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Performance Management: Moving from Scorecard to Strategic Tool
October 20, 2009
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Defining the What and The ‘Why’
What is Talent Management? Managing our highest incurred cost of doing
business – our people . . . Recruitment Selection Training Performance Management Professional Development Succession Planning Retention of Talent
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Why Performance Management?
Functions as core of all other TM processes and creates a holistic approach
Impacts the entire employee lifecycle and provides purpose for each stage of the employee’s individual experience
Provides metrics for individual accountability, goal alignment and business objectives integration
Enriches the employees through coaching and individual development planning
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OnPoint Consulting: Research Analysis
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Questions We Set Out to Answer What are the obstacles that prevent performance
management systems from achieving their intended objectives?
What impacts the perception that a performance management system is fair and accurate?
What factors determine if a performance management system delivers value to the business?
What characteristics differentiate the best performance management systems from those that are less effective?
Which changes are likely to have the greatest impact on improving a performance management system? And which may not be worth the effort?
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Sample of Responding Companies AT&T Caterpillar Inc. Church & Dwight
Company, Inc. EDO Corporation Erie Insurance Group FedEx Kinko’s Fujifilm USA Johnson & Johnson JPMorgan Chase & Co. Lockheed Martin Pitney Bowes Playtex Products, Inc.
Praxair, Inc. Raytheon Electronics
Corporation Reliant Pharmaceuticals Siemens Medical Solutions United Technologies
Corporation Verizon Wyeth Biotech
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PM: Scorecard or Strategic Tool? Only 44% of line managers and 45% of HR
professionals believe their current performance management systems deliver value.
Only 43% of line managers and 46% of HR professionals believe the time spent on their performance management systems is worth the investment.
Only 30% believe that their performance management systems achieve their intended objectives.
The good news? 75% believe it is possible to create a fair and accurate system.
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Why Are People Dissatisfied? Managers do not apply it consistently Managers lack the skills required Leadership is not committed to developing people Managers do not address poor performance There are no consequences for not using the system
and developing people
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Dissatisfaction Leads to Changes, Yet… Despite the wide range and high frequency of
reported improvement efforts, only 24% believe the changes have actually improved their systems.
Most commonly reported changes directed toward revising the rating scale, updating competencies, and adopting new forms.
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Six Critical Factors of a Solid PM SystemWhat contributes to the perception of fairness, accuracy, and
overall value to the business?
1. The system helps employees build their skills and competencies.2. The system is applied consistently across the company (e.g.,
managers set goals with employees, there is a shared picture of the criteria used to evaluate performance, etc.).
3. The rating scale enables managers to accurately differentiate levels of performance during the annual reviews.
4. The system helps to build a high-performance culture.5. The system provides useful data that is used for succession
planning.6. The system provides useful data that drives leadership
development initiatives.
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Six Critical Factors Are Often Not in Place
37%
36%
38%
45%
45%
43%
26%
27%
26%
23%
20%
24%
37%
37%
36%
32%
35%
33%
0% 20% 40% 60% 80% 100%
Favorable Neutral Unfavorable
Helps employees build their skills and competencies
Consistent application across the company
Rating scale enables managers to differentiate levels of performance
accurately
Helps to build a high-performance culture
Provides useful data for succession planning
Provides useful data that drives leadership development initiatives
Note: Ratings of “Agree” or “Strongly Agree” are labeled as favorable, and “Disagree” or “Strongly Disagree” as unfavorable.
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The Issue: No Connectivity
FOCUS OF IMPROVEMENT
EFFORTS OBSTACLES
SUCCESS FACTORS
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Three Prerequisites for Success
Mindset: Performance management is seen as a tool to drive results, not as an administrative task.
Competence: Managers are skilled at goal setting, coaching, development planning, and appraisal.
Reinforcement: Managers meet periodically with direct reports to formally review progress.
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Guidelines to Enhance Your PM System Choose an approach and stay with it Clarify the purpose of your PM system Improve consistency
Provide descriptions of “what good looks like” Require evidence to support ratings Provide managers with skill training
Ensure performance management system data is linked to other talent management systems
Hold managers accountable Emphasize setting clear and measurable goals and
providing ongoing coaching and feedback Prioritize development planning
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RNDC: Setting the Stage 2007 Merger: Republic Beverage Company & National
Distributing Company HR processes were different, decentralized, tactical, and
inconsistently executed across 2 companies First priority . . . position HR as a strategic function and
business partner at RNDC Why? HR needed a roadmap in order to meet the business challenges How? Conduct a HR SWOT on the HR function and the business in
order to present a fact-based business case and strategic people plan for RNDC
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The Owners State the Business Challenges . . .
1. Maximize Shareholder Value2. Expand Supplier Relationships3. Attract, Develop, and Retain the Best
Talent4. Execute Competently5. Become an Extraordinarily Professional
Organization“To be the national distributor of choice of beverage alcohol producers
who value the three tier system, building branded products and
profitability for all parties involved, and serving the needs of our
associates, suppliers, customers and community.”
Step #1: Understand the Business Challenges and Vision (May 2007)
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STRENGTHSWhat are the internal strengths? Market position . . . positioned for growth Focused on service and operational excellence as our business strategy Great reputation as a distributor and employer In touch with marketplace (niche departments – Hispanic Marketing, State Wine, National Accounts) Flexibility to a changing marketplace Time to market Focused approach to growing the business Intellectual capital in seasoned industry leaders Collective experience of tenured experts Passion in general workforce Strong culture – message of family and fun Socially responsible at the community level
WEAKNESSESWhat are the internal weaknesses? Lack of HR leadership presence in field and marketplace (role of HR) HR viewed as “personnel” versus a strategic business partner and consultant Lack of strategic planning[ to set direction: 1.Do we have a clear mission statement, vision, and values that ties to a HR strategy and compensation philosophy?2.What is the state of our human capital management plan? * Workforce Planning*Acquiring Talent*Developing Talent* Deploying Talent *Retaining Talent* Evaluating Human Capital (metrics) Inconsistent HR practices and processes across the markets . . . reactive vs. proactive HR Technology (HRIS) Communication processes Recognition: formal programs and informal rewards HR organizational structure: headcount, deployment, functional expertise
OPPORTUNITIESWhat external opportunities might move the organization forward? Implementation of consistent HR practices across all markets Implementation of a HR “shared services” platform for recruitment, benefits, compensation, employment practices, training (reduced costs; consistent practices) Lack of a total benefit strategy and not leveraging the “power of one” Performance optimization of employees through a structured and integrated training program Management of third-party contractors . . . outsourcing and ROI on current outsourcing
THREATSWhat external threats might hold the organization back? Competitive intrusion . . . talent theft and market share Lack of internal talent for future acquisitions and mergers HR Technology (HRIS) . . . too much administration Economical factors that impact compensation (gas prices; competitor’s wages) Rising healthcare costs Organized labor threats Employment and labor law compliance Corporate responsibility . . . do our corporate citizenship programs strengthen our reputation, increase employee morale, and support our communities?
Step #2: Understand HR at the New Company- HR SWOT (June – Sept 2007)
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HR SWOT Revealed a Strategic Role for HR and a Need
for a Talent Management Program
What did the HR SWOT reveal? RNDC was a growing organization with naturally strong
human capital. We had the opportunity to implement a strategic human capital management plan which could offset the threat of competitive intrusion and help us in future growth.
The right strategic human capital management plan could also address and solve the business challenges:
Attract, Develop, and Retain the Best Talent Execute Competently Become an Extraordinarily Professional Organization
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Overarching, #1 Objective Post-Merger
“Implement and Execute a Three-Year Talent Management Plan that
. . . delivers an “A” in Talent Management”
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Prioritize a Practical Approach Phase 1 (2007): Introduction of a Talent Management Program
with a leadership competency based foundation Phase 2 (2007 - 2008): Launch an integrated and web-based
Talent Management Program to connect and standardize all the talent practices
Phase 3 (2008-2009): Execute and establish best practices and processes through education and use of technology.
Phase 4 (2009 – 2010): Repeat performance of best practices and evaluation of human capital management (ROI)
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Phase 1: Creating the Framework – Leadership Competency Model and Communicating the Criticality
2007
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The Beginning Phase . . . What was the starting point? Senior leader buy-in
and sponsorship for a competency-based talent management system and its integration to:
1. Recruitment and Selection2. Performance Management 3. Training and Development4. Succession Planning5. Retention of Talent by Creating a RNDC Culture6. Human Capital Management (metrics for ROI)
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Steps in the LCM Development1. Senior leaders identified a leadership steering
committee with members from both legacy companies and each function
2. TalentQuest facilitated an executive brainstorming session on competency-based talent management systems
3. Outcome was alignment on an action plan to create the RNDC LCMs from the point of research to implementation
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Steps in the LCM Development4. Identified and interviewed top talent “subject matter
experts” inside RNDC to evaluate success-driving behaviors
5. Surveyed the entire Company to rank competencies and behaviors for (1) their job and (2) their supervisor’s job
6. Steering Committee reviewed survey results and proposed the RNDC LCMs to senior leaders and Owners
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RNDC Leadership Competency Models (9)
Sales Operations Administration
IndividualContribut
or
IndividualContributor
IndividualContributor
Manager Manager Manager
Executive Executive Executive
Manager (all Positions)1. Implement Continuous
Improvement2. Think Critically3. Focus on Profitability4. Manage Execution5. Collaborate Broadly6. Establish Priorities7. Attract, Coach, and Promote Talent8. Motivate Others9. Communicate Effectively10. Negotiate Conflict11. Demonstrate Professionalism12. Create Customer Satisfaction13. Build Supplier Satisfaction
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Steps in the LCM Development
7. Began a communication cascade to the Company on the new RNDC LCMs and their importance to the business strategy and talent management
Started with Managers and functional leaders and ended with Individual Contributors
Immediately “test-drove” the LCMs with a formal performance management program – our first TM process at the new company
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Steps in the LCM Development8. After the first performance appraisal process,
we asked the field 2 questions on performance management.
1. What did you appreciate about the process?• Consistent and relevant to the job• Use of technology versus paper
2. What could make the process more effective?• Reduce the number of leadership competencies• Incorporate specific performance objectives
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Steps in the LCM Development
9. Streamlined the LCM for each position . . . continued to use the Steering Committee as calibration.
Manager (All Positions)1. Implement Continuous
Improvement2. Negotiate Conflict Through
Collaboration3. Manage Execution to Attain
Results4. Focus on Profitability5. Attract, Coach, and Promote
Talent6. Demonstrate Professionalism7. Create Customer Satisfaction8. Build Supplier Satisfaction
(Sales & Ops)8. Think Critically (Admin)
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Phase 2: Launch an integrated and web-based Talent Management Program to connect and standardize all the talent practices
2007 - 2008
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Integration of LCM into Core Talent Management Practices at RNDC Launched Technology
Taleo ATS TalentQuest TMS
Selection Assessments Objectives Management Performance Management 360 Process Development Resource
Library Culture Engagement Surveys
(2010) LMS (2010)
Recruitment Tools & Branding Message
Selection Tools Job Descriptions Training Programs Succession Planning Professional Development
Programs Corporate Communications Supplier Contract Negotiations
as a point of differentiation
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Example: Selection
Leadership Competency Model was incorporated into talent selection:
• Job Descriptions
• Job Postings
• Selection Assessments
• Structured Interview Guides
• Selection Training
STRUCTURED INTERVIEW GUIDE
Question 1 Describe a significant decision you have made that impacted customers and efficiency.
Additional probes to elicit responses:
How did you go about making the decision? What factors did you consider?
Who did you involve in the decision? Why?
What additional information did you gather to make your decision?
How did it affect the organization? Customers? Efficiency?
Circle the appropriate score.
Implement Continuous Improvement Ineffective Effective Highly Effective
1 2 3 4 5 Was not open to suggestions from others about decision-related issues; did not make substantive or successful efforts to increase efficiencies; did not keep people informed as decision was being made
Was generally open to suggestions from others about decision-related issues; made efforts to increase efficiencies where possible; generally kept people informed as decision was being made
Was very open to suggestions from others about decision-related issues; made substantive efforts to increase efficiencies where possible; kept people fully informed as decision was being made
Focus on Profitability
Ineffective Effective Highly Effective 1 2 3 4 5
Gave little consideration to how the decision would impact efficiency; was irresponsible with the company’s assets; does not have a track record of producing ideas for improving efficiency
Considered how the decision would impact efficiency; was generally responsible with the company’s assets; has produced solid ideas for improving efficiency
Gave strong consideration to how the decision would impact efficiency; was highly responsible with the company’s assets; has produced creative and highly effective ideas for improving efficiency
Create Customer Satisfaction
Ineffective Effective Highly Effective 1 2 3 4 5
Gave little consideration to how the decision would impact customers; did not contact any customer about the decision; engaged in little or no follow up after the decision; dismissed customer complaints caused by the decision
Gave fair consideration to how the decision would impact customers; contacted one or two key customers about the decision; engaged in general follow up after the decision to monitor customer perceptions
Gave substantial consideration to how the decision would impact customers; contacted several key customers about the decision; engaged in specific and targeted follow up after the decision to monitor customer perceptions and quickly address any problems
Notes
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Example: Performance Management
2007 - 2008 Executive Steering Committee
involved LCM introduced HR Technology introduced Common practice introduced IDPs introduced for all Extensive workforce
communication and training Full diagnosis after the process
for quality improvement
2008 - 2009 Simplified LCM launched HR Technology improved and
simplified Objectives Management introduced
and incorporated Metric analysis introduced and used
to develop Basic Management Training Program
Elevated communication on process connection to the TM strategy
Pay-for-Performance introduced Full diagnosis after the process for
continual improvement
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Example: First-Time Manager Training Program Driven by PA Metrics and Connected to LCM
Manager Competency Ranking Based on Year 2 PA Metrics
(-) Focus on Profitability
(-) Negotiate Conflict Through Collaboration
(-) Attract, Coach, & Develop Talent
(-) Manage Execution to Attain Results
(+) Implement Continuous Improvement
(+) Build Supplier Satisfaction
(+) Demonstrate Professionalism
(+) Create Customer Satisfaction
Training Program Topics Connected to Manager LCM
1. New Leader On-boarding Program Implement Continuous Improvement
2. Basic Finance 101 Focus on Profitability
3. Communication Skills Negotiate Conflict Through Collaboration
4. Conflict Resolution Skills Negotiate Conflict Through Collaboration
5. Performance Management Attract, Coach, & Promote Talent
6. Coaching Attract, Coach, & Promote Talent
7. Talent Management Attract, Coach, & Promote Talent
8. Meeting Management Manage Execution to Attain Results
9. Change Management Implement Continuous Improvement
10. Presentation Skills Create Customer Satisfaction
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Example: Succession Planning
NAME
JOB TITLE MARKET/STATE DIVISION
MANAGER – SALES Yes No
1. Job Mastery
24+ months in current role Above-average job function knowledge Above-average market or industry knowledge Above-average administration and organizational skills
2. Training Has all the required training been completed for the current position?
3. Performance
Is job performance rated as “meets expectation” or better on the annual Performance Evaluation?
o 3 = Meets Expectations: Manager is meeting goals and job requirements on a consistent basis
o 4 = Above Expectations: Manager occasionally to frequently exceeds goals or job requirements
o 5 = Exceeds Expectations: Manager always or almost always exceeds goals and job requirements
STOP! If any boxes in number 1 to 3 are checked “NO”, do not continue the Talent Assessment checklist.
4. Advancement Potential
Does the individual have advancement potential for two progressive positions?
o Next Ideal Position(s): _____________________________
o 2nd Progressive Position: ______________________________
5. Sponsorship Does the supervisor and second-level supervisor sponsor and support the individual?
6. Business Results Does the individual consistently demonstrate the ability to attain top-performance business results?
7. Leadership Competencies
Does the individual consistently demonstrate the organization’s leadership competencies for their current position? See Talent Assessment ratings on next page. o Yes = Total rating is 120 points or higher (65% of total possible rating points) o No = Total rating is Under 120 points
Individual Development Plan Foundation
Top three leadership competencies Top three areas of opportunity on leadership competencies
Next Steps
1. Complete an Individual Development Plan based on results of Talent Assessment. 2. Talent Assessment and Individual Development Plan presented at formal Talent Review meeting. 3. Execute Individual Development Plan. Nothing herein creates any rights, contractual or otherwise, between you, your employer, or any third person.
Individual Signature Date Immediate Supervisor Signature Date
HR Director/Manager Signature Date Second-Level Supervisor Signature Date
• “A” Talent (high-potential) standards were established and incorporated both the Leadership Competencies and Performance Management disciplines in order to assess and develop top talent.
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Example: Succession Planning
Leadership Competencies
Leadership Behaviors (Reference: Most Recent Performance Appraisal) 1 2 3 4 5 NA
Is open to change and new ways of doing things Fully leverages tools and technology to increase efficiency and productivity Keeps people informed prior to and throughout major change initiatives Regularly searches for ways to improve processes, increase business efficiencies, and identify root causes of problems
Implement Continuous Improvement
Identifies and shares best practices with team members in order to broaden the understanding of how the business works
Is proactive in identifying ways to reduce spending and control costs Evaluates decisions for their impact on the bottom line Streamlines and reorganizes to improve efficiencies Is a responsible steward of the company's assets
Focus on Profitability
Understands the financial business review process
Creates an environment where customer satisfaction is a top priority Works as a business partner with customers to increase their success and profitability Ensures team responsiveness and follow through to customer needs
Create Customer Satisfaction
Builds trusting relationships with customers
Gathers information and brings the right people together to determine the best course of action Is fair-minded and objective when resolving tough issues Promotes an atmosphere of teamwork and collaboration across the business. Actively listens to others and ensures understanding of their viewpoints. Identifies and addresses issues in a timely, straightforward and professional way before they become major problems
Negotiate Conflict Through Collaboration
Negotiates skillfully while maintaining positive and trusting relationships
Places the right people into the right roles based on their skills and abilities Demonstrates an active interest in peoples' career goals and progression Demonstrates a commitment to coaching and developing team members
Attract, Coach, & Promote Talent
Identifies and implements training programs to build skills and improve performance
Develops and maintains open and trusting relationships with suppliers Demonstrates high levels of responsiveness in meeting supplier needs Ensures that the sales force understands and prioritizes suppliers' goals
Build Supplier Satisfaction
Proactively partners with suppliers to grow their business
Maintains high standards of excellence for employees Holds people accountable for their responsibilities and goals Provides people with the resources and tools necessary to complete tasks. Ensures that meetings are organized, efficient, and purposeful. Tracks and manages team members' performance against goals and priorities
Manage Execution to Attain Results
Delegates tasks and responsibilities to the right level, while remaining appropriately involved. Is flexible and realigns resources when plans and priorities change.
Treats people with respect and courtesy and values the differences in people (e.g., culture, ethnicity, perspectives) Conducts his or her self with honesty and integrity Models hard work, initiative and personal commitment to the job
Demonstrate Professionalism
Has a positive and energetic attitude about work and its challenges. Maintains composure under pressure.
Sub-total Column Ratings Total Assessment Score of Leadership Competencies
• Leadership Competency Model behaviors are part of the Talent Assessment process.
• Manager evaluates leadership behaviors (60) of each competency (8) for a total rating.
• Total rating must be 65%* of max points (*year 1 with bar raised each year).
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Example: Succession Planning
If all 7 requirements are met, a formal
Development Plan is prepared for “A”
(and strong B) talent.
1. Focus on leadership competencies that need further development for the current position or the next position.
2. Professional development and/or training is generally connected to building competency levels.
Individual Development still happensas part of the formal PerformanceManagement process with allassociates.
NAME
JOB TITLE
MARKET/STATE
DIVISION
Leadership Results and Behaviors Explain the business results and success achieved by this individual.
Top Leadership Competencies – Towering Strengths Opportunity Leadership Competencies for Further Development
INDIVIDUAL DEVELOPMENT PLAN
Professional Development or Training SMART Objective for Improved Knowledge, Skill, or Ability Target Date Follow-Up Status
Candidate Profile for Succession Plan
EXPERIENCE ADVANCEMENT POTENTIAL
Current Position Information
Industry and/or Cross-divisional
Assignments
Military and/or Other Relevant
Experience Certifications Formal Education
Secondary Language
Skills
Ideal Next Position: Now to 24 months
Two-step Stretch
Position: 36+ months out
Relocation Information
New to Talent Review Program (Y/N) Yes
Date of Hire
Degree
School
Oral
No
Date of Current Position
Performance Rating
College Recruitment Program (Y/N)
Written
Preferences
Signatures - - Nothing herein creates any rights, contractual or otherwise, between you, your employer, or any third person.
Individual Date Supervisor Date
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Phase 3: Execute and establish best practices and processes through education and use of technology
2009
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RNDC Core Talent Management Practices Today
Company and industry-specific LCM Recruitment and Employment Branding Message Recruitment and Selection Tools Comprehensive College Recruitment Program Onboarding, Assimilation, and Transition Process for Key Positions & Managers Objectives Management connected to . . . Performance Management Basic Management Training Program (based on PM metrics) Succession Planning . . . Talent Assessment Process with IDPs and Formal Talent
Reviews. 90% Promote-from-Within Rate. Development Plans for Every Associate – performance management program
and/or succession planning 360 Feedback Process Executive Coaches focused on hipo talent Created a formal women’s professional development initiative
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RNDC Core Talent Management Practices Today Execution Standpoint of HR Practices
Supported by top leaders and managers . . . and understood by general workforce
Consistent and standardized Subject to continuous improvement Training and communication happens with every process,
every time Perceived and real improvements with HR technology
solutions Most importantly, linked to other TM disciplines and it’s
part of the RNDC culture
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Phase 4: Repeat performance of best practices and evaluation of human capital management (ROI)
2009 into 2010
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Final Phases of Original Plan
In-progress evaluation of: Human capital metrics through a HR scorecard (pilot) HR Technology (integration) Improved Management Training Curriculum 2010 HR processes – just do it better!
Preparing for the next 3 years . . . Execute a similar process starting with a HR SWOT
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Organizational Effectiveness
Compensation Turnover Staffing Turnover
Average Tenure (Years)
Total Associate Cost Factor ($)
Monthly Turnover Rate
Time to Fill Positions (Days)
Cost of Turnover
EE Headcount Report - # of
Paychecks (PE 8/09)
Total Approved
Headcount (PE 7/09)
Average Annual PA
Rating
% Associates PA Rating Below
2.95
% Mgmt on Talent
Review (A & B+ Players)
% Diverse Workforce
(non-white)
% of Associates Over Age 40
Arizona
Colorado
Louisiana
Nebraska
New Mexico
North Dakota
Oklahoma
South Dakota
TexasNorth Texas
Southeast Texas
South Texas
West TexasTX State Teams inc in TX total
TOTAL WEST
Organizational Effectiveness
*Compensation Separations Staffing Turnover KPIAverage Tenure
(Years)
Total Associate Cost Factor ($)
ytd
Annualized Turnover Rate
Time to Fill Positions (Days)
Cost of Turnover
Arizona Average Tenure Indicator of experience for average associate
Colorado Total Associate Cost Indicator of average cost of compensation & benefits for associates
LouisianaTurnover Rate
Nebraska Time to Fill Positions (days) Indicator of length of time to find a qualified candidate
New Mexico Cost of Turnover Indicator of the hard and soft costs associated with employee turnover
North Dakota
Oklahoma
South Dakota 1 2 3 4
Texas KPIBelow
ExpectationsNeeds Improvement
Meets Expectations
Above Expectations
North Texas Average TenureSoutheast Texas Total Associate Cost
South Texas Annual Turnover RateWest Texas Time to Fill
Texas State Teams Cost of Turnover
TOTAL WEST*Compensation (Total Associate Cost Factor): M TD and YTD Data will run one month in arrears. 8/09 corrected YTD
*CO & AZ: RIF activities for April and August not included in turnover data (AZ =86;CO= 30).
Indication of level of satisfaction, motivation and market position of organization.
West Region HR Scorecard - Measuring Human Capital
INFORMATION ONLY: OTHER HR METRICS
Key Performance Indicator Description
August 2009
(month)
August 2009 (YTD)
43
3 Years Later – What Worked! Senior Leader buy-in, engagement, & accountability. Include the end-user every step of the way. Full workforce education – no secrets! Formal training on every single process starting with HR. Articulated the connection of each process to the cycle of
talent management – we told the why. Executed with discipline and listened with care. Fixed the problems. And, raised the bar. Stuck with the game plan and flexed, as needed.
44
3 Years Later – Watch outs!
Competing priorities in an ever-changing business environment in the industry.
Unplanned surprises like the economy (impacts growth and financial investment in people)
Technology scares Managers – continue to emphasize the advantages.
If you stop talking about talent, talent stops talking to you!
45
In Conclusion: Realizing the Strategic Role for HR and
its Need for a Talent Management Program
What did the HR SWOT reveal? RNDC was a growing organization with naturally strong
human capital. We had the opportunity to implement a strategic human capital management plan which could offset the threat of competitive intrusion and help us in future growth.
The right strategic human capital management plan ABSOLUTELY DID address and solve the business challenges:
Attract, Develop, and Retain the Best Talent Execute Competently Become an Extraordinarily Professional Organization
46
Questions?
47
Appendix Slides
48
Human Capital Metrics
Employee Culture Surveys
Succession Planning
LeadershipDevelopment
Performance Management
Training
Selection
Recruitment
Leadership Competency
Model
• RNDC Employment Branding . . . Who We Are •Taleo Applicant Tracking System (automates hiring processes)• RNDC Career Web Site• Internal Job Posting Processes
• TQ Assessments and SIGs• RNDC Selection Toolkit
• New Hire Orientation• Progressive Training Programs - - Onboarding Transition Process - - New Supervisor Training - - New Manager Training [Management Academy]• Functional Training - - Sales - - Operations - - Administration
• TQ Performance Appraisals (integratedwith objective management)• Coaching Performance Issues
• TQ 360 Survey Tool• Individual Development Plans• Leadership Programs (external)• Future Leadership University (internal)• TQ Learning Center
• TQ Succession Planning Module• Formal CDP Events• Local Bench Planning
• TQ Strategic Planning Objectives IntegrationTo Performance Management• Measuring HR Effectiveness (turnover,Retention, time to fill jobs, cost per hire).
2007
2007-2008
2007-2008
2007-2008
2008-2009
2008-2009
2008-2009
2008-2009
2008-2009
TQ = TalentQuest Technology
• TQ Survey Module• Culture Action Plans
The RNDC Competency Model Fuels Talent Management RNDC Talent Management ~ the ability to attract, develop, and retain talent.• Key business challenge.• Core Competency Requirement.
49
RNDC Execution: Best Practices Build a calendar of succession events to ensure coordination
across company processes
Pilot in a Region/State/Several Houses
Provide toolkits and rollout support resources, making roles and responsibilities clear
Identify a high potential pool in addition to identifying levels of readiness
Solicit feedback and improve the system in Y2
