改造才能发展策略.ppt

1、ReshapeYourTalentDevelopmentStrategy,HumanResourcesConference,2,Agenda,Whybotherit?Havewegottherighttalent?Howdoweknowwevegottherighttalent?Howpeoplegrow?FactorsthatDriveDevelopmentWhattalentarelookingfor?Whatshouldweconsiderinreshapingourtalentdevelopmentstrategy?Summary,3,WhyBotherIt?,Highmarketde

2、mandsLowtalentsupplyConstantchangesWarfortalent(humancapital)Corporateculture/brand,“Companiesproclaimthatpeoplearetheirmostimportantasset,butmanydontactthatway.”,4,RealityShifting,PeopleneedcompaniesMachines,capital,andgeographyarethecompetitiveadvantageBettertalentmakessomedifferenceJobsarescarceE

3、mployeesareloyalandjobsaresecure,CompaniesneedpeopleTalentedpeoplearethecompetitiveadvantageBettertalentmakesahugedifferenceTalentpeoplearescarcePeoplearemobileanddemandsmoreforjobsatisfaction,OldReality,NewReality,5,ThreeLevelsofPerformance,I.OrganizationLevel,II.ProcessLevel,III.Performer/JobLevel

4、,Suppliers,Market,6,B.TASKSUPPORT,A.PERFORMANCESPECIFICATIONS,C.CONSEQUENCES,INPUT,OUTPUT,CONSEQUENCES,PERFORMER,FEEDBACK,F.INDIVIDUALCAPACITY,E.KNOWLEDGE/SKILL,D.FEEDBACK,HaveWeGottheRightPeople?,7,HowdoWeKnowWeveGottheRightPeople?,8,HowPeopleGrow?,UsejobexperiencetodrivedevelopmentKeepthelearningc

5、urvesteepGivepeopledifferentkindsofchallenges(project,assignments)ContinuouslystretchtheboundariesoftheircurrentjobStructureajobsotheyaremoredevelopmentalProvideconstantcoachingandfeedbackMentoringprogram/systemTrainingfunctionalmanagerialeducationleadershipdevelopmenttraining,“Developmentisdelivere

6、dpoorlyatmostcompanies.”,9,JobAssignmentPromotehighperformerquicklyBuildskillstoboostcareerprospectsFastrotationandadvancementRoleswithP&LresponsibilityOn-the-jobtrainingCoaching360feedbackCandid,insightfulfeedbackInformalcoachingfromboss,“Talentisagiftthatmustbecultivated,notlefttolanguish.”,Factor

7、sthatDriveDevelopment,CorporateCulture&Values,10,MentoringGreatmentorGreatseniorrolemodelsMentoringadviceondevelopmentTraining,“Talentisagiftthatmustbecultivated,notlefttolanguish.”,FactorsthatDriveDevelopment,CorporateCulture&Values,11,FactorsthatDriveDevelopment(%ofmiddle&seniormanagers),Importanc

8、etomydevelopment(critical,veryimportant),100,75,50,25,25,50,75,100,1,4,2,6,5,14,13,7,12,Training,3,11,8,9,10,Jobassignments,Coaching,Mentoring,HowwellCompanyProvides(excellent,Good),12,WhatTalentAreLookingFor?,Feelpassionateabouttheirwork(exciting&challenging)Workforgreatcompanies,withgreatcultureby

9、greatleadersIndividualcontributionrecognizedintheirpay(money+psychicgratification)DevelopmentandgrowthJoballowsthemtomeettheirpersonalandfamilycommitment.,13,Istalentoneofyourthreepriorities?Areyouspending30%ormoreofyourtimestrengtheningyourtalentpool?Haveyoumadetalentyourjob?Areyouandallyourkeypeop

10、leexplicitlyheldaccountableforstrengtheningtheirtalentpool?Whatdoyouhavetoattracttalentedpeopletoyourorganization?Doyouknowtheattritionrateofyouryounghigh-performersandwhytheyareleaving?Doyouhaveinitiativesinplacetoreducetheseregrettedlosses?,WhatShouldWeConsiderinReshapingOurStrategy?,14,Areyouaggr

11、essivelyrecruitingfornewfacesinnewplacesatalllevels,includingseniorlevels,ofyourorganization?Doesyourunithavearobustwrittenrecruitingstrategy,similarinrigortoyourmarketingstrategies?Doyougiveyourtopperformersaccelerateddevelopmentopportunities,significantlydifferentiatedcompensation,andrealmentoring

12、?Doesyourorganizationhaveacultureofcandidfeedbackandhelpfulcoaching?,WhatShouldWeConsiderinReshapingOurStrategy?,15,Doesyourorganizationhavetalentreviewprocessthathastheimportanceandintensityofthebudgetprocessandthatcascadesthroughoutyourorganization?Isthereviewsessionfilledwithcandoranddoesitresult

13、sinrealconsequencesforthosediscussed?Isyourannualforcedattritionrateinthe5to10%range,andareyoucontinuouslydealingwithunderperformers?,WhatShouldWeConsiderinReshapingOurStrategy?,16,EmbraceaTalentMindset,Avaguenotionthat“peopleareourmostimportantasset”HRisresponsibleforpeoplemanagementWehaveatwo-days

14、uccessionplanningexerciseonceayearIworkwiththepeopleIinherit,AdeepconvictionthatbettertalentleadstobettercorporateperformanceAllmanagersareaccountableforstrengtheningtheirtalentpoolTalentmanagementisacentralpartofhowwerunthecompanyItakeboldactionstobuildthetalentpoolIneed,OldMindsetAboutPeople,NewTa

15、lentMindset,17,InvestheavilyintheAplayersGrowthesolidlycontributingBplayersActdecisivelyonCplayers58%workforanunderperformingboss80%ofthemsaidthatpreventthemfromlearning,makinggreatercontribution85%saiditmadethemleavingthecompanyCplayersdontdeveloppeople,dontserveasgoodrolemodelsorcoaches,anddontboo

16、sttheproductivityandmoralofthepeoplearoundthemRunarobusttalentreviewprocess,DifferentiateandAffirmYourPeople,18,ShapingEmployeeMindset-PerformanceMeasureandManagement,Whatgetrewarded“Counts”,What“Counts”getmeasured,Whatgetsdonegetsrewarded,Whatgetsmeasured,getdone,19,ManagementPlanning,Behavior,Resu

17、lts,20,Whatarethecommitmentfromtopmgmt?,Whocanhelpme?,Whatarethebusinessdrivers?,HowabouttheROI?,Whoarethepeoplewewantinveston?,21,ThinkyourselfalwaysasaBusinessManagerandalwaysusebusinesstermsinsteadofHRjargon.Wheneverintroducinginitiatives/newprograms,dobuilditasabusinesscaseinsteadoflabelingitasa

18、HRinitiative.Alwaysaskyourself“howcanweaddvaluestoenhancebusinessperformance.”Donotignorethebasicsandfundamentals,AdvicetoHRPractitioners,22,SummaryPoints,Whatdistinguishthehighperformingcompaniesfromtheaverage-performingisnotbetterHRprocesses,butthefundamentalbeliefintheimportanceoftalentandtheactionstheytooktostrengthentheirtalentpools.Withoutthefundamentalimportanceoftalentmindset,recruiti