Are Your Company’s Talent ManagementPractices Optimized to Address the Future Changing Needs of Your Business? People – Process –Technology – Strategy - Compliance Expert Panel Discussion / Presentation The Chicagoland Chamber of Commerce January, 25, 2012
2Introductions• George Langlois, PhD ▫ President of Organizational Strategies Inc. ▫ Director of the Center for Research and Services at IIT ▫ 25 years experience in organizational effectiveness, executive assessment and talent management systems• Lori Muehling, PhD, RODC ▫ Director of Talent Management & Organizational Development at Exelon Generation ▫ 25 years organization development, talent management and human resources experience• Carl Kutsmode ▫ Partner at talentRISE LLC ▫ 20 years recruiting and talent operations management consulting experience
3Panel Discussion OverviewTalent Management Trends & Leading Practices: What key components make up the talent management system of top performing companies?• George M. Langlois, Ph.D., President, Organizational Strategies, Inc. and Senior Consultant to talentRISETalent Management Critical Review Business Case - What are the practical considerations to consider when reviewing and revising your talent management practices?• Lori Muehling, Ph.D., RODC, Director of Talent Management & Organization Development, Exelon GenerationOptimizing Your Talent Decisions – How top performing companies who optimize their talent management practices are able to make informed talent decisions that ensure future business performance goals are met?• Carl Kutsmode, Managing Partner, talentRISE
5Future Trends: Changes in Overall Talent Mgmt CEO Priorities in 2011/2012 Greatest Shift in Focus is On: 1. Performance Management 2. Emerging Leaders 3. High Potential Employee Development 4. Experienced Hiring 5. Workforce Planning 6. Retention of Employees with Critical Skills 7. Talent Assessment 8. Senior Leader Development 9. Campus / College Hiring 10. Benefits to attract / retain talent Source: Deloitte - Talent Edge 2020: Blueprints for the new normal (December 2010)
6Why the emphasis on talent?• High performing companies do better at managing and retaining talent• Valuation of companies is in now measured by its talent.• Business environment is more complex and dynamic• Boards and financial markets are expecting more.• Employee expectations are also changing. Source: DDI – Nine Best Practices for Effective Talent Management (White Paper 2009)
7Best Practice View of Strategic Talent Management Talent Identification & Performance Management Proactive Talent Retention Business Alignment & Development• Aligned Core Competencies • Performance Mgmt • Turnover Analysis• Job “Performance Profiles” • Leadership SKILLS • Early Warning Systems• “Right Fit” Talent Training • Retention Planning & Recruiting, Assessment & • Leadership Analysis Selection DEVELOPMENT • Employee Engagement• Succession Planning programs • Market Competitiveness• Workforce planning • Career Development & (Comp, Benes, Benchmar • Talent Supply/Demand Planning king) • Talent Gap / Risk Analysis • Hi-Potential Talent • Aging Workforce Analysis Pipeline Relationship • Workforce Diversity Mgmt Key Underlying Processes Alignment with Business Objectives Assessment Coaching Environmental Analysis
8Best in Class - Talent Management Framework Overview
9Key Points / Take Aways• Align with your business plan• Measure• Integrate and streamline
10 Business Case:A Talent Management Critical Review
11Talent Management Critical Review- Business Case Overview• Why do a current state critical review and not just take action on known issues?• How did you chose the approach and why?• Who owned/sponsored it? Who were the key stakeholders involved?• What were the key considerations you needed to be sure to address to ensure success? ▫ Critical Success Factors• How can the results be used and applied? ▫ Expected Outcomes / Key Findings?
12Proactive Supply of Talent and Team Effectiveness We need to be proactive in generating a steady supply of leaders to meet anticipated demand for leadership talent and drive team effectiveness. Faster Growth andUltimate goal: Improved Business Performance OrganizationalEnabled by: Right People in the Right People Right People Clear Strategy Structure and Right Roles in the Right Roles in the Right Roles Processes Identify/Select Develop Team TeamRequires: Leaders Leaders Work Development Retain Leaders
13Best Practice View of Strategic Talent Management Talent Identification & Performance Management Proactive Talent Retention Business Alignment & Development• Aligned Core Competencies • Performance Mgmt • Turnover Analysis• Job “Performance Profiles” • Leadership SKILLS • Early Warning Systems• “Right Fit” Talent Training • Retention Planning & Recruiting, Assessment & • Leadership Analysis Selection DEVELOPMENT • Employee Engagement• Succession Planning programs • Market Competitiveness• Workforce planning • Career Development & (Comp, Benes, • Talent Supply/Demand Planning Benchmarking) • Talent Gap / Risk Analysis • Hi-Potential Talent • Aging Workforce Analysis Pipeline Relationship • Workforce Diversity Mgmt Assess your current practices against leading practices to determine where your greatest gaps are in being able to BEST support our future business objectives
14 Example: Current State Assessment Scorecard Sample -Talent Mgmt PracticesTalent Identification Dir VP TR Core Leadership Opportunity to develop core set of leadership competencies for each role Competencies / Traits and manager training and tools on how to assess them using behavioral anchors; Talent Assessment & Business Talent Reviews annually are not assessing strengths or Selection leadership competencies. Succession Planning / Readiness assessment criteria lacks mobility and situational experience Pipeline +Bench criteria. StrengthTalent Management & Development Dir VP TR Performance Too focused on development plan completion and business / operations Management experience focused, not leadership skills and competency gap assessment and development focused”; No “Off track” flags. Leadership Skills Leadership competency development specific training programs exist. No Training Programs training on performance coaching / development conversations or how to assess leadership competency. Leadership No formal career or coaching program – candidate driven; Used ad hocDevelopment Programs mainly to correct performance or close a technical skill gap . Career Development & Manager training is needed on developmental and competency Planning assessment conversations; Career path checklist needed.
15Key Points / Take Aways• Drive Toward Excellence• Ownership• Best Practices/Industry Differences• Focus• Prioritization/Critical Few
16 Optimizing Your Talent Decisions:The Power of Workforce Intelligence
17What are YOUR Biggest CHALLENGES related toTALENT? Compensation Performance Systems / Automation No Planning Recruiting
18Do You Know Where YOUR Organization’s GreatestWorkforce / Talent Risks Are? ▫ Workforce Diversity Mix ▫ Aging Demographics / Retirement Trends ▫ Turnover trends ▫ Headcount trends ▫ Talent Supply / Demand for Critical Roles ▫ Projected Talent Need in critical roles– Gap/Surplus ▫ Succession Pool Health ▫ Readiness Pool ▫ Integrated Talent Management Technology and Processes ▫ HR Talent Management Metrics ▫ Others?
19Leveraging Workforce Planning Technology for Talent Intelligence- Example - Executive Summary Report
20Example: Workforce Gap Analysis by Critical Role
21Example: Talent Supply / Demand Analysis – Available Talent Demographicsand Market Competitors for Engineering Directors / Managers Central NJ ( Trenton-Ewing-Princeton)
24Example: Workforce Diversity Analysis Diversity something many employees and leadership teams are measured on. Insights into diversity gaps in your organization will help them link action plans to their short and long term diversity recruiting and development goals.
25Example of Revenue Risk Analysis Related to Identified Workforce Planning Gaps
26Example: Aging Workforce Demographic Trends Analysis • Analyzing workforce aging demographics against projected retirements can provide significant insight into critical role succession pool health. ▫ 7.1% expected in the next 1 year ▫ 7.7% expected to retire in the next 2 years ▫ 8.9% expected to retire in the next 3 years
27Complimentary Talent Risk Analysis Report• To conduct an analysis for your organization, we will need an HRIS data export of the following current workforce data for the employee group you wish to have analyzed. A minimum of 100 records is needed to run a report.• A report will be generated within 3 weeks of receiving the data from your HR team: ▫ Position Title Additional questions needed to complete the ▫ Department financial risk analysis section of the report: ▫ Hire Date ▫ Birth date Percentage that headcount is expected to increase or decrease next year in this role or overall? ▫ Date Entry into Current Role ▫ Termination Date Industry classification? ▫ Termination Reason Total annual gross revenues ▫ EEO Gender ▫ EEO Race Total annual gross expenses ▫ Last Performance Rating Score Average revenue per employee ▫ Annual Pay ▫ Employee Employment – Full time / Part Time Overtime policy ▫ Employee Exempt Status – Exempt / Non Exempt
28Questions George Langlois, Ph.D. Ph 312-320 7614 firstname.lastname@example.org www.org-strat.com Lori Muehling, Ph.D. Ph (630) 657-4162 Lori.Muehling@exeloncorp.com www.exelon.com Carl Kutsmode Ph 773 509 6801 email@example.com www.talentRISE.com