Talent-Review-Process-人才盘点评估流程

1、精品文档可编辑Steps of the Talent Review ProcessManaging talent movement is equally as important as managing brands, finance, or any other key resource. TheTalent Review Process drives the Company s globalsuccession planning activities, which are focused on putting the right people in the right positions a

2、t the 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?Identifying Talent= Assessing the Potential and R

3、eadiness for progressionReviewing Identified Feeder Roles= Ensuring Critical Roles that“ Feed ” Talent to Senior Levels Provide Possible Successors with the DevelopmentOpportunities Needed to Progress through the Leadership PipelineCompleting Talent Review Templates= Filling Out Standardized Forms t

4、o Ensure Global Consistency in the Succession Planning ProcessCompleting a Gap Analysis= Identifying Gaps in the Leadership PipelineSharing Post-Talent Review Feedback with Employees= Communicating Discussion Outcomes about the Employee to the EmployeeOverviewThe goal of succession planning is to:?I

5、dentify 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 identify gaps in their short

6、-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 managingthe total process from a local to a global perspective.The Talent Review Pro

7、cess: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 Talent Assessing PotentialEach year, managers assess each direct report s potential to performat h

8、igher-level roles based on:?the individual s demonstration of skills, knowledge, and behaviour in his/her current role and Leadership Passage?the employees performance against Leadership Capabilities and Functional CapabilitiesThe Talent DefinitionBased on their current performance, if employees dem

9、onstrate 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 during the Talent Review me

10、eting.Assessing ReadinessManagers also need to assess the readiness of identified potential successors to assume an identified role. Readiness is defined as howmany additional rolesnot yearsit will take for the potential successor to acquire the needed skills, knowledge, and behaviour required by th

11、e 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 rolesIdentifying High Potential talent- and their state of readiness to succeed incumbents- is critical to

12、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 successors develop the skills

13、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 for comprehensive developme

14、nt/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 Talent Review meetings.Step 3: C

15、ompleting 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 Review templates allow informati

16、on 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 forms in TalenT. That s wmhpyoi

17、rttant tohsavie relevant, updated data in the TalenT system at all timesespecially regarding an individual s MobilitTyaalenndt status.Step 4: Identifying Gaps in the Leadership PipelineIn preparation for the Talent Review, end markets, functions, and regions use their respective Succession Plans to

18、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 Pipeline Programme Deliverables

19、. Each presentation should include a plan of action to address key issues discovered during the analysis anda progress report against goals set at the previousyear s TalentReview meeting.Gap Analysis Processes and Templates have been developed for regions and business units, and are available in the

20、 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 development of potential successors?A

21、lign 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 Review meeting participants for revie

22、w.The Sequential Occurrence of Talent Review MeetingsTalent Review Who attendsMain Area of Focus (may vary,depending on the size of the organisation)Functional Talent Reviewto as mini-Talent Review)(referredG34, G35 managers and MTs andbusiness support staff (up to G33)Attended by Head of Function a

23、ndhis / her direct reportsEnd market Tal ent ReviewG36 and G37 managersAttended by the GM and all Headsof FunctionG34 & G35 managers by exception,MTs by exceptionMT recruitment plan to supportfuture pipelineArea Talent Review (whereappropriate)Top team members of end marketsAttended by Area Director

24、sRegional Functional TalentReviewRegional Heads of FunctionAttended by Regional FunctionalDirectorsRegional Talent ReviewGMs, Top team membersArea Director and EBDOther managers by exceptionGlobal Functional Talent ReviewMain board functional director, regional functional managers, staff planner and

25、 senior central managersFunctional Directors in markets, other G37/38 managersG35 and G36 by exceptionMain Board Talent Review Main board of BATGM population, Regional Teams and senior line managers, normally G38 and aboveTalent Review meetings focus predominantly on a certain population, usually ac

26、cording 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 Employees After the completion of the Talent Review Process:?Managers read through the distributed Minutes of the meeting and review the

27、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 employees before the Talent ReviewComments are entered into an individual s C

28、areeR form in TalenTNOTE : 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 take place before employees see Talent Review Comments prematurely. (Mana

29、gers 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 inTalenTOverviewIdentifying High Potential Talent, Using One Potential Rating, Helps

30、 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 topleadership roles. This will allow the organisationto tap the Company sfuture leaders and ready them to assume their place i

31、n 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 complexity of a multiple-rating system, and increase clarity for managers and emp

32、loyees 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 as rewards but are based on current and future performance needs.The First Ste

33、p 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 atwo-grade stretch. Once they have identified their High Potential talent,managers complete a Rec

34、ommendation 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 completing current role?Current + 1: Ready after completing current role + one m

35、ore role?Current +2: Ready after completing current role + two more rolesReadying them for their next progression is critical to the sustainability of the Leadership Pipeline. Therefore, managers should work with them to create a 10-year Career Plan that will guide them in creating the most effectiv

36、e 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 Pipeline. It provides a snapshot that indicates at any given time whether the organisati

37、on 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 advancing to senior levels.?The Succession Planning Process includes the identification of any employee who has the ability t

38、o succeed incumbents in roles, not just those identified.?Potentialdoes notdetermine promotion, development, or“ best job” offers.All employees are candidates for these opportunities based on current and future performance needs.?Mobility isnota part of the talentcriteria, nor does it impact an empl

39、oyee s ability to be promoted or developed although it may limit the opportunitiesavailable for progression.Remember:The TalenT system should be updated annually to reflect any changes to Talent and/or Mobility Status.How does a manager identify potential in an individual s current performance?Manag

40、ers will look for how the individual is currently tacklingsignificant 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 indicator s of potential lie in their desire to conduct the responsibility of higher le

41、vel 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 these 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 scenar