Your SlideShare is downloading. ×
0
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Talent management
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Talent management

839

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
839
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
26
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Talent Management Andy Noon and Lori Buchanan 1
  • 2. Agenda • Starting Point • Talent Management Strategy • Talent Management Objectives • Identifying High Potentials • Development Cycle • Formal Activities • What We have Learned • Next Steps 2
  • 3. Mutual of Omaha • Fortune 500 Company • 97+ year history • 4500+ employees, majority in Omaha • Sell Individual and Group insurance through agents, brokers, and direct 3
  • 4. Starting Point (2003) • Difficulty identifying and retaining external leaders • Majority of senior leaders over age 50 • Minimal leadership development above supervisor level • Limited succession planning discussions 4
  • 5. Evolution of Talent Management • 2004 - Full-day Sr. Management off-site • Discussed leadership talent • 2005 - Identified high-potential leaders • Introduced Talent Management Program • Annual talent discussion • 2006 - Began program’s development activities • Annual talent discussion 5
  • 6. Identifying High-Potentials • Nomination process • Career achievement • Development focussed • Strong leadership ability • Consensus discussions at business unit level • EVP, mgr, and participant completed career discussion • Executives discussed at off-site (2005) 6
  • 7. Talent Management Strategy • Strengthen leadership talent • Deepen leadership bench strength • Build a diverse leadership team • Retain and engage leadership talent • Align leadership strengths 7
  • 8. Talent Management Objectives • Increase self-awareness • Establish customized development plans • Provide exposure to Senior Management • Enhance leadership skills and abilities • Provide opportunities to solve critical business problems • Heighten learning through peer interaction • Enhance understanding of the business 8
  • 9. Development Cycle Leadership Standards Measure and Assess and Business Strategy Monitor Success Diagnose Vision Corporate Objectives Strategic Principles Development Discuss Strengths/ Planning Development Areas 9
  • 10. Self-Awareness Fatal Flaw is a Lack of Self-awareness (Shipper & Dillard, 2000) 10
  • 11. Self-awareness Individuals with greater self-awareness: • less arrogant • less likely to overdo strengths • more likely to neutralize derailment 11
  • 12. Hogan Personality Inventories Potential Derailers Effectiveness Characteristics 12
  • 13. Multi-rater Feedback • Short 44-item survey linked to competencies • Structured feedback from multiple sources • Manager • Peers • Direct reports • Customers • Detailed report • includes comments 13
  • 14. Discussion of Strengths/ Development Needs • Participants completed “Achieving Your Leadership Potential” • Managers participated in “Developing Others” • Participant receives coaching from internal Talent Management Coach • Manager and participant have open discussion about assessment results • Assessment results for development only 14
  • 15. Development Planning • Assessment results used to create development plan • Participant and management finalize development plan together • Development plan presented to SBU/Operation Senior Management Team 15
  • 16. Three E’s of Development • Experience (70%) • On the job tasks and special projects • Job changes • Special assignments • Broadening leadership opportunities • Exposure (20%) • Feedback from others • Opportunities for visibility in the organization • Coaching and mentoring • Education (10%) • Internal or external seminars or education 16
  • 17. Measure and Monitor Success • Development plans must have specific success measures • Gather and provide feedback frequently • Review progress with participant quarterly • TM coach review progress with manager and participant 2x per year 17
  • 18. Mutual of Omaha Development Plan EMPLOYEE INFORMATION Name: Jane Doe Employee Number: 11111 Job Title: Project Manager Manager Name: Joe Manager COMPETENCIES TO BE DEVELOPED: Competency: Development Actions: Target Completion: Support Needed: Measurement: Unplanned Development Quarterly Progress Report: Report your progress for each quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 18
  • 19. Formal Development • Business Information Seminars • Exposure to Sr. Management • Business Acumen • Peer networking • Executive mentoring • Strategic Leadership Experience 19
  • 20. Next Steps • Continue… • Business Information Seminars • Executive mentoring • Multi-rater feedback • Potential activities… • Experiential learning • University-based education 20
  • 21. Challenges • Defining high-potential • Not going to get commitment from everyone • Management owning development • Development Planning!! • Allowing time for development 21
  • 22. What we have learned • HR is the driver but not the owner of Talent Management • Develop a solid definition of high-potential • Align development to group and business needs • Utilizing assessments is critical • Providing objective internal TM coaches adds value • Importance of peer networking • Importance of leaders teaching leaders 22
  • 23. Program Evaluation • % of TM development plans created • % of quarterly development plan meetings completed • TM participant satisfaction • TM manager satisfaction • Change in leadership behavior • Retention of TM participants • Number of participant promotions • Number of developmental assignments 23
  • 24. Questions? 24

×