Leading Solutions Talent Management And Development Services


Published on

Presentation on a systemic and systematic approach to leadership development and talent management

Published in: Business, Education
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Leading Solutions Talent Management And Development Services

    1. 1. A Systemic Approach to Talent Management
    2. 2. Today’s Agenda <ul><li>Leading Solutions’ </li></ul><ul><li>A Systemic Approach to Talent Management </li></ul><ul><li>Talent Development Options </li></ul>
    3. 3. Leading Solutions <ul><li>Founded in 1992 </li></ul><ul><li>Deliver Service, Strategy, and Leadership Solutions </li></ul><ul><li>Network of Talented Partners and Consultants </li></ul>
    4. 4. Service Offerings <ul><li>Change Management </li></ul><ul><li>Coaching / Leadership Development </li></ul><ul><li>Competency Development </li></ul><ul><li>Team Building </li></ul><ul><li>Facilitation / Training </li></ul><ul><li>Virtual Leadership and Teams </li></ul><ul><li>Human Performance Improvement </li></ul><ul><li>Learning Design / Organizational Development / Communication </li></ul><ul><li>Strategic Planning and Implementation </li></ul><ul><li>Customer Experience </li></ul><ul><li>Market and Culture Research </li></ul>
    5. 5. Client-Partners of Leading Solutions <ul><li>3M </li></ul><ul><li>American Society of Home Inspectors </li></ul><ul><li>City of Raleigh </li></ul><ul><li>Constella Group (now SRA) </li></ul><ul><li>Dept. of Defense (CECOM) </li></ul><ul><li>FedEx Ground </li></ul><ul><li>First Citizens Bank </li></ul><ul><li>Gerdau Ameristeel </li></ul><ul><li>Glaxo S mithKline </li></ul>
    6. 6. Client-Partners of Leading Solutions <ul><li>INC Research </li></ul><ul><li>NC Dept. of Commerce </li></ul><ul><li>Nortel </li></ul><ul><li>RTI International </li></ul><ul><li>R.H. Donnelley </li></ul><ul><li>Red Hat </li></ul><ul><li>Society of Actuaries </li></ul><ul><li>UNC – Kenan-Flagler </li></ul><ul><li>Wendy’s International </li></ul>
    7. 7. Fin. Mkts, Shareholders Mkt Needs, Oppts Customer Expectations Process Structure Culture Performance Outputs Strategies Goals Tactics Objectives Balanced Scorecard * Financial * Customer * Process * Innovation & Learning Gov. Regulations Indus. Standards Capital Copyright © 2000 / 2007 Leading Solutions Vision/Mission Org. Values Value Propositions
    8. 8. <ul><li>Training & Development </li></ul><ul><li>Training </li></ul><ul><li>E-Learning </li></ul><ul><li>Job-Aids </li></ul><ul><li>Internal Consulting </li></ul><ul><li>Change Management </li></ul><ul><li>Team Development </li></ul><ul><li>Culture Transformation </li></ul><ul><li>Employee Engagement </li></ul><ul><li>Organization & Role Design </li></ul><ul><li>Competency Development </li></ul><ul><li>Organizational Restructuring </li></ul><ul><li>Talent Management </li></ul><ul><li>Leadership Development </li></ul><ul><li>Employee Retention </li></ul><ul><li>Career Development </li></ul><ul><li>Succession Planning </li></ul><ul><li>Coaching </li></ul><ul><li>Performance Management </li></ul>Organizational Development Processes
    9. 9. Potential RTI Talent Management Journey Talent Assessment Development Planning Talent Alignment Talent Placement Org. Impact & ROI Program Design Talent Development
    10. 10. Where does Talent Development Start? <ul><li>Core Competencies </li></ul><ul><li>Innovation </li></ul><ul><li>Communicating & Informing </li></ul><ul><li>Decision Making & Judgment </li></ul><ul><li>Customer & Client Focus </li></ul><ul><li>Integrity & Trust </li></ul><ul><li>Respect for Individual & Institute </li></ul><ul><li>Professional Knowledge & Excellence </li></ul><ul><li>Collaboration </li></ul><ul><li>Driving Results </li></ul><ul><li>Leadership Competencies </li></ul><ul><li>Driving Strategy </li></ul><ul><li>Organizational Awareness </li></ul><ul><li>Developing Staff Capability </li></ul><ul><li>Motivating and Influencing </li></ul>Vision/Mission Org. Values Value Propositions Strategies Goals Tactics Objectives Balanced Scorecard * Financial * Customer * Process * Innovation & Learning
    11. 11. Landscape of Talent Development Delivery <ul><li>Learning Opportunities </li></ul><ul><li>Targeted to Competencies </li></ul><ul><li>RTI University </li></ul><ul><li>Training </li></ul><ul><li>E-Learning </li></ul><ul><li>E-Support </li></ul><ul><li>Assignments / Experiences </li></ul><ul><li>Challenges </li></ul><ul><li>Exposure </li></ul><ul><li>Global </li></ul><ul><li>Cross-Functional </li></ul><ul><li>Coaching / Mentoring </li></ul><ul><li>Competency Based Assessments </li></ul><ul><li>Volunteer Internal Mentors </li></ul><ul><li>Formal Coaching </li></ul><ul><li>Formal Academic Education </li></ul><ul><li>Degrees </li></ul><ul><li>Executive Education </li></ul><ul><li>Tuition Reimbursement </li></ul>Talent Development
    12. 12. Two Approaches to Talent Development <ul><li>Individually-Oriented </li></ul><ul><li>Approach </li></ul><ul><li>Development driven by the high potential leaders and their managers </li></ul><ul><li>Talent Pool-Oriented </li></ul><ul><li>Approach </li></ul><ul><li>Development driven by the organization </li></ul><ul><li>The talent pool works as a cohort group sharing learning objectives and activities </li></ul>
    13. 13. Individual Development Approach <ul><li>The talent pool participants travel separate paths to development </li></ul><ul><li>Customization focused on the individual </li></ul><ul><li>Plans and progress documented in personal development plan and may or may not be appropriately prioritized to the needs of the organization </li></ul><ul><li>Progress is driven by solely by the individual’s and the respective manager’s commitment, motivation, and budget </li></ul>
    14. 14. Talent Pool Development Approach <ul><li>Programs are customized to pool participant’s and organization’s needs </li></ul><ul><li>Customization is aligned to produce the competencies that are indentified to be the most prevalent as a group </li></ul><ul><li>Focuses on aggregate needs from personal development plans </li></ul><ul><li>Learners own more of the process through action learning projects </li></ul><ul><li>Learning can be spread over time and can be global </li></ul><ul><li>Less dependent on an individual or manager’s singular commitment or budget </li></ul><ul><li>Promotes action learning, cross-functional collaboration, organizational awareness </li></ul>
    15. 15. <ul><li>Consistent participation of pool members </li></ul><ul><li>Customization focused on organization’s need </li></ul><ul><li>Executive leadership involved in the process </li></ul><ul><li>Impact on the organization is more measureable and visible </li></ul><ul><li>Makes the talent management process visible </li></ul>Benefits of Using a Combined Approach
    16. 16. Potential Learning Methodologies <ul><li>Classroom Training </li></ul><ul><li>E-Learning </li></ul><ul><ul><li>Web-based, podcasts, content on LMS </li></ul></ul><ul><li>Blended Learning </li></ul><ul><li>Distance Learning </li></ul><ul><ul><li>Webinars, etc. </li></ul></ul><ul><li>Simulations </li></ul><ul><li>Action Learning </li></ul>
    17. 17. Potential RTI Talent Development Approach To Next Slide Communication Plan Pre - Work Talent Pool Event 1: Talent Pool Event 2: Action Learning & Individual Coaching
    18. 18. Potential RTI Talent Development Approach Action Learning & Individual Coaching Presentation to Exec. Team w/ Feedback Celebration! Measurement
    19. 19. REACTION (easy) LEARNING (hard) BEHAVIOR (harder) RESULTS Outcomes (hardest) Learners evaluate The experience Learners grasp and Understand key content Points Learners’ performance and behavior changes Learning produces strategic and operational results Measurement: Levels of Evaluation
    20. 20. Talent Pool Event 1 Potential Objectives <ul><li>Identify individual priorities </li></ul><ul><li>Identify organizational priorities </li></ul>Action Learning Project Assignments <ul><li>Self-awareness via DISC, MBTI, etc. </li></ul><ul><li>Understanding impact of communication </li></ul>Communication <ul><li>Leading people </li></ul><ul><li>Leading virtual, global teams </li></ul><ul><li>Leading cross-functional project teams </li></ul>Leadership <ul><li>Utilize a consistent process for innovation, creativity, problem solving, etc. </li></ul><ul><li>Gain skills in these areas </li></ul>Critical Thinking <ul><li>Understand current Strategy </li></ul><ul><li>Gain skill in strategic planning </li></ul>Strategic Planning <ul><li>Introductions </li></ul><ul><li>Objectives </li></ul>Overview Potential Objectives Subject
    21. 21. Benefits of Coaching <ul><li>Personalized, one-on-one </li></ul><ul><li>Can address needs of leaders with global teams </li></ul><ul><li>Performance focused </li></ul><ul><li>Incremental behavior change </li></ul>
    22. 22. Benefits of Action Learning <ul><li>Balance of organizational and individual priorities </li></ul><ul><li>Learner drives his / her development </li></ul><ul><li>Drives collaboration, interdependencies, sharing, and teamwork </li></ul><ul><li>Accomplishes real work; not just learning objectives </li></ul>
    23. 23. Organizational Impact & ROI of Blended Talent Development Approach <ul><li>Top talent is retained </li></ul><ul><li>Reduced executive recruitment costs </li></ul><ul><li>Greater chance of success of promotional executive transitions </li></ul><ul><li>Stronger leaders in current jobs </li></ul><ul><li>Increased retention of employees </li></ul><ul><li>Improvements in processes and productivity </li></ul>
    24. 24. Contact Us Chris Dewar VP, Learning and Development Email: [email_address] Cell: (919) 302-5726