STEP Winter 03

Leadership Talent @ Solectron

LEADERSHIP TALENT MODEL

STRATEGIC DIRECTION

EVALUATE ORGANIZATIONAL TALENT

What do we need?  Where?  What do we have?  Are we aligned
aligned with strategy?

CREATE
DEVELOP MANAGE PLACE TALENT
FEEDBACK-
TALENT PERFORMANCE STRATEGICALLY
BASED PLANS
• What are our • How will we • How is our • Are we placing
strengths and develop our top top talent people to
needs? talent? performing? maximize their
– Results potential?
• What top talent • What resources
development is are needed? – Values & • Are our placement
needed? Behaviors actions aligned
• How will the
• Are incentives with our strategy?
resources be
aligned with
made available?
performance
goals?

Infrastructure (Delivery, Communications, Integration) & Metrics

LEADERSHIP VALUES & BEHAVIORS

Lessons Learned:
Intent, Impact, and Integration
Senior Sponsorship
HR Partnership
Senior Leadership
Program Design v. Program Content
Tools of the Trade
Next Steps

Talent Review Process (TRP)

Performance Alignment Review (PAR)
Leadership Development (LPWS)
 Strategic Leadership Model
• Current state of business environment
• Vision, mission, values
Business Context • Future state vision
• Strategy to attain vision

• Implications of future state

Business Challenges • Business priorities to attain future state

• Implications for leadership focus

Leadership • Implications for leadership capabilities
Responsibilities • Responsibilities required to create the future

• Resulting leadership focus

• Skills & abilities required
Leadership Model • Today vs. Future
More than just competencies …

VALUES + BEHAVIORS

+
EXPERIENCES
Leadership Challenges
Growing a Mature Business
Joint Venture/Start-up
Renewal/Turnaround
Acquisition
Downsizing/Plant Closing
International Assignment
Represent SLR Externally
Leverage BOD Relations
Functional Assignments
Finance
Supply Chain Management
Manufacturing
Product Design
Customer Support or Field Services
Human Resources
Sales/Marketing/Account Mgmt
Information Technology

=
LEADERSHIPTALENT
LEADERSHIP TALENT
The problem with traditional
talent reviews:
Can’t see the forest for the trees: focus on
individual competencies with weak link to
business strategy and total team capability
I’d rather be trimming my toenails: less than
engaging meeting dynamics
 Evaluate Organizational Talent: The
Talent Review Process
• An annual company-wide process for
systematically identifying executive talent to
meet emerging business needs
• Talent reviews are conducted by business
units and corporate functions (matrix view
of talent)
• Data feeds to CEO review and Board of
Directors succession planning review of
officer positions
Key Process Steps
Web cast kick-off meetings from business lead
Resume and business strategy synopsis collection
Strategy implications and alignment pre-meeting
session
Optional: strategy alignment session
Off-site 1-day talent review
Organizational unit talent review with CEO
Cross business-unit review; regular updates
Tools: manager’s toolkit; rating guides;
performance/potential grid, talent database, etc.
Leadership Performance/Potential
Talent Matrix – Development Focus
Challenge, Increase Increase
Reward, & Responsibility Responsibility
Retain & Scope
Solid
High Performer High Potential
Professional
Develop & Accelerate Increase
Retain Development Responsibility
Solid High Promise
ec na mr of r e P

Performer
Develop & Develop & Accelerate
Monitor Retain Development
High Risk

Potential
Bench Strength Summary

Co To
m pT
pe
te ale
nt nt
Performance

Ca
dr
e
St Em
ea
dy er
Re Pe gin
-e r for gT
va me ale
lua r nt
te s

Potential
Exercise: Finalize Talent Pools
Recommended Talent Pools
For your assigned talent pools, list recommended names on
flip chart (one chart per pool)
Agree on one health indicator (1-5) for the pool
Post charts on wall
Group Dialogue
Place a color dot (red, yellow, blue) beside appropriate names
RED = disagree with nomination
YELLOW = need more information
BLUE = addition for consideration
Group Consensus Voting
Pool names (thumbs up, down, side)
Health indicator (thumbs up, down, side)
Talent Review Process Outcomes
A listing of key talent pools necessary to
fulfill strategy
Any names in the talent pools factor into a 4-5
“regrettable loss” metric
Bench-strength ratings analysis 3
Management team rating of quality and quantity
of talent pool make-up
1-2
Action plan for developing identified talent
and addressing gaps in organizational
bench strength
Talent Imperatives -- sample
Do we have key people in key positions?
If no, what can we do to change?
Do we need to increase responsibility for some key
people? How can we do this?
Do we need to re-evaluate where we have some
people placed? What do we need to do?
 Policy issues
Results are not shared with incumbents or
talent pool members
Leadership Pathways workshop and
development planning is vehicle for
feedback
No forced distribution
 Metrics – Business Unit level
Talent Pool bench strength score
improvement
Regrettable losses
 Other metrics
Satisfaction with supervision survey results
improvement
Succession plan readiness index
Board confidence with management survey
results improvement
Sample slide from BoD criteria agenda:
Four Predictors of Executive Derailment
I. Poor interpersonal skills (most cited reason)
• Arrogant and intimidating
• Insensitive to others
• Manipulative
• Overly critical
I. Failure to deliver on promises
• Over committing and under delivering
• Failed follow-through
• Betrayal of trust
I. Not adaptable to change
• Inability to alter behavior (rigid)
• Inflexible
I. Failure to build and lead an effective team
• Micro management
• Refusal to delegate
• Isolated
return
return
Next Steps

Talent Review Process (TRP)

Performance Alignment Review (PAR)
Leadership Development (LPWS)