Published on August 5, 2013
1 Identifying Critical Roles andIdentifying Critical Roles and Future Leaders on a LimitedFuture Leaders on a Limited BudgetBudget Tim Weyland, Vice President Human Resources
2 My backgroundMy background • In Human Resources since 1989 • In several different HR roles, including: Talent Acquisition, HR Generalist, Learning, Organization Development, HR Leader, and Consultant • Diverse work environments: McKesson, Clorox, Credence Systems, TriNet, and Consulting • MS in Counseling with an emphasis in Organizational Behavior • Designed, implemented and lead Talent Management processes in multiple organizations Currently: Vice President, Human Resources Topcon America Corporation
3 Information about TopconInformation about Topcon • Global leader in developing and manufacturing precision positioning solutions • Largest selection of innovative precision GPS and GNSS systems, commercial lasers, optical instruments, positioning control and machine control products, and software • For survey, civil engineering, construction and agriculture industries, and other emerging markets • Need to continue innovation while building infrastructure • $500M growing to $1B in revenue • Medical Business in Americas $80M
4 AgendaAgenda • Background • Overview • Organization Review • Talent Assessment • Development
6 Trends driving Talent DevelopmentTrends driving Talent Development
9 Org Review / Talent AssessmentOrg Review / Talent Assessment Demand-side: •Understand the organization capability needed for company goal achievement •Create a forum for collaborative organization design and development •Determine roles needed to drive business success Supply-side: •Develop shared view of leadership talent •Ensure development actions take place The goals is 3 Rights: Have the right person ready for the right position at the right time!
10 Org Review / Talent Development ProcessOrg Review / Talent Development Process • Semi-annual review process and alignment meeting • Do first time “top-down” with Exec team • Going forward complete “bottom-up” • Requires good preparation • Review has two parts: 1. Organization and business / function review • Key business drivers • Organization design • Outcomes: prioritized org changes, coordinated org redesign plans, IDed key positions & gaps 1. Talent Assessment • P2 grid placement • Individual review • Outcomes: Shared view of talent, development actions, HIPOs, other personnel actions
11 ORGANIZATION REVIEWORGANIZATION REVIEW
12 Understanding the Two PartsUnderstanding the Two Parts Key demand question: What organization is needed to execute the business strategy? Key supply questions: What talent do we have currently? And, what do we need to do to ensure we have the talent needed? Business Strategy Organization Review Part 1: Org Needs •Business drivers •Current Org •Changes in next 6 mo. •Long-term vision •Outcomes: Org changes, staff additions, key positions & gaps Part 2: Talent Assessment •P2 Placement •Performance and Potential details for all those assessed •Outcomes: Individual feedback, development plans, assignments, personnel actions
13 Determining Critical RolesDetermining Critical Roles 1. Business strategy determines… Organizational Capability required….which leads to identifying…. Critical positions (leadership, technical) 2. High Value Highly Unique LLLL LHLH HL HHHH Uniqueness Value
14 TALENT ASSESSMENTTALENT ASSESSMENT
15 Potential for Future RolesPotential for Future Roles Performance vs. PotentialPerformance vs. Potential 2011 2012 2013 Future Potential Performance is a look back Potential is a look forward • Defines success in current role • Based on specific, annual objectives • Short-term view of capability • Defines success in future roles • Based on holistic view of personal qualities and behaviors • Long-term view of capability
16 Talent is assessed based onTalent is assessed based on performance and potentialperformance and potential Performance • Demonstrated goal achievement • Positive performance trend over time • Demonstrates depth of experience • Delivers results and builds teams and organization capability Potential • Ability to take on more • Capable of advancement • Possesses key leadership competencies • Demonstrates motivation and commitment • Fit w/ vision and values • Strong personal ethics
17 Straightforward TemplatesStraightforward Templates Present from template presentation Prepare Talent Profiles
18 Performance vs. Potential GridPerformance vs. Potential Grid Turn – to the next level Potential Growth – bigger jobs on the same “roadway” Mastery – within the current position or function Bigger execution of results & demonstrated proficiency of the competencies for current level. Frequently learning & using new skills. Aspiration to greater challenges. Motivation to do more than is expected . Business perspective beyond current position. Focus on success of own area within larger business context. Execution of results & competencies appropriate for current position. Frequently learning & using new skills. Enjoys growth available in current or similar role. Motivation to perform at an exceptional level. Business perspective effective for current role. Focus on success of own area within larger business context. Performance Contributor Bottom 10% Consistently Exceptional Top 20% Full Performer Middle 70% Exceptional performer capable of making next turn immediately or near-term. Full performer capable of making the next turn, but can still grow on current road. Needs at least 1 – 2 years in current position. 4–Hi Po New in Role New to role and was previously in box 1, 2 or 3. May have further potential, but needs at least 1 – 3 years in current position. Full performer capable of continued growth along current road. Has capability to grow but current performance is inconsistent or inadequate. Needs to improve performance in current position. Reassign to lower layer or transition from role / employment Full performer not likely to grow beyond scope of current position. Exceptional performer not likely to grow beyond scope of current position. 2 – High Potential 1 – High Potential 5 – Expandable7–Attention Needed 9 – Action Required 8 – Well-Placed 6 – Pro in Position Exceptional performer capable of continued growth along current road. 3 – High Potential
19 Alternate P2 GridAlternate P2 Grid 19
20 Leadership definition exampleLeadership definition example • Strong work ethic (fire in the belly) • Global exposure/perspective • Intellectual capability (but know limitations) • Business acumen - financial/ownership • Interpersonal/maturity/skills • Sincere/trust/integrity • Confidence above – inspiration below (team builder) • Proactive problem solving – desire to learn/curiosity • Positive/constructive
21 Importance of ValuesImportance of Values 21
22 DEVELOPMENTDEVELOPMENT 22
23 Follow-up is keyFollow-up is key • Ensure responsibility for all follow-up actions (org changes, personnel actions, etc.) • Individual feedback by managers • Stretch assignments • Development plans tied to gaps • Mentoring program • Functional training based on key gaps • Leadership Summit • Build into other people actions- variable comp, future promotions • Update every 6 months
24 Development ProgramsDevelopment Programs High Potential Development Program: •Technical (Mentoring, Training, Project Assignments) •Manager Development (360 with Online Learning) •Senior Leader (360, Leadership Seminars, Executive Functional / GM Development, Corporate Projects)
25 SummarySummary • Business plan determines critical roles • Simple tools can get the job done • Follow-up is key • Proof is when supply meets demand
26 Tim Weyland firstname.lastname@example.org 925-245-8539
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