Talent-Review-Process-人才盘点评估流程

品文档Managingtalentmovementisequallyasimportantasmanagingbrands,finance,oranyotherkeyresource.TheTalentReviewProcessdrivestheCompany’sglobalsuccessionplanningactivities,whicharefocusedonputtingtherightpeopleintherightpositionsattherighttimetobuildasustainableLeadershipPipeline.ToseehowthestepsoftheTalentReviewprocessfitintothebiggerCareeRprocessclickontheCareeRprocessflowlinktotheright.Whatarethefivestepstosuccessionplanningsuccess?1.IdentifyingTalent=AssessingthePotentialandReadinessforprogression2.ReviewingIdentifiedFeederRoles=EnsuringCriticalRolesthat“Feed”TalenttoSeniorLevelsProvidePossibleSuccessorswiththeDevelopmentOpportunitiesNeededtoProgressthroughtheLeadershipPipeline3.CompletingTalentReviewTemplates=FillingOutStandardizedFormstoEnsureGlobalConsistencyintheSuccessionPlanningProcess4.CompletingaGapAnalysis=IdentifyingGapsintheLeadershipPipeline5.SharingPost-TalentReviewFeedbackwithEmployees=CommunicatingDiscussionOutcomesabouttheEmployeetotheEmployeeOverviewThegoalofsuccessionplanningisto:•Identifyandpreparesuitableemployeesaspossiblesuccessorstoincumbentsinrolesthroughjobrotation,development,andmentoring,whilealigningindividualcareeraspirationswithCompanyneedasmuchaspossible.•Accomplishthecriticaltaskofhelpingcompaniestoidentifygapsintheirshort-andlong-termLeadershipPipeline,thencreateactionplansdesignedtofillthosegaps.品文档heSuccessionPlanningProcesscontinuesyearroundannualwmeetingsareusedastheprimaryforumformanagingthetotalprocessfromalocaltoaglobalperspective.TheTalentReviewProcess:BEFORETHETALENTREVIEWMEETINGManagersshouldhaveagoodunderstandingoftheiremployees’CareerPreferencesandStrengthsandNeedsbeforeTalentReviewmeetingstakeplace.Step1:IdentifyingTalentAssessingPotentialssesseachdirectreportspotentialtoperformgherlevelrolesbasedon•theindividual’sdemonstrationofskills,knowledge,andbehaviourinhis/hercurrentroleandLeadershipPassage•theemployee'sperformanceagainstLeadershipCapabilitiesandFunctionalCapabilitiesTheTalentDefinitionBasedontheircurrentperformance,ifemployeesdemonstratethepotentialtosignificantlystretchandperformtwogradeshigherthantheircurrentgrade(theirmanagersrecommendtheybeidentifiedasHighPotentialtalent.nagerstocompleteandsubmitansiderationduringtheTalentReviewAssessingReadinessalsoneedtoassessthereadinessofidentifiedpotentialsuccessorstoassumeanidentifiedrole.Readinessisdefinedashow品文档toacquiretheneededskillsknowledgeandbehaviourrequiredbytheentifiedrole•ReadyNow:Readyaftercompletingcurrentrole•Current+1:Readyaftercompletingcurrentrole+onemorerole•Current+2:Readyaftercompletingcurrentrole+twomorerolesIdentifyingHighPotentialtalent--andtheirstateofreadinesstosucceedincumbents--iscriticaltoseniormanagersastheyconductLeadershipPipelineMetricsandGapAnalysesforpresentationduringtheannualTalentReviewmeetings.Step2:IdentifyingFeederRolesInordertohaveasustainable,robustLeadershipPipeline,positionsmustbeavailablethatwillhelpsuccessorsdeveloptheskillsandcapabilitiesnecessarytoprogresstoseniorrolesandallowfluidprogressionthroughthepipeline.Therefore,ineveryfunction,theHeadofFunctionandhis/herTopTeamidentifypositionsbelowTopTeamasFeederRoles:roleswithsignificantbreadthofopportunityforcomprehensivedevelopment/experience/knowledgethatHighPotentialtalentwillneedtoassumemoreseniorrolesinthefunction/business.esneedtobeflaggedappropriatelyinTalenTfortrackingandreportingpurposessothatSuccessionPlannerswillhavethisinformationduringTalentReviewmeetings.Step3:CompletingTalentReviewTemplatesInpreparationforallTalentReviewmeetings,endmarkets,functions,andregionscompletestandardizedforms(preparedanddistributedbyHR)thatdrivetalentdiscussionsduringtheSuccessionPlanningmeeting.品文档TalentReviewtemplatesallowinformationtobeeasilyerredwhenpreparingmaterialsforthenextchhelpstoensureglobalconsistencyintheSuccessionPlanningprocess.rtiallycompletedbyextractingdatafromPerformDevelopandCareeRformsinTalenTThatswhyitsimportanttohavenTsystematalltimesespeciallyregardinganindividual’sMobilityandTalentstatus.Step4:IdentifyingGapsintheLeadershipPipelinemarketsfunctionsandnstoprepareandpresentortantandaccuratelyctivetoolusedduringTalentReviewsofthecurrenthealthoftheainstLeadershiphouldincludeatheanalysisandogressreportagainstgoalssetatthepreviousyearsTalentReviewmeeting.ndevelopedforregionsntheIdentifyingGapsinershipPipelinesectionDURINGTHETALENTREVIEWMEETINGreparedbyend•IdentifygapsintheLeadershipPipeline•Determinepossiblesuccessors•Planthedevelopmentofpotentialsuccessors•AlignindividualcareeraspirationswithCompanyneedasmuchaspossible品文档•Predictthelong-termhealthoftheLeadershipPipeline•Agreestrategiesandactionsgoingforward.AnHRrepresentativerecordsMinutesduringthemeetingandlatercirculatestoallTalentReviewmeetingparticipantsforreview.TheSequentialOccurrenceofTalentReviewMeetingsTalentReview–WhoattendsMainAreaofFocus(mayvary,dependingonthesizeoftheorganisation)FunctionalTalentReview(referredG34,G35managersandMTsandlentReviewbusinesssupportstaffuptoGeadofFunctionandEndmarketTalentReviewdallHeadsAreaTalentReview(whereappropriate)eaDirectorsRegionalFunctionalTalentReviewAttendedbyRegionalFunctionalRegionalTalentReviewAreaDirectorandEBDnendmarketsneammembersagersbyexception品文档rstionTeamsersnormallyGlobalFunctionalTalentReviewaffMainBoardTalentReviewTalentReviewmeetingsfocuspredominantlyonacertainpopulation,usuallyaccordingtogradelevel.InformationisfedfromoneTalentReviewforumtothenext.AFTERTHETALENTREVIEWMEETINGStep5:SharingPostTalentReviewFeedbackwithEmployeesthecompletionoftheTalentReviewProcess•ManagersreadthroughthedistributedMinutesofthemeetingandreviewthetalentdecisionsthatweremade•HRnotifiesmanagersoftheTalentReviewCommentsthatwillbeenteredintoTalenTforeachdirectreport,aswellasthedatetheywillappearinthesystem•ManagersgivefeedbacktotheiremployeesbeforetheTalentReviewCommentsareenteredintoanindividual’sCareeRforminTalenTNOTE:ItiscriticalthatemployeesreceivefeedbackbeforeTalentReviewCommentsareenteredintoTalenT.HRwillnotifymanagerswhatcommentswillbepostedandwhensothatthefeedbackdiscussioncantakeplacebeforeemployeesseeTalentReviewCommentsprematurely.(Managersshouldchecktomakesuretheappropriatecommentsareattributedtoeachemployee).品文档hasbeensharedwithemployeestetheirCareeRandDeveloPformsaswarrantedinOverviewIdentifyingHighPotentialTalent,UsingOnePotentialRating,HelpsEnsureaHealthyLeadershipPipeline.opolesThiswillallowtheorganisationtotaptheCompanysipusinessneedsariselikesiontysutureperformanceneedsTheFirstStepintheTalentReviewProcess:AssessingPotentialandReadinessctataalentteaRecommendationForm品文档quentrolestheveloptheskillsknowledgeandbehaviourrequiredtomoveintoanidentifiedfuturerole.•ReadyNow:Readyaftercompletingcurrentrole•Current+1:Readyaftercompletingcurrentrole+onemorerole•Current+2:Readyaftercompletingcurrentrole+twomorerolesgthemfortheirnextprogressioniscriticaltothesustainabilityoftheLeadershipPipeline.Therefore,managersshouldworkwiththemtocreatea10-yearCareerPlanthatwillguidethemincreatingthemosteffectivedevelopmentplantoaccelerateprogression.DispellingtheMythsabouttalentIdentification•TalentidentificationItisusedsolelyforSuccessionPlanningpurposestoviewthesustainabilityofourLeadershipPipeline.Itprovidesasnapshotthatindicatesatanygiventimewhethertheorganisationhasenoughtalentwiththeabilitytoprogresstoseniorrolesinthefuture.•Beingidentifieddoesnotguaranteecareerprogression;nordoesitprecludenon-Listersfromadvancingtoseniorlevels.•TheSuccessionPlanningProcessincludestheidentificationofanyemployeewhohastheabilitytosucceedincumbentsinroles,notjustthoseidentified.•Potentialdoesnotdeterminepromotion,development,or“bestjob”offers.Allemployeesarecandidatesfortheseopportunitiesbasedoncurrentandfutureperformanceneeds.•Mobilityisnotapartofthetalentcriteria,nordoesitimpactanemployee’sabilitytobepromotedordeveloped—althoughitmaylimittheopportunitiesavailableforprogression.Remember:TheTalenTsystemshouldbeupdatedannuallytoreflectanychangestoTalentand/orMobilityStatus.Howdoesamanageridentifypotentialinanindividual’scurrentperformance?品文档rrentlytacklingpectsofworkdoneattheadvancepassageorgradesItisttheindividualisperformingwellattheirownlevelbutcatorsofpotentiallieintheirdesiretoconducttheyofhigherlevelroleslevelofstrategicthinkingabilitytoearnquicklymorecomplexissuesandemotionallevelnfrommistakesandbuildrelationshipsAttachedisaviewstheseelementsindetailaswellasaHighPotentialideandtheHighPotentialIdentificationformtonhanceyourabilitytoidentifyhighpotentialwithintheorganization.Howwillthisimpactthosenotidentified?Webelievethisisapositivemessageforemployees.TheambiguityofalratingswillbeeliminatedInthisscenarioweareremovingthee