Unconventional Human Resource Planning that Works By Brian Patrick Jensen (All Rights Reserved 2012)
TRUE TALENT BUILDING <ul><li>What it’s not </li></ul><ul><li>Natural law  </li></ul><ul><li>Taking candid stock </li></ul>...
TRUE TALENT BUILDING IS NOT… <ul><li>Recruiting methodology </li></ul><ul><li>Appraisal feedback system  </li></ul><ul><li...
NATURAL LAW OF 1 in 5
TAKE CANDID STOCK  Human Resource Planning Matrix – Copyright 2012  By Brian Patrick Jensen – All rights reserved  Potenti...
EXTREME FAVORATISM Optimal Merit Increase Matrix – Copyright 2012  By Brian Patrick Jensen – All rights reserved  Typical ...
HIGH VELOCITY LEADERSHIP <ul><li>CEO directs top-down inventory </li></ul><ul><li>VPs create team talent profile </li></ul...
HIGH VELOCITY LEADERSHIP <ul><li>What are they thinking? </li></ul><ul><li>Inventory reflects  them </li></ul><ul><li>Loya...
HIGH VELOCITY LEADERSHIP <ul><li>What else they thinking? </li></ul><ul><li>Won’t let me replace </li></ul><ul><li>Blind t...
HIGH VELOCITY LEADERSHIP <ul><li>Enabling leadership </li></ul><ul><li>Hire proactively to fire eventually </li></ul><ul><...
CONCLUDING THOUGHTS  <ul><li>HRP is leadership decision tool, not staff score card  </li></ul><ul><li>Redefine exceptional...
True Talent Building that Works By Brian Patrick Jensen (All Rights Reserved 2012)
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Talent Building

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Talent Building

  1. 1. Unconventional Human Resource Planning that Works By Brian Patrick Jensen (All Rights Reserved 2012)
  2. 2. TRUE TALENT BUILDING <ul><li>What it’s not </li></ul><ul><li>Natural law </li></ul><ul><li>Taking candid stock </li></ul><ul><li>Extreme favoritism </li></ul><ul><li>High velocity leadership </li></ul>
  3. 3. TRUE TALENT BUILDING IS NOT… <ul><li>Recruiting methodology </li></ul><ul><li>Appraisal feedback system </li></ul><ul><li>Employee training </li></ul>Typical HR programs do NOT move the meter!
  4. 4. NATURAL LAW OF 1 in 5
  5. 5. TAKE CANDID STOCK Human Resource Planning Matrix – Copyright 2012 By Brian Patrick Jensen – All rights reserved Potential Management Strategy Optimal Superstar Best and brightest. Challenge, develop and pay well. Expose to higher-ups, give stretch targets and cross-functional projects. 10% Growth Keepers doing great job with long term potential for more. Assess interests, tap strengths, train well, pay to keep. 10% Strategic Retain Subset of Stay OK w/ value by specialty niche, not potential. Make to knowledge archive & train, not hoard. Pay to “hold.” 10% Stay OK Doing as paid in current role. Train for self-maintenance and proficiency. Pay COLA. Force rank & scrutinize bottom of list. 50% Too New Provide intense onboarding and close scrutiny in new role. Decide to Stay OK or Over or Out within 90 – 120 days. 10% Over or Out Not suited to current role; you would not rehire from what you now know. New miss-hires cluster here. Reassign or dismiss. 10%
  6. 6. EXTREME FAVORATISM Optimal Merit Increase Matrix – Copyright 2012 By Brian Patrick Jensen – All rights reserved Typical Optimal RATING % EE % Incr. % EE % Incr. Exceptional 20% 4% 10% 8% Exceeds 20% 3% 10% 7% Meets 40% 2.5% 60% 2% Marginal 15% 2% 10% 0% Not Meets 5% 0% 10% 0% Wtd. Avg 2.7% 2.7%
  7. 7. HIGH VELOCITY LEADERSHIP <ul><li>CEO directs top-down inventory </li></ul><ul><li>VPs create team talent profile </li></ul><ul><ul><ul><li>Spreadsheet ranked by HRP Code </li></ul></ul></ul><ul><ul><ul><li>VP’s Lieutenants should participate </li></ul></ul></ul><ul><li>VPs “defend” inventory to CEO </li></ul><ul><li>Annual Human Resource Plan (HRP) hammered out </li></ul>
  8. 8. HIGH VELOCITY LEADERSHIP <ul><li>What are they thinking? </li></ul><ul><li>Inventory reflects them </li></ul><ul><li>Loyal to time, not talent </li></ul><ul><li>High-ball lies </li></ul><ul><li>Defend the bottom </li></ul>
  9. 9. HIGH VELOCITY LEADERSHIP <ul><li>What else they thinking? </li></ul><ul><li>Won’t let me replace </li></ul><ul><li>Blind to talent not there </li></ul><ul><li>Why rock the boat? </li></ul><ul><li>This is nasty and wrong </li></ul>
  10. 10. HIGH VELOCITY LEADERSHIP <ul><li>Enabling leadership </li></ul><ul><li>Hire proactively to fire eventually </li></ul><ul><li>HR & Legal must help, not hinder </li></ul><ul><li>Break budget for high performers </li></ul><ul><li>Keep talent pipeline open: </li></ul><ul><ul><li>“ Quick-over ” & speed to hire </li></ul></ul>
  11. 11. CONCLUDING THOUGHTS <ul><li>HRP is leadership decision tool, not staff score card </li></ul><ul><li>Redefine exceptional & poor </li></ul><ul><li>Take the stupid out </li></ul><ul><li>Would you rehire this speaker?! </li></ul>
  12. 12. True Talent Building that Works By Brian Patrick Jensen (All Rights Reserved 2012)

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