Managing the Talents Pipelines

7/31/2019 Managing the Talents Pipelines

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Managing The Talents Pipeline

Mohamed Aboulkomsan


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Session Outline

Talent Management Definition

Value

Steps

Applications

Career Pathways For MR

LA & SP

Case From Life

Development Plan

2 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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Its an IN/OUT process



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Upgrade Leadership (Revisited role of FLM)

Leaders who can effectively develop People and Businessthrough Novartis V&B and Compliance



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Working Group

Pseudo

Team

Potential Team

Real Team

High Performance Team

Team Effectiveness

Perform

anceIm

pact

Impact Of Developing Exceptional Teams



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People ObjectivesTo develop exceptional team that exceeds business objectives in the right way and capable of producingfuture leaders

Hiring and On-

boardingCoaching and

trainingPerformanceManagement

Anticipate vacancies andaccountability to fill it

Screen and provideinputs for recruitmentneeds

Interview potentialcandidates and makerecommendations

On-boarding for newMRs introducing them totheir new team andorganization

Coach MRs in the field

Evaluate MRs skills level

Provide constructivefeedback through the 4Stechnique and follow upon progress

Demonstrate andimprove the C4knowledge level

Use informal coaching

(the coaching moment)Reinforce MRs trainingand follow up onappropriateimplementation in thefield and provideconstructive feedback totraining center

Identify, andcommunicate clear

objectives andexpectations with MRs

Monitor and documentPM process with ongoingfeedback to each MR

Motivate and retaingood performers

Effectively manage lowperformers

Develop andcommunicate correctiveaction plans

Manage MRexpectations

Creating the rightteam culture

Insure diversity andinclusion

Plan and conductmotivational districtmeetings

Celebrate success andteam building initiatives

Encourage the rightspeak up culture

Build team synergy and

competitivenessEmpower team in acompliant way

Communication bridgebetween seniormanagement and team

Champion breakthroughideas and initiatives

Build the talentpipeline

Discuss and assesscareer desires and goals

with MRsManage expectations asneeded, and clarifydevelopment potentialand actions required

Understand and helpMRs in creating theirdevelopment plans

Participate in teamperformance rating andOTR

Identify early andaccelerate thedevelopment of toptalents

Step 1Key Accountabilities



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Always Look for the Talents

Diamond is a diamond,but can be stone for

another one.



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Developing The Talent is always a PRIORITY

Nothing is as important as identifying, training,

and holding onto talented people Jack Welch X- CEO of GE



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What is Talent Management?

-A set of business practices that manage the planning,acquisition, development, retention and advancement of

talent in order to achieve business goals and optimize

performance.

-Talent Management implies recognizing a persons

inherent skills, traits, personality and offering

him/her a matching job.



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Meaning

Getting the right people with

the right skills into the right

jobs.



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So, Talent Management is

Comply Automate

Align

A set of processes that allow a company to increase value provided

by their human capital.

Key processes Goal alignment

Candidate selection

Performance management Employee development

Rewards delivery

Workforce is more:

Suitable Engaged / Committed

Flexible / Adaptive

Productive

Parveen Rana Director VBS Group, www.vbscindia.com12 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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TALENT MANAGEMENT



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Talent Management Helps in

Increasing

Employee satisfaction

Worker productivity

Learning effectiveness

Performance level

Reducing

Employee turnover

Time to ramp new hires`



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How To Effectively Manage Talent?

Build a winning environment that people want to belong to

Establish a talent management mind-set, which embeds

ownership and accountability for optimising talent andpotential

Create tangible means to identify, select and deploy people

of outstanding talent

Fully engage talent, use it and manage it intelligently



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You Have To Start It Right

Do not try to fit a square peg in a round hole



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Potential for rapid or

near-term growth to

a key leadership

position within

Novartis

-OR-

Potential to rapidlyprogress through

increasingly higher

levels of leadership

Potential to assume a

leadership role at a

higher level than

current position within

the organization

Subject matter

expert

Potential for a role of

larger scope/

accountability or a

lateral move within

existing leadershiplevel

Has capability to

apply talent and

skills to broader

leadership roles

within the function

Potential to make

significant

contribution in

his/her current

leadership position

In some cases, may

be able to movelaterally into a new

functional area, in a

role of similar scope

and accountability

Associates who have difficulty in current organizational role or are not performing to their potential in

the current role

Associates who have worked for Novartis 6 months or less.

Remember Categories of potential in Novartis whileIdentifying Your Employees



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How Do You Develop Talents?

Special projects and assignments

Exposure and involvement in key business challenges

Task forces, committees, change initiatives

Job change/rotation

Job Performance feedback

Executive coaching

360-degree feedback process

Developmental assessment workshops ( OTR )

Critical skill building training programs

On Line training programs

Key external training programs

Self-directed learning initiatives

Asce

ndingValue

Experience

Feedback&

Coaching

Formal

Learning



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Talent Retention

FACTS

Over 50% of the people recruited into an organization willleave within 2 years.

1 in 4 people recruited will leave within 6 months.

Nearly 70% of organizations report that staff turnover hasa negative impact.

Nearly 70% of organizations report having difficulties inreplacing staff.

Approximately 50% of organizations experience regularproblems with employee retention.



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Ways To Keep Hold Of Talent

Build a path that enables the employees

to utilize their full potential

Individual growthCompelling future

Optimum Pay

Positive workplace



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Talent Retention Tools

Career development opportunity

Sense of accomplishment

Job security

Confidence in future

Good compensation

Recognition

Fairly evaluating job performance



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Elements of Career Management

1. Individual (Self) Assessment of Abilities,(Interests, career need and goals)

2. Organizational Assessment of employee

abilities and potential

3. Communication of information concerning

career opportunities with the organization

4. Career Counseling to set realistic goals

and plan for their attainment

23


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Career Management ProcessIn A Nutshell

STEP 1INDIVIDUAL

ASSESSMENT

STEP 2 INTERPERSONAL

ASSESSMENT

STEP 3 ORGANIZATIONAL

ASSESSMENT

STEP 4 DEVELOPMENT

PLANNING

Who am I?

(Career Stage, Path Preference,Political Style)

How do other see me?

(Self-insight, image, political style,personality)

What are my options withinthe organization?(Knowledge of the organization,

future trends, options,opportunities)

How do I achieve my goals?(Motivation, confidence, goalsetting, action planning)



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Career Planning CycleMy Career in-Sales Free. Easy. Practical. Reliable tool



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Use the below link to go to My Career Page on NovartisIntranet

http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_

hi_userid=237476&cached=true&hId=34430_0_1_

My Career in Sales Link

http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_http://iws-pharma.na.novartis.net/portal/server.pt?open=514&objID=879165&parentname=CommunityPage&parentid=1&mode=2&in_hi_userid=237476&cached=true&hId=34430_0_1_


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Its only 3 steps process



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Career Options (Pathways for MR)



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Sales Job Family Grid

This job family grid shows an example sales organization within a CPO and therefore not all of the key roles shown here may be present within any particular CPO. Also,key roles within smaller CPOs are likely to be shared roles and operate at a lower level than positioned here.

* In some CPOs, the Head role may be responsible for Sales and Marketing, i.e. Business Franchise Head. Also, in some cases, Primary Care and Specialty may report

into one Head role.

**Novartis encourages movement to a related role in other functions such as Training, Pricing & Market Access, Medical Affairs, Marketing Science, Medical Science

Liaison, Commercial Operations. The Related Roles family also includes Sales Excellence and Coordination roles (CPO and Global) and commercial roles in Other

CPOs.

Head

Associate

Director

HeadCommercialization

GlobalCommercialization

RelatedRoles**

BF Head

BM

CPOMarketing

CPO Head

Associate

CPO Head

CPO SalesSpecialty

Head*

Director

KAM

CPOKAM

CPO Head

Associate

FLM

Senior Rep

Senior FLM

CPO Head

CPO Sales

Primary Care

Head*

FLM

Senior Rep

Senior FLM Senior KAM

Head Head

BD

Regional

Director

Regional

Director

Roles in scope Roles out of scopeRoles covered byKAM My Career

Roles covered byMy Career in Marketing



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Localizing The Sales Job Family GridDefine Career Options With The Talent

HRM

Rec. Spec

GPM

AssociatePM

Medical

SLM

AssociateFLM

KAM

KAM Head

Trainer

TrainingManager

FLM

PM

FinanceCS

MR

MSL

CRADRA SFE

Sales



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Sustained Performance & Learning Agility

SP LA



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Learning Agility: There are Four Factors

Leads change

Tinkerer/experimenter /never

satisfied

Takes the heat of resistance

Deals with the discomfort of

change well

Introduces new perspectives/ has

a passion for introducing new

ideas

Comfortable with

complexity/ambiguity

Finds solutions to tough

problems/thinks from a new

perspective

Critical thinker

Explains thinking to others

Curious to a fault

Self aware/personal improver

Situationally responsive

Skilled communicator/conflict

manager

Politically agile

Good at sizing up people,

understands others

Delivers under tough and

challenging conditions

Inspires others to perform beyondthe norm

Builds high performing teams

Has drive and personal presence

Very flexible and adaptable

Beats the odds; resourceful

Learning

Agility

PeopleAgility

ChangeAgility

ResultsAgility

MentalAgility

32FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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The Learning Agility / Sustained PerformanceMatrix

33

4

2

1 3

5

7 9

8

6

LEARNING AGILITY

PERF

ORMANC

E

Less More

Lesseffective

Mosteffective

SUS

TAINED

TooSoon

FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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Coaching For Development

4

2

1 3

5

7 9

8

6

LEARNING AGILITY

PERF

ORMANCE

Less More

Lesseffective

Mosteffective

Too Soon

SUS

TAINED

Coaching for Breadth

Performance trend is high andcareer aspiration is towardsGeneral Management and/or

broadening experience beyond

current area, geography, and/orbusiness unit

Coaching for Depth

Performance trend ishigh and career

aspiration is towardsfunctional and technical

expertise

Coaching for High Performance

Performance is strong and with some development, could be among thehighest performers in the business

Coaching for Performance Development

Development is needed to consistently improve performanceover time and keep up with the increasing challenges of the role

34FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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WORKSHOPAllocate Your Team on SP/LA Grid

4

2

1 3

5

7 9

8

6

LEARNING AGILITY

PERF

ORMANC

E

Less More

Lesseffective

Mosteffective

SUS

TAINED

TooSoon



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Characteristics Of Good Talent Management

Ownership and involvement

Business objectives permeate every aspect of the system

Is measured in real business terms and results are acted upon

Hire the right people.

Acclimate new employees

Discuss career interests with employees

Identify developmental opportunities

Identify training opportunities Offer appropriate rewards and recognition

Help employees to advance

Create a workplace that has meaning and purpose



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Leadership

TalentJob

Experiences ContinuousLearning

Processes and Tools

Leadership

standards/values and

behaviors

Functional Competency

Models

Executive Interview

guides

Managers Toolkit for

Assessing and

Developing Potential

Processes and Tools

Organization and

talent Review

Process (OTR)

Talent

Management

System (TMS) Talking Talent

Career Maps

Performance

Management

System

Processes and Tools

Learning Programs

Accelerated

Developmental

Programs

Mentoring

360o Feedback

Development

Planner

X + = A Pipeline ofLeaders able

to Grow the

Business

Leadership Development Model in Novartis



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Case From Novartis-China

Four core Principles towards identifying anddeveloping talents

Grow leaders from within Novartis

Fill 70% of the position with internal associates

Each associate has a developmental plan Each associate has minimum two career and

development discussions per year



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Thank You



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Be Fair



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Stepping Up To Team Leadership

React to change

Foresee andinfluence change

Implement changeContain conflict

Make the most ofteam differences

Resolve conflictManage one-on-one

Create a team identityCoordinate group

effort

Train individuals

Expand teamcapabilitiesDevelop individual

performance

Explain decisions

Facilitate and support

team decisionsGet input fordecisions

Direct people

Build trust andinspire teamwork

Involve peopleSupervisory leadership

Team leadership

Participative leadership



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Talent Management Process

PLAN

LEAD

ANALYZE

ADVANCE

DEVELOP

EVALUATE



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IMPORTANCE OF TALENT MANAGEMENT

Recruitment Retention

Employee development

Leadership and "high potentialemployee" development

Performance management

Workforce planning

Positive Culture



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Measure and Monitor Talent

Self-ManagementProgress monitoring

Self assessment

Competencies update

Employee Management Appraisals

Project reviews

Performance reviews

Progress monitoring

Career ProgressionMetrics

Training completion & successrates

Skills improvement rates

On-the-Job Proficiencies


Talent Management


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PerformanceManagement

TalentManagement

Rewards

Management

Recruitment &

Selection

CareerManagement

SuccessionPlanning

Senior

ManagementDevelopment

BUSINESS

STRATEGY

BUSINESS

RESULTS

Talent Management

Training

&

Development


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ChangeOrganisation

Culture

Managing

Succession SelectingTalent

AttractingTalent

RetainingTalent

Recognizetalent

WAYS TOMANAGETALENT



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Four Reasons Why Emerging Leaders Arent Ready:

1. All parties underrate the difficulty of making the transition from functionalmanager to enterprise-oriented leader.

2. Leaders fail to see the need to slow down to speed up.3. People tend to avoid giving or seeking criticism.

4. The process of making necessary changes may seem overwhelming toemerging leaders and their mentors.

Do You Have a Pipeline of Leaders?



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MANAGING TALENT EFFECTIVELY

Identify key roles

Take an inventory of your talent management

skills

Measure the right things

Set up a process-wide feedback

FINALLLY


Why is retention becoming one of the top


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Why is retention becoming one of the topissues in HR?

The enormous cost associated with staff turnover.

The difficulties experienced in replacing people (on average positionsgo unfilled for over 9 weeks).

Despite advances in recruitment practices recruitment is still a lessthan perfect science each new recruit represents risk.

Costs associated with training.

The overall impact on the organizations ability to meet the needs of itscustomers



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Track

Learning and

Progression

Quantify the

Effect of

Training

Measure &Monitor

Plan

Align

Workforce

to Strategic

Objectives

Retain TopTalent

Instruct

Provide

Training

Enable

Global

Learning

Reward &Promote

Give Suitable

Compensation

and Rewards

Learning Retention

Career Progression

Talent Retention Map



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Building Leadership Supply

Requires an integrated Approach Which Addresses

the Following Areas:

Assessing

new and

current

talent

Developing

talent

Transitioning

Talent

Acquiring

talent

Talent Management Process



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Identify Your Employees

Hi-Pos / Prom.A very small group of individuals who have demonstrated superioraccomplishments, and who embody the core competencies and valuesof the organisation

High ProfessionalThose who exceed employee expectations

Essential Contributors

Meet organisational expectations

Concerns

Those who fall below organisational expectations



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Give Them the Tools to Win



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Executive Coaching for Future Leaders


Developing the Right Capabilities in Your High


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Developing the Right Capabilities in Your HighPotentials



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The Develop-Deploy-Connect Model

Alignment: Connecting people to work that is motivating.Commitment: Providing coaching and mentoring.Capability: Developing critical skills to ensure success.

Parveen Rana Director VBS Group, www.vbscindia.com57 FLM cycle meeting/Managing the Talents pipeline/ M.Aboulkomsan


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CHARACTERISTICS OF EFFECTIVE TEAM MEMBERS

Understands and is committed to group goals.

Is friendly, concerned and interested in others.

Acknowledges and confronts conflict openly.

Listens to others with understanding.

Includes others in the decision making process.

Recognizes and respects individual differences.

Contributes and respects individual differences.

Values the ideas and contributions of others.

Recognizes and rewards team efforts.

Encourages and appreciates comments about team performance.

Documents

Managing the Talents Pipelines