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Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
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Managing Leadership Talent
Tim Coburn
Flourish Ltd
Visiting Fellow at Nottingham Business School
International Centre for Talent Management and Development
February 2009
April 13, 2023 © Flourish Ltd 2009 2
What to expect
Responsible for talent? This is for you
Practical tools and things that work
Use it to check what you’re doing
April 13, 2023 © Flourish Ltd 2009 3
STRATEGICDECISIONS
FIND
CUSTOMERREQUIREMENTS
PERFORMANCEMANAGEMENT
PLUS
ENGAGEDEVELOP
MOVE
MEASURE
TalentManagement
April 13, 2023 © Flourish Ltd 2009 4
Start here
Who is your customer?
What is on their mind?
What do they need from you?
How will they measure your success?
April 13, 2023 © Flourish Ltd 2009 5
It’s 5 things, done well
Practical tools for managing talent:
1. Measure
2. Find
3. Engage
4. Develop
5. Move
Measure
April 13, 2023 © Flourish Ltd 2009 7
Measure Your Talent Gap: Tool 1
ROLES
MD
Ops D
Sales D
Dist D
FD
HRD
POSITIONS
4
12
6
6
3
17
READYNOW
1
7
10
8
1
24
RATIO
1:1
1:1
1:1
1:1
1:1
1:1
TARGET
4
12
6
6
3
17
NETSUPPLY
(3)
(5)
4
2
(2)
7
TOTAL 48 51 1:1 48 3
GAP
+ 3
* Data are illustrative only and do not represent any organisation.
April 13, 2023 © Flourish Ltd 2009 8
Review
Advantages?
Limitations?
April 13, 2023 © Flourish Ltd 2009 9
Review
AdvantagesQuick and easy to prepare Data evidence builds confidenceHelps to spot gaps for critical roles
LimitationsNo data on current incumbentsRelies on reliability of succession plansBased more on numbers than capability
April 13, 2023 © Flourish Ltd 2009 10
Measure Your Talent Gap - Tool 2
ROLES
MD
Ops D
Sales D
Dist D
FD
HRD
POSITIONS
4
12
6
6
3
17
READYIN 3 YRS
0
7
2
12
8
3
RATIO
2:1
2:1
2:1
2:1
2:1
2:1
TARGET
8
24
12
12
6
34
NETSUPPLY
(8)
(17)
(10)
0
2
(31)
TOTAL 48 32 2:1 96 (64)
GAP
- 64
Long Term Planning* Data are illustrative only and do not represent any organisation.
April 13, 2023 © Flourish Ltd 2009 11
Review
Additional Advantages?
Additional Limitations?
April 13, 2023 © Flourish Ltd 2009 12
Review
Additional AdvantagesProvides long term view - a look down the pipePoints to strategic importance of talentShows who is/is not managing talent wellEncourages line accountability for talent
Additional LimitationsNo data on likely shape of future organisationNo data on when replacements are requiredBased only on internal supply
April 13, 2023 © Flourish Ltd 2009 13
Measure Your Talent Gap - Tool 3
CurrentlyOpen
Estimate2%
(12)
ExpectedRetirements
Age 58+3% per yr
(54)
ExpectedDeleted
Positions10% This Yr
60
ExpectedNew
Positions2% pa
(36)
2008-11‘Talent’
Positionsto Fill
(192)
ExpectedNormal
Turnover5% per yr
(90)
No. of‘Talent’
Positions2008
600
* Data are illustrative only and do not represent any organisation.
Will all transfer? Probably not
April 13, 2023 © Flourish Ltd 2009 14
Review
Additional Advantages?
Additional Limitations?
April 13, 2023 © Flourish Ltd 2009 15
Measure: Review
Additional AdvantagesAnticipates employee & organisation changesMeasures overall demandSupports business case for investment
Additional LimitationsHistorical trend does not predict the futureEmployability of people in deleted rolesStill not addressing capability needs
Find
April 13, 2023 © Flourish Ltd 2009 17
Big question
Leadership talent?
What exactly, are you looking for?
Let’s try an experiment…
April 13, 2023 © Flourish Ltd 2009 18
Experiment
Think of 3 people from different walks of life who show great leadership talent
Not professional, technical, sporting or artistic excellence
Generic ability that differentiates their leadership from others’
April 13, 2023 © Flourish Ltd 2009 19
What’s it about?
3 abilities that differentiate them
1. How well they….
2. How effectively they…
3. How consistently they…
April 13, 2023 © Flourish Ltd 2009 20
Research says it’s about
How well you think
How well you influence others
How hard you try
How well you adapt to change
How confident you are
JudgementBreadth
PersuadeTake others with you
Deliver resultsDetermination
Innovative
Willing to change/seek change
Learn from experience
Initiative
Courage
Source: Independent Research/Review of Literature undertaken on behalf of Rolls-Royce plc, 2006
April 13, 2023 © Flourish Ltd 2009 21
Out of interest
How do you define leadership talent in your organisation?
April 13, 2023 © Flourish Ltd 2009 22
Know what you’re looking for
1. Identify what differentiates - in your organisation
2. Ask and involve those who really know
3. Look at the research and combine the two
4. Select 3 - 5 factors as behavioural indicators
5. Define evidence statements in simple language
6. Test and agree with line management
7. Communicate and train managers to know what it means - they are responsible for finding it
April 13, 2023 © Flourish Ltd 2009 23
Deploy to find or draw it out
In RecruitmentJob adverts, role descriptions, leadership brand
In SelectionCriteria for jobs, promotion, talent pools, succession
plans, development centres and programmes
In Development In individual development planning, programme design,
coaching
In Performance Management360 feedback, behavioural performance review
In RewardRecognition schemes, leadership awards
April 13, 2023 © Flourish Ltd 2009 24
Find: Review
How does your current approach align to the
research?
What improvements could you make?
Engage
April 13, 2023 © Flourish Ltd 2009 26
The Case for Engagement is High
Companies with
Achieve more than
And more than
High Employee Engagement
5% greater Operating Margin
3% greater Net Profit Margin
Source: ‘Closing the Engagement Gap’, Towers Perrin, 2008
April 13, 2023 © Flourish Ltd 2009 27
But, so is
Engagement is improved by many things
pay vision and values brand boss culture
purpose job itself security work-life balance
Performance
And we usePerformanceManagement
to deal with that
April 13, 2023 © Flourish Ltd 2009 28
So, why not add
And call it
Engagement
Performance Management
Performance Management Plus
to
+
=
April 13, 2023 © Flourish Ltd 2009 29
Performance Management Plus
Perform
Develop
Perform
Develop
Engage
From this To thisPerformance Management Performance Management Plus
Like Performance and Development,Engagement is a managementresponsibility. It’s part of thesame Conversation
April 13, 2023 © Flourish Ltd 2009 30
Efficient integration
Perform
Develop
Engage
explain the corporate landscapeunderstand what personally motivatesmake the vital connection and listen,align and adapt
set performance objectivesreview progressgive performance feedback and reward
identify capability gapsbuild development plansgive development feedback and coach
April 13, 2023 © Flourish Ltd 2009 31
Engagement Tool for Line Managers
What the future here looks like
Where I believe we need to be
Why it’s important we get there
Why it matters to me
How we want to engage you
1. Leader describes a realistic corporate landscape
What my future looks like
Where I believe I want to be
Why it’s important I get there
Why it matters to me
How I need to be more engaged
2. Employee explains whatmotivates and engages them
What our customers need from us both
How the work we need to do can engage me
How the organisation can help me do my best
What more we need from each other
How we can fill any gaps in engagement
3. Leader and employeemake the vital connection
Listen, align and adapt
It starts here
4. They both work at improving engagement
April 13, 2023 © Flourish Ltd 2009 32
Engage: Review
The benefits of engagement are high
How are you engaging leadership talent?
Who is responsible?
What more can be done?
Develop
April 13, 2023 © Flourish Ltd 2009 34
Your experience?
Where is most investment?
1. …
2. …
3. …
What is most effective?
1. …
2. …
3. …
In your experience, how do organisations developleadership talent?
April 13, 2023 © Flourish Ltd 2009 35
Importance to Personal Development: Rated ‘Absolutely Essential’ or ‘Very Important’
Eff
ec
tiv
en
es
s o
f C
om
pa
ny
: R
ate
d ‘
Ex
ce
lle
nt’
or
‘Ve
ry G
oo
d’
0 10 20 30 40 50 60 70 80 90 0
10
20
30
40
50
60
70
80
Way Jobsare Structured
Special Projects
Speed of Job Moves
Role Models
Told Strengths & Weaknesses
Informal Coaching and Feedback
360 Feedback
Mentoring
Traditional External Training
Traditional Internal Training
Non traditional Learning
IndividualLearning
FormalPerformanceEvaluation
JobRotation
DevelopmentPlans
Outside Testing
THE JOB ITSELF
FEEDBACK & COACHING
FORMAL TRAINING
KEYSource: ‘How Executives Grow’McKinsey Quarterly, 2000
April 13, 2023 © Flourish Ltd 2009 36
What do you think?
The case for ‘the job’ + feedback is clear
Is the shift to coaching getting results?
It depends on the coaching
April 13, 2023 © Flourish Ltd 2009 37
Coaching and Feedback
What have you learned from experience?
What is emerging as ‘good practice’?
April 13, 2023 © Flourish Ltd 2009 38
Develop: A Coaching Tool
1. Identify the behaviour you need to improve
2. Choose colleagues you respect and get them involved
3. Ask them for advice on how to do better
4. Listen, understand and decide what to do
5. Make an action plan and implement it
6. Ask for feedback, advice and support
7. Practice to make it consistently good
8. Review your results with the colleagues involved
9. Thank them for their help and start over again…
With acknowledgements to Marshall Goldsmith, www.marshallgoldsmithlibrary.com
April 13, 2023 © Flourish Ltd 2009 39
Essentials for Success
Leader wants to improveFocus on 1 (no more than 3) behaviours Respected colleagues are invited and
agree to take partColleagues give constructive feedback Coach ensures the quality of the process Use data as a reference point for progress
April 13, 2023 © Flourish Ltd 2009 40
Initial Assessment
1st Review
2nd Review
Leadership DevelopmentProgress Review with Colleagues
Behaviour toDevelop
Medium HighLowVeryLow
Very High
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
April 13, 2023 © Flourish Ltd 2009 41
Initial Assessment
1st Review
2nd Review
Leadership DevelopmentProgress Review with Colleagues
Behaviour toDevelop
Medium HighLowVeryLow
Very High
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
April 13, 2023 © Flourish Ltd 2009 42
At Least 3 Good Meetings
Meeting 1 – Client and Coach Learn about the coaching process, decide what you want to
improve, choose colleagues to involve and plan how to get initial feedback and advice.
Meeting 2 – Client, Colleagues and Coach Review feedback with colleagues, choose 1-3 behaviours you
want to improve, rate your current effectiveness and agree an action plan. Implement the plan. Ask for feedback as you go
Meeting 3 – Client, Colleagues and Coach Listen to feedback about the progress you have made, rate
effectiveness again, plan further improvement actions and evaluate the coaching process
April 13, 2023 © Flourish Ltd 2009 43
Coaching Tool: Review
Advantages?
Limitations?
April 13, 2023 © Flourish Ltd 2009 44
Coaching Tool: Review
AdvantagesLeader decides ‘just one thing’ to improveColleagues make it a team effortAccountability is high for everyone involvedResults happen quickly
LimitationsTeam involvement subject to availabilityComplex issues will take longer
Move
April 13, 2023 © Flourish Ltd 2009 46
KEY ROLE
KEY TRANSITION
MANAGE SELF
MANAGE OTHERS
MANAGE MANAGERS
MANAGE A FUNCTION
MANAGE A BUSINESS
GROUP EXECUTIVE
MANAGE THE ENTERPRISE
LEADERSHIP TRANSITIONS
Source: ‘The Leadership Pipeline’, 2001by R Charan, S Drotter, J Noel
What’s the goal?
April 13, 2023 © Flourish Ltd 2009 47
Shift
From:‘Dive and catch’
To:
‘Ready on time’
April 13, 2023 © Flourish Ltd 2009 48
Move: Goal
A good supply of capable leaders
Right people into the right roles
Owned by line management
Reward for the ‘generators of talent’
April 13, 2023 © Flourish Ltd 2009 49
Move: How?
Generic career roadmaps - for key roles
Customised career roadmaps - for key talent
Minimum critical requirements eg ‘2+2+2’2 Businesses, 2 Functions, 2 Regions
Company goal and Employee aspiration
Agreed by Executives, enabled by HR
Mitigate hoarding with Rules of Engagement ‘If ready, right for the job and willing to move, they move!’
April 13, 2023 © Flourish Ltd 2009 50
Move: Review
How to get line management doing it?
How do you reward talent management?
April 13, 2023 © Flourish Ltd 2009 51
STRATEGICDECISIONS
FIND
CUSTOMERREQUIREMENTS
PERFORMANCEMANAGEMENT
PLUS
ENGAGEDEVELOP
MOVE
MEASURE
TalentManagement
How are you doing?
April 13, 2023 © Flourish Ltd 2009 53
Quick Assessment Tool
Use the following Questions to check yourapproach to Talent Management
If you can’t say Yes to the whole question,the best answer is No
Guide
April 13, 2023 © Flourish Ltd 2009 54
1. Do you have an agreed business case to support theorganisation’s targeted investment in talent management?
2. Is your leadership team engaged and are they actively championing talent management activity?
3. Do you know the job roles or employee groups forwhich you need a strong supply of talented people?
4. Do you have a measurement tool for identifyingtalent gaps and requirements in our organisation?
How are you doing?YES NO
April 13, 2023 © Flourish Ltd 2009 55
5. Do you have a data-based measurement of the talentrequirements of our organisation?
6. Do you have standard tools, processes and talentmanagement practices to ensure a consistent approach?
7. Do you know the behaviours that differentiate thetalent you need and are they used well in selection,development and performance management?
8. Do leadership teams manage job moves to match theright people to the right roles?
How are you doing?YES NO
April 13, 2023 © Flourish Ltd 2009 56
YES NO
9. Do your talented people have development plans thatmaximise potential through learning and job experience?
10. Are your managers equipped to engage the talentedpeople they lead as part of their management role?
11. Are managers measured, recognised and rewardedfor their achievements in managing and developing talent?
12. Do your employees know the talent you want and dothey have the opportunity to show and develop it?
How are you doing?
April 13, 2023 © Flourish Ltd 2009 57
How are you doing?
What are your priorities?
How will you work on them?
April 13, 2023 © Flourish Ltd 2009 58
For more information:[email protected]
Flourish provides solutions for: Executives Leaders HR business partners Consultants, coaches and facilitators
We have expertise in: Leadership Development Talent Management Employee Engagement Organisation Development
Tim Coburn has more than 20 years experience in senior positions at the BBC, Motorola and Rolls-Royce in talent management, leadership development, OD and learning and development.
He is Managing Director of Flourish, a specialist provider of high value performance and development solutions.
He is a Visiting Fellow at the International Centre for Talent Management and Development at Nottingham Business School, England.