TD presentation ENG 2015_vAC2

2Copyright © 2015 Talent Decisions srl. All rights reserved.
We want to be partner of choice of
 …Local and multinational companies
o whose business challenges require to align Talent Management
practices and expertise with superior international standards
 …HR Professionals who need
o to go beyond demonstrating the efficient use of human capital and to
work on empirically demonstrating how talent drives the performance
of their organization
o to improve talent decisions to “be at the table” with business leaders
genuinely believing that “people are our greatest asset” but needing to
understand how talent can be powerfully integrated into the company
strategies (not simply “being aligned” with them)

Who trusted on us this year

Our positioning
 Full range of services in Talent
Management
 Decision making through
accurate metrics
 High Professional standards
 Cost effective solutions
 High touch + High tech
Partners of Hogan Assessment

Select
 Bad Hires typically cost an organization
150% of the employee’s annual salary.
This cost is even greater for management
level positions.
 Using HoganSelect and our job-fit
recommendation, you can begin hiring
top performers right from the start.

Select: make informed hiring decisions
1. The Fit Report provides a graphic display of scale performance,
cut score performance, and a hiring recommendation. It is
most often used for high-volume employee selection or as part
of a multiple-hurdle system. It can be easily customized to
include hiring recommendations for multiple positions.
2. The Basis Report combines online assessment with behavioral
interviewing to evaluate the employment potential of job
candidates. This comprehensive report provides a rich
description of a candidate’s fit to the job and organization, a
hiring recommendation, full behavioral interview guide, and a
hiring decision process
3. The Express Report is based on a candidate’s scores on seven
dimensions that influence occupational success within seven
job categories. This off-the-shelf report provides an immediate
recommendation based on the assessment results that will
identify each candidate as high, moderate or low fit for the job
opening.
4. The Advantage Report is an off-the-shelf hiring solution with
immediate implementation capabilities. the assessment is a
quick measure that can be taken in 5 minutes and offers a
graphic display of general employability.

Assess
Online assessment
 High Potential (future leaders)
 Front Line Leader (next leader)
Face to face assessment
 Year in a Day

On line assessment of Leadership Potential
 Hogan High Potential is an online
assessment which predicts
Performance
 Ratings provide with information
about a candidate's potential to
meet the requirements
associated with competencies in
the profile.
 Competency can be mapped
against company Leadership
Model

Front Line Leader
Self paced
simulations
Online business
Simulation
Online
Test and Inventory
Career and
Leadership
experiences
Survey
“CAN DO” POTENTIAL
 Online simulation-based assessment
 Tailored for first level managers
 Holistic focus on the entire person
 Customized to your competency model
 Option for high-touch, live interaction with
an experienced coach
 Immediate individualized development plan
 Analytics for HR and for the boss
 Range of anytime, anywhere options for
global scalability

Tests and Simulations
 Hogan Lead
(HPI-HDS-MVPI)
 Matrigma (cognitive
styles)
 Leadership
Experience Survey
 Career Survey
 Inbox
 Direct Report
Meeting
 Peers Meeting
 Boss Meeting

“Year in a day” assessment
 A process that exposes people not just to realistic challenges, but to the
pivotal business challenges that have the greatest impact on the
organization’s performance.
In addition to the simulations, TD typically includes the following in the
assessment process to provide the best and most well-rounded view of the
person:
 Pre-Assessment: Discussion with the participant’s boss,
 Welcome Call: To help the leader feel more comfortable with the process and
answer questions
 Career Interview: To understand the leader’s career and development context,
 Inventories: To provide information about an individual’s goals, motivations, self-
perceptions, career derailers, experiences, and potential
 Cognitive Tests: To measure analytical reasoning and critical thinking
 Feedback: Provided to the leader and the organization to support decisions and
development

Financial and Talent Management
Simulation
Purpose: Prioritize and handle a broad
range of issues
 Update year-end forecast and take
action to improve the results
 Review talent and take action to
improve it
 Identify and take immediate action
on the most urgent, critical, and time-
sensitive issues
Direct Report Coaching
Purpose: Meet with direct report to move
forward on rolling out a huge corporate
initiative
 Sell the rationale, deal with barriers
in the region, coach a direct report
Team Meeting
Purpose: Meet with two peers to
determine how to move forward on a pilot
initiative with an external partner
 Work the matrix and gain support
from peers on financial, operational,
and strategic issues
Strategy Meeting with the Boss
Purpose: Meet with the SVP of the
Americas to discuss the strategies that will
be used to grow the business within their
Region
 Engage in strategic thinking,
champion their point of view credibly,
recognize business implications,
propose creative solutions, and drive
toward challenging goals
Example of simulations

Proof-of-concept discussion
Purpose: Meeting with a colleague from
the corporate office to appraise the
feasibility and future potential of an
innovative new business venture
Applying financial services
Purpose: Interpreting and applying
financial data and reports about the
workgroup and company
In-box exercise for planning and
execution
Purpose: Prioritizing and attending to a
wide range of operational and people
issues related to the unit and developing
an action plan
Other simulations

Develop
 Online 360° Feedback
 High Potential Programs
 Coaching for the next role

Online 360° feedback
12
GUIDA PER LO VILUPPO
PPPPP AAAAA G I NG I NG I NG I NG I N A D I E S E M P I OA D I E S E M P I OA D I E S E M P I OA D I E S E M P I OA D I E S E M P I O
1.Summary Information
■ Importance Summary
■ Skills Overview
■ Perspective Comparisons
2.Detailed Information
■ Highest and Lowest Ratings
■ Composites (certain models)
■ Detailed Results
3.Developmental Highlights
■ Focus for Development
■ Development Suggestions
■ Written Comments

High Pos Program
Method %
Presentation 20
Peer
Coaching
20
Project 35
Individual
Coaching
15
Focused
Individual
Reflection
10
Presentations Individual Coaching
Peer Coaching Real Business Project Transfer to Work
Pre-Program Prep
(transfer)

Coaching for the next role
Identifying core
values and
principles
 Who do you want
to be as a leader?
Setting the tone
for leadership
Communications
 Organizational
savvy
Establishing
positive working
relationships with
important
stakeholders
Proactively
networking and
building
relationships to
ensure long-term
success
Your
LEADERSHIP
Agenda
Your
RELATIONSHIP
Agenda
Defining strategic
priorities
Outlining short-
term and long-
term action plans
for accomplishing
significant results
with speed and
quality
Your
BUSINESS
Agenda
Managing time
and priorities
Balancing work
and family
Maintaining
motivation and
focus
Your
PERSONAL
Agenda
Identifying
strengths and
weaknesses in
the new role
Establishing a
development plan
to build
capabilities where
needed
Your
LEARNING
Agenda

Engagement survey
On line Survey (30 Q’s)
15 Languages
In depth report
Engagement Plan
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
13% 20% 29% 27% 11%
Disengaged Disaffected Agnostics Towards Engagement Fully Engaged

Consult
 Competency Models
 Performance Appraisal
 Talent Review

Our cornerstone: the Leaderhip Pipeline

Competency Framework
Executives responsible for
enterprise-wide leadership of
a business group or function.
Leaders with full responsibility for a
P&L unit, managing multiple functions
(e.g., General Mgr, Managing Director)
Managers and directors within a business
or corporate function, product line, or
region; leaders with 2 + layers under
them.
Individuals in first-line management
positions with (typically hourly-level)
people reporting to them.
Individual Contributors at 4 levels
4 Superfactors
17 Competencies
68 Behaviors
4 Superfactors
16 Competencies
64 Behaviors
4 Superfactors
16 Competencies
64 Behaviors
4 Superfactors
14 Competencies
58 Behaviors

Performance appraisal
 To provide a basis for “rich”
performance discussions in which
employees get clear, constructive
feedback on their accomplishments and
areas to be improved
 To ensure a fair and consistent
approach to performance evaluation,
reinforcing the Company’s philosophy
 To create a clear line-of-sight between
performance and pay
 To better differentiate between high
and low performance
 To support company’s goal of creating a
high-performing culture
.

Talent Review
 Identify what new talent has to be
brought in
 Modify career paths and/or rewards
 Change recruitment and sourcing
strategies
 Execute succession plans for key
positions.
 Carry out individual career development
action plans that address development
needs.
 Successfully transition, onboard,
develop individuals for their new roles,
assignments, and experiences.
 Align business plan with talent
resources.

Contacts
Viale Angelo Filippetti 28 | 20122 Milano
Via E. Gianturco, 4 | 00196 Roma
Tel. +39.02.7772181 | Fax +39.02.77781844
info@talentdecisions.it | www.talentdecisions.it
P. IVA, C.F. e Num. Iscr. 03934640966 Registro Imprese di Milano – REA 1712737

TD presentation ENG 2015_vAC2

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