Sample Talent Review Worksheet
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Sample Talent Review Worksheet

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Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf ...

Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.

This deck can be used as a worksheet to help prepare for those roundtables.

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Sample Talent Review Worksheet Sample Talent Review Worksheet Presentation Transcript

  • SAMPLE TALENT REVIEW PREP WORK Selena Sol presents….. selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol give your people the best chance at promotions and comp
  • Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes. This deck can be used as a worksheet to help prepare for those roundtables. You complete a talent review for each member of your team, rank them, and compose dossiers for each of your high potential candidates.
  • 1 2 3 4 5 Challenged Capstone Moderate High POTENTIAL PERFORMANCE 1 2 3 TEAM NAME: SDC PMO/ADMIN 1 Jamerson, James 2 Brown, Ray 3 Collins, Bootsy 4 Waters, Roger 5 Claypool, Les 6 Flea 7 Lee, Geddy 8 Clark, Stanley 9 Jones, John Paul 10 Hamm, Stuart 11 Sting 12 Gallup, Simon 13 McCartney, Paul 14 Mingus, Charles 15 Entwistle, John 16 Tachibana, Eric talent review: <insert team name> 4 5 67 8 9 10 11 12 13 14 15 16
  • Name: Eric Tachibana EID: B12PP3 Start Date : 21 APR 2007 high potential dossier: eric tachibana 1 2 3 4 5 Challenged Capstone Moderate High POTENTIAL PERFORMANCE 1 1 Q1 Q2 Q3 CONTRIBUTION Project, process, leadership, collaboration, culture • Continual improvement of XYZ monthly report & dashboards • Not only completed AAA and BBB projects, but developed sustainable BC program for future • Development & delivery of 2008 XYZ strategy • Oversaw the integration of CCC, DDD, EEE, and FFF to full adoption of XYZ processes • Drove development of key XYZ working groups including AAA, BBB, CCC, and DDD • Rolled out VVV program • Rolled out TTT reporting pack • Continues to receive high scores and positive feedback on XYZ “MMM” Training program CAPACITY To excel at the next level • Demonstrated ability to respond to and resolve politically-charged people issues involving senior management (i.e.: AAA & BBB) • Successfully managed handover of XYZ from 123 with great feedback from overseas clients and handed off to NNN effectively • Led DDD group through successful round 2 implementation of ZZZ culture • Negotiated several key conflicts to win-win outcomes as a participant and as a mediator • Took a proactive role in global initiatives such as GGG & HHH, but drove global teams to adopt local-friendly implementation • Has continued to implement and expand center programs despite lack of direct reporting authority COMPETENCIES • Has significantly improved political skills since the last review and requires little editorial feedback on publications and emails • Has greatly improved stopping skills when other managers encroach unreasonably • Has made great progress in terms of learning the details of, and navigating through the larger TTT organization outside of XYZ • Has improved coaching and mentoring skills through working with selected XYZ managers COMMITMENT • This quarter the focus is on supporting the handover of responsibilities from me to Eric • This quarter the focus is on increasing Eric’s visibility at the Director+ level Reporting Manager: Selena Sol Team: COO Office Successor: Mark Fletcher
  • APPENDIX
  • CAREER DEVELOPMENT IS A YEAR-LONG PROCESS WITH CONTINNUAL ACTIVITY JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Learning & Development Career & Comp Management Final ID of promote candidates JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Title & Bonus Commu- nication Promotion Candidate Identification Regional Promotion Round Table Global Round Table Bonus Round Table Personal Development Plan (PDP) and Learning and Development milestones Cross Evals Mid Year Review Objective setting Talent Review Succession Planning Mobility Planning TEAM LEAD ACTIVITIES Candidate Grooming (evidentiary proof + enhancing corporate visibility) PDP Implementation Objectives-based Coaching & Mentorship Ongoing Talent Assessment and Implementation of Succession & Mobility Plans Talent Review Follow- up PDP Review Year-end Review ANNUAL TASKS Performance Management Talent Planning
  • USE A RUBRIC TO MEASURE POTENTIAL RATING EXPLANATION SANITY CHECKS & GENERAL GUIDELINES High Potential Has significant growth potential beyond current role. Currently capable and has capacity to assume significant increased responsibility. Typically this individual will have: • Performance Rating – 4, 5 (last 2 years) • Cross Evaluation – People Leadership and all other competencies in top 10% • ~10-15% of organization’s total population Moderate Potential Suited to current role and may have the potential to assume a broader role or more complex role in the future. Typically this individual will have: • Performance Rating – 3, 4, 5 (last 2 years) • Cross Evaluation – good results Capstone Position Demonstrates excellence in current role, but no desire or evidence of capacity for a broader or more complex role in the future. Typically this individual will have: • Performance Rating – 3, 4, 5 (last 2 years) Challenged Limited evidence they will ultimately succeed in current role. Typically this individual will have: • Performance Rating – 1, 2 (last 2 years) New to Firm/Role Insufficient information to assess. Generally in role less than 3 – 6 months.
  • READINESS MUST ALSO BE CONSIDERED • There must be a role suited for the person at the new grade! Grades follow roles, not people. • Nominated & supported by their Managers & Divisional Heads. • Must meet Firmwide Title Criteria, Leadership Model & On-the-job Competencies • Minimum 2 years in current title • Performance Rating of 4 or 5 last year & anticipated in current year • Excellent Cross Evaluation results
  • A GOOD DOSSIER LEVERAGES 4C’s and 3D’s RATING EXPLANATION Contribution • Project Delivery • Leadership • Collaboration – being a hub or a go-to person • Enhancing the culture Capacity • What makes you think that the candidate will be successful at the next level? • Scope of the role will support promotion Competencies • Does candidate have right skills and has he/she grown them demonstrably? Commitment • Explain what you are doing in the next period to drive this performer to hit the target? Detail • The more detail the better. Your audience does not live and breathe the project and they need to understand what you find obvious Differentiation • Remember that it is a competitive market. You must show how your candidate rises to the top of a group that has already risen to the top Delivery • Whether you like it or not, this is a sales and marketing process. You must sell your candidate. Your presentation and convincing skills matter.
  • A GOOD DOSSIER BY EXAMPLE  Works really hard; puts in very long hours  Graduated from Oxford  Is really well liked  Has been with the Firm for a long time  Has unique technical and institutional knowledge that we would be lost without  Is a “good guy”  Team lead on Project X that will generate 100M USD in revenue next year & will open 2 new Asian markets.  High quality code with 30% fewer bugs per release than peers.  Consistently delivers way beyond objectives for last 2 years. Client X said, “blah, blah, blah, best thing since sliced bread”.  Has driven departmental strategy through chairing the XXS working group and participating as an active member in the YYY Events and Culture Committee.  Quickly “sizes up” new situations, builds new relationships quickly. Got up to speed on Project Y (tech and people) after he/she had to cover when ABC left unexpectedly.  Was elected Chairman of X Group when 100% of the members nominated him/her.  Demonstrated keen delegation and people leadership skills in Project Z when blah, blah, blah.  Deep architectural intuition & skills that are relied upon by our team and, most recently, by the YYY team who candidate helped through a messy design pattern problem.  Performance is consistent with the Firm’s Leadership Model. For example…. Performance Potential Not Relevant – will annoy audience