Executives aren’t happy with their company’s talent “there’s an increasing “HR executives face a tension between credibility gap when itcompany needs and HRs comes to executing ability to deliver” basic HR duties”
#1 Priority of CEOs “Developing leadership and talent pipeline” Lowest HR Capability “Managing Talent”Source: Deloitte & BCG
So what if we . . . 1 2 3 Eliminate CreateStart with the Complexity, Add Accountability & Science Value Transparency What’s What will Why will proven to make this managers useachieve our incredibly it? goal? easy to use?
HR isacademically correct but practically deficient Only execution delivers value A few things matter most
We can manufacture talent the same way we manufacture anything else The Talent Production Line Specifications Raw Materials Production Process Distribution Specification to produce leaders at my company 2013 5’8” 5’11”
Get the Specs Right Specifications Do you know what “great” looks like? Specification to produce leaders at my company 2013 5’8” Are you focusing on the 5’11” few, most differentiating capabilities?
Assess your raw materials Do you understand what Raw Materials raw material is available? Is is possible to transform the raw material into finished product?
Manufacture your product Production Can your process Process actually manufacture this product? Do you have the right machinery? How will you keep the production line moving?
Distribute it Distribution How will you get this product to where it’s needed?
An example . . . Specifications Specification to produce leaders at my company Raw Materials Production Process Distribution 2013 5’8” 5’11”• Potential to become • Sales leader • Sales leader trains sales leader evaluation • Beauty training• Consistent earnings • Actual sales • New product training every campaign • Expressed interest in • Recruiting training• Positive sales leadership attitude/personality
Your Metric It’s easy. Is anyone buying your product?
“What enables talent management practices to work?” 1 Executive team support Manager accountability for completing 2 the process 3 CEO support 4 Design or process/programNTMN 2011 State of Talent Management survey
The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie Know Business Love Business
The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie HR Disciple Solid HR capabilities in each key discipline
The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie Not a craftsman HR Disciple Plant manager at the Production Manager talent factory
The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie HR Disciple Precise knowledge of the talent in your charge Production Manager Talent Authority
The 4 + 2 Model of Talent Management success Business Junkie The Differentiating Two The Core Four Trusted Executive Advisor Business Junkie • Professionally Credible • Forms Strong Executive HR Disciple Relationships Business Junkie Production Manager Courageous Advocate Talent Authority • Has a Theory of the Case • Is Appropriately Aggressive
Exercise● What questions do you have about the model?● Identify the one area that you’d like to improve● Engage in feedforward (15 minutes, as many suggestions as you can get)
Winning this race requires:• Simplicity, Accountability and Transparency• Managing Your Talent Production Line• Being A Great Talent Manager