Talent Management

University of Budapest MBA

Visiting Professor Program

Gary Wheeler SPHR, GPHR, CCP, CBP

To Get the Most Out of Your Experience…You Must Be Willing to Have Some ...

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Seminar Topics

• Understanding Your Organization’s Strategy

• Creating a Talent Management Strategy

• Recruitment and Selection

• Onboarding

• Performance Management

• Employee Training and Development

• Attitude Surveys and Employee Engagement

• Career Development

• Succession Planning

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Great Organizations Attract Great Talent

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What is a Talent Management

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What is a Talent Management

• Talent Management is the function and process of managing the employee experience from recruitment to separation from the organization.

• Talent Management consists of several organizational HR processes that are designed to attract, develop and retain employees. An effective Talent Management process will aide in attracting and retaining high-performance employees.

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Talent Management Areas

• Talent Management HR processes includes:• Recruiting

• Selection

• Training

• Performance Management

• Career Planning and Career Development

• Employee Retention

• Succession Planning

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10–1

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Talent Management Bridge

10–1

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Effective Talent Management

Strategy

• Everything starts with Strategy

• This week’s seminars1. Creating a Strategic Plan

2. Talent Management

3. Performance Management

• Everything starts with the organization’s strategy

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Organization Strategy

• Your organization strategy is the foundation of your talent management program

• Organization Strategy• High Cost – Market Cost – Low Cost• Talent Management and People Strategy • Compensation Strategy

• Organization Strategy = Market Strategy

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Market Strategy

• Low Cost Products & Services• Wal-Mart Stores

• Meet Market Cost Products & Services • Sears, JC Penny, Macy’s

• High Cost Products & Services• Niemen Marcus

• Differentiation• Quality

• Service

• Specialization

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Compensation Strategy

• Lower Salaries = Higher Employee Turnover

• Wal-Mart Stores

• Market Price Salaries = Average Employee Turnover

• Sears, JC Penny, Macy’s

• Higher Salaries = Lower Employee Turnover

• Niemen Marcus

• Differentiation

• Quality

• Service

• Specialization

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Talent Management Strategy

• Organization Strategy • Determine the quality of the products and services

you would like to provide

• Determine your market approach strategy• Low cost below market

• Market competitor

• Differentiation and above market pricing

• Dictates compensation strategy & people strategy • Low cost = lower wages

• Market cost = market wages

• High cost = higher than market wages

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Recruiting and Selection

• Design a Strategic approach to recruiting

• Benefits of a Strategic Approach

• Matches recruiting activity with organizational and human resource plans.

• Acquiring the Right Human Capital Entails:

• Knowing the business and industry

• Identifying keys to success in the labor market

• Cultivating networks and relationships

• Promoting the company brand

• Creating recruiting metrics

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Recruiting Strategy

• Looking for engineers, recruit at engineering schools

• Looking for interior designers, recruit at schools that have a great program

• Consider professional organizations and societies

• Develop ongoing relationships

• Implement an internship program

• Implement a co-op Program

• Implement a visiting professor program

• Adopt a school

• Sponsorships

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Creating a Talent Match

• Finding the right talent for your organization is like finding someone to marry

• You have to look in the right places to find the best mate

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10–2

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Effective Talent Management

Interviewing

• Objective1. Give information

2. Get information

3. Make a friend

• Initial interview1. Phone / Skype interview

2. Personal F2F interview

3. Group

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Group Interview

• All candidates in at one time1. Take 1-hour to explain your business

2. History & culture

3. Job description

4. Compensation (Total Rewards)

5. Performance expected / metrics

• Open up to questions

• Candidates sign up for f2f

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Interview Alternatives

• Behavior interview

• Skill interview

• Interview Presentation

• Panel interview

• Step progression interview

• Final interview

• Team interview

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Behavior Interview Question Example 1

• Tell me about a time when you and a team member did not see eye to eye and you became upset with each other. How did you handle it and what was the outcome?

• Situation: ____________________________ 

• Your Action: __________________________

• Outcome: ____________________________

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Behavior Interview Question Example 2

• Tell me about a time when you and a team member did not see eye to eye and you became upset with each other. How did you handle it and what was the outcome?

• Situation: ________________________

• Your Action: ______________________

• Outcome: ________________________

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Behavior /Skill Interview

Flu Vaccinations

How many doses would you administer to a six-month old child?

•Two-doses 30-days apart

What dosage amount would you administer to a child under three-years of age?

•.25 ML’s

 What dosage amount would administer to a child three-years or older?

•.5 ML’s

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Onboarding

• The Onboarding process is often overlooked

• A quality Onboarding process can impact employee performance, loyalty, attitude, retention and quality

• Onboarding is the process where new hires become adjusted to the social and performance aspects of their jobs quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively

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Onboarding Areas

• Welcome letter or offer letter

• Administrative paperwork

• Orientation (classroom or one-on-one)

• Facility Tour

• Meeting other employees

• Assigning a mentor

• Job shadowing

• On-the-job training

• 90-day probation

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Orientation

• Organization history & culture

• Organization vision, mission, values and culture

• Polices and procedures

• Organization politics

• Best way to communicate concerns

• Review employee handbook

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Employee Handbook Topics

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Acknowledgement 4 Open Door Policy 14

Equal Opportunity Employer 5 Benefits 14

Sexual Harassment 5 Health Insurance 14

Our Mission 7 Vacation/Personal Time Off 14

Team Member Expectations 7 Holidays 15

Individual Expectations 8 Pregnancy / Disability Leave 15

Confidentiality 8 Bereavement 15

Probation Period 9 Military Leave 16

Hours of Work 9 Employee Discount Program 16

Work Hours & Time Records 9 Core Value & Scrap 16

Lunch 10 Health & Safety 17

Overtime 10 Telephones 18

Pay Period 10 Electronic Equipment 18

Attendance 10 Workplace Searches 19

Training 11 Solicitation 19

Personnel Administration 11 Company Vehicles 20

Substance Abuse 12 Termination 20

Appearance Standards 13 Return of Property 20

Job Shadowing

• Work in other departments learning other roles

• Work in other departments to understand other roles

• Half-day assignments

• Full-day assignments

• Several day assignments

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On The Job Training

• Reading and learning job procedures and processes

• Supervisor training• Lecture

• Demonstrate

• Employee performs tasks

• Follow-up

• Evaluate

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On The Job Training cont.

• Reading and learning job procedures and processes

• Supervisor Model the Behavior• Lecture

• Show

• Make the employee do the task

• Follow-up

• Train or retrain

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Stages for On-the-Job Training (OJT)

90-Day Probation Period

• Your first 90-days of employment is a probationary period

• Your manager will evaluate your performance during and after the 90-day period to determine if you will attain regular employee status Employees not meeting performance guidelines will be terminated

• Performance includes but is not limited to: performing assigned duties, customer service, taking initiative, punctuality, attitude, following directions, etc.

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What is Performance Management?

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• Performance management includes activities which ensure individual goals are consistently met in an effective and efficient manner and are aligned with the organization, division, department, manager and individuals

• Individual goals role up to the organization’s goals and they support the organization’s mission and strategic plan

Performance Management

• A Performance Management System consists of an evaluation system involving key performance indicators (KPI’s)

• KPI’s are created by setting SMART Goals

• S specific

• M measurable

• A achievable

• R realistic

• T timely

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Benefits of Performance Management

• Organization • Outcomes are tied to the mission

• Outcomes are tied to strategy

• Outlines responsibility

• Manager• Identifies expectations

• Creates an objective evaluation system

• Staff• Let’s people know where they stand

• Greater chance of receiving recognition

Employee Training & Development

• Organizations with an effective talent management program have life long learning processes in place• Skills inventories

• Internal training

• External training

• Corporate Universities

• Management assessments

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Learning Management System

• Knowledge & experience = Human Capital Value

• Capture human capital value through LMS

• LMS – Learning Management System is an online platform that can be used to access prior issues and problems 4

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Types of Training

Employee Training and Development

• Create a Strategic Training Program

• Organization Competitiveness and Training

• Training makes organizations more competitive.

• Training helps retain valuable employees.

• Training helps accomplish organizational strategies.

• Benefits of Strategic Training

• HR and trainers partner with operating managers to solve problems, and to make contributions to organizational results.

• Managers are less likely to think that training alone can solve performance problems.

Attitude Surveys

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Employee Attitude Surveys

•Attitude surveys / employee opinion surveys are a fundamental tool to find out how your employees feel about your organization and their manager

•Survey’s can help an organization • Improve employee retention

• Increase employee satisfaction

• Increase productivity

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Employee Engagement

• Employee engagement is a workplace approach designed to ensure that employees are committed to their organization's goals and values, motivated to contribute to organizational success, and are able at the same time to enhance their own sense. 4

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Employee Engagement cont.

• An organization with 'high' employee engagement might therefore be expected to outperform those with 'low' employee engagement, all else being equal

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Career Development

• Career

• The series of work-related positions a person occupies through life.

• Career Paths

• Represent employees’ movements through opportunities over time.

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Career Planning

• Organization-Centered Career Planning

• Focuses on jobs and on identifying career paths that provide for the logical progression of people between jobs in the organization.

• Individual-Centered Career Planning

• Focuses on an individual’s career rather than in organizational needs.

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10–4

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Organizational v. Individual Career Planning

Succession Planning

• Succession Planning is the process of planning and developing employees for roles at the higher levels of the organization• Typically

• Director

• Vice President

• Senior Vice President

• CEO

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Succession Planning (cont’d)

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Succession Planning Considerations

“Make or Buy” Talent

Succession Planning Skill

Areas

Electronic/Web-Based Succession Planning

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Areas for Planning “Succession”

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Succession Planning Process

EXAMPLECAREER DEVELOPMENT &

SUCCESSION PLANNING PROCESS

Career Development Guides

The first step is for all managers to complete or update their Career Development Planning Guide annually

• Management employee completes:

• Name

• Employment date

• Assignments

• Education and Degrees

• Gary Wheeler Consulting Assignments

Planning Guides cont.

Management employee completes:Management employee completes:

Recent accomplishments

Self-perceived strengths

Development areas

Short-term goals (1-2 yrs)

Mid-term goals (3-5 yrs)

Open to relocation

Recent accomplishments

Self-perceived strengths

Development areas

Short-term goals (1-2 yrs)

Mid-term goals (3-5 yrs)

Open to relocation

Manager reviews the management employee’s guide and sets up an appointment to review the information the employee wrote

Manager reviews the management employee’s guide and sets up an appointment to review the information the employee wrote

Manager has a one-to-one meeting with the employee to review the employee’s input. The manager coaches the employee to make adjustments, additions, etc. if needed to ensure the Planning Guide is an accurate representation of the employee

Manager has a one-to-one meeting with the employee to review the employee’s input. The manager coaches the employee to make adjustments, additions, etc. if needed to ensure the Planning Guide is an accurate representation of the employee

Manager obtains an electronic copy of the Planning GuideManager obtains an electronic copy of the Planning Guide

Manager completes their section “Manager’s Section” of the GuideManager completes their section “Manager’s Section” of the Guide

Career Development Process Steps

The manager completes their personal Career Development Planning Guide

The manager submits their Career Development Planning Guide to their manager

The manager submits the Career Development Guides of their direct reports to their manager

 The next level manager reviews the Career Development Planning Guide of their direct reports and indirect reports

The manager sets up a one-to-one meeting with their direct reports to review the Career Development Guides of their direct reports and indirect reports

Next Level Reviews

Next Level Reviews cont.

Region People Meeting

Each Global Leader will hold an Annual

Region Career Development Meeting

The next level managers review the planning

guides of their direct & indirect reports

Each Global Leader will hold an Annual

Region Career Development Meeting

The next level managers review the planning

guides of their direct & indirect reports

Region People Meeting cont.

• It is important that all managers and potential managers are included in the Region Career Development Meetings

• Each manager reporting to the Global Leader will review their team

• HR assists Global Leader

Ensure all managers are included in the Career Development Process

Discuss and identify: Ready now for promotions in

management Ready now for promotions into

management High potentials Individuals with special skills Organization training and skill

development needs Individuals open to lateral

rotations Marginal and poor performers

Ensure all managers are included in the Career Development Process

Discuss and identify: Ready now for promotions in

management Ready now for promotions into

management High potentials Individuals with special skills Organization training and skill

development needs Individuals open to lateral

rotations Marginal and poor performers

Region People Meeting Objectives

After The Meeting

The Global Leader will

obtain an electronic copy of

all guides

The Global Leader will take

the Career Development

Guides with them to the

Global People Meeting

The Global Leader will

obtain an electronic copy of

all guides

The Global Leader will take

the Career Development

Guides with them to the

Global People Meeting

Global People Meeting Objectives

• Ensure all managers are included

• Discuss and identify:• Ready now for promotions

• High potentials

• Individuals with special skills

• Training needs

• Lateral rotations

• Marginal and poor performers

Post People Meeting

• The Global Leaders finalize their notes on the Career Development Guides

• Global Leaders review the Guides with their direct reports

• Managers will do the same all of the way down to the manager and senior associate levels

• It is the responsibility of the employee and the employee’s manager to implement the plan

• Managers are to use the Career Development Plans in conjunction with performance evaluation reviews

Final Learning Tip

• Project & present topics with confidence

• Engage the audience

• Power Point Presentations

• Talking points are discussion guidelines

• Average six to eight words per line

• Six to eight bullet points per slide

• Look at the audience

Talent Management Summary

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Questions?

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