Bob Flecknell

Consultant, Assessment Analytics, Inc.

Canadian Chamber of Commerce

May 4, 2011

Welcome

To

Assessing and Building Your

Bench

Who Is Assessment Analytics Inc.

• Filipino owned and operated management consulting firm specializing in assessment solutions.

• Authorized distributor for South East Asia of SHL-PreVisor’s award-winning computer based talent measurement products which predict a candidate’s readiness for the job today and their potential for future performance.

• We work with clients to help them identify the high potentials on their bench using an Assessment Center which features a multi-rater multi-strategy approach.

Our Industry Partners

1983 1996

2001 1975

1999

1986

1993

1993

Banking & Financial Services Telco Government Retail

Professional

Services Staffing Healthcare Other

Some of Our Philippine ClientsBPO / KPO / Contact Centers Banking / Finance

Transportation / LogisticsInformation Technology

Real Estate Group of Companies

Retail / Consumer Products Pharmaceutical / Healthcare

Telco

Manufacturing / Construction

Staffing / Recruitment Consulting / Others

Today’s Focus

Talent Management (TM) and Your Bench Strength

Why? --- Rationale for TM

What? --- TM Overview

How? --- Planning and Execution of TM

Why ---Business Case

for Talent Management

1. Do you know your organization’s goals, strengths and weaknesses?

2. What is your current talent mix and bench strength?

3. Do you have unwanted turnover…particularly with top

your talented “A” players

4. What critical skills does your organization need to be successful today and tomorrow?

5. Is your organization prepared for the loss of key personnel?

6. How are you planning to fill your talent gaps?

7. Do you know who is the best fit for a particular position?

8. Do you know who is ready for a key promotion?

TM Audit – Some Questions

The Business Case

� 75% of survey respondents said their company is chronically short of leadership talent.¹

� Failure rates are high when executive talent is hired from outside.²

� Turnover among C Level leaders soared 53% between 1995 and 2001.³

� Half of baby-boom leaders will retire within 8-10 years.

1. The War for Talent. Mickinsey. 1998

2. Linkage & DDI. Exec. Succession Management

2001

3. Business: Challenging a Corporate Addiction to

Outsiders. Gabor, NYT, Andrea. Money and

Business/Financial Desk. 2002

4. Grooming Next-Millennium Leaders: Start now to

identify and develop the next generation of leaders.

Byham, William C. HR Magazine. February 1999.

Your Human Capital, People Equity…..Your Internal Talent

Impact of Trends on Your Talent Management

Trend 1:

Global Competition

Trend 2:

A Change in Labor Supply and Demand

Trend 3:

Uneven Distribution of Talent

Trend 4:

Managing Diverse Workforces in Diverse Places

Trend 5:

Skill and Mind Shift

Impact of Trends on Your Talent Management

Trend 6:

Technology

Trend 7:

Leadership and Succession Gaps

Trend 8:

The Cost of Talent Mistakes are Growing

Trend 9:

Scarce Human Capital Measures

Trend 10:

Low Readiness for Change

Why Develop Internal Talent?

� “In 1,700 years of combined history of 18 visionary

companies, including Marriott, American Express, Pfizer,

and IBM, the role of chief executive was assumed by an

outsider only four times.”¹

� “Hiring outsiders is negatively correlated with dramatic

improvements in performance”²

1. Stocking Your Talent Pool with Knowledge Capital.

Human Capital Management.

2. Business: Challenging a Corporate Addiction to

Outsiders. Gabor, NYT, Andrea. Money and

Business/Financial Desk. November 17, 2002.

If you want

• 1 year of prosperity, grow grain.

• 10 years of prosperity, grow trees.

• 100 years of prosperity, grow people.

— Chinese proverb

What ---Talent Management Overview (TM)

Talent Management

Definition:

“a set of organizational processes designed to attract, manage, develop, motivate, and retain key people.”

The goal:

to create a highly responsive, high-performance, sustainable organization that meets its business targets.

Effective Talent Management

• Builds bench strength by identifying and developing your high potentials

• Stretches skills to build competencies for higher-level leadership positions

• Retains your top talent

• Reduces your recruitment costs (headhunters)

• Prevents premature promotions (Peter Principle)

Business

Strategy

Clarify Future

Talent Needs

Assess

Current Talent

Talent Strategy

Select

Talent

Mobilize

Talent

Develop

Capability

Vision

Org. Strategy

Org. Development

Competency Development

Job Analysis

360-Degree Tools

Personality/Ability Tests

Identify Critical Roles

High Potential Criteria

In-Depth Behavioral

Assessment

Structured Interviews

Simulations

Retention Plans

Succession Plans

Performance Management

New Position Assimilation

Business Results

Leadership Coaching

Leadership Development

Team Development

Career Development

Organizational Resiliency

Mentoring

Pre-Employment Testing

Selection Assessments

Staffing Needs Audit

High Potential Selection

How---

Planning and Executing Integrated TM

1. Start with TM as a business strategy.

TM is designed to support the organization’s business

strategy. You need to know

• What are your most pressing talent issues that stands in the way of achieving superior business results.

• What are the talents required and how to strengthen your talent pool.

• Where you are today and what your desired state will be like and when.

Are you ready for Talent Management?

• Defined purpose based on future business strategy, measures of success, a guiding philosophy

• Supportive environment for the objective identification of talent

• Ability and willingness to develop the talent pool

• Willingness to reinforce the process by providing career opportunities for high potentials

Is Your Leadership Ready to Actively Support

Talent Management by?

• Setting the standards for talent within your organization.

• Actively promoting talent management mindset deep in all managers.

• Be accountable and hold managers accountable for developing the talent pool/strength.

• Be ready to invest money on talents.

Success Factors Include:

• Competencies: key behaviors that define and measure success in a particular job or job family; may include competencies anticipated for success in the future

• Past experience

• Other essential skills: e.g., education, certifications, or capabilities

2. Define Success Factors

How will you set Success/Target Profile?

• Through a Top Management (Exe Com, ManCom) Workshop

• Facilitated by HR or Consultant.

• Benchmarking/Predictive Validation Studies

Position Analysis

FF Key Elements Include:

• Identification of strategic positions in the organization based on the

strategy of the organization and immediate leadership needs

• Identifying critical success factors for strategic positions

• Mapping critical success factors to developmental or staffing efforts

Clarify Future Talent Needs

Identification of

• strategic positions in the organization based on the strategy and immediate leadership needs.

• critical jobs/positions and required competencies

3. Position Analysis

Position Analysis

FF Key Elements Include:

• Identification of strategic positions in the organization based on the

strategy of the organization and immediate leadership needs

• Identifying critical success factors for strategic positions

• Mapping critical success factors to developmental or staffing efforts

Clarify Future Talent NeedsPosition AnalysisCritical Positions

How to assess

leadership

potential –your

bench

Position Analysis

FF Key Elements Include:

• Identification of strategic positions in the organization based on the

strategy of the organization and immediate leadership needs

• Identifying critical success factors for strategic positions

• Mapping critical success factors to developmental or staffing efforts

Clarify Future Talent Needs

4. Talent Pool and Succession Mapping

Key Elements Include:

• Creation of a talent pool of high potentials

• Assessment of gaps between existing competencies and competencies required for targeted positions

• Talent review meetings for calibration across the organization

Position Analysis

FF Key efforts

Clarify Future Talent Needs

Talent Pool and Succession Mapping

■ Bench Strength –

Quantity and quality

(readiness and competency)

of high potential talents per

critical job.

Ideally there should be at

least one High Potential

Talent who is “Ready Now” in

each critical post.

Nominee Criteria

1) Performance for the past two (2) years

Employees’ performance history for the

past should at least Exceed Expectations

2) Competency Gap Ratio of 90% for current

position and 80% for future position

3) Assessment of those Highly Recommended

WHO are potential candidates

to the Talent Pool?

High-Performers vs. High Potentials

High-performers give immediate

return on investment, with

estimates averaging from more

than 50% additional value, to as

much as a 100% increase in

productivity over average

performers.

iii Corporate Leadership Council, Executive Summary, February 2005. William D. Koch, Directions: Closing the Gap Between the

Best and the Rest, Development Dimensions International, 2007.

WHO are potential candidates

to the Talent Pool?

High-potentials demonstrating

high-level contributions,

organizational values, potential

to move up to an identified

position within a given

timeframe, and potential to

assume greater responsibility

iii Corporate Leadership Council, Executive Summary, February 2005. William D. Koch, Directions: Closing the Gap Between the Best and the Rest,

Development Dimensions International, 2007.

High Performers vs. High Potentials

“Most high-performers are NOT high-

potentials BUT all high-potentials are

high-performers.”

HOW should we best identify high-potential employees?

What is an Assessment Center?

Individual Assessment

• An assessment center consists of a standardized evaluation of behavior based on multiple inputs.

•Multiple trained observers and techniques are used.

• Judgments about behaviors are made, in major part, from specifically developed assessment tools and activities

• These judgments are pooled in a meeting among the assessors.

Source: Guidelines and Ethical Considerations for Assessment Center Operations. Task Force on

Assessment Center Guidelines; endorsed by the 17th International Congress on the Assessment Center Method,

May 1989.

Output - Individual Executive Report

• Rating Summary

• Strengths

• Developmental Areas

• Growth and Derailing Factors

• Career Aspirations

• Overall Summary and Recommendations

• Detailed Workshop Results per Competency

x

Competencies SHL-PreVisor

Online

Assessment

Disaster

Management

Case

Case Study

Presentation

Team

Exercise

Coaching

Exercise

Behavioral

Event

Interview

1 Strategic Thinking x x x � x

2 Business Leadership

3Planning, Analyzing &

Maintaining Focusx x x x x

x

4Analytical Thinking &

Decision Makingx x x x

5 Innovation x x x x � x

6 Catalyzing Teams

7 People Development x x xx

8 Communication

9Building Relationships

x x x

x

10 Motivating Others x x x � x

11 Leading Change

12 Customer Focus x x x � x

13 Managing Performance x x xx

14 Resilience x x � x

Presentation/One-on-One Interview

Team Activities & Role Playing

Position Analysis

FF Key Elements Include:

• Identification of strategic positions in the organization based on the

strategy of the organization and immediate leadership needs

• Identifying critical success factors for strategic positions

• Mapping critical success factors to developmental or staffing efforts

Clarify Future Talent Needs

6. Development Planning and Implementation

Create individual and group development plans that:

• Address development needs of the group

• Support skill building and engage in between-sessions “real work” activities

Rating AAI Client

4.50 - 5.00 Expert Role Model

4.00 - 4.99 Advanced Commendable

3.00 - 3.99 Proficient Competent

2.00 - 2.99 Basic Needs

Improvement

1.00 - 1.99 Novice Unacceptable

RESPECT FOR

INDIVIDUAL

CUSTOMER

SERVICE

QUALITY

ORIENTATION PROFESSIONALISM

PLANNING &

EXECUTION

DECISION-

MAKING

CHANGE

MANAGEMENT

BUSINESS

ACCUMEN VISIONING

COMMUNICATION,

COACHING &

COUNSELING Total

DEPT.

HEAD 5.0 4.0 4.0 4.0 4.0 3.0 4.0 3.0 3.0 4.0 3.8

DIV. HEAD 5.0 5.0 5.0 5.0 4.0 4.0 5.0 4.0 4.0 4.0 4.5

1 4.0 4.5 4.0 4.5 4.0 4.0 3.5 4.5 3.0 3.0 3.9

2 4.0 4.0 4.0 4.0 3.5 4.0 3.5 4.0 4.0 3.5 3.9

3 4.0 4.0 4.0 4.0 4.0 4.0 3.5 3.5 3.5 4.0 3.9

4 4.0 3.0 4.0 4.0 4.0 4.0 4.0 4.0 3.5 4.0 3.9

5 4.0 4.0 4.0 4.0 3.5 3.5 4.0 3.5 3.5 4.0 3.8

6 4.0 3.5 4.0 4.0 3.5 3.5 3.5 3.5 3.5 4.0 3.7

7 3.5 3.5 3.5 4.0 4.0 3.0 4.0 3.0 3.5 3.5 3.6

8 3.5 3.0 3.0 3.5 3.5 4.0 3.0 3.0 3.5 3.0 3.3

9 3.5 3.5 3.5 3.5 3.5 3.0 3.0 3.0 3.0 3.0 3.3

10 3.0 3.0 3.0 3.5 3.0 3.0 3.5 3.5 3.0 3.0 3.2

11 3.0 3.0 3.0 3.0 3.5 3.0 3.0 3.5 3.0 4.0 3.2

12 3.5 3.5 3.0 3.0 3.5 2.5 3.0 3.0 2.5 2.5 3.0

13 3.0 3.0 2.5 3.5 3.0 3.0 3.0 3.0 2.0 2.5 2.9

14 3.0 3.0 3.0 3.0 3.0 3.0 2.0 3.0 3.0 2.5 2.9

15 3.5 3.0 2.5 3.0 3.0 2.5 3.0 2.5 2.0 3.0 2.8

AVERAGE 3.6 3.4 3.4 3.6 3.5 3.3 3.3 3.4 3.1 3.3

Company “A” Target Profile

0.0

1.0

2.0

3.0

4.0

5.0

6.0

TO

TA

L

DEPT. HEAD

DIV. HEAD

0.0

1.0

2.0

3.0

4.0

5.0

6.0

Axis Title

Candidate #1 (3.9)

DEPT. HEAD

DIV. HEAD

Company “A” Group Profile vs. Target

0.0

1.0

2.0

3.0

4.0

5.0

6.0

TO

TA

L

DEPT. HEAD

DIV. HEAD

TOTAL

Determining ‘Employee Development’ Interventions

� Training

� Learning on-the-job

� Providing developmental challenges

� Delegating to develop

� Mentoring

� Coaching

� Counseling

Feedback Sessions with

Assessors and Immediate Superior

Position Analysis

FF Key Elements Include:

• Identification of strategic positions in the organization based on the

strategy of the organization and immediate leadership needs

• Identifying critical success factors for strategic positions

• Mapping critical success factors to developmental or staffing efforts

Clarify Future Talent Needs

7. Monitor Progress and Measure Results

This can include any or all of the following:

• Monitor progress of Talent Pool development• Monitor organizational strategy changes and

their impact on succession management• Measure number of leadership positions filled

by talent pool• Measure retention of talent pool• Measure employee satisfaction and

commitment

Talent Management is a key to ensuring your bench strength can help you maintain competitive advantage and meet the demands of business, now and tomorrow!

Thank You!

Bob Flecknell

robert.flecknell@assessmentanalytics.com

+632 0919 369 5765

Individual Assessment