I made this presentation to a several mid-sized company CEO's at a CEN (Chief Executives Network) meeting a few years ago, and although we've made some improvements, it still holds true today.
Is your organization utilizing talent and competency management methods to its fullest potential? Take the quiz to find out if you should take action and start benefiting today.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
The presentation is about how talent management is different from performance management, advantages and disadvantages of talent management, strategic point of view of TM and talent retention strategy.
Succession planning is a key topic for talent management. Part of doing it well is understanding the resistance to it, and then figuring out how it can be done with limited resources. This is a workshop style keynote designed to equip leaders to do it tomorrow.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
Is your organization utilizing talent and competency management methods to its fullest potential? Take the quiz to find out if you should take action and start benefiting today.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
The presentation is about how talent management is different from performance management, advantages and disadvantages of talent management, strategic point of view of TM and talent retention strategy.
Succession planning is a key topic for talent management. Part of doing it well is understanding the resistance to it, and then figuring out how it can be done with limited resources. This is a workshop style keynote designed to equip leaders to do it tomorrow.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
A Perspective Shift: Succession PlanningScott Patchin
Succession planning is not easy, but the process is pretty simple. Approach the topic from what it is, what it is not, and the barriers to leaders doing it - then learn a practical way to get started. This is a keynote workshop that can be delivered to groups of 100 to 1000, and 50% of it is hands on using a tool that will increase the engagement of your people in the process. I also do a live, unrehearsed conversation of what a conversation looks like.
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The board of directors is responsible for ensuring that correct management is in place to run the organization. This includes hiring, evaluating, and—when circumstances merit—removing or replacing the chief executive officer.
This Quick Guide reviews the process by which the board carries out this function.
It provides answers to the questions:
• How are qualified CEOs identified?
• What skills and experiences are needed?
• Are “inside” CEOs better than “outsiders”?
• How do boards plan for succession?
• What models or approaches do they use?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
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.
A Perspective Shift: Succession PlanningScott Patchin
Succession planning is not easy, but the process is pretty simple. Approach the topic from what it is, what it is not, and the barriers to leaders doing it - then learn a practical way to get started. This is a keynote workshop that can be delivered to groups of 100 to 1000, and 50% of it is hands on using a tool that will increase the engagement of your people in the process. I also do a live, unrehearsed conversation of what a conversation looks like.
Nonprofit organizations that invest in talent-focused succession planning are better positioned to manage organizational challenges and changes. An effective Succession plan assures the recruitment of top-notch talent, effective development of critical skills and knowledge, and adequate preparation for advancement or promotion to other roles. This webinar, hosted by Irene Cruz, Client Success Manager at Cornerstone OnDemand, is the conclusion to a special two-part series on best practices in Succession Management for nonprofits.
To understand the drivers of engagement and retention and how to develop and implement a retention strategy
• Aligning retention with an integrated TM framework
• Understanding motivation, engagement, commitment and retention
• customising retention drivers and initiatives
• Diagnostics to test actual drivers and impact of current and future initiatives – interviews, focus groups, surveys, best practice research
• Talent segmentation
• Prioritising initiatives and building a road-map for retention
• Successes and Lessons learnt
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The board of directors is responsible for ensuring that correct management is in place to run the organization. This includes hiring, evaluating, and—when circumstances merit—removing or replacing the chief executive officer.
This Quick Guide reviews the process by which the board carries out this function.
It provides answers to the questions:
• How are qualified CEOs identified?
• What skills and experiences are needed?
• Are “inside” CEOs better than “outsiders”?
• How do boards plan for succession?
• What models or approaches do they use?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
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.
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.
A presentation exploring ratings in performance management, prepared for and presented at the 2015 UK Annual E-Reward Conference. Were my predictions correct and is there still a debate to be had?
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Predictive index 2021 Talent Optimization editionRobert Friday
What is Predictive Index? How does Predictive Index work? Talent Optimization expert Rob Friday has trained over 1000 business leaders to use Predictive Index. See the updated 2021 Talent Optimization Presentation here.
This presentation is from a seminar for managers, executives and business owners who are focused on building high performance team\'s in today\'s economy.
In this three-part ebook, discover why strategic planning is a game changer for any company.
Get leadership insights on how to bring strategy alive and gain buy-in, as well as real-life tips on implementation.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. “The ability to make good decisions
regarding people represents one of the
last reliable sources of competitive
advantage, since very few
organizations are very good at it.”
Peter Drucker
4. “The toughest decisions for most
organizations are people decisions –
hiring, firing, promotion, etc. These are
the decisions that receive the least
attention and are the hardest to
UNMAKE.”
Peter Drucker
5. Questions:
• What percent of your time do you spend on your
people?
• Do you personally know the top talent in your
organization?
• Do you personally attract / recruit top talent to
your organization?
• Do you hold leaders accountable for building
organization capability?
7. A process to continuously upgrade the
ability of an organization to achieve greater
performance through increasing
expectations and skills.
Organizational Upgrade
NOT a purge system …
9. Self Assessment:
My team consist of top talent – “I would put my team up against any team!”
More than 90% of my external hires are successful
I have the bench strength to assure a team of top talent in all key positions three
years from now
In relationship to competitors I look harder & screen harder for talent
I act quickly to confront and resolve performance problems
I provide ongoing coaching and development to support top talent as their jobs
become more complex
I have no chronic poor performers (C-players)
I don’t use “short-term results” as an excuse not to create an organization of top
performances (Topgrade)
I retain my best talent (A-players) by taking their pulse regularly and proactively
meeting their needs
All under performing employees have plans to become top performers (A-players)
I realize that I can make a top performer into a poor performer by over-paying, under
utilizing talent, putting people in the wrong job, and failing to develop people
People get ahead – are promoted by the merits of their contribution to the
organization, not by being part of the “Club”
Yes No
If you answered “no” to more than 2 or 3 of the questions,
you are not Winning through your people
10. De-railers …
• Sub-par talent will not hire top talent
• We think we are hiring top talent, but all we get is a good
story teller
• I want to bring in better talent, but my current people
(culture) reject them
• Human resources doesn’t seem to be able to keep the
pipeline full (internally or externally)
• We can’t afford the best talent
• I do not want to fire a loyal “C-player”
• We are doing OK against the competition, so don’t need to
focus on this
“Nothing our company does is more important than hiring and
developing SUPERIOR TALENT.” Larry Bossidy
11. Key areas of focus
• Performance Management
– Performance Planning / Goal Alignment
– Individual Development Plans
– Performance Reviews
• Building Organization Capability (MRR process)
– Linking People to Business Strategy
– Targeted Development
… Getting the Right People in the Right Jobs
– Accountability
Organizational Upgrade
12. Goal Alignment / Key Success Factors (KSF’s)
Responsibility
Issues Metrics 20xx Objectives Key Actions & Timetable Status Notes/Comments
• What are the “Key Success Factor’s” that
must be addressed to achieve goals?
• What are the issues to achieving the KSF’s?
• What is “metric” (needle) to be improved?
• What is the specific “target” we want the
metric to achieve?
• What are the specific key actions that must
be taken to achieve our goal?
• Who is accountable? When will it be done?
Success Factor - _______________ Department - _________________
13. Individual development plan
• Designed to improve employee skills, abilities &
performance
− Not just for “C” employees … for everyone
• Development is targeted to specific areas
− First to meet current job requirements
− Second to meet future business requirements
• Discussed, developed & agreed upon during performance
review
Organizational Upgrade
Employees are accountable for their own development. But, the
best managers assure employees get development opportunities.
14. Performance reviews
• Annually, coinciding with plan year (business cycle)
− Unless employee performance dictates otherwise, i.e.,
“C” employees
• Key Success Factors (KSF’s)
− Goals, objectives & actions
• Competencies, do they correspond with business needs
Organizational Upgrade
There is a difference between
“Performance Management” & “Performance Review”
15. Training & development
• Conduct departmental / organizational needs assessment
• Develop and conduct training plan
• Re-assess (audit, etc)
Organizational Upgrade
16. Organizational Development Plan
Developmental Need Action Steps Responsibility Timing
• What are the organization’s overall needs?
• What will be done to address them?
• Who is responsible?
• When will it be complete?
17. A formalized process which assesses the leadership
of an organization, identifies gaps and opportunities
for improvement, and identifies specific action items
designed to upgrade the organization.
Management Resource Review - “MRR”
“At the end of the day, you bet on people, not on strategies.”
Larry Bossidy
18. Key areas of focus
• Organizational assessment
• Organizational upgrade
• Rewards & incentives
• Standardize & sustain
“MRR” Leadership Strategy
Companies full of top talent usually experience
little difficulty retaining their best talent.
19. “ABC” analysis - definition
A = Consistently exceeds goals & objectives. Leads by
example. Promotable, or an excellent performer with
no known promotional opportunities or interests.
B = Meets goals & objectives and may exceed them in some
areas. Solid performer. New employee, or
experienced professional.
C = Job performance not adequate. Notable improvement
is necessary to maintain position. Performance
improvement plan required. May also represent an
employee placement issue.
Organizational Assessment
Everyone is an “A” player in the right job …
20. “ABC” analysis
• Evaluate all salaried employees
• Develop & implement action plan for “A’s”
• Provide regular feedback to, and develop, “B’s”
• Develop & implement 90-day improvement plan for “C’s”
− Conduct weekly & monthly progress reviews
− Terminate if adequate progress is not achieved
− If terminated, replace with high performer
Organizational Assessment
21. Shift in Organizational Strength
AC B AC B
Current Organization Future Organization
Theoretical “Average”
Shift
22. Talent Profile / Talent Assessment Summary
i.e.,“Windowpane” matrix
Leadership Assessment Summary
POTENTIAL
High
Promotable
Experienced
Professional
Too New
Placement
Issue
At
Standard
Exceeds
Standard
Below
Standard
At
Standard
Exceeds
Standard
Below
Standard
BEHAVIORS
R
E
S
U
L
T
S
23. Succession planning
• Identifies gaps and risks associated with attrition.
• Links developmental action plans for “A” employees ...
including where & when.
• Managing employee development and/or attrition is the
key.
Organizational Assessment
24. Bench Strength Analysis
* T.R. Hanson also ready now for VP - Sale & Marketing
Potential Successors
Position Incumbent Now 0-2 Years 3-5 Years 5 + Years
Female = (F) Minority = (M) Six Sigma (S) Emergency = (E)
President
VP - Operations
VP - Sales &
Marketing
VP - I/S
Dir. - Human
Resources
Jean Tom
Pat Garcia
April Kline
T.R. Hanson
Tony Williams
T.R. Hanson *
Sally Black (F)(S)
Nigel Jones (S)
Tony Williams
Janet Harkin (F)
Chris Green (M)
T.R. Hanson
Bob Smith
Paula Jordan (F)
Wendy Olsen (F)
Malcolm Davis(M)
Peter Chow (M)
Jose Garcia (M)
Ashok Singh (M)
Sally Black (F)(S)Bill Sim (E)
Rob Grant (E)
External Hire
January 20xx
25. Key areas of focus
• Salary & benefit plan
− Formalized grades, salary ranges & descriptions for all
positions.
− Competitively determine by benchmarking.
− Don’t lose good performers due to compensation.
• Work climate / environment
− Rewards, Recognition & Involvement.
… Awards, luncheons, community involvement.
… Informal leadership, decision-making roles.
Recruiting & Retention
26. Cost of ‘Mis’-Hires
Problem: 50% of outside manager hires are
‘mis’-hires.
• Based on an average base salary $80,000 costs of a typical
‘mis’-hire was $1,800,000 – about 24 times base
compensation.
• 54 responses to survey – ½ Division Presidents or Above.
• ROI on a ‘mis’-hire = (500%).
Companies included in study: Motorola, General Electric (GE), General Cable, General Signal,
AlliedSignal, Con Agra, Gateway, Royal Bank of Canada, R.R. Donnelley, Office Depot, William M. Mercer,
DSC Logistics, CompUSA, FMC, Viad, First of America, Carr Gottstein…and others
TOPGRADING - Bradford D. Smart, Ph.D.
27. MRR Action Plan
Action Plan
(Organization)
(Date)
What – Key Actions Who When
Organization
•
•
Staffing (open & anticipated)
•
•
Development / Movement
•
•
Training / Education
•
•
28. 1 – Key success factors, linked to organizational
priorities & goals
2 – Link compensation to performance (KSF)
3 – “ABC” analysis … always a top & bottom 10%
4 – Organizational assessment
5 – Individual feedback & development plans
6 – Continuous Process
7 – Follow-up and Accountability
Summary Steps
Constantly increasing expectations achieved
through an increasingly capable organization.
29. Actions
• Get educated about Upgrading.
• Get commitment and buy-in from others.
• Have a Process,
− for Selection of Talent,
− for Performance Management, and
− for Developing Bench Strength (MRR).
• Get the skills you need.
• Commit to take action & measure results.
• CEO must lead process.
WIN with PEOPLE !