What can we do for our Talent Pool now? Ettie McCormack The Changing World of Learning & Development Southwark Cathedral - 7 th October 2009

Context – The Talent Management Framework The Challenges – External and Internal Recognise the Challenges Strategic Alignment Valuable Methods to Identify HIPO’s Metrics Which Path to Choose? A Wealth of Possibilities Agenda

Context – The Talent Management Framework

The Challenges – External and Internal

Recognise the Challenges

Strategic Alignment

Valuable Methods to Identify HIPO’s

Metrics

Which Path to Choose?

A Wealth of Possibilities

The Talent Management Framework Example : Succession Planning Talent Analytics Talent Strategy Workforce Planning & Talent Acquisition Capability Development & Performance Leadership & High Potential Development

Challenge - External Pressures Shortage of readily available skills in the talent market (Quality) Shortage of candidates in the talent market for key roles (Quantity) Aging of current workforce leads to loss of key workers (Retirement) Rapid pace of industry and business change (Global)

Shortage of readily available skills in the talent market (Quality)

Shortage of candidates in the talent market for key roles (Quantity)

Aging of current workforce leads to loss of key workers (Retirement)

Rapid pace of industry and business change (Global)

Insufficient internal bench strength to meet business needs Costs to replace key employees from outside the organisation Turnover of high potentials – retention of key talent Challenge - Internal Pressures

Insufficient internal bench strength to meet business needs

Costs to replace key employees from outside the organisation

Turnover of high potentials – retention of key talent

Recognize the Challenges Identify back-up for key positions (here and now) Critical openings as they arise (reactive) Build strong talent pipeline to meet future business needs (strategic) C-Level Technical, Professional, Management What kind of Succession?

Identify back-up for key positions (here and now)

Critical openings as they arise (reactive)

Build strong talent pipeline to meet future business needs (strategic)

C-Level

Technical, Professional, Management

Passages through the Pipeline From managing others to managing managers From managing managers to Functional management From Functional manager to Business manager From Business manager to Group manager From Group manager to Enterprise manager ( The Leadership Pipeline – How to build the Leadership Powered Company – Ram Charan, Stephen Drotter, James Noel ) Succession planning and management facilitated by recognising various levels of your talent pipeline .

From managing others to managing managers

From managing managers to Functional management

From Functional manager to Business manager

From Business manager to Group manager

From Group manager to Enterprise manager

( The Leadership Pipeline – How to build the Leadership Powered Company – Ram Charan, Stephen Drotter, James Noel )

Strategic Alignment Competitive Advantage Customers Services Markets Products Strategic Direction Experience Skills Mindset Perspective Structure Job Design Processes Staffing Culture Organisation Capability Individual Capability

Customers

Services

Markets

Products

Experience

Skills

Mindset

Perspective

Structure

Job Design

Processes

Staffing

Culture

9 Box Grid: Template HIGHLY VALUED HIGH IMPACT GROWTH UNREALISED POTENTIAL Potential NEXT GENERATION Name Name Name Exceptional performance Key EFFECTIVE UNDER PERFORMING Exceeds Expectations/Exceptional Meets Expectations Below Expectations KEY UNDER ACHIEVING High Upwards Potential (+2 levels) Potential for Growth (+1 level) Develop at current level 1 2 3 4 5 6 7 8 9 In Year Performance

Constantly networking, but is seen as only doing it for the sake of it, and not for the good of the business Lacks confidence/credibility in presenting ideas Averse to feedback – does not seek input and/or rejects any incongruent feedback Sticks to their comfort zone More focused on developing their seniority than their capability Avoids being put in a place where setbacks could happen What it is not… Actively builds relationships to help fulfil the requirements of their role. Articulates their own opinions clearly and concisely Willing to contribute ideas to debates Possesses an accurate and balanced view of weaknesses as well as their strengths. Open-minded and appreciative of others’ perspectives and responds positively to constructive feedback Proactively develops and grows their technical/functional expertise Conscientious and reliably demonstrates high levels of drive to get the job done Resilient to set-backs. Keeps going and sees things to completion Motivated to deepen technical or functional expertise, in current role or laterally Develop at Current Level Proactively engages others. Quickly builds effective working relationships Knows how to get things done in the organisation - who to go to and influence to get things done Persuasive and credible communicator. Makes themselves heard within and beyond peer group Proactively seeks feedback and acts upon it to improve performance Seeks experiences and opportunities to learn beyond their comfort zone grasps issues rapidly, even when not discussing their area of expertise, and spot opportunities/issues early Shows initiative, takes the lead within peer group and ownership to make things happen Can inject a sense of energy and urgency into proceedings. Uses this drive to mobilise others and sustain activity Motivated to achieve more and progress Potential for Growth (+1 level) Proactively builds a network of contacts and leverages a deep understanding of the broader organisation to advance BP’s goals A powerful advocate and influencer at the most senior levels Evokes strong ‘followership ’ Understands how to make the most of strengths and minimise the impact of weaknesses Exceptionally intellectually agile. Demonstrates consistent desire to learn and try new ways of doing things to improve performance Consistently performs well in new and varied situations and/or changing environment Consistently raises the bar on what good looks like. Continuously strives for improvement. Is demanding in expectations of self and others – raises others’ expectation of what can be achieved. Demonstrates a sense of aspiration – consistently wants more in terms of challenges and responsibility High Upward Potential (+2 level) Influencing Skills Capacity to Learn Drive and Motivation Potential: definition guide

Constantly networking, but is seen as only doing it for the sake of it, and not for the good of the business

Lacks confidence/credibility in presenting ideas

Averse to feedback – does not seek input and/or rejects any incongruent feedback

Sticks to their comfort zone

More focused on developing their seniority than their capability

Avoids being put in a place where setbacks could happen

Actively builds relationships to help fulfil the requirements of their role.

Articulates their own opinions clearly and concisely

Willing to contribute ideas to debates

Possesses an accurate and balanced view of weaknesses as well as their strengths.

Open-minded and appreciative of others’ perspectives and responds positively to constructive feedback

Proactively develops and grows their technical/functional expertise

Conscientious and reliably demonstrates high levels of drive to get the job done

Resilient to set-backs. Keeps going and sees things to completion

Motivated to deepen technical or functional expertise, in current role or laterally

Proactively engages others. Quickly builds effective working relationships

Knows how to get things done in the organisation - who to go to and influence to get things done

Persuasive and credible communicator. Makes themselves heard within and beyond peer group

Proactively seeks feedback and acts upon it to improve performance

Seeks experiences and opportunities to learn beyond their comfort zone

grasps issues rapidly, even when not discussing their area of expertise, and spot opportunities/issues early

Shows initiative, takes the lead within peer group and ownership to make things happen

Can inject a sense of energy and urgency into proceedings. Uses this drive to mobilise others and sustain activity

Motivated to achieve more and progress

Proactively builds a network of contacts and leverages a deep understanding of the broader organisation to advance BP’s goals

A powerful advocate and influencer at the most senior levels

Evokes strong ‘followership ’

Understands how to make the most of strengths and minimise the impact of weaknesses

Exceptionally intellectually agile. Demonstrates consistent desire to learn and try new ways of doing things to improve performance

Consistently performs well in new and varied situations and/or changing environment

Consistently raises the bar on what good looks like. Continuously strives for improvement.

Is demanding in expectations of self and others – raises others’ expectation of what can be achieved.

Demonstrates a sense of aspiration – consistently wants more in terms of challenges and responsibility

% key vacancies filled by internal candidates Bench Strength Performance of Successors Employee engagement Financials Metrics What are the most critical measurements tied to your talent planning and business metrics?

% key vacancies filled by internal candidates

Bench Strength

Performance of Successors

Employee engagement

Financials

Identify positions where succession is needed Clearly define the success profile for each key position Integrate performance data with succession data Incorporate use of behavioural assessments Appropriate line of business and HR involvement in talent review meetings Apply the process to non-managerial employees Hold managers accountable for identifying and developing HIPO’s Mentoring and Coaching activities Maintain a data repository of HIPO’s Leverage Technology Steps to Success

Identify positions where succession is needed

Clearly define the success profile for each key position

Integrate performance data with succession data

Incorporate use of behavioural assessments

Appropriate line of business and HR involvement in talent review meetings

Apply the process to non-managerial employees

Hold managers accountable for identifying and developing HIPO’s

Mentoring and Coaching activities

Maintain a data repository of HIPO’s

Leverage Technology

Which Path to Choose?

The Dilemma Remain Focused Be Structured Be Measured Be Ambitious Persevere Get the Small Things Right Be Considered Reduce Costs Conform Be Formal Co-operate Be Caring Be Direct Independent Take Control Be Reactive Take Risks Optimistic Future Focus Improve what Exists Embrace Lifelong Learning Multitask Remain Flexible Be Dynamic Be Content Know When to Quit Focus on the Big Picture Be Decisive Invest in the Best Question Be Informal Compete Be Tough Be Diplomatic Collaborative Empower Pre-empt Avoid Risk Realistic Respect Tradition Invent Learn with a Purpose

A Wealth of Possibilities - 1 Virtual Learning Environments – VLE’s 1 st Generation – 1992 : on-line, static, zero interaction. 2 nd Generation – 1996 : intergration with other systems, testing, analysing. 3 rd Generation – incorporate technologies, real and non-real time, 1:1 or 1:many, collaboration, seminars, labs, forums, etc. 4 th Generation – ??? Environments of the future, new learning paradigms, the user is the ‘centre’. Materials created, adapted and personalised to specific needs. Not there yet – but fast approaching.

A Wealth of Possibilities - 2

Rethinking talent, education and training Networks Communities of Practice Secondments/Assignments Collaborative E-learning Accelerated Learning Coaching Mentoring Volunteering

Networks

Communities of Practice

Secondments/Assignments

Collaborative E-learning

Accelerated Learning

Coaching

Mentoring

Volunteering

Words of Wisdom “ When a concrete experience is enriched by reflection, given meaning by thinking, and transformed by action, the new experience created becomes richer, broader and deeper.” Prof. David Kolb Author of Experiential Learning Creator of the Kolb Learning Style Inventory

Thank You ! http:// www.linkedin.com/in/ettiemccormack [email_address]