FY12 Talent ReviewsTalent Review ToolkitGlobal TalentFebruary 2012Final Version© Copyright 2011 Hewlett-Packard Developmen...
Content• Talent Review Program Overview• FY 12 Talent Review Timeline• Calibration Toolkit• Appendix2   © Copyright 2011 H...
HPCO Talent Review ProgramThe annual Talent Review is HP’s core process for identifying internalsuccessors for HP position...
FY 12 Talent Review TimelineActivity                                                                           JAN      FE...
Calibration Toolkit© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject t...
Calibration Session Desired Output andExpectationsDesire Output– Calibrate on Talent– Identify and document action items– ...
Sample Calibration Session Agenda    1. Review the business       strategy, challenges, and the people       implications ...
1: [BG/GF] Business Strategy, Challenges, People   Implications (Sample)                             Strategy             ...
• High Potential (HiPo): Boxes 1, 4, 2     2: [BG/GF] 9-Box                                                               ...
Diversity Lens:                     Successor Readiness:                                                                  ...
4: [BG/GF] High Potential List (L3s and selectothers)                                                Current              ...
Appendix© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject to change wi...
9-BoxPlace Employees in 9-Box based on Performance and                                                                    ...
9-Box Descriptions              Significantly Exceeds)                                                            3       ...
High-Level Development Action Guidelines          Significantly Exceeds)                                   •   Develop in ...
Why Move to Potential Rating?                                     Current                                                 ...
Guiding Principles1.       Define Potential by future runway; performance is the price of entry2.       Develop all talent...
2As of Potential                                                                                                          ...
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Fy12 talent review toolkit final

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Fy12 talent review toolkit final

  1. 1. FY12 Talent ReviewsTalent Review ToolkitGlobal TalentFebruary 2012Final Version© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject to change without notice. Confidentiality label goeshere
  2. 2. Content• Talent Review Program Overview• FY 12 Talent Review Timeline• Calibration Toolkit• Appendix2 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  3. 3. HPCO Talent Review ProgramThe annual Talent Review is HP’s core process for identifying internalsuccessors for HP positionsOur key focus for FY12 is to: 1. Develop leaders internally and promote from within 2. Develop ―ready now‖ successors to assume key positions 3. Secure HP’s future by building a pipeline for leadership talent from within the company 4. Focus on our employees’ career aspirations and the development needed for continued career growth 5. Begin introducing Potential as a key talent measure starting at the Executive level in FY12 to full integration into the FY13 Talent Reviews3 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  4. 4. FY 12 Talent Review TimelineActivity JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DECExecutive Talent Review with full ECAll day meeting with full leadership team reviewing global top200+leaders.Quarterly People ReviewsIn depth sessions with each business (Business Group/FunctionLeader and HR leader attend) with CEO and EVP HR.ETR UpdatesUpdate meetings (1 hour) with all Business Group/FunctionLeaders updating development progress of key leaders.Succession Planning Review with BoardCEO & EVP HR lead discussion with full Board on top globaltalent with focus on succession.Business Group/Global Function Talent ReviewsBusiness led Talent ReviewsSpecific scope and timelines will be determined by eachBusiness/Global Function Group.Mid-Year Performance and Career DevelopmentConversationsEmployee & Manager performance and career conversations4 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  5. 5. Calibration Toolkit© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject to change without notice. Confidentiality label goeshere
  6. 6. Calibration Session Desired Output andExpectationsDesire Output– Calibrate on Talent– Identify and document action items– Vet succession plansExpectations of the day:– All data and discussions to be kept confidential– Discussions to be fact based; try to provide specific examples to support feedback– Respect input from others; be willing to change views– Create clear development plans and be committed to following up on actions6 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  7. 7. Sample Calibration Session Agenda 1. Review the business strategy, challenges, and the people implications 2. Calibrate on Potential using the 9-Box 3. Review the Org/Succession Chart 4. Review High Potentials further in the organization 5. Review Talent Profiles as required7 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  8. 8. 1: [BG/GF] Business Strategy, Challenges, People Implications (Sample) Strategy Challenges People Implications • Grow could-based document-centric • Unable to run differentiated operating • 18% of talent base is Gen Y who are commercial solutions and services models for premium vs. volume attracted to and retained by • Drive web and mobile content • Product BUs isolated from market CI alternative workplace benefits and solutions in installed base • Increased complexity and short-term reward strategies • Accelerate analog-to-digital focus from region influence • Limited talent with ability to strategize transformation graphics • Lack of operational synergies in & execute across the enterprise • Grow long-term, high-value recurring supply chain across product BUs • Lack of leadership to drive innovation businesses & execution • Complete organizational design and alignment for optimal performance8 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  9. 9. • High Potential (HiPo): Boxes 1, 4, 2 2: [BG/GF] 9-Box • Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP, can be noted as Too New 3 2 1 Significantly Exceeds) High (Exceeds, Current Performance 6 5 4 (Achieves) Medium 9 8 7 Low (Does Not Achieve, Partially Achieves)Diversity Key Well-Placed/Low Medium HighFemaleUS Ethnicity Growth PotentialFemale & US Ethnicity Too New to Rate: 9 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  10. 10. Diversity Lens: Successor Readiness: Female =  Ready Now 3: [BG/GF] Org/Succession Chart US Ethnicity =  Female & US Ethnicity =  Ready 1 – 2 Years Ready 3 – 5 Years External Hire Name  Business Group: Title Report(Span): 99 (99,999) Perf/Pot/Risk: NA/NA/TBD Ready Now Coverage Hired On: mm/dd/yyyy XX % Nationality: USA 3 Successors Jane Employee  Jane Doe  John Doe  Name Name Name Name Name Title Title Title Title Title Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USARepetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Doe  Jane Doe  Jane Doe  Jane Doe  Jane Doe  John Doe John Doe John Doe John Doe John Doe Name Name Name Name Name Title Title Title Title Title Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USARepetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Employee  Jane Doe  Jane Doe  Jane Doe  Jane Doe  Jane Doe  John Doe John Doe John Doe John Doe John Doe 10 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  11. 11. 4: [BG/GF] High Potential List (L3s and selectothers) Current Name Role/BU/GF Strengths/Accomplishments Development/Actions11 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  12. 12. Appendix© Copyright 2011 Hewlett-Packard Development Company, L.P. The informationcontained herein is subject to change without notice. Confidentiality label goeshere
  13. 13. 9-BoxPlace Employees in 9-Box based on Performance and Growth Potential DefinitionsPotential ratings and review in Calibration Sessions to High: Potential to move 2 levels within 3-determine final Potential Rating. 5 years, 1 level within 3-5 years for L2+, or lateral move with increased responsibility or scope. Medium: Potential to progress at least 1 job level or laterally with increased responsibility or scope in the organization over time. Low/Well Placed: Appropriately placed, may move laterally to apply their expertise in other positions with similar scope but unlikely to move into broader role or role with greater scope of responsibilities. • High Potential (HiPo): Boxes 1, 4, 2 • Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP, can be noted as Too New Diversity Key Too New:13 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Female contained herein is subject to change without notice. Confidentiality label goes here US Ethnicity Female & US Ethnicity
  14. 14. 9-Box Descriptions Significantly Exceeds) 3 2 1 High (Exceeds, Well-placed, valued performer. Subject matter Highest performer. Potential to rapidly Highest performing, experts. May move laterally to apply their progress to increasingly higher levels of current and future leaders. expertise in other positions with similar scope. leadership.Performance 6 5 4 Current (Achieves) Medium Well-placed, effective performer. Likely in the Effective performer with future potential to take Potential for rapid or near-term growth to a right role for now, but may assume greater on expanded role within the same level and/or key leadership position within the Company. expansion in the future based on performance advancement based on demonstrated and development. performance. 9 8 7 Achieve, Partially Low (Does Not Achieves) Under performers with limited advancement Potential for expanded scope/responsibility Ability to progress directly tied to improved potential. May not be able to keep up with exists only with improved performance. May performance. Not a likely combination. changes to their present role. Consider include those recently stretched into a new appropriate actions. and/or misaligned role. Well Placed/Low Medium High 14 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Growth Potential contained herein is subject to change without notice. Confidentiality label goes here
  15. 15. High-Level Development Action Guidelines Significantly Exceeds) • Develop in role or lateral move • Consider promotion or put in stretch role • Consider promotion and global move • • • High (Exceeds, Action Learning Action Learning Action Learning • Strategic Projects/Assignments • Business Problem Solving Forum • Business Problem Solving Forum • Exposure/Networking • Strategic Projects/Assignments • Strategic Projects/Assignments • Internal or external technical training • Internal or External Coaching • External Coaching • Exposure/Networking • Exposure/Networking with Sr. Leaders • Consider for Key Talent Program • Key Talent Program • Internal or external training • Internal or external training (e.g., MBA) • Consider promotion or put in stretch rolePerformance • Develop in role or lateral move • Consider promotion or lateral move • Action Learning • Action Learning • (Achieves) Current Action Learning • Business Problem Solving Forum Medium • Strategic Projects/Assignments • Strategic Projects/Assignments • Strategic Projects/Assignments • Internal training • Internal Coaching • Internal or External Coaching • Exposure/Networking • Exposure/Networking • Internal training • Consider for Key Talent Program • Internal or external training • Move out of role/organization • Redeploy w/ performance improvement plan • Develop in role or move to new role Achieve, Partially Low (Does Not • Performance improvement plan • Action Learning • Action Learning Achieves) • Internal training • Internal training • Internal Coaching • Exposure/Networking • Internal or external training Well Placed/Low Medium High15 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Growth Potential
  16. 16. Why Move to Potential Rating? Current Future • Performance • Performance Talent Criteria Talent Criteria • Promotability • Potential • Differentiation • Market Calibration• Promotability focuses on readiness to take on the next position; Potential focuses on the employees’ ability and aspiration for longer-term growth in more than one position• Simplifies talent assessment process, which provides better quality data and decision making; moves from four lenses to two while still considering relative performance and potential 16 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  17. 17. Guiding Principles1. Define Potential by future runway; performance is the price of entry2. Develop all talent, with an increased focus and investment in our High Potentials3. Ensure diverse representation in High Potential pool4. View High Potentials as HPCo. talent5. Hold leaders accountable for developing and ensuring success of High Potentials at all levels (i.e., IC to Executive) with support from HR and Talent Managers6. View High Potential label as fluid (allow for flexibility in career stages and life events)—not permanent—and continue to invest in identified High Potentials over a sustainable period of time7. Take calculated risks to stretch High Potentials for development and career growth. Increase risk tolerance and provide support to enable their success8. Communicate how we define Potential transparently to all talent review participants17 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
  18. 18. 2As of Potential Ability AspirationTo determine Potential, consider the following questions. Ability AspirationDoes this person… 1. What do they want to do in the near-term or long-term?1. Make decisions and take actions based on the HP values? 2. Do they desire to move into a more senior position within HP?2. Achieve objectives by influencing others, even without direct 3. Do they proactively seek out ways to contribute beyond their authority? defined role?3. Inspire, engage, develop and empower others? 4. How well do they learn from experiences and work to4. Anticipate future trends and challenges? continuously better themselves?5. Create and contribute to breakthrough strategies that advance the 5. Are they willing to relocate, travel, or work on a short-term growth of HP and compellingly communicate them? global project now or in the future?6. Deliver outstanding value and exceed the expectations of internal and external customers and partners?7. Build trusting, long-term relationships with customers and partners? Key Inputs • End-of-year One Conversation • Mid-Year Performance & Career Conversation • Employee’s aspirations from Talent2Win employee profile • EEI and MQI VoW scores Note: Adapted from research by Hewitt Associates and Corporate Leadership Council (CLC). 18 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
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