Webcast: Performance Management: Moving from Scorecard to ...

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Webcast: Performance Management: Moving from Scorecard to ...

  1. 1. Performance Management: Moving from Scorecard to Strategic Tool October 20, 2009
  2. 2. Defining the What and The ‘Why’ <ul><li>What is Talent Management? </li></ul><ul><li>Managing our highest incurred cost of doing business – our people . . . </li></ul><ul><ul><li>Recruitment </li></ul></ul><ul><ul><li>Selection </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Performance Management </li></ul></ul><ul><ul><li>Professional Development </li></ul></ul><ul><ul><li>Succession Planning </li></ul></ul><ul><ul><li>Retention of Talent </li></ul></ul>
  3. 3. Why Performance Management? <ul><li>Functions as core of all other TM processes and creates a holistic approach </li></ul><ul><li>Impacts the entire employee lifecycle and provides purpose for each stage of the employee’s individual experience </li></ul><ul><li>Provides metrics for individual accountability, goal alignment and business objectives integration </li></ul><ul><li>Enriches the employees through coaching and individual development planning </li></ul>
  4. 4. <ul><li>OnPoint Consulting: Research Analysis </li></ul>
  5. 5. Questions We Set Out to Answer <ul><li>What are the obstacles that prevent performance management systems from achieving their intended objectives? </li></ul><ul><li>What impacts the perception that a performance management system is fair and accurate? </li></ul><ul><li>What factors determine if a performance management system delivers value to the business? </li></ul><ul><li>What characteristics differentiate the best performance management systems from those that are less effective? </li></ul><ul><li>Which changes are likely to have the greatest impact on improving a performance management system? And which may not be worth the effort? </li></ul>
  6. 6. Sample of Responding Companies <ul><li>AT&T </li></ul><ul><li>Caterpillar Inc. </li></ul><ul><li>Church & Dwight Company, Inc. </li></ul><ul><li>EDO Corporation </li></ul><ul><li>Erie Insurance Group </li></ul><ul><li>FedEx Kinko’s </li></ul><ul><li>Fujifilm USA </li></ul><ul><li>Johnson & Johnson </li></ul><ul><li>JPMorgan Chase & Co. </li></ul><ul><li>Lockheed Martin </li></ul><ul><li>Pitney Bowes </li></ul><ul><li>Playtex Products, Inc. </li></ul><ul><li>Praxair, Inc. </li></ul><ul><li>Raytheon Electronics Corporation </li></ul><ul><li>Reliant Pharmaceuticals </li></ul><ul><li>Siemens Medical Solutions </li></ul><ul><li>United Technologies Corporation </li></ul><ul><li>Verizon </li></ul><ul><li>Wyeth Biotech </li></ul>
  7. 7. PM: Scorecard or Strategic Tool? <ul><li>Only 44% of line managers and 45% of HR professionals believe their current performance management systems deliver value. </li></ul><ul><li>Only 43% of line managers and 46% of HR professionals believe the time spent on their performance management systems is worth the investment. </li></ul><ul><li>Only 30% believe that their performance management systems achieve their intended objectives. </li></ul><ul><li>The good news? 75% believe it is possible to create a fair and accurate system. </li></ul>
  8. 8. Why Are People Dissatisfied? <ul><li>Managers do not apply it consistently </li></ul><ul><li>Managers lack the skills required </li></ul><ul><li>Leadership is not committed to developing people </li></ul><ul><li>Managers do not address poor performance </li></ul><ul><li>There are no consequences for not using the system and developing people </li></ul>
  9. 9. Dissatisfaction Leads to Changes, Yet… <ul><li>Despite the wide range and high frequency of reported improvement efforts, only 24% believe the changes have actually improved their systems. </li></ul><ul><li>Most commonly reported changes directed toward revising the rating scale, updating competencies, and adopting new forms. </li></ul>
  10. 10. Six Critical Factors of a Solid PM System <ul><li>What contributes to the perception of fairness, accuracy, and overall value to the business? </li></ul><ul><li>The system helps employees build their skills and competencies. </li></ul><ul><li>The system is applied consistently across the company (e.g., managers set goals with employees, there is a shared picture of the criteria used to evaluate performance, etc.). </li></ul><ul><li>The rating scale enables managers to accurately differentiate levels of performance during the annual reviews. </li></ul><ul><li>The system helps to build a high-performance culture. </li></ul><ul><li>The system provides useful data that is used for succession planning. </li></ul><ul><li>The system provides useful data that drives leadership development i nitiatives. </li></ul>
  11. 11. Six Critical Factors Are Often Not in Place Helps employees build their skills and competencies Consistent application across the company Rating scale enables managers to differentiate levels of performance accurately Helps to build a high-performance culture Provides useful data for succession planning Provides useful data that drives leadership development initiatives Note: Ratings of “Agree” or “Strongly Agree” are labeled as favorable, and “Disagree” or “Strongly Disagree” as unfavorable.
  12. 12. The Issue: No Connectivity FOCUS OF IMPROVEMENT EFFORTS OBSTACLES SUCCESS FACTORS
  13. 13. Three Prerequisites for Success <ul><li>Mindset : Performance management is seen as a tool to drive results , not as an administrative task. </li></ul><ul><li>Competence : Managers are skilled at goal setting, coaching, development planning, and appraisal. </li></ul><ul><li>Reinforcement : Managers meet periodically with direct reports to formally review progress. </li></ul>
  14. 14. Guidelines to Enhance Your PM System <ul><li>Choose an approach and stay with it </li></ul><ul><li>Clarify the purpose of your PM system </li></ul><ul><li>Improve consistency </li></ul><ul><ul><li>Provide descriptions of “what good looks like” </li></ul></ul><ul><ul><li>Require evidence to support ratings </li></ul></ul><ul><ul><li>Provide managers with skill training </li></ul></ul><ul><li>Ensure performance management system data is linked to other talent management systems </li></ul><ul><li>Hold managers accountable </li></ul><ul><li>Emphasize setting clear and measurable goals and providing ongoing coaching and feedback </li></ul><ul><li>Prioritize development planning </li></ul>
  15. 15. RNDC: Setting the Stage <ul><li>2007 Merger: Republic Beverage Company & National Distributing Company </li></ul><ul><li>HR processes were different, decentralized, tactical, and inconsistently executed across 2 companies </li></ul><ul><li>First priority . . . position HR as a strategic function and business partner at RNDC </li></ul><ul><ul><li>Why? HR needed a roadmap in order to meet the business challenges </li></ul></ul><ul><ul><li>How? Conduct a HR SWOT on the HR function and the business in order to present a fact-based business case and strategic people plan for RNDC </li></ul></ul>
  16. 16. The Owners State the Business Challenges . . . <ul><li>Maximize Shareholder Value </li></ul><ul><li>Expand Supplier Relationships </li></ul><ul><li>Attract, Develop, and Retain the Best Talent </li></ul><ul><li>Execute Competently </li></ul><ul><li>Become an Extraordinarily Professional Organization </li></ul>“ To be the national distributor of choice of beverage alcohol producers who value the three tier system, building branded products and profitability for all parties involved, and serving the needs of our associates, suppliers, customers and community.” Step #1: Understand the Business Challenges and Vision (May 2007)
  17. 17. Step #2: Understand HR at the New Company - HR SWOT (June – Sept 2007) <ul><li>STRENGTHS </li></ul><ul><li>What are the internal strengths? </li></ul><ul><li>Market position . . . positioned for growth </li></ul><ul><li>Focused on service and operational excellence as our business strategy </li></ul><ul><li>Great reputation as a distributor and employer </li></ul><ul><li>In touch with marketplace (niche departments – Hispanic Marketing, State Wine, National Accounts) </li></ul><ul><li>Flexibility to a changing marketplace </li></ul><ul><li>Time to market </li></ul><ul><li>Focused approach to growing the business </li></ul><ul><li>Intellectual capital in seasoned industry leaders </li></ul><ul><li>Collective experience of tenured experts </li></ul><ul><li>Passion in general workforce </li></ul><ul><li>Strong culture – message of family and fun </li></ul><ul><li>Socially responsible at the community level </li></ul><ul><li>WEAKNESSES </li></ul><ul><li>What are the internal weaknesses? </li></ul><ul><li>Lack of HR leadership presence in field and marketplace (role of HR) </li></ul><ul><li>HR viewed as “ personnel ” versus a strategic business partner and consultant </li></ul><ul><li>Lack of strategic planning [ to set direction: </li></ul><ul><li>Do we have a clear mission statement, vision, and values that ties to a HR strategy and compensation philosophy? </li></ul><ul><li>What is the state of our human capital management plan? * Workforce Planning * Acquiring Talent*Developing Talent * Deploying Talent *Retaining Talent * Evaluating Human Capital (metrics) </li></ul><ul><li>Inconsistent HR practices and processes across the markets . . . reactive vs. proactive </li></ul><ul><li>HR Technology (HRIS) </li></ul><ul><li>Communication processes </li></ul><ul><li>Recognition: formal programs and informal rewards </li></ul><ul><li>HR organizational structure: headcount, deployment, functional expertise </li></ul><ul><li>OPPORTUNITIES </li></ul><ul><li>What external opportunities might move the organization forward? </li></ul><ul><li>Implementation of consistent HR practices across all markets </li></ul><ul><li>Implementation of a HR “ shared services ” platform for recruitment, benefits, compensation, employment practices, training (reduced costs; consistent practices) </li></ul><ul><li>Lack of a total benefit strategy and not leveraging the “ power of one ” </li></ul><ul><li>Performance optimization of employees through a structured and integrated training program </li></ul><ul><li>Management of third-party contractors . . . outsourcing and ROI on current outsourcing </li></ul><ul><li>THREATS </li></ul><ul><li>What external threats might hold the organization back? </li></ul><ul><li>Competitive intrusion . . . talent theft and market share </li></ul><ul><li>Lack of internal talent for future acquisitions and mergers </li></ul><ul><li>HR Technology (HRIS) . . . too much administration </li></ul><ul><li>Economical factors that impact compensation (gas prices; competitor ’ s wages) </li></ul><ul><li>Rising healthcare costs </li></ul><ul><li>Organized labor threats </li></ul><ul><li>Employment and labor law compliance </li></ul><ul><li>Corporate responsibility . . . do our corporate citizenship programs strengthen our reputation, increase employee morale, and support our communities? </li></ul>
  18. 18. HR SWOT Revealed a Strategic Role for HR and a Need for a Talent Management Program <ul><li>What did the HR SWOT reveal? </li></ul><ul><ul><li>RNDC was a growing organization with naturally strong human capital. We had the opportunity to implement a strategic human capital management plan which could offset the threat of competitive intrusion and help us in future growth. </li></ul></ul><ul><ul><li>The right strategic human capital management plan could also address and solve the business challenges: </li></ul></ul><ul><ul><ul><li>Attract, Develop, and Retain the Best Talent </li></ul></ul></ul><ul><ul><ul><li>Execute Competently </li></ul></ul></ul><ul><ul><ul><li>Become an Extraordinarily Professional Organization </li></ul></ul></ul>
  19. 19. Overarching, #1 Objective Post-Merger <ul><li>“ Implement and Execute a Three-Year </li></ul><ul><li>Talent Management Plan that </li></ul><ul><li>. . . delivers an “A” in </li></ul><ul><li>Talent Management” </li></ul>
  20. 20. Prioritize a Practical Approach <ul><li>Phase 1 (2007) : Introduction of a Talent Management Program with a leadership competency based foundation </li></ul><ul><li>Phase 2 (2007 - 2008) : Launch an integrated and web-based Talent Management Program t o connect and standardize all the talent practices </li></ul><ul><li>Phase 3 (2008-2009) : Execute and establish best practices and processes through education and use of technology . </li></ul><ul><li>Phase 4 (2009 – 2010) : Repeat performance of best practices and evaluation of human capital management (ROI) </li></ul>
  21. 21. <ul><li>Phase 1: Creating the Framework – Leadership Competency Model and Communicating the Criticality </li></ul>2007
  22. 22. The Beginning Phase . . . <ul><li>What was the starting point? Senior leader buy-in and sponsorship for a competency-based talent management system and its integration to : </li></ul><ul><ul><ul><li>Recruitment and Selection </li></ul></ul></ul><ul><ul><ul><li>Performance Management </li></ul></ul></ul><ul><ul><ul><li>Training and Development </li></ul></ul></ul><ul><ul><ul><li>Succession Planning </li></ul></ul></ul><ul><ul><ul><li>Retention of Talent by Creating a RNDC Culture </li></ul></ul></ul><ul><ul><ul><li>Human Capital Management (metrics for ROI) </li></ul></ul></ul>
  23. 23. Steps in the LCM Development <ul><li>Senior leaders identified a leadership steering committee with members from both legacy companies and each function </li></ul><ul><li>TalentQuest facilitated an executive brainstorming session on competency-based talent management systems </li></ul><ul><li>Outcome was alignment on an action plan to create the RNDC LCMs from the point of research to implementation </li></ul>
  24. 24. Steps in the LCM Development <ul><li>Identified and interviewed top talent “subject matter experts” inside RNDC to evaluate success-driving behaviors </li></ul><ul><li>Surveyed the entire Company to rank competencies and behaviors for (1) their job and (2) their supervisor’s job </li></ul><ul><li>Steering Committee reviewed survey results and proposed the RNDC LCMs to senior leaders and Owners </li></ul>
  25. 25. RNDC Leadership Competency Models (9) <ul><ul><li>Manager (all Positions) </li></ul></ul><ul><ul><li>Implement Continuous Improvement </li></ul></ul><ul><ul><li>Think Critically </li></ul></ul><ul><ul><li>Focus on Profitability </li></ul></ul><ul><ul><li>Manage Execution </li></ul></ul><ul><ul><li>Collaborate Broadly </li></ul></ul><ul><ul><li>Establish Priorities </li></ul></ul><ul><ul><li>Attract, Coach, and Promote Talent </li></ul></ul><ul><ul><li>Motivate Others </li></ul></ul><ul><ul><li>Communicate Effectively </li></ul></ul><ul><ul><li>Negotiate Conflict </li></ul></ul><ul><ul><li>Demonstrate Professionalism </li></ul></ul><ul><ul><li>Create Customer Satisfaction </li></ul></ul><ul><ul><li>Build Supplier Satisfaction </li></ul></ul>Sales Operations Administration Individual Contributor Individual Contributor Individual Contributor Manager Manager Manager Executive Executive Executive
  26. 26. Steps in the LCM Development <ul><li>Began a communication cascade to the Company on the new RNDC LCMs and their importance to the business strategy and talent management </li></ul><ul><ul><li>Started with Managers and functional leaders and ended with Individual Contributors </li></ul></ul><ul><ul><li>Immediately “test-drove” the LCMs with a formal performance management program – our first TM process at the new company </li></ul></ul>
  27. 27. Steps in the LCM Development <ul><li>After the first performance appraisal process, we asked the field 2 questions on performance management. </li></ul><ul><ul><li>What did you appreciate about the process? </li></ul></ul><ul><ul><ul><li>Consistent and relevant to the job </li></ul></ul></ul><ul><ul><ul><li>Use of technology versus paper </li></ul></ul></ul><ul><ul><li>What could make the process more effective? </li></ul></ul><ul><ul><ul><li>Reduce the number of leadership competencies </li></ul></ul></ul><ul><ul><ul><li>Incorporate specific performance objectives </li></ul></ul></ul>
  28. 28. Steps in the LCM Development <ul><li>Streamlined the LCM for each position . . . continued to use the Steering Committee as calibration. </li></ul><ul><ul><li>Manager (All Positions) </li></ul></ul><ul><ul><li>Implement Continuous Improvement </li></ul></ul><ul><ul><li>Negotiate Conflict Through Collaboration </li></ul></ul><ul><ul><li>Manage Execution to Attain Results </li></ul></ul><ul><ul><li>Focus on Profitability </li></ul></ul><ul><ul><li>Attract, Coach, and Promote Talent </li></ul></ul><ul><ul><li>Demonstrate Professionalism </li></ul></ul><ul><ul><li>Create Customer Satisfaction </li></ul></ul><ul><ul><li>Build Supplier Satisfaction (Sales & Ops) </li></ul></ul><ul><ul><li>Think Critically (Admin) </li></ul></ul>
  29. 29. <ul><li>Phase 2: Launch an integrated and web-based Talent Management Program to connect and standardize all the talent practices </li></ul>2007 - 2008
  30. 30. Integration of LCM into Core Talent Management Practices at RNDC <ul><li>Launched Technology </li></ul><ul><ul><li>Taleo ATS </li></ul></ul><ul><ul><li>TalentQuest TMS </li></ul></ul><ul><ul><ul><li>Selection Assessments </li></ul></ul></ul><ul><ul><ul><li>Objectives Management </li></ul></ul></ul><ul><ul><ul><li>Performance Management </li></ul></ul></ul><ul><ul><ul><li>360 Process </li></ul></ul></ul><ul><ul><ul><li>Development Resource Library </li></ul></ul></ul><ul><ul><ul><li>Culture Engagement Surveys (2010) </li></ul></ul></ul><ul><ul><li>LMS (2010) </li></ul></ul><ul><li>Recruitment Tools & Branding Message </li></ul><ul><li>Selection Tools </li></ul><ul><li>Job Descriptions </li></ul><ul><li>Training Programs </li></ul><ul><li>Succession Planning </li></ul><ul><li>Professional Development Programs </li></ul><ul><li>Corporate Communications </li></ul><ul><li>Supplier Contract Negotiations as a point of differentiation </li></ul>
  31. 31. Example: Selection <ul><li>Leadership Competency Model was incorporated into talent selection: </li></ul><ul><li>Job Descriptions </li></ul><ul><li>Job Postings </li></ul><ul><li>Selection Assessments </li></ul><ul><li>Structured Interview Guides </li></ul><ul><li>Selection Training </li></ul>
  32. 32. Example: Performance Management <ul><li>2007 - 2008 </li></ul><ul><li>Executive Steering Committee involved </li></ul><ul><li>LCM introduced </li></ul><ul><li>HR Technology introduced </li></ul><ul><li>Common practice introduced </li></ul><ul><li>IDPs introduced for all </li></ul><ul><li>Extensive workforce communication and training </li></ul><ul><li>Full diagnosis after the process for quality improvement </li></ul><ul><li>2008 - 2009 </li></ul><ul><li>Simplified LCM launched </li></ul><ul><li>HR Technology improved and simplified </li></ul><ul><li>Objectives Management introduced and incorporated </li></ul><ul><li>Metric analysis introduced and used to develop Basic Management Training Program </li></ul><ul><li>Elevated communication on process connection to the TM strategy </li></ul><ul><li>Pay-for-Performance introduced </li></ul><ul><li>Full diagnosis after the process for continual improvement </li></ul>
  33. 33. Example: First-Time Manager Training Program Driven by PA Metrics and Connected to LCM Manager Competency Ranking Based on Year 2 PA Metrics (-) Focus on Profitability (-) Negotiate Conflict Through Collaboration (-) Attract, Coach, & Develop Talent (-) Manage Execution to Attain Results (+) Implement Continuous Improvement (+) Build Supplier Satisfaction (+) Demonstrate Professionalism (+) Create Customer Satisfaction Training Program Topics Connected to Manager LCM 1. New Leader On-boarding Program Implement Continuous Improvement 2. Basic Finance 101 Focus on Profitability 3. Communication Skills Negotiate Conflict Through Collaboration 4. Conflict Resolution Skills Negotiate Conflict Through Collaboration 5. Performance Management Attract, Coach, & Promote Talent 6. Coaching Attract, Coach, & Promote Talent 7. Talent Management Attract, Coach, & Promote Talent 8. Meeting Management Manage Execution to Attain Results 9. Change Management Implement Continuous Improvement 10. Presentation Skills Create Customer Satisfaction
  34. 34. Example: Succession Planning <ul><li>“ A” Talent (high-potential) standards were established and incorporated both the Leadership Competencies and Performance Management disciplines in order to assess and develop top talent. </li></ul>
  35. 35. Example: Succession Planning <ul><li>Leadership Competency Model behaviors are part of the Talent Assessment process. </li></ul><ul><li>Manager evaluates leadership behaviors (60) of each competency (8) for a total rating. </li></ul><ul><li>Total rating must be 65%* of max points (*year 1 with bar raised each year). </li></ul>
  36. 36. Example: Succession Planning <ul><li>If all 7 requirements are met, a formal </li></ul><ul><li>Development Plan is prepared for “A” </li></ul><ul><li>(and strong B) talent. </li></ul><ul><li>Focus on leadership competencies that need further development for the current position or the next position. </li></ul><ul><li>Professional development and/or training is generally connected to building competency levels. </li></ul><ul><li>Individual Development still happens </li></ul><ul><li>as part of the formal Performance </li></ul><ul><li>Management process with all </li></ul><ul><li>associates. </li></ul>
  37. 37. <ul><li>Phase 3: Execute and establish best practices and processes through education and use of technology </li></ul>2009
  38. 38. RNDC Core Talent Management Practices Today <ul><li>Company and industry-specific LCM </li></ul><ul><li>Recruitment and Employment Branding Message </li></ul><ul><li>Recruitment and Selection Tools </li></ul><ul><li>Comprehensive College Recruitment Program </li></ul><ul><li>Onboarding, Assimilation, and Transition Process for Key Positions & Managers </li></ul><ul><li>Objectives Management connected to . . . Performance Management </li></ul><ul><li>Basic Management Training Program (based on PM metrics) </li></ul><ul><li>Succession Planning . . . Talent Assessment Process with IDPs and Formal Talent Reviews. 90% Promote-from-Within Rate. </li></ul><ul><li>Development Plans for Every Associate – performance management program and/or succession planning </li></ul><ul><li>360 Feedback Process </li></ul><ul><li>Executive Coaches focused on hipo talent </li></ul><ul><li>Created a formal women’s professional development initiative </li></ul>
  39. 39. RNDC Core Talent Management Practices Today <ul><li>Execution Standpoint of HR Practices </li></ul><ul><ul><li>Supported by top leaders and managers . . . and understood by general workforce </li></ul></ul><ul><ul><li>Consistent and standardized </li></ul></ul><ul><ul><li>Subject to continuous improvement </li></ul></ul><ul><ul><li>Training and communication happens with every process, every time </li></ul></ul><ul><ul><li>Perceived and real improvements with HR technology solutions </li></ul></ul><ul><ul><li>Most importantly, linked to other TM disciplines and it’s part of the RNDC culture </li></ul></ul>
  40. 40. <ul><li>Phase 4: Repeat performance of best practices and evaluation of human capital management (ROI) </li></ul>2009 into 2010
  41. 41. Final Phases of Original Plan <ul><li>In-progress evaluation of: </li></ul><ul><ul><li>Human capital metrics through a HR scorecard (pilot) </li></ul></ul><ul><ul><li>HR Technology (integration) </li></ul></ul><ul><ul><li>Improved Management Training Curriculum </li></ul></ul><ul><ul><li>2010 HR processes – just do it better! </li></ul></ul><ul><li>Preparing for the next 3 years . . . Execute a similar process starting with a HR SWOT </li></ul>
  42. 43. 3 Years Later – What Worked! <ul><li>Senior Leader buy-in, engagement, & accountability. </li></ul><ul><li>Include the end-user every step of the way. </li></ul><ul><li>Full workforce education – no secrets! </li></ul><ul><li>Formal training on every single process starting with HR. </li></ul><ul><li>Articulated the connection of each process to the cycle of talent management – we told the why. </li></ul><ul><li>Executed with discipline and listened with care. </li></ul><ul><li>Fixed the problems. And, raised the bar. </li></ul><ul><li>Stuck with the game plan and flexed, as needed. </li></ul>
  43. 44. 3 Years Later – Watch outs! <ul><li>Competing priorities in an ever-changing business environment in the industry. </li></ul><ul><li>Unplanned surprises like the economy (impacts growth and financial investment in people) </li></ul><ul><li>Technology scares Managers – continue to emphasize the advantages. </li></ul><ul><li>If you stop talking about talent, talent stops talking to you! </li></ul>
  44. 45. In Conclusion: Realizing the Strategic Role for HR and its Need for a Talent Management Program <ul><li>What did the HR SWOT reveal? </li></ul><ul><ul><li>RNDC was a growing organization with naturally strong human capital. We had the opportunity to implement a strategic human capital management plan which could offset the threat of competitive intrusion and help us in future growth. </li></ul></ul><ul><ul><li>The right strategic human capital management plan ABSOLUTELY DID address and solve the business challenges: </li></ul></ul><ul><ul><ul><li>Attract, Develop, and Retain the Best Talent </li></ul></ul></ul><ul><ul><ul><li>Execute Competently </li></ul></ul></ul><ul><ul><ul><li>Become an Extraordinarily Professional Organization </li></ul></ul></ul>
  45. 46. <ul><li>Questions? </li></ul>
  46. 47. Appendix Slides
  47. 48. The RNDC Competency Model Fuels Talent Management <ul><li>RNDC Employment Branding . . . Who We Are </li></ul><ul><li>Taleo Applicant Tracking System (automates hiring processes) </li></ul><ul><li>RNDC Career Web Site </li></ul><ul><li>Internal Job Posting Processes </li></ul><ul><li>TQ Assessments and SIGs </li></ul><ul><li>RNDC Selection Toolkit </li></ul><ul><li>New Hire Orientation </li></ul><ul><li>Progressive Training Programs </li></ul><ul><li>- - Onboarding Transition Process </li></ul><ul><li>- - New Supervisor Training </li></ul><ul><li>- - New Manager Training </li></ul><ul><li>[Management Academy] </li></ul><ul><li>Functional Training </li></ul><ul><li>- - Sales </li></ul><ul><li>- - Operations </li></ul><ul><li>- - Administration </li></ul><ul><li>TQ Performance Appraisals (integrated </li></ul><ul><li>with objective management) </li></ul><ul><li>Coaching Performance Issues </li></ul><ul><li>TQ 360 Survey Tool </li></ul><ul><li>Individual Development Plans </li></ul><ul><li>Leadership Programs (external) </li></ul><ul><li>Future Leadership University (internal) </li></ul><ul><li>TQ Learning Center </li></ul><ul><li>TQ Succession Planning Module </li></ul><ul><li>Formal CDP Events </li></ul><ul><li>Local Bench Planning </li></ul><ul><li>TQ Strategic Planning Objectives Integration </li></ul><ul><li>To Performance Management </li></ul><ul><li>Measuring HR Effectiveness (turnover, </li></ul><ul><li>Retention, time to fill jobs, cost per hire). </li></ul>2007 2007-2008 2007-2008 2007-2008 2008-2009 2008-2009 2008-2009 2008-2009 2008-2009 TQ = TalentQuest Technology <ul><li>TQ Survey Module </li></ul><ul><li>Culture Action Plans </li></ul><ul><li>RNDC Talent Management ~ the ability to attract, develop, and retain talent. </li></ul><ul><li>Key business challenge. </li></ul><ul><li>Core Competency Requirement. </li></ul>Human Capital Metrics Employee Culture Surveys Succession Planning Leadership Development Performance Management Training Selection Recruitment Leadership Competency Model
  48. 49. RNDC Execution: Best Practices <ul><li>Build a calendar of succession events to ensure coordination across company processes </li></ul><ul><li>Pilot in a Region/State/Several Houses </li></ul><ul><li>Provide toolkits and rollout support resources, making roles and responsibilities clear </li></ul><ul><li>Identify a high potential pool in addition to identifying levels of readiness </li></ul><ul><li>Solicit feedback and improve the system in Y2 </li></ul>

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