Life Transitions, Career Decisions, and the Workplace Organizational Role Organization Role Career and Talent Management

Life Transitions, Career Decisions, and the WorkplaceOrganizational Role

Organization Role

Career and Talent Management

Life Transitions Career Decisions and the WorkplaceChanging Workplace and Psychological Contract

Course Flow

IndividualFactors

Motivation

Development Cycles

Learning Styles

Work Preferences

Values

Skills/Competencies

Success Expectations

Organizational Factors

Development Cultures

Management Role

Career Systems

Interaction

Change & Transition

Career Patterns

Generational Influences

Work / Life Balance

Career Management Strategies

What is Talent Management?

“Ensuring that the right people with the right skills are in the right

jobs at the right time.”

Develop Individual Capabilities to Align with Organizational Needs

“Buzzwords” Over the past few decades, the language to describe human resource planning has

evolved. All of these terms basically refer to the same HR management practices.

• Strategic HR Management

• Human Resource Development

• Succession Planning

• Workforce and Career Planning

• Talent Management

• Human Capital Planning

Talent Management Umbrella

In it’s broadest sense, Talent Management sometimes refers to the linkage among many HR practice areas:

• Recruiting

• Career Management

• Succession Management

• Enterprise Learning

• Employee Performance Management

• Compensation Management

(from SAP Human Capital module)

“Talent Acquisition” (recruiting and hiring)

“Talent Development” (learning and development, succession)


Strategic Business Goals

Business Unit Goals

Department Goals

Individual Goals

Cascading Goals

Adapted from Peggy Simonsen “Promoting a Development Culture”

“Drivers” For Talent ManagementThese factors can be used to determine where to focus a talent management or

succession planning initiative.

• Excessive turnover or lack of turnover

• Retirements and changing workforce demographics

• External hiring trend that highlights a skill shortage

• Visible departure of a critical person

• Single expert in a job role

• Shortening the learning curve and readiness of internal staff

• Retention of early / mid-career staff

• Plateauing challenges / need for job enrichment of key talent

• Outcomes of strategic planning processes

• Opportunities created by changes and reorganizations

Tell-Tale Signs

• “We are reorganizing and I don’t know if I’ve got the right people with needed skills sets.”

• “I expect several key retirements in the next 2-3 years.”

• “I am afraid of losing……..”

• “We seem to be doing a lot of external hiring for our management and leadership roles.”

• “S/he’s the only one with the skill set for that role.”

• “We need more people with customer service skills.”

• “Our turnover rate is too high.”

• “We need some sort of career development program…”

• “Our services and priorities are changing..”

The Organization’s Needs

How do your leaders think about “talent management”?

• Hiring staff to fill vacancies?• Training?• Identifying successors for senior level jobs?• Building a pipeline for multiple roles?• Managing “high potential” employees?• Adding new skills and knowledge to the workforce?• Planning for development?• Performance management?• Helping staff adapt to change?• Transferring knowledge among employees?


Career and Talent Management Goals

• Reduce turnover

• Develop bench strength

• Improve employee experience

• Expand skills and knowledge to remain competitive and meet business objectives

• Help managers to become more development-oriented

Employee owns career management and ultimate

employability.

Manager supports employee growth and links development to organizational needs.

Organization provides the tools and resources

to facilitate learning and maximize performance.

Shared Responsibility

Talent Management SystemEmployee OwnershipEmployee Ownership

Manager SupportManager Support Organizational InfrastructureOrganizational Infrastructure


What Employees Want

• Information– About the organization– About professions– About jobs

• Opportunities– To learn– To grow– To move

• Support– Management accountability– Career coaching– Incentives– Mentoring

• Networking opportunities


What Managers Want

• Improved employee experience– Expanded career opportunities– Greater confidence with coaching employees around their careers – More options to develop employees

• Enhanced customer experience

• Retention of employees

• Improved individual and team performance

Talent Management System• Organizational Assessment and Planning to highlight challenges

and opportunities; evaluate current capability, and determine future needs.

• Workforce Analysis to identify critical job roles and skills needed in the

present and future.

• Talent Review and Succession Planning to identify workforce

strengths and gaps; discover talent pools, and initiate development activities .

• Learning and Development to help departments develop their employee

bench strength through cohort programs; role-based training; on-the-job assignments; and peer learning.

• Job Family and Career Information to provide an overview of

roles, skills, and knowledge that sets the context for learning, development, and networking.

• Development Planning to help employees and managers align individual

interests and abilities with organizational strategies, and create an environment that sustains a development culture.

• Employee Career Development to help individuals manage their

development by gaining skills in self-assessment, networking, career exploration, informational research, on-the-job development, and internal job search.

Organizationally Focused

Individually Focused


ORGANIZATIONAL NEEDS

MATCHING PROCESSES

INDIVIDUAL TALENTS

Workforce Planning•Succession Planning•Talent Management

Development Experiences• E-Learning• Training• On-the-Job Development• Project Assignments

DevelopmentRelationships• Career Coaching• Mentors• Development Discussions with Manager

Reward System• Performance Management• Recognition• Competitive Pay

Business Information• Key Challenges• New Initiatives• Changing Priorities• Workforce Forecasts

Career Information• Role Profiles• Skills and Competencies• Success Factors• Career Paths• Informational Events• Networks / Resource Groups

Building Career Awareness• Career Seminars• Individual / Group Coaching• 360 Feedback Processes

Internal Movement• Internal Recruitment• Job Fairs• Job Shadowing• Rotation Systems

Organizational Career Development


Sources of Organizational Career Information

Creating a culture where it is permissible and possible to share or ask for information

Information Systems Internet / Intranet Site Job information referenced by skills, education, competencies Announcements of professional development opportunities

Internal Informational Interview Network Identify volunteer professionals who agree to conduct informational interviews.

Departmental Informational Sessions Overview of functional areas Career networking events

Competency or “Best Practices” Models Special Interest Resource Groups Job Shadowing or Rotations


Individual Services to Support Career Management

• Individual Advising/Coaching On-site and /or off-site Ongoing support through phone or e-mail

• Career Management Seminars Population-specific: early career, mid-career, portfolio career Structured with follow-up support

• Self-Assessment - Tied to skills and organization specific competencies

competencies- Includes skills for coaching and developing employees Feedback from 360 processes Other feedback mechanisms from peers and “customers”


A System for Follow-Through

• Individual Development Plan Can be linked to performance planning Employee driven / manager supported

• Mentor Network 2-3 informal relationships for feedback on development

plans Utilize middle and senior management, individual

contributors

• Professional Development Teams Self-managed team of colleagues to monitor/support

professional and career development goals. Provides internal structure and accountability following

workshops or individual planning sessions.

Source of Talent Strategy

Make

Develop employees

from within

Buy

Hire external

skills and knowledge?

A key strategy issue is whether to acquire talentor develop it internally

We Build When We Buy When

Timing of talent need is such that it is possible to re-tool or develop talent internally

Specific skills needed cannot be found in the external labor market

Talent need is immediate On-boarding external talent can

be done faster than re-tooling internal talent


Management Alignment• Career Development Philosophy or Principles

Articulating organization goals regarding development and retention

– Clarifying expectations for individual, managerial, and organizational role in development.

• Performance Management– Feedback– Use of developmental job experiences

• Development Planning / Career Coaching Identifying managerial role appropriate to role, skills, availability

of managers Management training on career coaching / development

• Work / Family Awareness Seminars – Staff seminars on managing issues of balance, work place

flexibility, career development. Case-study management training on how to respond to issues of

work/life balance.


Talent Management / Succession Planning

Business Drivers for Talent / Leadership Development

Key Success Factors / Competencies

Employee Assessment: Performance, Potential, Readiness

Development planning

Succession Planning / Charts

Talent Review Process

ORGANIZATIONAL ASSESSMENT

Identify organizational and department trends Review strategy, challenges, opportunities Prioritize goals, work, projects Determine factors affecting workforce planning Agree on purpose, benefits, expected outcomes

WORKFORCE ANALYSIS

Identify critical job roles for discussion and planning Review knowledge/skills/attributes needed Determine employee population for review

TALENTREVIEW

Facilitate a review of key talent Identify readiness for future assignments or positions Review possible succession plans Determine strengths and development needs

DEVELOPMENT PLANNING

Review possible on-the-job development assignments Identify relevant training and education programs Explore formal and informal mentoring initiatives Plan development discussions Hold periodic follow-up sessions to review outcomes of

development discussions, assignments, and learning initiatives

To align institutional goals with individual capabilities, talent management includes the following steps:

Talent Management “Conversations”(short version)

• Where is the department going?• What are the strategic goals?• What’s changing? Staying the same?• What skills and knowledge are needed to accomplish

goals?• What are the critical roles and tasks• Where are the strengths and gaps in the workforce?• Is there a “pipeline” of staff to do the work?• What development initiatives are needed?


Competencies: “Know-Be-Do”

Knowledge

Information related to a professional job role or specific discipline.

What information do I need to know to do my job?

Attributes

Personal characteristics, behaviors, styles, and traits that impact:

– Motivation

– Task performance

– Working with colleagues

How do I have to be in order to work successfully?

SkillsSpecific abilities or skills required to fulfill a job role.

What can I do? What skills can I apply?

Focusing the TM Initiative

Individual Potential

Strengthen current performance and future potential of a specific group of employees

Succession Identify and develop potential successors for key roles

Organizational Capability Build capability and back-up for key tasks

and services

Knowledge Transfer

Strengthen, develop, or transfer skills and knowledge in an organization

Talent management initiatives can be tailored to reflect different needs


Talent Review “9-Box Grid”

High Potential

High Performance

Potential

Low Medium High

Performance

High

Medium

Low

“Readiness” Grid

Critical Job Roles Ready Now Ready within 18 months

Ready within 3 years

This tool can be used to summarize the results of talent review discussions

Sample “Readiness” Grid - HR

Critical Job Roles Ready Now Ready within 18 months

Ready within 3 years

Benefits Representative

Organization Development Consultant

Instructional Designer

HR Information Systems

Consultant

Payroll Manager

Recruiter

Employee Relations Manager

Tuition Assistance Coordinator

Sample “Capability” Grid

Critical Skills / Tasks Ready Now To Develop in 6-18 months

Design strategic planning sessions

Teach workshops

Facilitate team meetings

Negotiate vendor contracts

Research and write web content

Provide individual career coaching

Conduct a training needs assessment

Department: HR: Organization and Employee Development

Sample “Knowledge Transfer” Grid

Critical Skills / Tasks

Who has this

capability and can

teach it to others?

Who needs to learn this skill?

Design strategic planning sessions

Teach workshops

Facilitate team meetings

Negotiate vendor contracts

Research and write web content

Provide individual career coaching

Conduct a training needs assessment

Department: HR: Organization and Employee Development

Talent Review DiscussionA talent review can be structured using the topics listed below

Strengths to Leverage

Development Needs

Possible Future Roles

Questions to Explore in Development Discussion

Potential Development Activities– On-the-Job Assignments / Projects

– Courses and Seminars

– Learning with Others

Types Of Development Activities

“Learn by Doing” “Learn by Training” “Learn with Others”

Jobs

Projects

Assignments

Courses

Seminars

Distance Learning

Feedback

Mentors

Colleagues

Coaches

Experienced-Based Learning

Education-Based Learning

Relationship-Based Learning

The development planning phase can incorporate three different ways that learning occurs

Adapted from Center for Creative Leadership

Development Discussion Agenda

• Strengths to Leverage

• Development Needs

• Development Assignments / Projects

• Future Roles

• Courses and Seminars

• Opportunities to Learn with Others

• Assumptions, Questions


Career / Talent Management ?

• Business focus: financial planning, brokerage, investment management

• 1500 to 2000 employees

• Chief executive left within past 9 months

• Newly organized market teams segmented by customer

• Previously organized by specialty financial products / services

• Multiple customer contacts were a problem; need for coordinated approach among teams

• Several reorganizations of administrative and operations staff

• Employee listening surveys highlight “career development” as a concern

• No current leadership or management development initiatives in place

Documents

Life Transitions, Career Decisions, and the Workplace Organizational Role Organization Role Career and Talent Management