Talent Management as Career Conversations
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Talent Management as Career Conversations

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Why we need to talk careers for proactive talent management

Why we need to talk careers for proactive talent management

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Talent Management as Career Conversations Talent Management as Career Conversations Presentation Transcript

  • Talent management asconversationsWhy we need to talk about careersInstead of getting bogged down in the complexities ofthe technology of HR information systems or the currentmuddle of assessment methodology, we can deploysimple online technology to ask the right people theright questions. And if we have conversations we can dosomething with the answers to connect the talentmanagement agenda to career development.
  • Challenges in fighting the “war for talent” The “War For Talent” continues, and organisations still Right now our talent experience problems in: management systems measure connecting the discussion of future business HR-related impact, but many of challenges to the review of current and emerging the reasons employees stay or talent differentiating levels of current performance and go, grow or stagnate are not future contribution to target investment on key addressed. individuals going from plotting the conventional 9 grid Lisa Haneberg performance-potential matrix to put in place the practical measures that drive retention and career progression involving line managers fully in the talent management process to engage their interest and commitment to the follow through connecting talent priorities to individuals and their career development This article outlines how the complexity of talent management frameworks, practices and systems can make it difficult to have conversations. And how a rethink in our assumptions about the dynamics of success and a shift in how we manage talent intelligence makes it easier to have the kind of discussions that drive career development and build talent “from the bottom up”.© AM Azure Consulting Ltd 2012 2
  • Going beyond top down talent management Career conversations between Workforce planning and succession management are of course important disciplines in risk assessment and strategic decision managers and employees are the single making. This is sensible corporate governance to identify those most important factor in building, roles that are becoming increasingly critical to the organisational motivating and developing a highly future to highlight succession coverage and exposure. skilled professional work force. As important as ever, these career But often this is talent management as an exercise in impression management to provide key stakeholder groups with an analysis conversations are becoming more of the resourcing opportunities and risks facing the organisation. difficult. No bad thing, but succession plans and talent analytics do not advance the organisational agenda to develop technical, Caela Farren professional and management capability or build organisational responsiveness and resilience. Individuals think “me and my career” not succession. A talent management strategy that fails to connect to the employee career experience will find itself lost in the abstraction of talent metrics and organograms.© AM Azure Consulting Ltd 2012 3
  • The heads of the department have recently conducted a talent review exercise:Each of the heads now has the responsibility of providing face-to-face feedback with their reports. Why would any sensible Individual: Individual: So how did the talent review go? So how did the talent review go? line manager want to Head: Pretty good I Ithink…OK. Head: Pretty good think…OK. have a conversation with Individual: As we’ve discussed I Ifeel really good about the initiatives this a high performing Individual: As we’ve discussed feel really good about the initiatives this organisation is taking. I Iwant to be part of its expansion. I Ifeel organisation is taking. want to be part of its expansion. feel employee who has been I’ve really got to grips with my role and I Ithink I’m ready to I’ve really got to grips with my role and think I’m ready to move on to take on aabigger job. I’ve been looking through this evaluated as low move on to take on bigger job. I’ve been looking through this prospectus…this MBA programme looks strong… prospectus…this MBA programme looks strong… potential? Head: Head: Well we reviewed… the problem is that at this moment in time Well we reviewed… the problem is that at this moment in time you weren’t seen as being high potential… you weren’t seen as being high potential… Individual: Individual: What….but I’m performing well…you said so in our last What….but I’m performing well…you said so in our last appraisal. You know I’m keen, I’m motivated, I’m really keen to appraisal. You know I’m keen, I’m motivated, I’m really keen to learn…so why am I Inot seen as high potential? learn…so why am not seen as high potential? Head: Head: It’s quite difficult to explain. Potential well ..it’s more than how It’s quite difficult to explain. Potential well ..it’s more than how well you’re doing now..it’s…you’re not seen as ready to well you’re doing now..it’s…you’re not seen as ready to progress. progress. Individual: Individual: Why? What am I Idoing that’s wrong? What am I Inot doing? Tell Why? What am doing that’s wrong? What am not doing? Tell me. me. Head: Head: Look. This wasn’t my decision. There is aafeeling with the other Look. This wasn’t my decision. There is feeling with the other guys that you’re not…you don’t quite …you lack gravitas. guys that you’re not…you don’t quite …you lack gravitas. Individual: Individual: What does that mean? What does that mean? Head: Head: I Idon’t know…you just…can we discuss this later, I’ve got don’t know…you just…can we discuss this later, I’ve got another meeting scheduled in five minutes. another meeting scheduled in five minutes.© AM Azure Consulting Ltd 2012 4
  • Talent management as a series of powerful conversationsDo our frameworks of success, 1. within the Board to ensure that risks have been highlighted andassessment processes and the flow of that contingency plans are in place? This is also about the Boardinformation about talent make it easy challenging the CEO and top team about the stewardship they are providing to identify options for internal and external succession.to have high impact conversations? 2. between the CEO and the top team to create an ongoing dialogue about the future of the business, the scenarios it faces and available talent? This conversation helps to rethink resourcing requirements in the face of different strategic challenges. It also asks tough questions about the role that each team member is personally playing in the development of the organisations next generation of leadership. 3. between each top team member and their executives and the ongoing discussion about business priorities, capability and the importance of proactive talent management within each business area. This conversation is also played in talent reviews to break down silos and overcome any cross functional conflict that might be constraining the free flow of talent. 4. between line managers and their direct reports? This is the candid review of performance and future contribution, and the conversations that challenge under-performance, motivate the talented individual who is coasting, and provide career coaching to guide those talented individuals.© AM Azure Consulting Ltd 2012 5
  • Three big questions in talent intelligence What frameworks are in place to inform the judgements and decisions we make about individuals? the factors that are key to the organisational “model of success” how the outputs of past success are integrated with the inputs of future success Who conducts the assessment, using which methods? top down, largely based on the personal judgement of the top team? line management evaluations? HR driven, drawing on additional data (e.g. assessment centres)? bottom up in which individuals complete career profiles? the process of data consolidation and integration to summarise talent intelligence the choice of technology ranging from a paper shuffle of returns, ad hoc email attachments, integrated talent management vendor solutions, or dedicated bespoke systems How is talent data used in decision making and action planning? processes for review, debrief and development planning optimising the impact of talent reviews and career conversations© AM Azure Consulting Ltd 2012 6
  • What frameworks do we use? And where not to startNine box plotting is the standard methodology of talent management,with a legacy that can be tracked back to the 1950s, a very differentworld to the one in which we now operate. Mapping evaluations of High Reassigncurrent performance against a forecast of potential to take on greaterresponsibility in future has the virtue of simplicity and speed. But it Prepare for POTENTIALmay be a tool that is no longer able to differentiate today’s progression Medprofessional and management talents or tomorrow’s career Reviewexpectations and aspirations.The basic definition “the work that one can do in future” isobvious. But it doesn’t answer: which types of work; over what time Question Lowscales in future? Presumably not any and every work activity. Bad hire Consolidate markIt is a vague concept, and typically little more than a loose evaluationto indicate some kind of value to the organisation. Low Med HighAttempts at precision are misguided. Spuriously scientific, the PERFORMANCEcharts of potential by time scale (readiness to progress within a definedperiod) and level (the capacity to attain a defined organisational level)are unrealistic given the realities of human nature and developmentand organisational change.Defining potential is trying to “hit a moving target”. Why does the The nine-boxlisting of high potential managers keep changing year after year?Because strategy, structure and culture and operating requirements category system isdon’t stand still. crude and clumsyThe potential word doesn’t make it easy for line managers to havecareer development discussions. Meaningful development focuseson the individual and the specific issues they face within their current Professor Adrian Furnham,role or in realising their aspirations for progression. Overall indices that University College Londonprovide an evaluation of “bad to good” do little to set the scene for aconstructive conversation.© AM Azure Consulting Ltd 2012 7
  • An alternative framework for sustainable successWe need to rethink our fundamental assumptions to implementinsightful models of the dynamics of sustainable success.Firstly to make sense of the proliferation of different theories andframeworks; everything from corporate values, experience,competency and expertise, to personality and emotionalintelligenceSecondly, to provide a blue print to improve the processes forassessment, deployment and development to make it easier forline managers to have career conversations.Our approach has been to work backwards from the questionswhich the top team ask of their organisation’s emergingleadership. Based on our experience of working with differenttop teams in succession reviews, it is clear that Boards do notsystematically work through the formal competencydocumentation.Instead they focus on four overarching areas¹ : is this individual credible? is this individual capable? does this individual display character? is this individual proactive in career management?¹ Rethinking Leadership Realities: the dynamics of the Four Cs© AM Azure Consulting Ltd 2012 8
  • Rethinking the dynamics of success: Four Cs how credible is this individual? how credible is this individual? Credibility Credibility do they have a track record of relevant experience and outstanding do they have a track record of relevant experience and outstanding achievement? background credentials and background credentials and achievement? do they have the respect of their peers? connections to build confidence as a connections to build confidence as a do they have the respect of their peers? have they built up a reputation across the industry? potential leader potential leader have they built up a reputation across the industry? how capable is this individual? how capable is this individual? what is the breadth and depth of management competency? what is the breadth and depth of management competency? Capability Capability which technical expertise and skills can be deployed with which technical expertise and skills can be deployed with the functions, tasks and skills to be the functions, tasks and skills to be proficiency? proficiency? deployed to meet the problems of deployed to meet the problems of what kinds of business challenge will they be most and least what kinds of business challenge will they be most and least leadership and to be effective leadership and to be effective effective in tackling? effective in tackling? what indicators are there of progression to take on greater what indicators are there of progression to take on greater responsibility? responsibility? Character Character does this individual display character? does this individual display character? the values and attributes which the values and attributes which is there integrity of ethical purpose? is there integrity of ethical purpose? provide leadership purpose and provide leadership purpose and are they resilient under pressure? are they resilient under pressure? meaning for the longer-term meaning for the longer-term do they have the distinctiveness to stand out as different? do they have the distinctiveness to stand out as different? does this individual understand career realities? does this individual understand career realities? is the individual’s career motivation consistent with organisational is the individual’s career motivation consistent with organisational Career Management Career Management requirements? requirements? self management and political savvy self management and political savvy is this individual effective in self management? is this individual effective in self management? to navigate through organisational to navigate through organisational realities realities© AM Azure Consulting Ltd 2012 9
  • Four Cs and career mappingThe aim of a talent framework isto map out how the buildingblocks of effectiveness combineto identify different “career Career Risk Career Risksegments” that inform careerprogression options anddevelopment planning. CREDIBILITY CREDIBILITY Career Review Career ReviewThis is to move from the index ofpotential, essentially “good vs.bad guys”, to think more The review of data The review of datainsightfully about the range of from different from different Career Careerdifferent professional and CAPABILITY sources to sources to Specialisation CAPABILITY Specialisationmanagement permutations, and identify key identify keyidentify the specific responses patterns and patterns andthat will accelerate development. inform inform Career Career conclusions and conclusions and Redirection Redirection specific career specific career CAREER CAREER development development MANAGEMENT MANAGEMENT recommendations recommendations Career Focus Career Focus Career Boost Career Boost CHARACTER CHARACTER Career Jump Career Jump© AM Azure Consulting Ltd 2012 10
  • Four Cs and powerful questionsPowerful questions to evaluate: If we ask the right questions in the right way we may gain a better understanding of individuals,Credibility and those whose career is best advanced Track record of business achievement through in-depth technical excellence, or who Exposure to different sectors will broaden their expertise to build professional Business experience mastery, or tackle organisational challenges Organisational knowledge Peer regard and profile outside their functional background to develop Senior team visibility versatility, or those best equipped to take on positions of business leadership. Or theCapability individuals whose career interests are best Breadth and depth of technical/professional expertise served in another part of the organisation or to Management competency and versatility pursue a different career path. Exceptional talents Performance, impact and improvementCharacter Character in action Question marksCareer Management Career aspirations and path Development commitment Professional contribution Political savvy Risks of derailment© AM Azure Consulting Ltd 2012 11
  • Who conducts talent assessment?If the first challenge is to put in place a framework of Does the top management team conduct a first cut overview of thesuccess that sees talent management through the population to identify “key individuals”. This approach has theeyes of the individual and map out different career advantage of speed and efficiency. Typically however the top teampatterns, the second challenge is to implement may lack meaningful exposure to the target group and the discussionprocesses for assessment. What assessment relies on “corporate hearsay” and subjective opinions.methods are used, who takes responsibility for thisassessment, and how is this information integrated to Or, do we ask line management to provide detailed evaluations ofinform decision making and action planning? their direct reports for review with their peers in a calibration exercise? Here the virtue is one of greater access to work performance to identify indicators of talent and progression. It also reinforces line management accountability for the development of their people. This strategy to be effective of course requires maturity of managerial judgement. It also runs the risk of the “beauty parade” in which evaluations are more a reflection of parochial functional interests than broader organisational needs. Alternatively, individuals provide a self-assessment of experience, capability and motivation as part of talent information flows. At best this accesses the detail of accomplishments, technical know-how, skill, and career aspirations from those who know. At worst, this can be an exercise in impression management in which self promoting advancement out-manoeuvres genuine expertise and experience. Or do we think that talent management professionals, accessing a range of assessment options, should kick-start the talent information flow? In this scenario assessment specialists introduce psychometric testing and assessment centres to establish greater objectivity and consistency within talent intelligence. And just how useful is objective assessment?© AM Azure Consulting Ltd 2012 12
  • How good is the “assessment industry” at predicting future effectiveness anyway? What difference does objective assessment make General cognitive ability continues to be the most stable and consistent to talent management practice? Here, there are two predictor of work performance (around .5) across a wide range of jobs and questions: occupations, with validity increasing with the complexity of the work task. 1. the empirical question: what predictive Assessment Centre validity has been steadily falling since the glory days power can objective assessment in of the 1970s; the latest review in 2009 suggests a validity of around .27. principle contribute to improve talent evaluations? Personality tests continue to be the focus of much controversy. Although 2. the practical question: what impact does decent measures of the Big Five claim to provide a combined validity of this predictive power in reality have on around .39, it is questionable how much predictive power is in fact achieved organisational decision making? in selection scenarios because of the complexities of impression management in self report measures.The quick answer to the first question is thatobjective assessment can add significant value to The initial studies claiming breakthrough findings for Emotionaltalent assessment, but nothing remotely of the order Intelligence validity in fact proved nothing of the sort. EQ measures seemclaimed by much of the assessment industry. to add little predictive power to conventional psychometric tests.Clearly specific tools and instruments will have The interview, in large part due to the introduction of greater structure, hasmore or less validity in any given predictive improved its validity, potentially to the order of .3 to .4, with the indicationscenario, but we can summarise the overall that interviews which focus on past behaviour provide greater predictivepatterns in the evidence base of the common power than those based on responses to future situations.methodologies to identify the relative predictivepower of the assessment options¹. 360° feedback data indicates promise, in particular peer evaluations of colleague effectiveness and impact, with validity of around .36.The validity coefficient, an index indicating the strength ofthe relationship between the assessment predictor and Situational Judgement Tests indicate a validity of around .26, but mostthe work outcome, on a scale from 0 (no prediction) to evidence is based on concurrent studies utilising job incumbents rather than1.00 (perfect prediction) can also be expressed as a applicants.percentage of explained variance in effectiveness. Avalidity coefficient of 0.3, for example, amounts to aprediction of 9% of future effectiveness. Biodata, structured questions that capture information about past experience and achievements, have validity around the .32 mark.¹ http://www.amazureconsulting.com/files/1/39199746/FairyTalesFactsPredictingLeadershipEffectiveness.pdf © AM Azure Consulting Ltd 2012 13
  • Assessment and the integration challengeDespite the extravagant claims, there is no indicationthat the assessment experts have made seriousinroads to improve the predictive power ofassessment methods over the last 20 - 30 years. Yes,objective assessment has the potential to improvetalent decision making, but its success largely resides Curriculum Vitae Curriculum Vitae APPRAISAL APPRAISAL Top Management Review Top Management Reviewin a short test of cognitive mental ability. And the Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diem nonummy doloreuismod tincidunt ut lacreet dolore sed Lorem ipsum nibh sit amet, consectetuer adipiscing elit, diem nonummy nibh euismod tincidunt ut lacreet dolore magna aliguam erat volutpat. 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One major constraint for consequat. feugiat nullavelit esseat vero eros et accumsanillum dolore eu vulputate facilisis molestie consequat, vel et iusto odio dignissim qui blandit praesent luptatum zzril delenitiusto odio dignissim nulla facilisis at vero eros et accumsan et au gue feugiat nullablandit praesent luptatumaccumsan et iustogue feugiat qui facilisis at vero eros et zzril delenit au odio duis dolore tequi blandit praesent luptatum zzril delenit au gue dignissim qui blandit praesent luptatum zzril delenit au gue dignissim feugat nulla facilisi. duis dolore te feugat nulla facilisi. duis dolore te feugat nulla facilisi. duis dolore te feugat nulla facilisi.objective assessment has been the challenge of 360 Feedback Assessm ent Centre Outputs Assessm ent Centre Outputs Psychometric Dataintegrating and weighting the data to inform nonummy nibh adipiscing elit dolor sit amet nonummy nibh corem ipsum consectetuer adipiscing elit dolor sit amet corem ipsum consectetuer ut lacreetorganisational judgements and decisions. ut lacreet Lorem ipsum Lorem ipsum dolor sit am et dolor sit am etThis is the practical issue of assessment usage and Consectetuer Consectetuer adipiscing elitthe logistical difficulties organisations often face in adipiscing elit nonum m y nibh nonum m y nibhintegrating assessment data with other information. Euism od Euism od ut lacreet ut lacreetThere is a range of assessment activity and outputs, dolore m agna dolore m agnabut the data is often trapped in folders and filing aliguam aliguamcabinets, or dispersed across a range of systems andnetworks. In the absence of integrated talentintelligence, organisations go back to the square oneof intuitive judgement. Disparate data or integrated talent summaries?© AM Azure Consulting Ltd 2012 14
  • Technology and talent intelligenceWe may have moved on from the “black book”, thatlisting of names maintained by the “succession chessmaster to guide senior level appointments, and officesoftware applications have replaced folders in filingcabinets, but organisations continue to struggle with thetechnology of talent intelligence. IMPACT ON RESOURCING DECISION MAKING“Big” systems sold as complete solutions to “join thedots” of talent management activity promise a suite ofintegrated modules for full functionality. The reality hasbeen over-engineered and expensive complexity that Unsustainable Maximising datamakes for long lead times and a short shelf life, and an reliance on the analysis and Highend user experience that lacks responsiveness and ‘black book’ presentation toflexibility. influence the talent agendaWith the recent round of consolidation in the vendormarket, genuine integrated and cost effective talenttechnology will probably emerge over the next fewyears, most likely from a new player. But we’re notthere yet. In the meantime, stand alone applications are Vacuum in which Expensive software Lowmore likely to provide a better solution for: nothing much solutions which are speed and simplicity of data capture and outputs happens irrelevant busy end users who are preparing for talent reviews or career conversations cost effective flexibility to adapt quickly to organisational change Low Highthat is critical to ensure talent intelligence drives action. UTILISATION OF I.T.© AM Azure Consulting Ltd 2012 15
  • Simplifying the information flow of talent managementThis approach to talent intelligenceensures the end focus is a career Database generates: Database generates:conversation with each individual. personal profiles of the target talent On line review On line review populationTo optimise the quality of this of direct of directdiscussion, line managers reports by line aggregate maps to summarise reports by lineparticipate in a talent review with management management different talent and career patternstheir peers to share the results of the within the target populationinitial assessments, a combinationof individual, line management trend analysis to identify overall organisational gaps, strengths andevaluations alongside any additional risksassessment that may be available. Individual IndividualThis peer review puts individual completion of completion ofresults into a broader business short on line short on linecontext, informs recommendations personal personalthat require organisational review review Talent Review Talent Reviewinvestment, and helps line peer calibration to identify priority individualsmanagers prepare for credible oneto one debriefs with their direct agree recommendations,reports. actions and commitments; Option to organisational and Option to management incorporate incorporate additional additional assessment assessment data Career Conversations Career Conversations data a key conversation about talent review outcomes agreeing development priorities and commitments© AM Azure Consulting Ltd 2012 16
  • How is talent data used in decision making and action planning If challenge one is rethinking our frameworks of success, and Software vendors compete with challenge two is the speed and simplicity of assessment and each other to add more integration, the third challenge lies in the practicalities of functionality, just like the USA translating talent intelligence into key investment decisions for specific individuals to put in place the measures that and Soviet Union did with their drive development. nuclear weapons, but what’s the Here the focus is on talent conversations: line managers in point of the myriad of features discussion with their peers to identify priorities for the business unless you actually use them? unit and individuals requiring broader organisational attention, and one to one conversations between line managers and their Charles Fiddes Payne direct reports to agree commitments and development actions. This requires a clear understanding of expectations: what is the individual’s own role? what is the line management responsibility? what should the business unit do to make this work? what the organisation must implement to provide the underpinning infrastructure and a mapping of information flows between individuals, line management, the business unit and the overall organisation.© AM Azure Consulting Ltd 2012 17
  • Seeing the big picture of talent managementOrganisation Setting an agenda for strategic resourcing clarifying future capability requirements against strategic imperatives reviewing and agreeing successors for business critical roles managing the appointments process at levels X and above agreeing major development investment for key individualsBusiness unit Driving development throughout the business unit managing the appointments process proactively tracking succession coverage and exposure to highlight risks and vulnerabilities providing investment for the development of key managers and professionalsLine manager Identifying resourcing requirements and priority individuals highlighting resourcing “pressure points” and risks “filtering” those individuals whose retention, development, progression requires a response from the business unit or where performance/impact is constraining the “pipeline” of talent Reinforcing performance managementIndividual ongoing feedback on impact and contribution coaching and guidance to develop effectiveness formal review of achievements and capability review of career aspirations© AM Azure Consulting Ltd 2012 18
  • Talent reviews as a key lever The talent review is the forum for the collective review of resourcing and development priorities within the business area as part of the wider organisational debate. At best they provide a robust analysis of: blockages within the pipeline to highlight those individuals who are holding back the next generation of professionals and managers targets for retention and those individuals whose loss would be disruptive to the business individuals who need proactive development and organisational investment to accelerate their progression to make a greater contribution But often these reviews are reliant on: hazy views of performance and contribution subjective evaluations of potential ad hoc comments from senior management vague recollections of past assessment activityAnd typically undermined by: time consuming and cumbersome preparation bad behaviour among participants circular discussion without productive conclusions the absence of agreed actions and accountabilities© AM Azure Consulting Ltd 2012 19
  • Optimising the conversation within talent reviews Define the scope of the review and its authority, specifically how its outcomes inform wider resourcing decision making. Be disciplined in the preparation for the session, but make it easy for participating managers to conduct a review of their people. Don’t overload the process with cumbersome “paperwork”. Apply filters to prioritise a quality debate about a few individuals rather than a superficial overview of the many. Don’t overplay the formality of the meeting; attend to the physical environment and interpersonal dynamics of the session. Use newspaper clippings, images and photographs to highlight the business impact of a productive review. Clarify operating ground rules around the importance of candour to encourage frank debate and shared ownership of talent rather than the protection of functional favourites. Keep the agenda focused around business problems and talent solutions to avoid “talent tittle tattle”. Keep the discussion grounded in evidence. Conclude with action points, commitments and accountabilities and a process for follow up.© AM Azure Consulting Ltd 2012 20
  • Career conversationsLine managers, for understandable reasons, are often reluctantto embark on this activity, not least because of the opportunity High quality careerfor misunderstandings and confused expectations. There aresensitivities; for the individual in sharing their aspirations and development discussionsconcerns, as well for the line manager who may be uncertain with individualabout business plans or organisational change. employees can beAnd as has been noted, any conversation based around the challenging.evaluation of potential is never going to be straightforward. Highpotential individuals may stake their claim for a higher salary or Fans Van de Venpromotion. Low potential employees will assume they have noorganisational future, and motivation will fall. Unsurprisinglythen, few organisations disclose the outcomes of talent reviews.The reality is that if line managers don’t acknowledge the careeragenda of their people: individuals in the wrong role at the wrong time will continue to under-perform high performing employees requiring a fresh and different challenge will begin to coast exceptional individuals will leave in search of other opportunities© AM Azure Consulting Ltd 2012 21
  • Making it easier for line managers to have career conversations Follow a process. Everyone is different. Some employees will have a clear and realistic view of their career development; others will have little more than a fuzzy set of hopes and aspirations. But career conversations to become more than a vague conversation about the future require a structure and format. Put in place the sequence of steps and supporting tools, from preparation, meeting agenda, and follow through to help individuals and line managers navigate through the career review. Powerful questions are more important than knowing all the answers. This is the career review as the art of conversation rather than conventional career planning. Sensible individuals do not expect either the organisation or their managers to provide a definitive road map. But they rightly want a sense of the issues and options as they look to progress the next steps in their career development. Honesty and authenticity of discussion grounded in the organisational realities of the criteria for performance and progression count for more than extravagant promises. End with realistic commitments. If the career review is being conducted as part of a wider talent management exercise, line managers will have a good sense of the individual’s relative status and the extent to which their development will be supported at a business unit and organisational level. Whatever the outcome of the career conversation, conclude with a clear summary of: what the individual undertakes to do themselves; the line management commitment to access opportunities within the wider work area; and the organisational measures available to accelerate development through additional investment.© AM Azure Consulting Ltd 2012 22
  • AM Azure: how we support clients in talent and career managementWhilst we await genuine integration from the vendors of talent OVERALL SUMMARY Focus on Technical Excellencemanagement technology, our approach focuses on: Low High A focus on you r cu rre nt t echnical know-how an d ex pertise allows you to play to yo ur ex isting streng ths, making it e asier t o b uild proficiency and o ptimise you r imp act; occu pying t hat niche which is in deman d raises your organisational profile a nd enh ances yo ur mark etability bespoke development for stand alone on line systems that Building Professional Mastery Low High The ability to make con nections across an import ant pro fessional discipline p rovides a platform to think st rate gically and d evelop c ohe ren t plans tha t mak e a business imp act; p rof essional mastery also op ens u p a ra nge of options in the help line managers prepare for talent reviews and one to one Developing as an Organisational Problem Solver market -place , giving yo u freed om t o move ac ross differe nt sectors a nd in dustries career conversations with their team members Low High Building organisatio nal credibility as the “ trou ble- shoote r” who can take on a ny challenge; ope ning up caree r op tions – in ternally and in th e ma rket - place – as s omeone wh o knows how t hings work and h ow to get t hings done Moving to Business Leadership Low High The potential to prog ress to a p osition of power with the scope to make c ritical decisions abo ut t he providing powerful content to incorporate a choice of options, orga nisation’s fut ure; o perating with t he st atus a nd financial security t o “ call the shots” and ex ert perso nal influe nce Maintaining Creative Options from short simple questions and check-lists to more Low High An ove rall strat egy which kee ps all optio ns op en to ex plore p ossibilities in life; achieving th at balance of fina ncial security, org anisation al status an d p erso nal freed om throug h on going development of yo ur t alents and skills extended assessment modules Planning an Early Exit Low High Planning a caree r mov e to ope n u p new o ptions outside o f convention al corp orate life; the oppo rtu nity to p ursue differe nt life possibilities in line with your own dee p-se ate d values and interests smart algorithms based on the career patterns of success to Career Futures - Personal Report for 12 7 © AM Azure Consulting Ltd 2006 - 2012 summarise data into high impact reports for career development planning, the mapping of talent priorities, and trend analysis to identify organisational opportunities and risks quick and cost effective implementation to minimise the time and expense of prolonged project methodology or systems integrationto make individuals and their career development key to theoverall strategy for talent retention and development and putline managers in the driving seat of talent management insupporting career conversations with their people.© AM Azure Consulting Ltd 2012 23
  • About usWe work with a broad portfolio of clients in the design and we’re professionals but we’re not pompous. We are at theimplementation of on line services in recruitment and edge of the latest research and thinking in the field of peopleselection; management assessment, development and management, but we’re not precious about the “one thing”. Wecareer management; on line leadership tool kits, 360° have some good ideas to help your organisation perform evenfeedback, performance management; and talent and better, but we know that you have some better ones, but wantsuccession management. support in making them work. We don’t impose the “solution”.If you are interested in our approach to talent managementand career development, call us: we design but we also implement. Our content, design and technology can build cost effective solutions quickly. Our 44 (0) 1608 654007 or email consultancy experience of “real world” implementation and our admin@amazureconsulting.com levels of client service will move things forward from initial concept to results rapidly. we start things to build momentum but we also follow through. Results come from the discipline of “making it stick”, of evaluation, learning and continual improvement. And we maintain ongoing relationships with our clients to keep achieving positive outcomes.© AM Azure Consulting Ltd 2012 24