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MGT 4370: STRATEGIC TALENT
MANAGEMENT
How To Keep Your Top Talent
The Next Few Weeks
• March 2 & 4 – Spring Break
• Today - Project Selection & Top Talent Retention
• March 11th – Special Guest – Tiffany Stickel-Costner, Global Talent Leader, WHR GPO & Destination Career Role Profiles Discussion
• March 16th – TMIS & Midterm Review
• March 18th – Midterm 2
Destination Career Path Requirements
1. Your Best Thinking on Your Future Career Path and Destination Role.
2. Three Career Scenarios3. Your Current Experience and Preparation.4. Your Anticipated Critical Developmental Roles
and, or experiences.5. A Timeline. 6. A One Page Picture of Your Career Path.7. Your Professional Picture.
CAREER COMPASS: Brian Schubmehl Potential Career Paths
NAR IS HR Leadership
HR Leadership - Expat
Hire Date: 10/2008Mentor: Ed Mohr
NAR Com HR Leadership Role
C
B
A Operations / Business Path: Stay in “NAR” path – timing based on business need
Regional HR Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3 years CC HR or NAR Commercial
Global Talent Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3 2-3 years CC HR Leadership role
Career Paths
EXPRIENCES NEEDED: Direct-line Operations Broader execution of
Strategy/Vision Business Partner for EC
member
Regional HR Leader
Global Talent Leader
CC HR Leadership Role
* Based upon consistent, outstanding performance & results
ADDITIONAL CONSIDERATIONS:.Skills Gained:
1.Increased scope – broader team & leaders2. Operational Excellence3. Grow Business acumen
Skills Gained:1. Expanded direct-line HR Ops 2.Broaden business acumen3.Large scale business impact and value delivery
Skills Gained:1. Large scale strategy development 2. Increased scope level – team / leaders3. Leadership
Skills Gained:1. Global strategic planning and execution2. Increased role complexity3. Lead key HR and Business initiatives
Skills Gained:1.2.3.
Skills Gained:1.2.3.
Director, Talent Acquisition
Sr Mgr, Talent Acquisition - NAR
3 years2010-2013
2 years2008-2010
Operations Director (Bus Role )
M*Modal
2 years 2006-2008
Director of Recruiting M*Modal
3 years2003-2006
Staffing Manager, M*Modal
2 years2001-2003
Director, Human Resources - GIS
5 months6/13 – pres.
EDUCATION:1997 – Ohio University Bachelor of Science in Organizational Communications
NAR Consumer Business Role
Skills Gained:1.2.3.
Group Project Topics
o Topics We Discussed: Succession Planning
1. Early Leader Identification2. Critical path development3. Structured planning and
knowledge transfer for Department Chairs, Executive Leadership, etc.
Performance Development Guide
Faculty Onboarding and Mentoring – Engagement and Retention
Workforce Planning Approach and Modeling
Collective Ambition Fosters Engagement
Building Engagement Through:
The Glue – Make The Purpose Personal
The Grease – Ensure Disciplined Execution
Diversity Scaffolding Supports Engagement
o Top Leadership Strategy – The Business Case for Diversity
o Top Leaders as Role Models
o An Office of Diversity – Expertise and Courage
o Employee Resource Groups (ERGs)
o Integrated and Aligned Human Resource Processes and Systems Talent Management Performance Management Managerial Accountability Engagement Measurement Data Analytics, Reporting and Governance
o Legal Compliance Reporting
Gallup’s Study Regarding Engagement…Q#1 What do the most talented employees need from their workplace?
A#1 Talent employees need great managers: “People join companies, but quit managers”
Q#2 How do the world’s greatest managers find, focus and keep talent employees? How do you turn talent into performance?
A#2 Its not that simple, and it transcends conventional wisdom.
A Manager’s ability to do the critical four well…drives Engagement.
• Select …for talent, not simply experience, intelligence, or determination
• Set expectations…define the right outcomes, not the specific steps
• Motivate… focus on strengths, not on weaknesses
• Develop…find the right fit, not simply the next rung on the ladder
Self-assessment
RealityCheck
GoalSetting
Actionplanning
Identify opportunities to
improve
Identify needs
realistic to develop
Identify goals & methods to
determine progress
Identify steps &
timetable to reach goals
Career Management Process
9-10
Ideal Self
Developmental Plan
Competencies/
strengths
Career development
goals
Next assignments
Competencies &
Strengths
CareerDevelopment
Goals
Next Assignments
Training & Development
Needs
Areas forImprovement
9-12
A Few Research Findings Regarding: Top Talent
• Nearly 40% of Internal Job moves end in failure.
• 1 in 3 Hi Pos admit not putting in their full effort.
• 1 in 4 Hi Pos believe they will be working for another employer in a year.
• 1 in 5 Hi Pos believe their personal aspirations are different from what the organization has planned for them.
• 4 in 10 have little confidence in their co-workers or senior leadership.
Source: Corporate Leadership Council
What Management Action Appears to Cause These Findings?
1. Assuming that Hi Pos are Highly Engaged.
2. Equating Current High Performance with Future Potential.
3. Delegating Down the Management of Top Talent.
4. Shielding Rising Stars from Early Derailment.
5. Expecting Star Employees to Share the Pain.
6. Failing to Link Your Stars to Your Corporate Strategy.And, Outsized Expectations combined with Lots of Employment Alternatives.
As Talent Masters, What Actions Can We Take?
1. Explicitly test for: Ability, Engagement & Aspiration.2. Emphasize future competencies needed more than current
performance.3. Manage top talent like ‘Corporate Assets’. 4. Forget rote functional or business unit rotations.5. Assign Hi Pos to the most challenging assignments, “live fire” roles.6. Link individual development plans directly to company growth
strategies.7. Reevaluate top talent annually. 8. Offer significantly differentiated compensation and recognition. 9. Hold regular dialog sessions – Hi Pos and Program Manager.10. Share how company strategy will impact individual career aspirations. Reynolds Advise: Don’t sugar-coated the message to Hi Pos, Expect big results early, Provide stretch assignments, Listen to people about their dreams, Remember your still running a business that people need to be excited about.
What Attributes Best Define Rising Stars?
• Ability – Intellectual, Technical and Emotional Skills to handle increasingly complex challenges.
• Engagement – Level of Personal Connection and Commitment.
• Aspiration – Personal desire for Recognition, Advancement and Future Rewards. The match between the company and the employee’s wants and needs.
High Performers Can Fall Shorto Engaged Dreamers – High
Engagement and Aspiration with Low Ability.
o Disengaged Stars – High Ability and Aspiration with Low Engagement for the current Role or Company.
o Misaligned Stars – High Ability and Engagement with Low Aspiration for the future Roles or Personal Sacrifices.
Executive Board HIPO-ID High-Potential Identification Diagnostic Questions
Employee Name:
ABILITY—Ability is a combination of the innate characteristics (mental/cognitive ability and emotional intelligence) and learned skills (functional skills and interpersonal skills) that an employee uses to carry out his or her day-to-day work. The following questions help to identify those employees with high ability:
Ability Questions Response
Does this individual gather information from all available sources before drawing conclusions? [Please select a response]Can this individual logically piece together a solution to a problem? [Please select a response]Does this individual absorb complex concepts and incorporate them into his or her work? [Please select a response]Can this individual effectively manage difficult employees and inspire others? [Please select a response]Does this individual remain calm under pressure at work? [Please select a response]
ASPIRATION—Aspiration is the extent to which an employee wants or desires prestige and recognition, advancement and influence, and financial rewards. The following questions help to identify those employees with high aspiration. You can also ask these questions directly to the individual.
Aspiration Questions Response
Is it important to this individual to rise to a senior management position at his or her organization or another organization? [Please select a response]Is it important to this individual to receive at least two or more promotions in his or her career? [Please select a response]Is it important to this individual to be recognized as an expert in his or her field by people in and outside of the organization? [Please select a response]Is it important to this individual to receive greater and greater amounts of responsibility over the course of his or her career? [Please select a response]Is it important to this individual to receive large increases in financial compensation over the course of his or her career? [Please select a response]
ENGAGEMENT—Engagement is the extent to which an employee values, enjoys, and believes in the organization and the extent to which he or she believes staying with the organization is in his or her best self-interest. The following questions help to identify those individuals with high engagement:
Engagement Questions Response
Is this individual proud to work for the organization? [Please select a response]Does this individual speak highly of the organization when speaking to others? [Please select a response]Does the organization have a great deal of personal meaning for this individual? [Please select a response]Does this individual believe that the best way to advance in his or her career is to stay with the organization? [Please select a response]Does this individual frequently try to help others who have heavy workloads? [Please select a response]
Source: Corporate Leadership Council research.
Being noted as a “high potential talent” is not primarily about past performance but mainly an assessment of future consideration.
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