Talent management

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  • 1. The Logic of Talent Management – And How to Accomplish It Julie Radlin March 25, 2010
  • 2. AgendaAbout Green Shield CanadaTalent Management Defined Step 1 - Focus Step 2 - Functionality Step 3 - Vitality Measuring Impact Wrap Up
  • 3. Who We Are• Founded in 1957 - Pioneer• Specialist in health & dental claims administration• Annual revenue $1.2 Billion• Servicing over 1.3 million Canadians• 18 million claims processed• 475 employees• Leadership priority• Employer of choice• Social responsibility
  • 4. Talent Management Defined A. Jackson C. Thomas J. Damon M. Ordonez R. Raburn R. Raburn C. Thomas D. Kelly C. Guillen R. Raburn C. Thomas D. Kelly W. Ramirez W. Ramirez A. Everett R. Santiago S. Sizemore B. Dlugach R. Santiago Bullpen – 11 players B. Dlugach DH – 3 players J. Verlander R. Porcello M. Scherzer B. Inge J. Bonderman D. Kelly A. Galarraga M. Cabrera J. Larish E. Bonine C. Guillen R. Santiago N. Robertson D. Kelly D. Willis G. Laird A. AvilaDepth Chart R. Diaz
  • 5. Why Talent Management?-businesses are humans!-the talent shortage is real-GenY talent are less likely to beManagers-strong leadership is essential-ROI to nurture internal talent-peak performance of talent isrequired for peak performance of abusiness! Do it…your success depends on it!
  • 6. Talent Management DefinedRight employees.Right positions.Right time.Right performance.
  • 7. Talent Management DefinedB BU US H.R. PLANNING SI IN NE TOTAL RECRUITMENT REWARDS ES SS TALENT S MANAGEMENTS RT PERFORMANCE EMPLOYEE ER MANAGEMENT DEVELOPMENT SA UT SUCCESSION L PLANNINGE TG SY
  • 8. Step 1 - Focus “concentrated effort or attention”Focus on “A” Positions -positions that are essential to achieve or sustain strategic business objectives
  • 9. Step 1 - Focus “concentrated effort or attention” A B or C Position - FinanceQuestions?5 - High Impact Regulatory and4 - Medium/High Impact Vice President, Cost Supervisor, Controller Audit3 - Medium Impact Finance Specialist Finance Specialist2 - Low/Medium Impact1 - Low ImpactWhat is the impact of this position withrespect to Company strategy: A) Revenue Growth 4 3 2 4 2 B) Innovation 4 3 2 3 2 C) Customer Service 5 3 2 5 3What is the impact of this position toinfluence key stakeholders? 5 3 1 5 2What is the impact if this position wasvacant for an extended time or filled by 5 3 3 4 2the wrong person?What is the risk that the requiredcompetencies are difficult to recruit / 4 3 1 5 1find?What is the level of variability inperformance in this position? (5 - High; 1 5 4 2 5 2- Low)Overall, how would you rate thisposition with respect to organization 5 3 1 4 1impact?TOTAL POINTS 37 25 14 35 15 A = 31 to 40 points A B C A C B = 21 to 30 points C = up to 20 points
  • 10. Step 1 - Focus “concentrated effort or attention”Focus on “A” Positions -positions that are known to be created or vacated in the upcoming two years
  • 11. Step 1 - Focus “concentrated effort or attention” V.P., Finance Regulatory & Audit Supervisor,Controller Specialist Finance Cost Specialist Jr. Accountant A/P & A/R Clerk Succession Plan Required
  • 12. Step 2 - Functionality “serving a purpose well”Taking Action -best practices in recruitment and selection -organization design and role “tweaking” (start? stop? continue?) -investment in training and development (individual or team) -mentoring and coaching for performance and succession Remember – focus on “A” Positions
  • 13. Step 2 - Functionality “serving a purpose well”Succession Planning Evaluation -strategy -tactics -execution -operations -leadership Ratings include: Strong (S); Potential (P); Development Required (DR); and Weak (W)
  • 14. Step 3 - Vitality “the capacity to survive and grow”Role of the HR Leader -be a “business Leader with HR expertise” -prioritize talent management projects based on value to the business -be proactive and demonstrate excellent project management skills -measure and communicate results/impact
  • 15. Measuring ImpactQuestions to ask -what business/department metrics exist for that position? -how is performance in that position assessed as part of performance management processes? # invoices processed/month; # complaints resolved in 24 hrs (%); # calls/hr.; systems up-time (%); % accuracy; # on-boarding training hours -is there positive impact that is less tangible employee engagement, leadership “bench strength”, participation in team meetings -readiness/business capability
  • 16. Wrap Up„411‟ not „911‟
  • 17. Wrap Up