人才盘点评估流程

1、Steps of the Talent Review ProcessManaging talent movement is equally as important as managing brands, finance, or any other key resource. The Talent Review Process drives the Companys global succession planning activities, which are focused on putting the right people in the right positions at the

2、right time to build a sustainable Leadership Pipeline. To see how the steps of the Talent Review process fit into the bigger CareeR process click on the CareeR process flow link to the right. What are the five steps to succession planning success? 1. Identifying Talent = Assessing the Potential and

3、Readiness for progression 2. Reviewing Identified Feeder Roles = Ensuring Critical Roles that “Feed” Talent to Senior Levels Provide Possible Successors with the Development Opportunities Needed to Progress through the Leadership Pipeline 3. Completing Talent Review Templates = Filling Out Standardi

4、zed Forms to Ensure Global Consistency in the Succession Planning Process 4. Completing a Gap Analysis = Identifying Gaps in the Leadership Pipeline 5. Sharing Post-Talent Review Feedback with Employees = Communicating Discussion Outcomes about the Employee to the EmployeeOverview The goal of succes

5、sion planning is to: Identify and prepare suitable employees as possible successors to incumbents in roles through job rotation, development, and mentoring, while aligning individual career aspirations with Company need as much as possible. Accomplish the critical task of helping companies to identi

6、fy gaps in their short-and long-term Leadership Pipeline, then create action plans designed to fill those gaps.Although the Succession Planning Process continues year-round, annual Talent Review meetings are used as the primary forum for managing the total process from a local to a global perspectiv

7、e.The Talent Review Process: BEFORE THE TALENT REVIEW MEETINGManagers should have a good understanding of their employees Career Preferences and Strengths and Needs before Talent Review meetings take place. Step 1: Identifying TalentAssessing PotentialEach year, managers assess each direct reports p

8、otential to perform at higher-level roles based on: the individuals demonstration of skills, knowledge, and behaviour in his/her current role and Leadership Passage the employees performance against Leadership Capabilities and Functional Capabilities The Talent DefinitionBased on their current perfo

9、rmance, if employees demonstrate the potential to significantly stretch and perform two grades higher than their current grade (their managers recommend they be identified as High Potential talent.Nomination process requires managers to complete and submit a Recommendation Form for consideration dur

10、ing the Talent Review meeting.Assessing ReadinessManagers also need to assess the readiness of identified potential successors to assume an identified role. Readiness is defined as how many additional rolesnot yearsit will take for the potential successor to acquire the needed skills, knowledge, and

11、 behaviour required by the identified role: Ready Now: Ready after completing current role Current + 1: Ready after com pleting curr ent role + one more role Current +2: Ready after completing current r ole + two more roles Identifying High Potential talent- and their state of readiness to succeed i

12、ncumbents- is critical to senior managers as they conduct Leadership Pipeline Metrics and Gap Analyses for presentation during the annual Talent Review meetings.Step 2: Identifying Feeder RolesIn order to have a sustainable, robust Leadership Pipeline, positions must be available that will help succ

13、essors develop the skills and capabilities necessary to progress to senior roles and allow fluid progression through the pipeline.Therefore, in every function, the Head of Function and his/her Top Team identify positions below Top Team as Feeder Roles: roles with significant breadth of opportunity f

14、or comprehensive development/experience/knowledge that High Potential talent will need to assume more senior roles in the function/business. Feeder Roles need to be flagged appropriately in TalenT for tracking and reporting purposes so that Succession Planners will have this information during Talen

15、t Review meetings.Step 3: Completing Talent Review TemplatesIn preparation for all Talent Review meetings, end markets, functions, and regions complete standardized forms (prepared and distributed by HR) that drive talent discussions during the Succession Planning meeting. These standard Talent Revi

16、ew templates allow information to be easily captured, shared, and transferred when preparing materials for the next level of discussions, which helps to ensure global consistency in the Succession Planning process. Forms are partially completed by extracting data from Perform, Develop, and CareeR fo

17、rms in TalenT. Thats why its important to have relevant, updated data in the TalenT system at all timesespecially regarding an individuals Mobility and Talent status.Step 4: Identifying Gaps in the Leadership PipelineIn preparation for the Talent Review, end markets, functions, and regions use their

18、 respective Succession Plans to prepare and present the results of a Gap Analysis: the most important and accurately predictive tool used during Talent Reviews.A Gap Analysis offers a clear picture of the current health of the Leadership Pipelines at all levels of the organisation against Leadership

19、 Pipeline Programme Deliverables. Each presentation should include a plan of action to address key issues discovered during the analysis and a progress report against goals set at the previous years Talent Review meeting. Gap Analysis Processes and Templates have been developed for regions and busin

20、ess units, and are available in the Identifying Gaps in Leadership Pipeline section.DURING THE TALENT REVIEW MEETINGSenior leaders meet to review the Gap Analyses prepared by end markets/functions/regions so they can: Identify gaps in the Leadership Pipeline Determine possible successors Plan the de

21、velopment of potential successors Align individual career aspirations with Company need as much as possible Predict the long-term health of the Leadership Pipeline Agree strategies and actions going forward.An HR representative records Minutes during the meeting and later circulates to all Talent Re

22、view meeting participants for review.The Sequential Occurrence of Talent Review MeetingsTalent Review Who attends Main Area of Focus (may vary, depending on the size of the organisation) Functional Talent Review (referred to as mini-Talent Review) Attended by Head of Function and his / her direct re

23、ports G34, G35 managers and MTs and business support staff (up to G33) End market Tal ent Review Attended by the GM and all Heads of Function G36 and G37 managers G34 & G35 managers by exception, MTs by exception MT recruitment plan to support future pipeline Area Talent Review (where appropriate) A

24、ttended by Area Directors Top team members of end markets Regional Functional Talent Review Attended by Regional Functional Directors Regional Heads of Function Regional Talent Review Area Director and EBD GMs, Top team members Other managers by exception Global Functional Talent Review Main board f

25、unctional director, regional functional managers, staff planner and senior central managers Functional Directors in markets, other G37/38 managers G35 and G36 by exception Main Board Talent Review Main board of BAT GM population, Regional Teams and senior line managers, normally G38 and above Talent

26、 Review meetings focus predominantly on a certain population, usually according to grade level. Information is fed from one Talent Review forum to the next. AFTER THE TALENT REVIEW MEETINGStep 5: Sharing Post Talent Review Feedback with EmployeesAfter the completion of the Talent Review Process: Man

27、agers read through the distributed Minutes of the meeting and review the talent decisions that were made HR notifies managers of the Talent Review Comments that will be entered into TalenT for each direct report, as well as the date they will appear in the system Managers give feedback to their empl

28、oyees before the Talent Review Comments are entered into an individuals CareeR form in TalenT NOTE: It is critical that employees receive feedback before Talent Review Comments are entered into TalenT. HR will notify managers what comments will be posted and when so that the feedback discussion can

29、take place before employees see Talent Review Comments prematurely. (Managers should check to make sure the appropriate comments are attributed to each employee). Once Post Talent Review Feedback has been shared with employees, employees update their CareeR and DeveloP forms as warranted in TalenTOv

30、erview Identifying High Potential Talent, Using One Potential Rating, Helps Ensure a Healthy Leadership Pipeline.During the Succession Planning process, it is critical to specifically identify individuals who have the ability to progress rapidly to top leadership roles. This will allow the organisat

31、ion to tap the Companys future leaders and ready them to assume their place in the Leadership Pipeline as business needs arise.By using just one Potential Rating, and only then to indicate these rapid risers, the Company is able to quickly gauge the health of its Leadership Pipeline, reduce the comp

32、lexity of a multiple-rating system, and increase clarity for managers and employees alike.This is not to say those not identified are shut out of career progression opportunities. On the contrary, every employee has equal opportunity for progression when development opportunities are not doled out a

33、s rewards but are based on current and future performance needs.The First Step in the Talent Review Process: Assessing Potential and ReadinessIn preparation for Talent Reviews, managers should assess their direct reports for demonstrable indicators of the potential to perform at a two-grade stretch.

34、 Once they have identified their High Potential talent, managers complete a Recommendation Form. Next, managers need to determine how many subsequent roles the candidate must hold to develop the skills, knowledge, and behaviour required to move into an identified future role. Ready Now: Ready after

35、completing current role Current + 1: Ready after completing current role + one more role Current +2: Ready after completing current role + two more roles Readying them for their next progression is critical to the sustainability of the Leadership Pipeline. Therefore, managers should work with them t

36、o create a 10-year Career Plan that will guide them in creating the most effective development plan to accelerate progression.Dispelling the Myths about talent Identification Talent identification It is used solely for Succession Planning purposes to view the sustainability of our Leadership Pipelin

37、e. It provides a snapshot that indicates at any given time whether the organisation has enough talent with the ability to progress to senior roles in the future. Being identified does not guarantee career progression; nor does it preclude non-Listers from advancingto senior levels. The Succession Pl

38、anning Process includes the identification of any employee who has the ability to succeed incumbents in roles, not just those identified. Potential does not determine promotion, development, or “best job” offers. All employees are candidates for these opportunities based on current and future perfor

39、mance needs. Mobility is not a part of the talent criteria, nor does it impact an employees ability to be promoted or developedalthough it may limit the opportunities available for progression.Remember: The TalenT system should be updated annually to reflect any changes to Talent and/or Mobility Sta

40、tus. How does a manager identify potential in an individuals current performance? Managers will look for how the individual is currently tackling significant aspects of work done at the advance passage or grades. It is important that the individual is performing well at their own level, but stronger

41、 indicators of potential lie in their desire to conduct the responsibility of higher level roles, level of strategic thinking, ability to continue to learn quickly more complex issues, and emotional level- ability to learn from mistakes and build relationships. Attached is a report that reviews thes

42、e elements in detail, as well as a High Potential Interviewing Guide and the High Potential Identification form to simplify and enhance your ability to identify high potential within the organization. How will this impact those not identified? We believe this is a positive message for employees. The ambiguity of potential ratings will be eliminated. In this scena