Conf.Bd.TMFeb07

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Information about Conf.Bd.TMFeb07
Business-Finance

Published on December 8, 2008

Author: aSGuest5622

Source: authorstream.com

Talent Strategies for Growth : Talent Strategies for Growth Marc Effron, VP, Talent ManagementFebruary 2007 Talent Strategies for Growth : 2 Talent Strategies for Growth What We’ll Cover The Danger Outside How Many Un“Fit” Leaders Do You Have? The Power of Simplicity The Danger Outside : 3 The Danger Outside Let’s Start with the Brutal Facts Most firms have no real talent strategy (for growth or anything else); 47% say they have one and implement it Overwhelmingly generic – not aligned to specifics of business strategy Internally focused – not sensitive to external threats The Danger Outside : 4 The Danger Outside Internal External Business Strategy Talent Strategy Competitive Environment Talent Environment Slide 5: 5 Your Talent Strategy must respond to four powerful and inevitable forces in the talent environment A Graying Global Population The Free Market in Leaders Your 2.5 Billion New Competitors The New Puppet Masters The Danger Outside Slide 6: 6 Your Talent Strategy must respond to four powerful and inevitable forces A Graying Global Population U.S. and Europe are getting old fast Japan will lose 50% of its population by 2050 It’s a predictable fact, but who has a strategy? The Danger Outside How will you capture the top 10% of a shrinking talent pool? Slide 7: 7 Your Talent Strategy must respond to four powerful and inevitable forces The Free Market in Leaders Our leaders are well-educated consumers There’s total transparency Remarkable ease of movement The Danger Outside What’s your compelling talent proposition? Or, why should anyone work for you??? Slide 8: 8 Your Talent Strategy must respond to four powerful and inevitable forces Your 2.5 Billion New Competitors Leadership on steroids Top down, centrally controlled development NRIs This is your job in Mumbai The Danger Outside Are you as serious about building talent as they are? Slide 9: 9 Your Talent Strategy must respond to four powerful and inevitable forces The New Puppet Masters The Attorneys General and Congress control pay CalPERS selects who your CEO and Board are ISS controls your proxy initiatives The Danger Outside Can you prevent these groups from controlling how you grow your leaders? Slide 10: 10 Your talent strategy for growth only works if it addresses these questions . . . How will you capture the shrinking top 10% Do you know your real leadership brand? Can you build talent as fast as India? Can you change your talent practices before CalPERS does? The Danger Outside Slide 11: 11 Your Un“fit” Leaders A talent strategy is great, but it can’t fix the unfixable. Let’s talk about . . . Why Bob Nardelli was a bargain at $200 million Why your CEO should leave within 5 years Why we keep making the same dumb selection mistakes and how to stop doing it Your Un“fit” Leaders : 12 The curse of successful people We’re all great at some things, but not at all things Well proven that Fit predicts success Poor fit leads to poor results Your Un“fit” Leaders So what defines “fit” how do we improve it? Breaking the Myth of the Über-Leader Aligning Talent and Business Strategy : 13 Aligning Talent and Business Strategy Fundamental changes in an industry or company (a major technology shift, large acquisition, financial crisis). Require greater leadership skills Focus on sales, marketing, product development -- items leading to revenue growth. Compete on innovation and being first to market Focus on cost reduction, process improvement, efficiencies -- items leading to earnings growth. Compete on being more efficient than their rivals The underlying amount of change experienced in all businesses. Requires sound management, but not great leadership The Strategic Leadership Matrix Aligning Talent and Business Strategy : 14 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Leaders will need : Vision, Speed, Aggressiveness, Risk-taking, Managing Change, Driving Sales, Innovation Leaders will need : Speed, Aggressiveness, Process Management, Risk-taking, Planning, Task Focus Leaders will need: Vision, Decision-making, Financial Acumen, Managing Change, Risk Management, Cost Control Leaders will need : Risk Management, Process Management, Financial Acumen, Cost Control, Rule Orientation, Task Focus Which capabilities differentiate? Aligning Talent and Business Strategy : 15 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Some leaders fit, while others struggle (Akers) (Palmisano) (Gertsner) Aligning Talent and Business Strategy : 16 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Some leaders fit, while others struggle (Ballmer) (Gates) Aligning Talent and Business Strategy : 17 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Some leaders fit, while others struggle (Gates) (Goizueta) (Ivester) (Daft) (Isdell) Aligning Talent and Business Strategy : 18 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Why Nardelli was both the right choice and a bargain Operators Turnaround Artists Entrepreneurs Efficiency Kings Aligning Talent and Business Strategy : 19 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Why Nardelli was both the right choice and a bargain Bernie Marcus & Arthur Blank Nardelli Culture Change Anger Aligning Talent and Business Strategy : 20 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Where are your gaps? Your company in 2 - 4 years Aligning Talent and Business Strategy : 21 Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Map your company to the SLM Where is your company today? Where will you be in 3 – 5 years? Where are your key leaders today? How large is the gap? Aligning Talent and Business Strategy : 22 What leadership capabilities do you require? What levers can build and reinforce those capabilities? Source Align Develop Reward Leadership Brand Build or Buy Strategy Succession Management Performance Management Engagement Developmental Assignments Leadership Competency Framework Executive Coaching High-Potential Compensation Short-Term Incentives Long-Term Incentives Leadership Communication Aligning Talent and Business Strategy Growth Strategy Return Strategy Transformational Change Transactional Change Aligning Talent and Business Strategy : 23 Aligning Talent and Business Strategy Map your strategy to determine your needs Evaluate your team: Fillable vs. Unfillable gaps Use “fit” to select and place leaders Align how you Source, Align, Develop and Reward your leaders to support building these capabilities A difficult choice to make, but it will optimize your leadership capabilities The Power of Simplicity : 24 The Power of Simplicity What you do to grow talent matters. How you do it matters more. Top Companies focus on successful implementation Avon is making implementation simple About Avon : 25 About Avon The world's leading direct seller of beauty and related products $8 billion+ in annual revenues 45,000 employees 5 million independent sales Representatives in over 100 countries 2/3 of earnings are from outside the U.S., largely in developing markets So we had some work to do . . . : 26 So we had some work to do . . . Fundamental restructuring began October 2005 Flatten the organization (15 layers of management to 8) Move from a regional to a matrix structure Reduce C & B expenses by 20% - 25% by term’ing ~25% of VPs and Directors, 20% of Managers Dramatically increase leadership quality and depth Build new functional capabilities to meet changing environment The Power of Simplicity : 27 The Power of Simplicity Our first step was to stop everything and them simplify Counterintuitive goal for all talent processes: Use the fewest possible steps Include the least amount of information necessary “1 Page” talent management A few examples Performance management Leadership capabilities Engagement survey 360º Feedback – The A10 Survey The Power of Simplicity : 28 The Power of Simplicity The A10 Survey Evaluative and developmental survey for all VPs+ and select hi po directors Mandatory 1x/year 10 questions; forced qualitative response Shown to manager, talent management director and HR Generalist Personalized feedback from Talent Management Director Must show increased score year-over-year; sliding scale Wrapping Up : 29 Wrapping Up What’s a Talent Strategy for Growth? One that considers The Danger Outside – outruns the bear One that realizes ALL talent strategies are about growth – success is about “fit” One that actually works because it’s designed for implementation – as simple as possible Thank you!

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