical roles at [ORG] in 2022 & Apply new onboarding framework agency -wide
Small group Reflections • What do you 12 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Small group report-out • • Discussion themes Salient Questions 13 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Leading in this moment: Adaptive Leadership concepts 14 [ORG] TALENT MANAGEMENT PLAN BRIEFING
S Where are we right now? Disequilibrium Shutting down Adaptive Work Limit of Tolerance Productive Ranges of Distress Threshold of Learning Work Avoidance Technical Problem Time 15 [ORG] TALENT MANAGEMENT PLAN BRIEFING
What to pay attention to while leading This work 16 [ORG] TALENT MANAGEMENT PLAN BRIEFING My feelings and thoughts
Helpful Definitions Doing this work is one for which we don’t have a known answer. It is in the gap between the values people stand for (that constitute thriving) and the reality that they face (their current lack of capacity to realize those values in their environment). is about mobilizing your team to identify and shift the values, beliefs, assumptions, and behaviors needed to close the gap between aspirations and reality. 17 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Locating the Challenge [ORG] TALENT MANAGEMENT PLAN BRIEFING
Formal and Informal Authority Formal Authority Informal Authority • Authority granted by position or title • Delegated/granted by a higher authority or other source • • Can offer opportunity • Can be constraining 19 [ORG] TALENT MANAGEMENT PLAN BRIEFING Authority granted independent of position or title. Earned not given Linked to trust
The work of leadership The Work Leadership Actions Name and surface Identify the adaptive challenge and frame key questions and issues Listen and Hear from all Levels Protect and empower leadership voices from “below” Take in the data – self, group, org, society – and notice disequilibrium Maintain Attention on the Issue [ORG] TALENT MANAGEMENT PLAN BRIEFING Engage conflict as Resource Expose conflict or let it emerge. What does it tell us about the work? Recraft outdated unwritten rules/culture First see what they are, and then co-create the next ones 20
Exercising talent management Leadership at [ORG] 21 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Moving to Level 4 Talent Management Tactical/ Administrative Strategic/ Aligned HR Leads Everyone Leads; HR supports Isolated Integrated Not measured Metrics monitored & managed to 22
Shared ownership: EVERYONE LEADS • Where do you most see yourself and your work in the plan? How can you best champion the plan? Ø Type in the Chat Box 23 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Shared ownership: EVERYONE LEADS • How do you envision your staff will react to the plan? • What’s the best way to share the plan with your staff? Ø Type in the Chat Box 24 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Wrap Next Steps Feedback Close 25 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Next Steps in talent management project • 26 [ORG] TALENT MANAGEMENT PLAN BRIEFING
Check-Out question • What’s one thing from the Talent Management Strategy Plan that in three years our future colleagues will be glad we spent time on? Ø Type into the Chat box 27
Feedback on This Meeting – A Practice for learning + • △ • 28 [ORG] TALENT MANAGEMENT PLAN BRIEFING
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