The document discusses good talent management practices and provides an agenda for a presentation on the topic. The presentation will cover strategic talent management, identifying high-potential talent, leadership development programs, and succession planning. It includes definitions of talent segments, attributes for identifying high-potential employees, and activities for developing talent such as training, assignments, and coaching.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
Demystifying Talent mgmt (Assessment & Development Centers)ASHUTOSH LABROO
A lot is written & freely available on Talent Management on the web. This presentation however is a very personal & deeper insight into the Subject of Talent Management as well as Assessment & Development Centers & finally Career Planning.
I have tried to offer greater clarity in terms of what all these steps mean & I hope this clarifies doubts & queries people usually have on this subject.
Vikram Babu is an accomplished HR professional with over 8 years of experience managing HR functions across diverse sectors. He has significant experience working with reputed MNCs like Aditya Birla Minacs Worldwide Limited and other private companies. Currently he is seeking a senior managerial opportunity to utilize his proven people-oriented skills and develop a positive work environment. He has expertise in strategic HR planning, policy standardization, talent acquisition, performance management, and statutory compliance.
This document discusses succession planning and outlines steps for organizations to take. It notes that while 70% of companies say they do succession planning, 62% report having too few internal candidates. The document defines emergency replacement planning as identifying backups for critical roles, while succession planning develops a talent pool so there are qualified internal candidates when vacancies occur. It emphasizes that evaluating employee performance and potential is at the heart of succession planning and outlines assessing the talent pool to identify high potentials and performers.
This document discusses career and succession planning. It defines career as a sequence of employment positions over a person's lifetime. Career planning is the process of selecting career goals and paths to achieve them. Succession planning ensures leadership continuity and that employees are developed to fill key roles when current employees depart. The document outlines the need for, features, processes, advantages and challenges of both career planning for individuals and organizations, as well as succession planning through identifying critical positions, conducting position analyses, developing succession plans, and monitoring/evaluating plans.
Webinar: Talent Management Strategies In The GCC The HR Observer
To view recording: http://youtu.be/FiY2hwoAXsg or watch the video at the end of the slides
For other Informa Webinars: http://www.informa-mea.com/webinars
In this informative webinar, Lesley's upbeat and engaging style will make it very easy for you to gain a wide range of informative and practical information. It will span a broad spectrum of areas within talent management, from trends in talent management regionally and internationally through definitions of 'Talent' to detailed coverage of the specifics of talent attraction and acquisition and finally through to developing and managing talent and landing in talent retention.
This document discusses the importance of succession planning for organizations. It outlines benefits like identifying talent pools, keeping employees engaged, and creating a talent-driven culture. It provides best practices such as defining performance standards, identifying high performers, and specifying development opportunities. The document also describes steps to develop a succession strategy including identifying critical positions and candidates, determining development needs, and measuring the impact of the succession management program.
Demystifying Talent mgmt (Assessment & Development Centers)ASHUTOSH LABROO
A lot is written & freely available on Talent Management on the web. This presentation however is a very personal & deeper insight into the Subject of Talent Management as well as Assessment & Development Centers & finally Career Planning.
I have tried to offer greater clarity in terms of what all these steps mean & I hope this clarifies doubts & queries people usually have on this subject.
Vikram Babu is an accomplished HR professional with over 8 years of experience managing HR functions across diverse sectors. He has significant experience working with reputed MNCs like Aditya Birla Minacs Worldwide Limited and other private companies. Currently he is seeking a senior managerial opportunity to utilize his proven people-oriented skills and develop a positive work environment. He has expertise in strategic HR planning, policy standardization, talent acquisition, performance management, and statutory compliance.
This document discusses succession planning and outlines steps for organizations to take. It notes that while 70% of companies say they do succession planning, 62% report having too few internal candidates. The document defines emergency replacement planning as identifying backups for critical roles, while succession planning develops a talent pool so there are qualified internal candidates when vacancies occur. It emphasizes that evaluating employee performance and potential is at the heart of succession planning and outlines assessing the talent pool to identify high potentials and performers.
This document discusses career and succession planning. It defines career as a sequence of employment positions over a person's lifetime. Career planning is the process of selecting career goals and paths to achieve them. Succession planning ensures leadership continuity and that employees are developed to fill key roles when current employees depart. The document outlines the need for, features, processes, advantages and challenges of both career planning for individuals and organizations, as well as succession planning through identifying critical positions, conducting position analyses, developing succession plans, and monitoring/evaluating plans.
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
The document describes the Star Achievement training program, which aims to develop skills, attitudes, teamwork and strategies in participants. It is a philosophy-based program taught over three levels and 12 modules. The program enhances fundamental business skills, increases productivity, and transforms individuals and business culture. Testimonials praise improvements in critical thinking, confidence, communication and self-esteem from participants.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses transforming employee performance management from a traditional appraisal system to a KPI-based system. It proposes implementing the new system in stages, starting with manager and specialist positions. The summary includes:
1. It outlines a proposed performance management cycle that involves continuous feedback, mid-year reviews, and final appraisals to set objectives, provide coaching, and evaluate performance.
2. Objectives and KPIs would be set based on cascading department and organizational goals. Performance would be evaluated based on achieving objectives and competencies.
3. The new system aims to link individual performance more closely to organizational strategy and goals through setting measurable objectives and KPIs at all levels.
Performance Appraisals and Succession PlanningFrank Odia
Performance appraisals benefit both companies and employees by helping make decisions about promotions, terminations, and rewards. They also address performance issues and encourage improvement. A pre-appraisal process involves reviewing goals, work performance, and feedback. During appraisals, managers should avoid spotlighting flaws or lecturing to add value. Post-appraisal activities like reviewing goals and targets are important. Succession planning benefits companies by retaining talent, reducing costs, and allowing for knowledge transfer and succession. It should involve assessing internal candidates for short and long-term fits.
The document discusses designing and implementing an effective performance management program. It outlines key considerations like aligning individual, team, and corporate goals; assessing skills and competencies; providing regular feedback. Two common models are described: development-driven which focuses on coaching, and competitive assessment which evaluates employees against each other. The benefits of an effective program include improved performance, engagement, and organizational success. The implementation process involves creating customized systems and training managers to provide ongoing evaluation and adjustments.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
Here are some suggestions for the coaching role play scenario:
Coach: Thank you for sharing Budi. It seems the key challenge is encouraging your team to step out of their comfort zone and take risks with new ideas. Some things you could try:
- Have an open discussion to understand their fears and build trust. Assure them mistakes are opportunities to learn.
- Create safe spaces like brainstorming sessions where any idea can be shared without judgment.
- Involve the team in defining challenges and goals so they feel ownership. Give autonomy in how they solve problems.
- Recognize and reward small wins to boost morale and confidence. Celebrate failures as much as successes.
- Provide training
Training is a basic component of staffing strategy and other HR functions flow from it. It is based on anticipating future HR needs in light of current capabilities. Training identifies competency gaps between what is required for jobs and the current abilities of employees. It develops the skills and abilities of employees to meet organizational goals. There are different types of training, including functional, soft skills, mandatory, and various levels from vocational to directorship. Training needs are identified through analysis at the organizational, departmental and individual levels. The roles of managers include identifying competency gaps and budgets, while HR executes training and ensures objectivity. Training has become a lucrative business with many international and local schools and programs offered.
Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
The document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave their jobs are related to lack of career growth opportunities, poor support and respect from supervisors, and low compensation. Effective retention strategies discussed in the document include selecting the right candidates for jobs, providing coaching and feedback, offering career advancement paths, making employees feel valued through recognition programs, reducing work-life imbalance, and inspiring confidence in leadership. Specific company examples are provided that implement tactics like career mapping, regular performance discussions, motivational vouchers, and emphasis on teamwork and communication to boost employee engagement and retention.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
The document discusses the key attributes of successful company employees and management students according to industries. It identifies being results-oriented, possessing up-to-date knowledge, the ability to apply knowledge and achieve results, generating new solutions, and a willingness to participate as important traits. Interpersonal skills like teamwork, motivation, problem-solving, and communication are also emphasized. The document recommends career development opportunities like training courses, seminars, and internal job rotations to promote employees.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
Performance management is the systematic process of planning, monitoring, and developing employee work to achieve organizational goals. Talent management is a set of integrated HR processes to attract, develop, motivate, and retain productive employees to create a high-performance organization. Key differences include performance management focuses on ongoing feedback while performance appraisal assesses employees annually, and talent management ensures the right employees are ready to achieve strategic goals both currently and in the future. Effective talent management requires assessing employees, developing a talent strategy and system, and monitoring processes to retain key talent.
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
The document describes the Star Achievement training program, which aims to develop skills, attitudes, teamwork and strategies in participants. It is a philosophy-based program taught over three levels and 12 modules. The program enhances fundamental business skills, increases productivity, and transforms individuals and business culture. Testimonials praise improvements in critical thinking, confidence, communication and self-esteem from participants.
1) LeAP is a leadership accelerator program that aims to develop the mindset, self-awareness, and leadership behaviors of high performers through experiential learning opportunities, coaching, and customized reports.
2) The program addresses issues that new managers and leaders face such as high expectations, pressure to perform, and the need to motivate complex teams in a diverse workforce.
3) LeAP uses a proprietary assessment tool, multi-source feedback, workshops, and ongoing coaching to help more than 500 Indian professionals successfully transition to new leadership roles.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, behavioral indicators, and measurement approaches required for different jobs. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses competency frameworks and their importance for human resource management. It defines competencies as underlying characteristics that lead to effective performance. Developing competency models involves identifying the competencies, proficiency levels, and behavioral indicators needed for each role. Linking competency models to HR systems like staffing, learning, performance management and rewards helps organizations hire the right people, develop employees, set clear expectations, and align compensation with goals.
The document discusses transforming employee performance management from a traditional appraisal system to a KPI-based system. It proposes implementing the new system in stages, starting with manager and specialist positions. The summary includes:
1. It outlines a proposed performance management cycle that involves continuous feedback, mid-year reviews, and final appraisals to set objectives, provide coaching, and evaluate performance.
2. Objectives and KPIs would be set based on cascading department and organizational goals. Performance would be evaluated based on achieving objectives and competencies.
3. The new system aims to link individual performance more closely to organizational strategy and goals through setting measurable objectives and KPIs at all levels.
Performance Appraisals and Succession PlanningFrank Odia
Performance appraisals benefit both companies and employees by helping make decisions about promotions, terminations, and rewards. They also address performance issues and encourage improvement. A pre-appraisal process involves reviewing goals, work performance, and feedback. During appraisals, managers should avoid spotlighting flaws or lecturing to add value. Post-appraisal activities like reviewing goals and targets are important. Succession planning benefits companies by retaining talent, reducing costs, and allowing for knowledge transfer and succession. It should involve assessing internal candidates for short and long-term fits.
The document discusses designing and implementing an effective performance management program. It outlines key considerations like aligning individual, team, and corporate goals; assessing skills and competencies; providing regular feedback. Two common models are described: development-driven which focuses on coaching, and competitive assessment which evaluates employees against each other. The benefits of an effective program include improved performance, engagement, and organizational success. The implementation process involves creating customized systems and training managers to provide ongoing evaluation and adjustments.
Presenting this set of slides with name - Succession Management Powerpoint Presentation Slides. This complete presentation has a set of thirty slides to show your mastery of the subject. Use this ready-made PowerPoint presentation to present before your internal teams or the audience. All presentation designs in this Succession Management Powerpoint Presentation Slides have been crafted by our team of expert PowerPoint designers using the best of PPT templates, images, data-driven graphs and vector icons. The content has been well-researched by our team of business researchers. The biggest advantage of downloading this deck is that it is fully editable in PowerPoint. You can change the colors, font and text without any hassle to suit your business needs
Here are some suggestions for the coaching role play scenario:
Coach: Thank you for sharing Budi. It seems the key challenge is encouraging your team to step out of their comfort zone and take risks with new ideas. Some things you could try:
- Have an open discussion to understand their fears and build trust. Assure them mistakes are opportunities to learn.
- Create safe spaces like brainstorming sessions where any idea can be shared without judgment.
- Involve the team in defining challenges and goals so they feel ownership. Give autonomy in how they solve problems.
- Recognize and reward small wins to boost morale and confidence. Celebrate failures as much as successes.
- Provide training
Training is a basic component of staffing strategy and other HR functions flow from it. It is based on anticipating future HR needs in light of current capabilities. Training identifies competency gaps between what is required for jobs and the current abilities of employees. It develops the skills and abilities of employees to meet organizational goals. There are different types of training, including functional, soft skills, mandatory, and various levels from vocational to directorship. Training needs are identified through analysis at the organizational, departmental and individual levels. The roles of managers include identifying competency gaps and budgets, while HR executes training and ensures objectivity. Training has become a lucrative business with many international and local schools and programs offered.
Managing and retaining talent is one of the biggest challenges facing management, particularly in terms of attracting and retaining the right people, building high performance teams, as well as dealing with the risks associated with compliance and employment regulation. Our webinar will consider these issues and strategies you can develop to manage them.
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
The document discusses good practices for employee retention strategies based on research from the Saratoga Institute. It finds that the top reasons employees leave their jobs are related to lack of career growth opportunities, poor support and respect from supervisors, and low compensation. Effective retention strategies discussed in the document include selecting the right candidates for jobs, providing coaching and feedback, offering career advancement paths, making employees feel valued through recognition programs, reducing work-life imbalance, and inspiring confidence in leadership. Specific company examples are provided that implement tactics like career mapping, regular performance discussions, motivational vouchers, and emphasis on teamwork and communication to boost employee engagement and retention.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. It includes competency-based hiring, developing talent through training and coaching, performance management, and succession planning. When business and talent strategies are aligned, it can result in exceptional organizational performance.
Talent management involves developing and implementing strategies to ensure an organization has employees with the necessary skills, knowledge and traits to achieve business objectives. This includes activities like competency modeling, assessments, performance management, coaching and development planning. When business and talent strategies are aligned, it can result in exceptional performance through having the right people in place.
The document discusses the key attributes of successful company employees and management students according to industries. It identifies being results-oriented, possessing up-to-date knowledge, the ability to apply knowledge and achieve results, generating new solutions, and a willingness to participate as important traits. Interpersonal skills like teamwork, motivation, problem-solving, and communication are also emphasized. The document recommends career development opportunities like training courses, seminars, and internal job rotations to promote employees.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
Performance management is the systematic process of planning, monitoring, and developing employee work to achieve organizational goals. Talent management is a set of integrated HR processes to attract, develop, motivate, and retain productive employees to create a high-performance organization. Key differences include performance management focuses on ongoing feedback while performance appraisal assesses employees annually, and talent management ensures the right employees are ready to achieve strategic goals both currently and in the future. Effective talent management requires assessing employees, developing a talent strategy and system, and monitoring processes to retain key talent.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. BIMA HERMASTHO
Founder & owner PT. Freemind Management Consulting – Business Performance Improvement Consulting
http://www.freemind-consulting.com
Commissioner of PT RMT – an EPC & vendor of Exxon Mobil Oil Indonesia (EMOI Cepu)
Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School
(http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma.
Founder Indonesian Human Capital Institute, a free online HRM course (http://www.sdm-indonesia.net)
Professional experience: various positions start from Management Trainee, HR Manager, TPM Training Manager, OD Senior
Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT. Multi Bintang
Indonesia Tbk, PT. Coats Indonesia , PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)
Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and Development), ASQ
(American Society for Quality) & ISSP (International Six Sigma Professional Society)
Doctorate degree in “Strategic HRM & Total Quality Management” – UNDIP
Certified Balanced Scorecard Professional (CBSCP)
Certified Lean Management Professional
Certified Global Professional in HRM (GPHR)
Certified Six Sigma Black Belt (CSSB)
Certified Kaizen Professional (CKP)
TPM (Total Productive Management) Trainer – Certified Process Kaizen Engineer (PKE)
Certified Mediator on ADR (Alternative Dispute Resolution)
bima@freemind-consulting.com
+62 8122862849
http://www.bsc-indonesia.com
http://www.freemind-consulting.com
3. AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing High-Potential
Talent (HIPO)
4. Top Management Meeting on Talent Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention
4. “Take our 20 best people away and I can
tell you that Microsoft would become an
unimportant company”
5. The Top Five
Topics that HR provides CEOs
• CareerBuilder.com
1. Training & Leadership Development
2. Succession planning
3. Performance Management System
4. Human Capital Metrics
5. PRP/Total Rewards
8. Meaning…..
1. Integrated HR processes focused on getting
the right people in the right place at the
right time.
2. Aligned with the business strategy for current
and future success.
3. Driven by HR, led by the CEO, modeled by
management, owned by the operating
business/lines.
9. Talent Segment Description Definition Outcome
1. Executive Leaders Officer and Director
Level Positions
Individuals selected as “ready now” or “ready 18-
24 months” for a specific executive position.
Executive
Succession Plan
2. High Potential High Potential Leaders Those with leadership potential and a proven
performance track record of achieving results that
can reach Director level within 3 years.
High Potential
Talent Plan
3. Critical Talent
(People)
Critical Talent at
Leader Level
Most critical and hardest-to-replace employees. Critical Talent
Mitigating Plan
4. Critical Positions Critical Leadership
Positions
Most critical positions to maintain essential
operational functions or drive business strategies.
Critical Positions
Mitigating Plan
5. Emerging Talent Early-in-Career
Individual Contributors
or Supervisors
Those currently demonstrating high performance
and the highest potential to advance one level or
more within 3 years.
Emerging Talent
Plan
13. Linking the Talent Development Process to Business
Identify Business Imperatives
Develop Strategic Plan
Assess Organizational Structural Capability & Key Positions
Data Preparation and Develop Performance-Potential Matrix
Develop & Execute Leadership Development Plan
Assess Organizational and Individual Performance
Review Talent and Identify Gap March
Dec
Jan
Feb
Dec
Dec
15. S UPERIOR R ESULTS ,
UNSATISFACTORY B EHAVIOUR
S UPERIOR R ESULTS E XCEPTIONAL PERFORMER
E
XCEEDED
E
XPECTATIONS
Associate consistently contributes
at a superior level of performance
on all job objectives, however,
performance falls be low
expectations on Novartis
values/behaviours.
Associate consistently contributes
at a superior level of performance
on all job objectives and also
demonstrates the Novartis
values/behaviours.
Associate consistently contributes
at an exceptional level of
performance on all job objectives
and the Novartis values/behaviors
Recognized as a role model both
Within their group and in a wider
population.
Few associates achieve this level
of performance.
G OOD R ESULTS ,
UNSATISFACTORY B EH AVIOUR
S TRONG PERFORMER S UPERIOR B EHAVIOUR
F
ULLY
M
ET
E
XPECTATIONS
Associate fully meets expectations
on all job objectives, however,
performance falls below
expectations on Novartis
values/behaviours.
Associate fully meets expectations
on all job objectives and the
Novartis v alues/behaviours. This
is a positive and fully acceptable
level of performance.
Associate consistently
demonstrates superior behavior
and fully meets expectations on all
job objectives.
UNSATISFACTORY PERFORMER
G OOD B EHAVIOUR ,
UNSATISFACTORY R ESULTS
S UPERIOR B EHAVIOUR ,
UNSATISFACTORY R ESULTS
O
BJECTIVES
P
ARTIALLY
M
ET
E
XPECTATIONS
Associate performance falls
considerably short in relation to
job objectives and the Novartis
values/behaviours despite
repeated explanations /coaching.
Associate fully meets expectations
on Novartis values/behaviors,
however, performance on job
objectives falls below
expectations.
Associate consistently
demonstrates superior behaviour,
however, performance on job
objectives falls below
expectations.
PARTIALLY MET E XPECTATIONS F ULLY MET E XPECTATIONS E XCEEDED E XPECTATIONS
NOVARTIS VALUES /BEHAVIOURS
1.1
3.3
2.3
1.3
3.2
2.2
1.2
2.1
3.1
Associate fully meets
on all objectives, over-
achieves on key
objectives, out-spoken
role model on values
and behaviors.
Associate fully meets
on a majority of key
objectives,
demonstrates the
majority of values
and behaviors.
Associate fully meets on
all objectives, over-
achieves on key
objectives, does not
demonstrate values and
behaviors
Associate fully meets on
a majority of key job
objectives, does not
demonstrate values and
behaviors
Associate does not meet
on a majority of key
objectives, does not
demonstrate values and
behaviors
Associate does not
meet on a majority of
key objectives, out-
spoken role model on
values and behaviors.
Associate does not
meet on a majority of
key objectives,
demonstrates the
majority of values
and behaviors.
Associate fully meets
on a majority of key
objectives, out-spoken
role model on values
and behaviors.
Novartis Case- Nine- Box Grid
Associate fully
meets on all
objectives, over-
achieves on key
objectives,
demonstrates the
majority of values
and behaviors
16. I. PERFORMANCE POTENTIAL MATRIX
CAREER PROFILE EXCELLENT GOOD
IMPROVEMENT
REQUIRED
TOO SOON
TO TELL
High Professional
Already on top, with special competency
High Potential
2 vertical steps within 5 years
Promotable
1 vertical step within 2-4 years
Lateral Potential
Move horizontal/across functions within 2 years
Effective
Likely to remain in current role 3-5 years
Planned Exit
Retirement, poor health, continued
underperformance.
Too soon to tell
Talent Review Meeting
17. • Identify career paths for future career growth
• Identify competencies and assess strengths and
areas for development
• Have employees create a career profile and identify
development plans
• Mentor and coach employees
• Provide ongoing feedback
• Discuss career goals with employees
• Develop a promotion from within policy
18. HIgh Potential
Inservice Training/Leadership Lunches
Technical Skill Training
Learning Communities
Conferences and Workshops
Senior Staff Meetings
Advanced College Degrees
Professional Development
Orientation
Leadership Workshops
Training
Replacement Assignments
Team Projects
Special Projects
Special Assignments
Internships
Job Rotation
OJT
Work Experience
Farm Teams
Networking Groups
Senior Leader Coaching
Informal Mentoring
Formal Mentoring
Coaching
Career Planning
Career Paths
Career Development
Leadership Development
19. Leadership Pipeline
Origin:
• The Leadership pipeline was originally
designed in General Electric as the framework
for their succession management system.
• Now used by 80 leading companies in the
world to anchor all work on the human side of
the enterprise.
20. Leadership Pipeline
The Power of the Model:
• Distribute leadership work more
effectively – ensuring that leaders are
doing value adding work at the right
level
• Raise the standard, define/measure
Leadership & make it absolutely clear
what it takes to succeed – enabling
significant improvements in
Performance
• Enable individuals to succeed:
self-help, self-planning, self-
assessment
• Create the architecture for integrated
Leadership Development & Talent
Management
• Give senior management transparency
so that they can see all the way to the
bottom & ensure executive validation
& direction of all the work of a
business.
22. Incumbents
Reg. VP West Reg. VP. East Reg. VP Central Dir. HRD VP. Production VP of Finance
Bagus Djoko Asep Bambang John Sembada
Ready Now Kurnia g Sarjuni
v Lilik l
Emergency
Replacement
Monang p Wicak p Andre p
Ready Next
1 - 2 Yrs
Alex g Jono n Totok l Jay n Sinaga Jane
Toni n Joseph g
Ready Future
2 + Yrs
Rica g Jusman n Tommy n
Joice n Jendro g
Rising Stars
Maulanan Robby Budi Sukirman Supriyanto
Simamora
Placement
Issue
t
Agung Susanto
LEGEND - copy and past symbol in box next to name
l Critical Talent g High Potential
(2+)
n Promotable
(1) p Exp.
Professional v Too New (N)
Performance
Issue
Career Mgt & Succession Plan
24. Cell 9 – Highest Performance –
Highest Potential
Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.
Retention
Assign a member of top management to monitor satisfaction and
engagement.
Engagement
Assign to key committees, teams, networks; special invitations to meetings;
provide opportunities to represent MBI in community and industry forums.
Exposure
Arrange exposure to significant and relevant senior management/board
members, Executive Development programs.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Assignment
Move aggressively through a series of targeted, challenging, diverse and
broadening jobs every 24-36 months.
Development
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.
Is now performing with the best. Has the ability to take on major stretch assignments in new
areas. Should be positioned to become a top leader in the future.
Talent Management Plan
POTENTIAL
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2
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25. Cell 8 – Middle Performance –
Highest Potential
Total Compensation Keep ahead (10%) of market. Grant long-term incentives.
Retention
Assign a member of top management to monitor satisfaction and
engagement.
Engagement
Assign to key committees, teams, networks; special invitations to
meetings; provide opportunities to represent MBI in community and
industry forums.
Exposure Arrange exposure to significant and relevant senior management.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Assignment
Move through a series of challenging and diverse jobs every 24 – 36
months.
Development
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.
Consistently meets expectations and has the ability to take on new and different challenges.
Could be a senior leader in time.
Talent Management Plan
POTENTIAL
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26. Cell 7 – Highest Performance –
Middle Potential
Total Compensation Keep well ahead (20%) of market. Enhance short-term incentives.
Retention
Assign a senior manager to monitor satisfaction and treatment.
Hold supervisor accountable to retain.
Engagement
Assign to key committees, teams, networks; special invitations to
meetings.
Exposure
Facilitate and support internal and external networking in field of
specialization; senior management should meet and know.
Assessment Provide learning agility and competency assessment.
Mentor Assign as a performance mentor to others.
Assignment
Keep in current assignment and role as long as possible and look
for additional assignments for potential development.
Development
Put into a learning agility enhancement program or consider as
candidate for MBI sponsored graduate or executive development
programs.
Consistently performs with the best and can do more.
Talent Management Plan
POTENTIAL
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27. Cell 6 – Lowest Performance –
Highest Potential
Total Compensation Keep at midpoint of market.
Retention
Assign a senior manager and HR professional to monitor satisfaction and
treatment. Hold supervisor accountable for performance support.
Engagement
Assign to key taskforces, study groups, networks; special invitations to
meetings.
Exposure
Facilitate and support internal networking; senior management should
meet and know.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Mentor Assign a senior level mentor.
Coach Provide coaches for functional and direct job skills.
Assignment
Monitor performance in current assignment. Look for a closer fit for the
next assignment.
Development
Use diversity of jobs to build performance capabilities; monitor
performance closely.
May be new in organization, assignment or in a stretch developmental job or role. May not be
in a good fit job. Should catch up in time. Has the long term potential to be among the best.
Talent Management
POTENTIAL
P
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28. Cell 5 – Middle Performance –
Middle Potential
Total Compensation Keep at market mid-point.
Retention Hold supervisor accountable to monitor satisfaction.
Assignment Use to fill in gaps and play multiple roles.
Development
Choose either a performance enhancement (move to cell 7) or
potential enhancement path (move to cell 8).
Always does a good job (meets expectations). Can fill multiple roles. Versatile. Dependable.
Adaptable. Flexible. Utility player.
Talent Management Plan
POTENTIAL
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29. Cell 4 - Highest Performance –
Lowest Potential
Total Compensation
Keep ahead (25%) of market. Use soft rewards and recognition. Grant
long-term incentives.
Retention Assign a senior manager to monitor satisfaction and treatment.
Engagement Assign to key committees, team, networks; special invitations to meetings.
Exposure
Facilitate and support internal and external networking in field of
specialization; represent MBI in industry related professional groups,
benchmarking panels.
Assessment Provide technical and functional skills assessment.
Mentor Assign a as a functional / technical mentor to others.
Coach Assign to teaching and coaching activities.
Assignment Keep in current assignment and role as long as possible.
Development Support honing functional / technical expertise.
Consistently performs with the best. Knows the job and role extremely well. Plays a vital role in
producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
POTENTIAL
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30. Cell 3 – Lowest Performance –
Middle Potential
Total Compensation Target 5-10% below market.
Assessment
Provide continuous performance assessment, evaluation and
feedback for alternatives.
Assignment Monitor on current assignment until performance improves.
Development
Put on performance improvement plan, with specific functional
feedback and coaching.
May be new in assignment or in a stretch developmental job or role. Might be misplaced.
Should move up in performance in time. Has the potential to perform better.
Talent Management Plan
POTENTIAL
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31. Cell 2 – Middle Performance –
Lowest Potential
Total Compensation Keep at market.
Retention Hold supervisor accountable for retention.
Exposure
Facilitate and support internal and external networking in field of
specialization.
Assessment
Provide technical and functional skills assessment along with
every third year general skills assessment and learning agility
options.
Mentor Assign a functional / technical mentor.
Assignment Keep in current assignment and role as long as possible.
Development
Select either a performance improvement path (to cell 4) or a
learning agility enhancement path (to cell 5).
Performs up to standard (meets expectations). Limited upside outside current areas of expertise and
fields of specialization.
Talent Management Plan
POTENTIAL
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32. Cell 1 – Lowest Performance –
Lowest Potential
Total Compensation Freeze pay. Hold incentives.
Retention If not correctable, out-counsel. Set a time limit.
Assignment Move into better fit assignment or outplace.
Development Put on a performance improvement plan.
Consistently struggles to perform up to standard. Has trouble keeping up.
Talent Management Plan
POTENTIAL
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