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De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens


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De 9-box grid: potentieel & performance optimaal ingezet - Prof. Dr. Dirk Buyens

  1. 1. Loopbaanmanagement en een veranderende organisatiecontext HR Day 13 juni 2012 Prof. dr. Dirk Buyens© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens
  2. 2. Talent questions HR needs to address What do we mean by talent? What are the top things a leader should know about  talent? How can leaders work with their HR professionals to  build talent?© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 3
  3. 3. What do we mean by “talent”? CEO succession … building succession (The crown prince effect) High potential employees … identifying and developing early  (The happy few syndrome) Leaders in key positions in the company … gaining support (The holy manager pitfall) All individuals within the company (workforce, human capital,  people, employees, etc.) … increasing productivity (The flower power movement) The organisation capability of building talent (culture,  teamwork, process) … shaping a culture (The one size fits all paradigm)© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 4
  4. 4. What do we mean by “talent”?Talent is a systematic process (not an event) to secure general and targeted individual competencies (what people know, do, and value) and organisation capabilities (not just a person, the process) that create sustainable value for multiple stakeholders (employees, customers, investors)© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 5
  5. 5. TALENT =  COMPETENCE  X  COMMITMENT  X   CONTRIBUTION© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 6
  6. 6. Invest in talent Strategy Definition Acquire new talent by recruiting individuals from outside  B Buy or from other departments or divisions within the  organisation. Develop talent through training, education, formal job  B Build training, job rotation, special assignments and action  learning. Partner with consultants, vendors, clients and suppliers  B Borrow outside the organisation in arrangements that transfer skill  and knowledge. B Move the right people through the organisation and into  Boost higher positions. Retain employees with high growth potential and valued  B Bind talent. Bounce Remove low‐performing or under‐performing individuals. B© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 7
  7. 7. Develop A players1. Understand what drives A players. a. Starting a new project from scratch. b. Fixing a business or product in trouble. c. A job rotation in a different work environment. d. A high‐profile special project assignment.2. Provide mentors for A players. a. Clarify their career options. b. Better understand the organisation and navigate its politics. c. Build support networks. d. Deal with work obstacles.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 8
  8. 8. Develop B players1. Identify the employees that have growth potential and provide them  with: a. “Stretch” assignments b. Coaching c. Training2. Provide frequent affirmation a. Tell them they are valued b. Listen to their ideas c. Praise their accomplishment d. Trust them© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 9
  9. 9. Develop C players1. The Return on Management ratio ROM = productive energy released divided by management time and  attention invested2. Identify your C players3. Move them up – or out4. Dismissing C players© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 10
  10. 10. Potential Performance© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 11
  11. 11. Matching behaviour versus performance© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 12
  12. 12. Using the performance and potential matrixto assess What is it? The matrix is used to evaluate an organisation’s talent pool. Why use it? 1. It’s a simple way to assess any population of leaders on two important  dimensions. 2. It’s a great way to facilitate a dialogue amongst a senior leadership  team. Teams use it to calibrate their expectations and ratings. 3. With a good open debate, the multiple perspectives provide for a  much more accurate assessment (vs. one person’s opinion). 4. The process can facilitate a shared sense of ownership for the  organisation’s talent pool. 5. It’s a great way to identify development needs and transition to  development planning.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 13
  13. 13. How to use it1. Don’t do it alone for the first time2. Have a pre‐meeting3. Preparation4. Getting started5. Establish your “benchmarks”6. Discuss as many names as time allows7. Move to development8. Follow‐up on a quarterly basis to monitor development plans© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 14
  14. 14. What are the benefits? Why is it so popular?1. It’s simple and it works (95% of the time)2. It’s cost‐effective3. A catalyst for robust dialogue4. Helps calibrate criteria and expectations5. It’s more accurate than one person’s opinion6. Facilitates shared ownership, teamwork7. A diagnostic tool for development© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 15
  15. 15. Performance The outcome of the performance review cycle. Rating or ranking people? Need of a forced choice? Does it make people productive/happy?© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 16 |
  16. 16. © Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 17
  17. 17. Potential The outcome of a talent review Critical aspects of a HiPo‐policy 1. Degree of openness 2. Age or experience level 3. ‘Labelling’ or ‘assigning’ But, what with all the others? 3 other critical groups: 1. perform: ++ / potential: – – 2. Perform: – – / potential: ++ 3. Perform: – – / potential: – –© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 18 |
  18. 18. © Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 19 |
  19. 19. Identify leadership potential1. Propensity to lead2. They bring out the best in others3. Authenticity4. Receptivity to feedback5. Learning agility6. Adaptability7. Navigates ambiguity8. Conceptual thinking9. Cultural fit10. Passion for results© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 20
  20. 20. Agility1. People agility2. Results agility3. Mental agility4. Change agility© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 21
  21. 21. Scorecard for assessing leadership potential1. Could the employee perform at a higher level, in a different position or take on increased  responsibilities within the next year (consider the person’s ability only, not whether there is a  position available to support this growth)?2. Could the employee perform at a higher level in a different position or take on increased  responsibilities within the next three years (consider the person’s ability only, not whether  there is a position available to support this growth)?3. Can you envision this employee performing two levels above his or her current position in the  next five to six years?4. Is the organisation likely to value growth of the skills and competencies of this employee over  the next several years?5. Could the employee learn the additional skills and competencies he or she needs to be able to  perform at a higher or different level?6. Does the employee demonstrate leadership ability—by showing initiative and vision,  delivering on promised results, communicating effectively, and taking appropriate risks?7. Does the employee demonstrate an ability to comfortably interact with people at a higher  level or in different areas?8. Does the employee demonstrate comfort with a broader company perspective than his or her  job currently requires?9. Does the employee demonstrate flexibility and motivation to move into a job that might be  different than any that currently exist?10. Does the employee welcome opportunities for learning and development?© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 22
  22. 22. 11 results for spotting future leaders1. They consistently deliver ambitious results.2. They continuously demonstrate growth, adaptability, and learning better  and faster than their excellently performing peers.3. They seize the opportunity for challenging, bigger assignments, thereby  expanding capability and capacity and improving judgment.4. They have the ability to think through the business and take leaps of  imagination to grow the business.5. They are driven to take things to the next level.6. Their powers of observation are very acute, forming judgments of people  by focusing on their decisions, behaviours and actions.7. They come to the point succinctly and are clear thinkers.8. They ask incisive questions that open minds and incite the imagination.9. They perceptively judge their own direct reports and have the courage to  give them honest feedback.10. They know the non‐negotiable criteria of the job of their direct reports and  match the job with the person.11. They are able to spot talent and see the “God’s gift” of other individuals.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 23
  23. 23. The Performance & Potential Matrix Needs  Meets Exceeds High development expectations expectations Improve in  current role or  High P reassign O Prepare for  T future role E Improve in  Growth N current role T I A L Improve in  Bad hire/replace Reconsider Limited current role Low P  E  R  F  O  R  M  A  N  C  E High© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 24
  24. 24. The talent cycle Talent  deployment Talent  awareness Talent  identification Talent  definition reviews© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 25
  25. 25. What’s driving the current emphasis on talent management?1. There is a demonstrated relationship between better talent  and better business performance.2. Talent is a rapidly increasing source of value creation.3. The context in which we do business is more complex and  dynamic.4. Boards and financial markets are expecting more.5. Employee expectations are also changing.6. Workforce demographics are evolving. Organisations wage a  new “war for talent” these days.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 26
  26. 26. Talent Management – 9 box matrix Low Medium HighPotential key Talent keyHigh (Turn) CeilingShows indicators  1 Top Exec Levelof being able to   2 Divisional Boardmake significant  3 Direct report to career step (e.g.   Divisional Boardat least 1 leadership level  Typeor equiv.) Leadership and/or  SpecialistMedium  Readiness Potential(Growth)Shows indicators  Now or less  than 3 of being able to   yearsprogress to more  Use directional stretching roles  arrows to indicate within a similar  movement of level. individuals since  last reviewMinimum Action key(Expertise) Priority Action     Likely to stay at  Neededcurrent level, doing same kind  Needs development of work. opportunities Develop, motivate Improvement plan  critical Performance © Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 27
  27. 27. Nine leadership development strategies for a performance and potential matrix1A (high potential, high performance): Stretch assignments, things they don’t already know how to do, assignments that  take them beyond their current role; high profile, where stakes are high. Give them a “start‐up” assignment, something no one has done, a new product,  process, territory, etc … Give them a “fix‐it” assignment, a chance to step in and solve a problem or repair  someone else’s mess. Job change, rotations, job swaps – an opportunity to experience a brand new role,  short term or long term. Help them build cross‐functional relationships with other A players. Find them a mentor – at least one level up. Provide an internal or external coach. Access to exclusive training opportunities. Access to meetings, committees, etc … one level up; exposure to senior managers,  VPs; advisory Councils. Watch out for signs of burnout. Watch for signs of retention risks; know how to “save” a hi‐po. Next level up exposure, responsibilities, shadowing.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 28
  28. 28. Nine leadership development strategies for a  performance and potential matrix ‐ continued2A (high performance, moderate potential): Development activities similar to 1A. Difference is often degree of “readiness” for larger roles. Development is preparation  for longer term opportunities.3A (high performance, limited potential): Ask what motivates them and how they want to develop. Provide recognition, praise, and rewards. Provide opportunities to develop in current role, to grow deeper and broader  capabilities and knowledge. Provide honest feedback about their opportunities for advancement if asked. Watch for signs of retention risks; know how to “save” a “hi‐pro” (high professional). Ask them to mentor, teach, and coach others. Allow them to share what they know, presentations at company meetings, external  conferences, to be “the highly valued expert”.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 29
  29. 29. Nine leadership development strategies for a  performance and potential matrix ‐ continued1B (good/average performance, high potential): Development activities similar to 1A. Difference is current performance level. Focus more on competency gaps that will move them from B to A performance; good to great performance.2B: (good/average performance, moderate potential): May not be eager or able to advance; don’t push them, allow them to stay where they are. Continuously check‐in regarding willingness to advance, relocate. Provide occasional opportunities to “test” them. Provide stretch assignments. Provide coaching and training. Help them move from “good to great”. Tell them they are valued. Listen to their ideas. Praise their accomplishments. Trust them.3B (good/average performance, limited potential): Combination of performance management, training, and coaching to help them move from “OK to good”. Provide honest feedback about their opportunities for advancement if asked.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 30
  30. 30. Nine leadership development strategies for a  performance and potential matrix ‐ continued1C (poor performance, high potential): Find out the root cause of poor performance and together develop an action plan to improve. Consider moving the high potential to a different role (may have been a poor fit). Provide additional support, resources. Look for ways to “attach” to 1As, 1Bs, or 2As. After a “reasonable” period of time, if performance does not improve, then re‐examine your potential  assessment .2C (often used for leaders too new to rate): Focus is on boarding, orientation, relationship building. Provide a peer mentor. Provide formal new leader training.3C (poor performance, limited potential): Use a performance management approach, not a developmental approach. Improvement action plan vs. an IDP. Clarify expectations. Identify and remove “blockers”, poor performers that are standing in the way of high potentials . Provide  clearly defined goals. Be explicit about the ways in which they must improve. Provide remedial coaching and feedback. After trying all of the above, after a ”reasonable” amount of time, move the person out of the role. Dismiss or  move to individual contributor role.© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 31
  31. 31. Matching behaviour (potential) versus performance© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 32
  32. 32. © Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 33
  33. 33. Skill engagement analysis matrix© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 34
  34. 34. © Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 35
  35. 35. Let’s put it into practice: the BNP  Paribas Fortis case of Talent Review© Vlerick Leuven Gent Management School – Prof. dr. Dirk Buyens 36
  36. 36. Talent Review bij BNP Paribas Fortis:heden, verleden en toekomst Vlerick HR Day, 13 juni 2012
  37. 37. Department / name | 00/00/0000 | 38
  38. 38. Inhoudstafel BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis  Talent Review in the HR Cycle  Talent Review Process  Introducing the 9-box Lessons Learned & Future Challenges Department / name Department / name | 00/00/0000 | 3939
  39. 39. 5 Business-Lines 18.000 medewerkers 250 3.00 0 18.00 65.000 0 mandagen opleiding per jaar Mogelijkheid om elke drie jaar1.378 functies van functie te veranderen Department / name | 00/00/0000 | 40
  40. 40. Inhoudstafel BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis  Talent Review in the HR Cycle  Talent Review Process  Introducing the 9-box Lessons Learned & Future Challenges Department / name | 00/00/0000 | 41
  41. 41. Talent Review in HR Cycle Performance Talent Motivation & Strategic & Reward Management Team Workforce Management Management Planning Q1 Q2 Q3 Q4 Target Setting Global People Workforce Survey Planning Appraisal Team Motivation Recruitment Salary Increase Talent Talent Barometer Identification Identification Onboarding Premiums Talent Talent Development Development Mobility Promotions Individual Organisation Perspective Individual Organisation Perspective Perspective Dismissal Perspective Retirement Department / name | 00/00/0000 | 42
  42. 42. Talent Review in the Talent Cycle Personal Talent Talent Diagnostic Identification Review Tool Talent Career Personal Development Developmen Development t Programmes Plan Organisation Individual Perspective Perspective Department / name | 00/00/0000 | 43
  43. 43. Talent Review in the Talent Cycle Personal Talent Talent Diagnostic Identification PRevie Tool w Talent Career Personal Development Developmen Development t Programmes Plan Organisation Individual Perspective Perspective Department / name | 00/00/0000 | 44
  44. 44. Inhoudstafel BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis  Talent Review in the HR Cycle  Talent Review Process Introducing the 9-box Lessons Learned & Future Challenges Department / name | 00/00/0000 | 45
  45. 45. Talent Review Process: The DynamicsIndividual Input Input in ToolCollective Throughput Roundtable MeetingCollective Output Reportings & Action Plans Department / name | 00/00/0000 | 46
  46. 46. Talent Review Process:Individual InputFor the manager and the Round Table exercise:ask yourself following questions:  What is your strategy and which changes do you expect in the coming 3 years?  What are the main objectives for your part of the organisation for the coming 3 years?  When translating these key objectives towards your team, who come out as the key people and which are the key functions? (Mind: these might not overlap; key people are not necessarily in key functions, yet.) Department / name Department / name | 00/00/0000 | 4747
  47. 47. Talent Review in het verleden: The 16-boxDefinities Top Talent describing key- notions: potential for future leadership roles // fast-track development potential Hipo describing key-notions: long- term growth potential // investment involving some risk // potential for above-average returns // support with managerial and technical expertise Pillar describing key- notions: corner stone in team // highly experienced // large amount of knowledge // key person towards clients Solid Citizen describing key-notions: recognised // well-established // sound // high-quality // widely accepted // long record of stable and reliable growth HR Department | Date | 48 Department / name | 00/00/0000 | 48
  48. 48. Talent Review vandaag: The 9-box Definities ent al Pot i expecteddi ri i st but on Si fcantgrow t pot i t i gnii h ental o ncreasi ng 15% 10% responsi lt /com pl t on shortt biiy exiy erm (0-2 1 Role Fit ? Rising Star Top Talent years)- vertcalm obiiy probabl i lt e 2% 9% 4% Pot i t grow t a hi ental o o gher levelof responsi lt /com pl t on m i l biiy exiy d ong term Inconsistent  Emerging  30% 50% ( years)- bot vertcaland/ hori 3-5 h i or zontal 2 Solid Contributor Performer Potential 13% m obiiy possi e lt bl 7% 30% 35% 60% Li ied grow t pot i on m i l m t h ental d ong term (3- 3 Under‐ Emerging  Valued  5 years)- hori zont m obiiy possi e al lt bl Performer Professional Professional 5% 21% 9% Perf ance orm C B A atons atons atons Al ostm eet expect i Cl l bel expect i Cl l above expect i atons atons M eet expect i Above expect i Excelent l 6 5 4 3 2 1 s ear y ow s ear y m expected Department / name | 00/00/0000 | 49 di ri i st but on 14% 5% 60% 70% 26% 25%
  49. 49. Talent Review vandaag: Definities van 16-box naar 9-box As Is: 4 x 4 To Be: 3 x 3Potential Potential Expected*4. Vertical mobility possible to a significant higher 1. Significant growth potential to increasing 10% responsibility level responsibility / complexity on short term (0-2 years) - vertical mobility probable3. Vertical and/or horizontal mobility possible to a higher responsibility level 2. Potential to grow to a higher level of responsibility / 30%2. Horizontal mobility possible at current complexity on mid long term (3-5 years) - both responsibility level. Growth is possible to vertical and/or horizontal mobility possible underline seniority. 3. Limited growth potential on mid long term (3-5 years) 60%1. No horizontal mobility possible - horizontal mobility possible at current responsibility level PerformancePerformance 1. Excellent 25%4. Clearly above target 2. Clearly above expectations A3. On or Above Target 3. Above expectations2. Below Target 4. Meets expectations B 70%1. Clearly Below Target 5. Almost meets expectations C 5% 6. Clearly below expectations Department / name | 00/00/0000 | 50
  50. 50. Talent Review vandaag : Shift van Performance naar Potentieel • Need to better structure discussions around potential • Providing guidance in pinpointing potential rating Potential = Competences1 x Engagement x Aspiration Focus on competences that best predict potential: • Ability to learn  • Taking initiative  • Inspiring others *  • Giving direction in a positive way *  • Vision *  • Teamwork  • Client focus  • Risk management 1 Competences from BNP Paribas Indication for potential Competency catalogue *: management competence Department / name | 00/00/0000 | 51
  51. 51. Competencies vs. Potential Analysis RT 2010-2011 data‘Kitchen table’ analysis suggests potential Multiple regression analysis shows that 40% ofcorrelates to: the variance in potential can be explained by 1. Learning capabilities the set of 27 competencies, with the most (.38) distinct and statistically significant impact of 4 2. Leadership competencies: (.36) 1. Learning capabilities 3. Performance orientation (.34) 2. Self knowledge 4. Power of conviction 3. Power of conviction (.32) 4. Strategic thinking Entrepreneurship Vision (.31) Strategic thinkingBoth analyses support the thesis that competency ratings have a predictive valuefor potential ratings and give an indication about the most relevant competencies.However, because potential is defined as ability * aspiration * engagement, thecompetency ratings are not the only indication for potential assessment, but areseen as a support for a more objective discussion about potential. Department / name | 00/00/0000 | 52
  52. 52. Talent Review Process: ToolHomepage Manager driven review. HR Advisor as co- planner Department / tables | March 2012 Round name 00/00/0000 | 53
  53. 53. Talent Review Process: ToolPeople Review Possibility to remove someone from the list Department / tables | March 2012 Round name 00/00/0000 | 54
  54. 54. Talent Review Process: ToolPeople Review – Strengths & Development areas Use good common sense and a relevance check on what you write down! Employee has a right to consult! Discuss with respect! Department / tables | March 2012 Round name 00/00/0000 | 55
  55. 55. Talent Review Process: ToolCompetencies voor Potentieelinschatting Historical data: RTT results of 2010 & 2011 will be available in the tool Historical data for transparency, keep in mind People evolve! Department / tables | March 2012 Round name 00/00/0000 | 56
  56. 56. Talent Review Process: ToolMatrix Potential -Performance Department / tables | March 2012 Round name 00/00/0000 | 57
  57. 57. Talent Review Process: ToolMatrix Retention Department / tables | March 2012 Round name 00/00/0000 | 58
  58. 58. Talent Review Process: ToolSuccession Plan Department / tables | March 2012 Round name 00/00/0000 | 59
  59. 59. People Review – Retention Department / tables | March 2012 Round name 00/00/0000 | 60
  60. 60. Talent Review Tool:Employability How to improve Employability? USE FREE COMMENTS - Consider which Business Line or Métier & think cross- business - Consider which function or role (this is not about Hay!!!) - Consider which domain or internal client Department / tables | March 2012 Round name 00/00/0000 | 61
  61. 61. Talent Review Process: ToolSuccession Plan Department / tables | March 2012 Round name 00/00/0000 | 62
  62. 62. Talent Review Process: ToolActions & Conclusions Action plan is needed at least for people plotted Unsatisfactory (C) Good overall perfor. (B) Best of Class (A) Potential 1 Seeks new ROLE FIT ? RISING STAR TOP TALENT challenge and able to deliver 2% 9% 4% 2 INCONSISTENT SOLID EMERGING Potential Growth/ PERFORMER CONTRIBUTOR POTENTIAL Role expansion 7% 30% 13% UNDER- EMERGING VALUED 3 No / Limited PERFORMER PROFESSIONAL PROFESSIONAL growth 5% 21% 9% Performance Department / tables | March 2012 Round name 00/00/0000 | 63
  63. 63. The Talent Review Process:Collective Throughput Department / name | 00/00/0000 | 64
  64. 64. The Talent Review Process :Collective Throughput Department / name Department / name | 00/00/0000 | 6565
  65. 65. The Talent Review Process:Collective Output Department / name | 00/00/0000 | 66
  66. 66. Department / name | 00/00/0000 | 67
  67. 67. Department / name | 00/00/0000 | 68
  68. 68. HiPo Programmes1. Define your long list 2. Potential Analysis Aid 2011 1. Take list of people mentioned as person eligible for a Hipo 3. Interviews Program in the RTs 2. Check that people are  mentioned as  To be completed by HR business 4. Validation successors the manager Employee partner 3. Check scores of the  HR supports and explains the grid to the  persons (priority to  Check guidance for Hipo people with a score of managers Selection interviews : 4-4, then 4-3 and 3-3) PAA 2011 Elect Final Interview HRGuidance for HiPo 4. Check quota’s GB non HR (4).xls Selection Interview (Print A3).pdf BNPP Group Interview HRGuidance for HiPo documentationHR Selection Interview (Print A4).pdf Guide.pdf Nomination processInterview Department / name | 00/00/0000 | 69 HRGuidance document forHR interview.doc
  69. 69. Aspiration Engagement Ability Talent Pool : High PotentialsCareer Challenge Talent Pools Towards Executive Global High Management Potentials 1 HB 21 Global High Local High From Managing to Leading Potentials 2 Potentials 1 HB 18 Global High Local High Towards Full Management Potentials 3 Potentials 2 HB 16 Early career – from Junior Local High Trainees to Strong Contributor Potentials 3 HR Department | Date | 70 Department / name | 00/00/0000 | 70
  70. 70. Inhoudstafel BNP Paribas Fortis at a glance Today’s Talent Review Practice at BNP Paribas Fortis  Talent Review in the HR Cycle  The Talent Review Process  Introducing the 9-box Lessons Learned & Future Challenges Department / name | 00/00/0000 | 71
  71. 71. From “nice-to-have” to “must have Maturiteit enorm geëvolueerd: Shifts Belang van tool & definities voor kwaliteitFinaliteit evolueert mee met business Department / name | 00/00/0000 | 72
  72. 72. Organisatieperspectief: Integreren van Talent Review Data in Workforce Planning & vice versaTransparantie van interne arbeidsmarkt Individueel perspectief:Integreren van de visie van de individuelemedewerker op ambitie en mobiliteitTransparantie van interne arbeidsmarkt Department / name | 00/00/0000 | 73
  73. 73. The greatest challenge… Department / name | 00/00/0000 | 74