Proactive Talent

Management

Achieving
Amazing Results
in Challenging
Times

Proactive Talent
Management
Strategic Business Plans Can Be
Realized Only When the Right
People Are in the Right Place, at
the Right Time, Doing the Right
Things.

Trusted Leader/Top Performer

Behaviors
(Give yourself one point for each statement that describes yourself.)

1. They mentor others.

2. They are requested by other managers and
employees to work on teams or to help solve
problems
3. They have spoken at conferences and internal
company events
4. They are early adopters of new tools,
technology and ideas.
5. A players are curious and therefore frequently
ask questions during presentations

Trusted Leader/Top Performer

Behaviors
(Give yourself one point for each statement that describes yourself.)

6. They have written articles or are cited by

others in their articles
7. They often use technology to do everything
faster, cheaper, and better.
8. They have developed new or innovative
processes, systems and approaches.
9. They benchmark and directly compare their
companys work to that of competitors.
10. They utilize advanced tools and methods to
accomplish major tasks.

Trusted Leader/Top Performer

Behaviors
(Give yourself one point for each statement that describes yourself.)

11. They use metrics to quantify the

success of processes, products and
services they helped to develop.
12. They know the top problems and
opportunities facing the industry and
organization as well as the steps to
take to solve at least one of these
critical problems.

Some Common Non-leader

Behaviors
1.
2.
3.
4.
5.

(Subtract four points from your score for each statement that describes
yourself.)

They demand job security and guaranteed pay.

They express a strong need for clear rules,
defined expectations and job responsibilities.
C players put an over-emphasis on process,
the chain of command and policies.
They give indications that they are uncomfortable
with ambiguity and rapid change.
They are strong advocates of seniority and are
opposed to pay for performance.
Adapted from Rethinking Strategic HR by John Sullivan

To Be Successful Going
Forward In Changing Times
We Must Focus On

Identifying the Core Set of

Competencies
Assessing Organizational
Talent
Planning for Succession
Growing Outstanding Talent
for the Future

Organizational
Results
Performance
Management

Orientation
&
Training
Succession
Planning

Human
Resources
Plan
Hiring & Staffing
Process

Competency Development

Compensation
&
Rewards

Talent Assessment
Current Workforce
Analysis

Personal Goals
&
Development

Understanding the Concept

of Competencies
Necessary for the organization to
achieve the strategic direction
Organizational and work-specific
competencies counter the myopic focus
on technical skills
Bodies of know-how, experience,
acumen, attitudes and skills that enable
people to produce positive outcomes
through their own efforts

Understanding the Concept

of Competencies

Whereas skills alone often imply tasks and

activities for which someone can be trained,
competencies flesh out the value of
employees.
They reflect the know-how, experience,
acumen and interpersonal dynamics that
complement skills.
Going a step further, "core competencies" are
those that refresh, enhance and sustain
organizational performance and effectiveness.

Identifying the Core Set of

Competencies

What are Strategic

Core Competencies?
Set of 6-10 core
competencies that
everyone in the
organization must exhibit if
we are to succeed

Examples of Competencies
Innovation, Driving
Execution, Financial Acumen,
Focus on Customers
Usually defined at multiple
levels core competencies
by organizational position
level and/or by job function

How Do Companies Use

Competencies at Every
Level?
To define
culture
To recruit the right talent
To anticipate outsourcing strategies
To improve performance
To shape talent develop
To plan for succession
To connect compensation with value
To assess organizational exposure
To enhance organizational effectiveness

How To Use Strategic

Competencies?
At the organizational level
Compare strategic
competencies to organizational
culture survey results
Identify gaps
Develop strategies to address
culture gaps

How To Use Strategic

Competencies?
At the individual level
Conduct individual talent
assessments of all exempt
associates to gauge level of
strategic competencies
Identify competency gaps at
individual level
Develop strategies to address
individual competency gaps

Competencies and
Performance Management
Competencies are the strategic
foundation of the business.
They represent the culture which will
achieve future potential, strategic
capacity and organizational succession
Performance management measures
current performance and operational
excellence

Competency Development
Processes
Two Methods commonly used
in Organizations
Best Practices
Strategic Design

Assessing Organizational
Talent

Talent Assessment Objectives

Assess Leadership Talent

Provide Robust Feedback
Identify Development Needs for All
Identify High Potential Group

Talent Review Process

Assessment
Validation
Feedback
Targeted Development

Talent Review
The Process
Step 1 - Talent Assessment
A. Complete a skill/talent profile:

Focus on education and work experience

Identify strengths and areas of opportunity
Determine interests and career aspirations
Assess future position readiness and willingness

B. Completion of Assessments:

Self assessment
Supervisor assessment
Submitted rating determined
Division leader validation

Talent Review
The Process
Step 2 - Validation/Feedback
A. Validate Assessment
Division leader
Focused and facilitated round table
discussions across divisions in meeting
with entire VP group

B. Feedback Session
Conduct session with Employee
1-on-1 setting
Provide constructive recap of the feedback

Talent Review
The Process
Step 3 - Build Targeted
Development Plan
A. Responsibility
50% Individual
50% Leadership

B. Identify Development areas

Objectives and strategies are jointly agreed
upon
Sponsors are identified as needed
Progress is constantly monitored and plans
are updated

Talent Review
The Process

Step 3 - Build Targeted

Development Plan
C. Provide Development Opportunities
which focus on maximizing potential
contribution

Full-time Jobs
Job shadowing
Interim and Project Assignments
Structured delegation
Cross-training opportunities
Job rotation program

Succession Planning

Succession Planning
The sole competitive edge a company
has is the bench strength of its current
and future leaders.
Companies that consistently use a
formal process to help workers advance
are also consistently high-performing
firms.
Strategic business plans can only be
realized when the right people are in
the right place at the right time, doing
the right thing.

Succession Planning
Identify key leaders at risk for
leaving
Identify Critical Positions
Evaluate Successor Group
Identify Organizational Risks
Develop Succession Plan and
Risk Mitigation Strategy

Succession Planning
Demands for Leadership
Development grow as:
Market conditions change
Corporations are forced to
respond to changing market
place.
Impending retirement of a
large number of employees.

Succession Planning
Objectives:
1. Assess the leadership talent within the
organization
Determine critical skills, competencies and attributes.
Identify new or emerging roles and accountabilities.

2. Identify successor groups within the

organization
Identify positions with leaders at risk for leaving
Evaluate potential readiness for advancement .

3. Grow outstanding talent for the future

Identify high potential candidates
Utilize acceleration pools

Organizational
Results
Performance
Management

Orientation
&
Training
Succession
Planning

Human
Resources
Plan
Staffing
Process

Competency Development

Compensation
&
Rewards

Talent Assessment
Current Workforce
Analysis

Personal Goals
&
Development

Next Steps and Questions

Change your Thinking,

Change your Life!