Seven Deadly Sins Briefing Presentation


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  • 02/25/11 2003_CorpTemplate-V3.ppt
  • Seven Deadly Sins Briefing Presentation

    1. 1. The Seven Deadly Sins of Talent Management Instructions: This briefing material is based upon an article by the same title published by the Human Capital Institute; circa November, 2009. In its present form the best use is to brief a leadership team about the issue of talent and talent management. It provides a forum for a team to address some of the issues in talent management. Link to full article: Before you begin make enough copies of Slide 12 (Sin Rating Scale) for each participant .As you start suggest that the participants assess their organization against the Sin Rating Scale. This allows you to make your points at the same time have some fun with the participants. The last slide lists a number of solutions for the ‘sins’. By: Patrick R. Dailey, Ph.D. Charles H. Bishop, Jr., Ph.D.
    2. 2. TODAY <ul><li>Overall, discuss the art and discipline necessary to manage the talent pipeline…and win </li></ul><ul><li>Sins – Faulty Processes and Ineffective Accountability </li></ul><ul><li>Symptoms – Diagnostic Clues </li></ul><ul><li>Solutions – Practical Recommendations </li></ul><ul><li>Assess where we are… Levels of Sinning </li></ul>
    3. 3. “ WHO” COMES FIRST <ul><li>Leadership is at the heart of what differentiates those who consistently “Win” from those who perennially fall short. </li></ul>
    4. 4. SEVEN SINS <ul><li>Tolerating Protectionism </li></ul><ul><ul><ul><li>Is there unwillingness to share top talent across organizational boundaries? </li></ul></ul></ul><ul><li>Loose Accountability </li></ul><ul><ul><ul><li>Is there accountability for ensuring our leadership pipeline? </li></ul></ul></ul><ul><li>Failure to Re-Invent the Wheel </li></ul><ul><ul><ul><li>Do we “force fit” another company’s solutions into our culture? </li></ul></ul></ul><ul><li>Settling for “Good Enough” </li></ul><ul><ul><ul><li>Do we consistently challenge ourselves to be “best in class“? </li></ul></ul></ul><ul><li>Inept Assessment </li></ul><ul><ul><ul><li>Can hiring managers differentiate “great” talent from “good”? </li></ul></ul></ul><ul><li>Playing it Safe </li></ul><ul><ul><ul><li>Are we willing to take short term risks with the business as emerging leaders learn their lessons of experience? </li></ul></ul></ul><ul><li>Creating Credenza Ware </li></ul><ul><ul><ul><li>Is talent planning an ongoing, ingrained process that drives results? </li></ul></ul></ul>
    5. 5. TOLERATING PROTECTIONISM <ul><li>Symptoms </li></ul><ul><ul><li>Inability to move talent across organizational boundaries </li></ul></ul><ul><ul><li>“ States Rights” Mentality & Practices…”my people” </li></ul></ul><ul><ul><li>Cronyism </li></ul></ul><ul><ul><li>Outsiders have difficulty breaking into the culture </li></ul></ul>
    6. 6. LOOSE ACCOUNTABILITY <ul><li>Managing (only) from the heart </li></ul><ul><li>HR’s job…”Not my job” </li></ul><ul><li>“ One horse” races for key appointments </li></ul><ul><li>Senior leaders not accountable for “bad calls” </li></ul>
    7. 7. FAILURE TO RE-INVENT YOUR WHEEL <ul><li>Seduced by facts & technology </li></ul><ul><li>Legacy programs that are no longer aligned to business needs </li></ul><ul><li>Creation of that “special” task force </li></ul><ul><li>Borrowing not building; not owning </li></ul>
    8. 8. SETTLING FOR “GOOD ENOUGH”? <ul><li>Compromise candidates are appointed into key roles </li></ul><ul><li>Operating units rarely sticking their necks out </li></ul><ul><li>Units unable to review their performance capability </li></ul><ul><li>Belief in Management Alchemy </li></ul>
    9. 9. INEPT ASSESSMENT <ul><li>Senior leaders don’t agree on what success looks like </li></ul><ul><li>Appointments are not made from your scrubbed promotability lists </li></ul><ul><li>Performance is used as a proxy for assessing potential </li></ul><ul><li>High-Potential talent is left out of the “career equation” </li></ul>
    10. 10. PLAYING IT SAFE <ul><li>Setting up low risk learning & development plans </li></ul><ul><li>Promotions are delayed until talent is “over ripe” </li></ul><ul><li>Holding steadfastly to a promote-from-within practice </li></ul>
    11. 11. CREATING CREDENZA WARE <ul><li>A “once a year” mindset dominates </li></ul><ul><li>Talent Review meetings are a “road to nowhere” </li></ul><ul><li>Plans are not tracked for on-time, on-target results </li></ul><ul><li>Retrospective reviews are praised; proactive plans are not advanced </li></ul>
    12. 12. SIN SCALE Yeah Guilty 1 2 3 4 5 6 7 Guilty Often We’re Changing Guilty Infrequently Not Part of our DNA Tolerating Protectionism Loose Accountability Failure to Invent Settling for “Good Enough” Inept Assessment Playing it Safe Creating Credenza Ware
    13. 13. SOLUTIONS Protectionism <ul><li>Know your pipeline </li></ul><ul><li>Create a “air-traffic control” capability </li></ul>Accountability <ul><li>Participate in selection decisions, two levels down </li></ul><ul><li>Score your process accuracy </li></ul>Invent Your Wheel <ul><li>Put a personal stamp on the process </li></ul><ul><li>Get involved </li></ul><ul><li>Listen to your pipeline </li></ul>Settling for “Good Enough” <ul><li>Build talent pools ahead of demand </li></ul><ul><li>Recruit “game changers” </li></ul><ul><li>Supplement internal pool with great external talent </li></ul><ul><li>Make it someone’s job that great talent sticks </li></ul>Assessment <ul><li>Create competency models </li></ul><ul><li>Train managers to assess competences and learning ability </li></ul>Playing it Safe <ul><li>Ensure real business and personal risk in development </li></ul><ul><li>Stretch your best talent into key roles, early, often </li></ul><ul><li>Break some compensation rules </li></ul><ul><li>Deal with de-railed talent </li></ul>Credenza-Ware <ul><li>Focus on the Business Issues that great talent can solve </li></ul><ul><li>Put plans in writing </li></ul><ul><li>Discuss actual talent issues at your meeting </li></ul>