One Page Talent Management

One Page Talent Management Eliminating Complexity, Adding Value Coaching Coalition June 8, 2010

They Don’t Think We Can Deliver “ there’s an increasing tension between company needs and HR's ability to deliver ” Deloitte’s Aligned at the Top study says:

“ HR executives face a credibility gap when it comes to executing basic HR duties ” BCG’s The Future of HR in Europe says: They Doubt Our Capabilities

“ The executives criticized HR professionals for lacking business knowledge , observing that many of them worked in a narrow administrative way rather than addressing long term issues such as talent strategy and workforce planning.” They Challenge Our Knowledge McKinsey says:

Even HR Rates Its Performance Low The New Talent Management Network State of Talent Management 2010 Less than 50% rated assessment, development planning, engagement and executive coaching as “Effective” Even lower ratings for simplicity, transparency and accountability 2010 State of Talent Management New Talent Management Network

Why Isn’t It Working? ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],Let’s Start with What We Know

So What If We . . . Identified the business goal, then: Start with the Science ,[object Object],Eliminate Complexity, Added Value ,[object Object],[object Object],Create Accountability & Transparency ,[object Object],[object Object],1 2 3

One Page Talent Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Start with the Science ,[object Object],Eliminate Complexity, Added Value ,[object Object],[object Object],Create Accountability & Transparency ,[object Object],[object Object],1 2 3

OPTM – That doesn’t sound too hard . . . OPTM is not a design gimmick. It’s our last chance to achieve the true potential of talent management

S.A.T. – So How Does Coaching Fare? How would your executives/line managers assess the following TM process on the dimension of effectiveness?

How would your executives/line managers assess the following TM processes as being simple/easy to use? S.A.T. – So How Does Coaching Fare?

How would your executives rate managers’ accountability for action or follow-up for the following practices? S.A.T. – So How Does Coaching Fare?

How would your executives/line managers assess the following TM processes on the dimension of transparency? S.A.T. – So How Does Coaching Fare?

The Value/Complexity Curve The Value/Complexity Curve ™ Effort/Complexity Added Value Added for Manager Continue Caution Stop

OPTM Performance Management ,[object Object],[object Object],[object Object],[object Object],[object Object],Individual goal ratings Fancy goal labels Competency-based assessments 10 different objectives Individual goal weights ?

OPTM Performance Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OPTM Performance Management ,[object Object],[object Object],[object Object],[object Object],Performance Management Plan – 2010 Associate Name: Title: Dept: Manager: HR Generalist: Specific, Important (business and employee), Keep it SIMple Describe the Associate’s performance goals for the year (in order of priority) Metric Results A. B. Summary Rating 1 2 3 Signature & Date “ We have agreed to these objectives” 4 Employee Manager At goal setting Employee Manager At year - end review Goal Metric Results Goal Metric Results Goal Metric Results Comments A “ A performance evaluation was conducted” Describe the two behaviors that are most critical to achieve the goals listed above. ,[object Object],[object Object],[object Object],[object Object],B C D Goal Measurable

Transparency and Accountability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OPTM Associate Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OPTM Associate Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Engagement Summary Page for : Marketing – Asia What will drive engagement for your group? The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group. They are not necessarily those items with the lowest scores. You should act on these questions before taking action on other survey questions. Your Score: 63% Your Goal: 3% Your Change: 4% Goal Met: Yes Results overview Item Score Key drivers (shown in order of priority for action) #23. My manager sets clear performance goals (My manager) 67% #12. I understand how my job contributes to the achievement of our business goals (Our strategy) 59% #4. I have sufficient opportunities for professional development (Growth Opportunities) 55% Strong Moderate Weak Which areas have the most power to increase engagement? Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong, Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change. Dimension Power My manager 1.5:1 Our strategy 2:1 Growth opp’s 3:1 Dimension Power Dimension Power Senior Mgmt. 5:1 Team strength 7:1 Empowerment 7:1 Communication 12:1 Diversity 13:1 Work Environ. 13:1 ,[object Object],[object Object],[object Object],[object Object],How Powerful are The Drivers? (i.e. where should a manager focus his or her time) What, specifically should the manager work on to increase engagement?

Transparency and Accountability ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The OPTM 360 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The OPTM 360 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

The OPTM 360 ,[object Object],[object Object],[object Object]

The OPTM 360 ,[object Object],[object Object]

The OPTM 360 Report (OK – two pages) A one-page summary of your top three priorities for change Verbatim advice about specifically how to change

Transparency and Accountability ,[object Object],[object Object],[object Object],[object Object],[object Object]

Who’s using it/does it work? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Getting Started ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

In Closing . . . . ,[object Object],[object Object],[object Object],Thank you! Questions please! For more information, www.talentstrategygroup.com [email_address]

One Page Talent Management

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