Talent Management At Dell


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Dell Small Business Excellence Award 'Day at Dell' Presentations. Nov. 2009

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  • Talent Management At Dell

    1. 1. GROWTH AND LEADERSHIPOUR LEARNINGS IN TALENT MANAGEMENT<br />Najuma Atkinson<br />SMB HR Business Partner<br />November 2009<br />1<br />
    2. 2. Our People Strategy Foundation–Great Company and Great Place to Work<br />Executing the Strategy<br />Talent Management Framework and Tools<br />Resource Planning <br />Leadership Development<br />Measuring Success<br />Lessons we have learnt<br />Questions<br />Discussion agenda<br />2<br />
    3. 3. Winning Culture <br />3<br />
    4. 4. Dell’s Commitment<br /><br /><br />Dell is committed to making the company a <br />great place to work and build a career.<br />Dell will remain successful and <br />meet its ambitious growth goals <br />only if we provide a <br />positive and compelling work experience.<br /><br /><br /><br /><br /><br /><br /><br /><br /><br />4<br />
    5. 5. BUILDING LEADERS TO DRIVE RESULTS<br />BUSINESS UNITS<br />BUSINESS RESULTS<br />Grow Revenue/Share; Increase Earnings; Improve Cash Flow<br />LARGEENTERPRISE<br />Improve Competitive Cost Position: COGS and OPEX<br />PUBLIC<br />Deliver High-Quality Products and Great Customer Experience<br />Building People & Organizational Capability<br />SMB<br />Develop and Foster a Fully Engaged Team<br />CONSUMER<br />5<br />
    6. 6. Invest time in your talent strategy as you do with your business and product strategy<br />Select or promote talent from within before hiring externally<br />Approach career development of your talent with a goal in mind<br />Aggressively hire and develop local leaders<br />Be competitive in how you reward your talent<br />Tenets of our talent philosophy<br />6<br />
    7. 7. Talent management at dell<br />7<br />
    8. 8. Talent Management Framework AND TOOLS<br />ASSESS<br /><ul><li>Organization & Talent Review (OHRP)
    9. 9. Tell Dell
    10. 10. Performance reviews
    11. 11. Development Dialogues</li></ul>PLAN<br /><ul><li>Organization Level : People Planning
    12. 12. Individual Level : IDPs</li></ul>DEVELOP<br /><ul><li>Leadership Development Curriculum
    13. 13. Key Talent Development
    14. 14. Job rotations / on the job learning
    15. 15. Cross functional projects</li></li></ul><li>OHRP is our semi-annual “talent review” process involving robust conversations about the organization and talent<br />Through the OHRP process, we<br />Assess current level of talent and leadership bench strength for the top three levels in the organization<br />Identify the next generation of leaders and accelerating their development<br />Review Current and Future Talent needs and strategies to address the needs<br />Encourage open dialogue between team members and their managers on career development<br />OHRP feeds our <br />People Planning process <br />Staffing Plans<br />Provides our leaders with greater knowledge of, visibility to, and involvement in the development of our future leaders<br />ASSESSING TALENT and needsORGANIZATION hr PLANNING (ohrp)<br />9<br />
    16. 16. Organization planningOhrp and people planning process<br /><ul><li>Review summary of existing talent
    17. 17. Strengths & development opportunities
    18. 18. Potential Career Preferences
    19. 19. Mobility
    20. 20. Next potential job(s)
    21. 21. Readiness/availability
    22. 22. Succession Plans
    23. 23. Identify Critical positions expected to be open in next 6-8 months
    24. 24. Identify Key Talent who are “Ready To Move”
    25. 25. Strategically match Talent Development Needs to open positions</li></ul>10<br />
    26. 26. Tailored development plans for each employee aimed at <br />Identifying potential direction for growth at Dell<br />Appropriate job experiences or training to ensure employee is ready for growth, and promotion opportunities<br />Individual planningOhrp and development plans<br />Where employee wants to go<br />Where employee is today<br />Background<br />Competency Assessment<br /><ul><li>Strengths and Development Opp.
    27. 27. Assessed against Dell Leadership Competencies</li></ul>Career Goals<br /><ul><li>Short Term and Med Term
    28. 28. Potential Next Jobs</li></ul>Employee Profile<br /><ul><li>Experience
    29. 29. Skill Set
    30. 30. Performance History
    31. 31. Accomplishments</li></ul>Individual Development Plans<br /><ul><li>Given where the employees aspires to go, and current development opportunities – what are the areas that the employee needs to focus on developing
    32. 32. Development can be through Formal Training, On the Job Learning, Learning Thru Others</li></ul>11<br />
    33. 33. Our Approach to Development Plans<br /><ul><li>Core Development Program
    34. 34. Key Talent Programs</li></ul>10%<br />through Formal Training Programs<br /><ul><li>Executive coaching
    35. 35. 3600 Feedback process
    36. 36. Mentoring
    37. 37. Development Interviews</li></ul>Through Others – Mentors and co-workers<br />20%<br /><ul><li>Planned job moves – based on IDP discussion
    38. 38. Special projects or assignments</li></ul>through On-the-Job Experiences & Career Moves<br />70%<br />12<br />
    39. 39. Measuring success: tell dell<br />13<br />
    40. 40. 14<br />OUTCOMES<br />EMPLOYEE PERCEPTIONS<br />EMPLOYEE EXPERIENCE <br />(ENGAGEMENT)<br />THINK :<br />“It makes sense for me to be here”<br />MY MANAGER<br />Coaching<br />Feedback<br />Career Development <br />Ethical etc<br />PERFORMANCE<br />FEEL:<br />“I am proud to work at Dell”<br />DELL CULTURE<br />Vision/Strategy<br />Work & Opportunities<br />Link with overall business etc<br />RETENTION<br />DO:<br />“I intend to stay at Dell”<br />WHAT TELL DELL MEASURES<br />Measuring success – Tell dellindicator of engagement and manager effectiveness<br />
    41. 41. Set clear expectations and targets from managers on Engagement levels<br />Company wide target of min 75% favorable on Engagement<br />“Engagement” of team is a key part of performance assessment of leaders<br />Tell Dell feedback for managers can influence Compensation Decisions and Career moves<br />Repeated low scorers have aggressive plans to improve scores<br />Driving accountability with tell dellmake it impactful<br />15<br />
    42. 42. In closing… <br />16<br />
    43. 43. Link all your initiatives back to your business strategy.<br />Define a critical few (priorities or initiatives) and drive for perfection in execution <br />Less is better when it comes to driving TM initiatives<br />Leadership Development must be owned by Leaders, not HR<br />Build accountability for leaders to develop leaders.<br />Develop your talent faster than the growth of the business<br />Identify your key talent early on put your best people in most critical positions<br />Develop talent internally, to take on leadership roles<br />HR tools, processes, and systems must be integrated to sustain leadership development<br />Some Lessons learnt…<br />17<br />
    44. 44. Questions <br />18<br />