5. Talent Management Talent Talent is below the Visible Iceberg Articulate Family Values Beliefs Life Experiences Heritage Culture Aspiration Education Behaviors Competencies Leadership Style Work Experience Physical Ability Race Results Gender Age Language Family Values Beliefs Life Experiences Heritage Culture Behaviors Competencies
6. The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical staff C ulture & C ontinue B uy B orrow B uild B ind B ounce A ssess Strategic Talent Solid Citizens Specialists Market Developer / Preseller Contract Labour Talent Inverting the pyramid GM Sales Force / Market Development Team Front Line Sales Management Middle Management Commercial Management Leverage Performance Leverage Performance
7. Identify strategic positions to apply B5(Buy, Build, Borrow, Bind & Bounce) Strategy Need to ensure we have Hi Performers in ~ 65% of Strategic Positions and that they are compensated > Market Median V = Influences customer’s perception of value P = Enables us to charge our desired price C = Enables us to produce at our desired cost Talent Commercial Value Price Cost Market Developer √ Sales Team Leader √ Area Sales /Channel / Key Account / Sales Cap Dev Manager √ General Sales Manager √ √ Unit Cold Drink Equipment Manager √ √ Supply Chain Value Price Cost Site OE Lead √ Factory Manager √ √ Unit Distribution Manager √ √ Business Head Value Price Cost Area Operations Director √ √ √ Strategic Capabilities : What must the workforce be ABLE to do to grow our business by creating customer and economic value? Strategic Positions: Are the roles that create customer and economic value . Strategic Positions Are Found within Strategic Capabilities (VPC)
8. Talent segmentation & investing in Top Talent, while focusing on Solid Citizens also Low Perform ance High Perform ance Potential Well Placed Promotable / Expandable High Potential Medium Perform ance Performance Talent ?? TOP T ALENT TOP T ALENT BOTTOM PERFORMER SOLID CITIZEN TOP T ALENT BOTTOM PERFORMER SOLID CITIZEN SOLID CITIZEN
12. Defining Potential Potential Framework Comprises 3 Key Elements ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others? Classified - Confidential Engagement (Self + Others) Ability (Current Ability + Ability to Grow) Aspiration ( Interest + Motivation ) Pre-requisite: Track record of Performance Aspiration Engagement Ability
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15. Case History of XYZ Classified - Confidential XYZ Area Operations Director Large Bottling Operation
19. The ABC Talent Strategy focuses on building the organization Top Talent Diversity Bottom Talent Generation Y Technical staff C ulture & C ontinue B uy B orrow B uild B ind B ounce A ssess Strategic Talent Solid Citizens Specialists MD / Preseller/ Hunter Contract Labour Talent Inverting the pyramid GM Sales Force / Market Development Team Front Line Sales Management Middle Management Commercial Management Leverage Performance Leverage Performance
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