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Talent optimization: Its not a one way street
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Talent optimization: Its not a one way street

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A recent presentation made at Linkage 2012 describing the importance of a robust talent pipeline

A recent presentation made at Linkage 2012 describing the importance of a robust talent pipeline

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Talent optimization: Its not a one way street Talent optimization: Its not a one way street Presentation Transcript

  • Talent Optimization It’s Not A One-Way StreetNancy Di Dia, Chief Diversity OfficerCorry Ioli, Executive Director, Talent Management
  • Brain Surgery… Or Rocket Science? Talent Management 2
  • Right People. Right Place. Right Time. Out of the Box Strategies on Attracting, Engaging & Developing Key Talent at All Levels in the Organization Solutions to Ensure The Further Advancement of Multicultural Talent as well as New & Seasoned Talent Best Practices for Building Successful Succession Plans that Effectively Include Multicultural Talent 29 June 2012 3
  • Hiring Process: What Do You Need To Do? Corporate Maximizing Selection Engagement Strategy Attraction US & Global Productivity & & & & Leadership & Unconscious InternalLeadership EVP Development Business Bias MobilityCommitment Impact Diversity is thread and embedded in every step of our Talent Management process 4
  • Corporate Strategy: What guides our business? Our Leitbild: business and organisation • Maintaining and improving the performance of the corporation take precedence over short-term maximization of profits Corporate • Research and development is of central importance to our Strategy future success & Leadership • We will focus our efforts on diseases which have so far notCommitment been satisfactorily treated • We are global in our ambitions • We will attract the brightest talents to work for us and encourage diversity in the workplace • We are an open organization which believes in a culture of innovation, collaboration and mutual respect
  • Corporate Strategy & Leadership Commitment "Our success depends on being able to recruit, retain, and develop a diverse and talented workforce to serve the therapeutic needs of a diverse patient population. That is why our vision of Value through Innovation – which depends on diversity, inclusion, and employee engagement – is fundamental to our culture at Boehringer Ingelheim." 29 June 2012 6
  • Are you A Talent Ambassador? We Are. • Our business strategy is built on creating a competitive workforce – we are ALL IN! • All BI Employees & Leaders are Talent Are You A Ambassadors! • Hiring Managers are strategic and recruiting “req-lessly” to build talent Talent pipelines across the business! Ambassador? • Executive Leadership making a commitment to opportunistic interviews and hires! 29 June 2012 7
  • Attraction & EVP 29 June 2012 8
  • 29 June 2012 9
  • Employee Value Proposition - We are Saving Lives. 29 June 2012 10
  • Unconscious Bias: In the Selection & Succession Planning Process Talent Management & ODI&E have partnered to bring an understanding of unconscious bias to Hiring Managers and Leaders to accomplish the following: Selection Understand the concept of unconscious bias &Unconscious Uncover ways that unconscious bias can impact the recruitment, Bias selection and succession process Create and maintain processes that are as bias free as possible Make talent and selection decisions based on merit 29 June 2012 11
  • Selection & Unconscious Bias Exercise & Table Discussion Based on a sense of personalConfirms by connection to the preexisting Affinity other person perception,stereotype or Bias image Confirmation Bias Systemic Bias When bias is imbedded into processes and systems creating unintended outcomes 29 June 2012 12
  • Tips to Help Minimize Bias in Selection Process• Introduce and Train Hiring Managers & Leaders on Unconscious Bias• Quick Inventory of Team Demographics/Successors – Recognize Any Patterns??• Blind Resume Screening• Fully Vetted Job Descriptions & Agreed Upon Skills & Experience Required• Diverse Pool of Interviewers – Have Division Heads Require This 29 June 2012 13
  • Engagement & Internal Mobility Objective: Conduct monthly meetings with HR Business Partners and Talent Management that will:Engagement • Discuss development and career plans for deeper reach talent & • Facilitate matching internal talent with current /future job openings Internal • Highlight opportunities for cross-organizational talent rotation Mobility Critical Experiences & Accomplishments To Date • What are some of the business-critical processes and activities that this person is responsible for? • What special strategic projects outside of his/her core responsibilities has the individual been a part of? Potential Roles & Readiness • What type(s) of role(s) do you see this individual taking within the Company in the future: • Has this individual expressed an interest in any particular role type(s)? • Determine readiness using online profiles within TMnet 29 June 2012 14
  • Global Talent Management e-Learning Modules 29 June 2012 15
  • Organizational Development & Learning Intended Outcomes • Improved business performance • Reduced turnover and US & Global attrition Leadership • Increased engagementDevelopment Strategically • Deeper succession bench Focused • Improved diversity Learning and OD demographics Practices • More widely known and recognized employment brand • Ability to attract and retain higher caliber talent Building Strategic Capabilities • Human capital metrics show strong return on our investments
  • Leadership Development Program Landscape BI Strategy Global Organizational Strategic Capabilities Global Strategic Leadership Program Regional Leadership Programs (Europe, Americas, Asia) GMDP / GMRP Americas Region: MDP & LDP Local Leadership Programs 17
  • America’s RegionLearning & Organizational Development Framework Coach & Global & Mentor Regional Leadership Coach & Development Leadership Mentor Programs Development Population: Coach & Management Program Level 19+ Select Population Building Mentor Development Level 17+ Organizational Capabilities Program Building Individual & Strategic Leadership Select Population Level 15+ Competencies Building Managerial Skills & Leadership Competencies • Rotation Programs • Mentoring Engine • International Assignments & Opportunities • External Development Programs • Alumni Programs • Executive Coaching •Job Rotations & Stretch Assignments •0 DEVELOPING OUR LEADERS Managing at BI DEVELOPING OUR MANAGERS •Foundational Development Offerings • Do-It-Yourself Development • Development Plans • Working at BI DEVELOPING OUR PEOPLE• Organizational Design • Orientation & Integration• Change Management • Coaching & Mentoring • Assessment & Solutions DEVELOPING OUR ORGANIZATION 18
  • New! Corporate Management Committee:Sponsorship & Mentoring Program• The Mentoring Partnership has been formed based on input from annual talent management discussions• Participation in the Mentoring Partnership Program is not linked to performance management nor is it a performance improvement tool• 2012 Launch: 8 CMC Members & 13 Mentees 29 June 2012 19
  • US and Global On-boarding Tools & Guides 29 June 2012 20
  • MaximizingProductivity & Business BUSINESS Impact RESOURCE GROUPS 29 June 2012 21
  • Business Resource Groups: Key Success Indicators (KSI)• Membership and engagement increase by 10% across U.S. in 2011• Key talent segments developed by BRGs• Diversity councils leverage BRGs to advance talent segmentation, market segmentation and workplace transformation goals• BRGs share and connect across OPUs and globally• Leadership capabilities enhanced and BRGs are a self sustaining employee driven resource• Employer of choice awards spotlight BRG stories• BRG “wins” promoted across the company• BRGs build the brand and bring the Lead & Learn value to life• High visibility of BRGs externally i.e. DiversityInc. Best Practices, SHRM, etc.• BRGs considered “best in class” by competitors• BRG accomplishments recognized and rewarded in Performance Management Process 29 June 2012 22
  • Talent Acquisition Key Metrics – Impact to the Business Key Metrics for Talent Acquisition Scorecard Diversity & Recruitment Cost Contracted Time Quality of Hire Quality of Source Applicant Flow Per Hire to Start (TTF)• Track diversity • Quantify how • Evaluate • Assess the • Calibrate slate of well a new hire effectiveness of effectiveness of timeliness of the applicants, or internal sourcing recruiting sourcing & slate, interviews selections that channels to function. recruiting & hires occur within TA understand Assess agency process process meet impact on spend analysis performance retention and • Shared requirements of monitor ROI accountability the role with Hiring Manager Candidate & Hiring Manager Experience • Assess ongoing improvement: candidate, new hire and hiring manager surveys. Identify what % level of improvement each quarter and year over year 29 June 2012 23
  • New Talent Acquisition Portal 29 June 2012 24
  • Tools for Maximizing Productivity 29 June 2012 25
  • Faces of Life 29 June 2012 26
  • Thank you! 29 June 2012 27