Download - Proceso de Talentos Example Draft
Strat Training – February 2013
Modelo tentativo base para Presentar la Etapa Inicial del Programa de Entrenamiento
(to be discussed, changed and adapted to specific purpose)
I. Proceso de TalentosII. Planes de DesarrolloIII.Proveyendo Feedback
Agenda
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I. Proceso de Talentos
Objetivos
i. Conocer el proceso de talentos
ii. Identificar las clasificaciones en la Matriz de Talentos
iii. Sesión de Talentos
iv. Ejercicios de clasificación de talentos
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Mar 29Mar 28
Mar 7
Mar 14
Mar 21
FY13 Talent Review Timeline
Kick-off Entrenamiento Talent Review Roll-Up Feedback Development Comunicación Process Process
SeptiembreMarzo
Agosto
kick-off comunicación
kick-off comunicación
kick-off comunicación
kick-off comunicación
1 WeEk
1 WeEk
1 WeEk
1
WeEk
DivisionesReuniones de Talent Review , consolidación de material
4
WEEKS
Grupos preparan group roll-up & cross-group roll-up
3
WEEKs
Octubre
Grupos, Realizan feedback1-a-1
4
WEEKs
Entrenamiento de líderes & Preparación para Revisión de Talentos en las diversas áreas
Fase I - Preparación Fase II - Implementación Fase III - Seguimiento
Noviembre
Implementación Plan de Desarrollo
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WEEKS
StratRealiza reuniones para consolidar las acciones de desarrollo
Coaching realiza reuniones para consolidar las acciones de desarrollo
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WEEKS
2
WEEKS
MayoJunioJulio
Strat prepara cross-group roll-up
1
WEEK
1
WEEK All feedback to
employees completed
Strat prepara PMC roll-up
Dec 1*
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LAG Talent Review Timeline
OctubreJulio Septiembrer NoviembreAgosto
Creación de Individual Profile/Talent worksheet
Cierre de PA & PPP
Sesión de Talentos: Clasificación, plantillas de Sucesión y de Planes de Desarrollo
Feedback Proceso de Talentos / Planes de Desarrollo
Base de Datos/ Seguimiento de planes de acción
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i. Proceso de Talentos
PPP / PATalent worksheet Individual profile Talent
Session
Final Development
plan
Draft development
plan
Talent Feedback
Database Monthly Follow up
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Individual Profile
PPP Evaluation
Performance Assessment
Individual Profile
Worksheet
Performance Assessment
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Business Skills (Habilidades requeridas)
Decision MakingResilience & AdaptabilityResults DrivenLeading ChangeLeading OthersStaffing & DiversityDeveloping Others
Customer SatisfactionJob Knowledge & Continuous LearningStrategic PerspectiveIntegrityInnovation & CreativityCommunicationRelationship Building
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Business Skills Descripciones1. CUSTOMER SATISFACTION – SATISFACCIÓN DEL CLIENTECreates and maintains premier internal and external customer satisfaction. Develops strong working partnerships
2. JOB KNOWLEDGE &CONTINUOUS LEARNING – CONOCIMIENTO DE LA TAREA Y APRENDIZAJE CONTINUOPossesses the knowledge, skills, and experience to deliver highperformance. Promotes continuous learning and development.
3. STRATEGIC PERSPECTIVE - PERSPECTIVA ESTRATÉGICA.”Understands the bigger picture and organizational implications. Provides clarity of vision and direction for the organization.
Business SkillsAdministración de las calificaciones
• El líder evalúa de acuerdo con el siguiente criterio:
O Outstanding: Sobresaliente, por encima de los objetivos destacados.
E Exceeding: Destacado, por encima de los objetivos propuestos.
A Achieve: Full Performance= Cumple acabadamente con los objetivos.
D Developing: En desarrollo, puede incluir personas nuevas en el puesto.
U Unacceptable: Inaceptable, requiere mejora inmediata
O Outstanding E Exceeding A Achieving D Developing U Unacceptable
Personal Performance Plan
Personal Performance Plan Rating Scale
Tracking Chart Action Plan
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Individual ProfilePID:Name:
Performance Assessment Talent Review SessionAge:
Education:
Customer Satisfaction Communication Leading ChangeJob Knowledge & Continuous Learning Relationship Building Leading OthersStrategic Perspective Decision Making Staffing & DiversityIntegrity Resilience & Adaptability Developing OthersInnovation & Creativ ity Results Driv en
O Outstanding E Exceeding A Achieving D Developing U Unacceptable
Individual Talent Development Profile
Matrix RatingOverall Rating 3
Hire Date
Work History
Location
Matrix Level
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Relocate International
Employee Position ObjectivesDevelopment Options
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Fiscal Year
DivisionGroup
Relocate Domestic
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Current TitleDate Entered Current PositionPerformance Plan Rating
Future Potential Positions1
Key Strengths Key Strengths
Development Plan Development Plan
Improvement Areas Improvement Areas
Picture
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Reunión de Revisión de Talentos
Objetivo:
Identificación/selección de lo acordado en lo referido a talentos, ubicación de las personas en la Matriz de Talentos, debate de recomendaciones de desarrollo, deficiencias en planes de sucesicón y análisis de estrategias diversas que resulten en planes de acción.
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• ConocimientoConocimiento• HabilidadHabilidad• ActitudActitud
PERFILPERFILDESEADODESEADO
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Prepararse para presentar a sus reportes directos
• All participants should come prepared to give a 3-5 minute presentation of each direct report.
• The presentations should include a discussion of:• Key accomplishments• Strengths• Areas for improvement• Education• Career objectives• Development recommendations• Willingness to relocate• Other pertinent information
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Talent Review - Reunión
• Talent review meetings involve:• Sponsor: manager of participants• Participants: individuals assessing their direct
reports• Facilitator • Record Keeper
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Pregunta…
¿Qué elementos contribuyen a construir planes de desarrollo efectivos?
SMART = Specific; Measurable; Attainable; Relevant; Time BoundSMART = Specific; Measurable; Attainable; Relevant; Time Bound
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Agenda
i. Sentar las bases de trabajoii. Crear el Plan de Desarrolloiii. Implementar y Evaluar el Plan de
Desarrollo
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i. Laying the Groundwork = Sentar las bases• Establish positive, productive employee relationships• Know the purpose of the plan• Identify employee development needs• Share responsibility
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Establish Positive, Productive Employee Relationships• Success or failure of employee development plans often
hinges on the relationship you share with the employee
• Remember:• Every employee is different• Communication is key• Maintain trust and respect
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Know the Purpose of the Plan
• Is the purpose to aid the employee in building skills for their current role?
• Or is the objective to help them prepare for a future position in the company?
• Some plans may be a combination of both
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Share Responsibility
• Development plans should be created with input from both the leader and the employee• Employee input• Employee buy-in
Development Plan
EmployeeInputLeader
Input
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Agenda
i. Laying the Groundworkii. Building the Development Planiii. Implement & Assess the Development
Plan
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ii. Building the Development PlanCrear el Plan• Create appropriate development goals• Select experiences that develop employees• Ensure the plan is balanced• Ensure the plan addresses the necessary
skills/knowledge for future roles• Help your employees find the development they need• Development planning resources
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Create Appropriate Development Goals
• Ensure they are SMART
Specific
Measurable
Attainable
Relevant
Time-Bound
What skill is being developed?
What behaviors would indicate growth?
Do the goals stretch the employee?
Do you have employee buy-in?
What is the timetable for completion?
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M
A
R
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Select Experiences that Develop Employees• Development activities should include broader actions
than traditional classroom training• About 80% of the actions taken to achieve
development goals should be through on-the-job experiences, with no more than 20% classroom- or computer-based training
• When feasible, assign projects to employees which will help them develop
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Ensure the Plan is Balanced
Leverage employee strengths while striving to close development gaps
• Focus on developing no more than one or two areas where the employee needs to improve or increase their competiveness for future roles
2 acciones máximo por año
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Ensure the Plan Addresses the Necessary Skills/Knowledge for Future Roles• While it is critical to assist employees in gaining the
skills and knowledge required to perform their current duties…
• It is also important to assist your people in the acquisition of the skills needed for their next roles within the organization
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Strat´s Value Added as organizational partner• WE Avoid the “free market” model
• Individual leaders are left to their own devices and resources to improve
• WE promote instead - the “chess master” model• A series of targeted investments focus employees on
available experiences to acquire and demonstrate needed skills
• WE examine formal and informal training options to identify the best methods for your employees to meet their goals
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Agenda
i. Laying the Groundworkii. Building the Development Planiii. Implement & Assess the Development
Plan
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Remove Obstacles and Barriers
• Costo• Tiempo• Carga de trabajo diario• Resistencia al cambio• Falta de feedback• Falta de un plan de carrera
¿Cuáles son los típicos obstáculos para el desarrollo?
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Assess Your Employee’s Development Progress• Development plans are living documents
• They change as employees’ skills change or as organizational goals shift
• There may be a need to revise a plan if it becomes evident the goals or timelines are too aggressive
• As such, development plans should be revisited and amended regularly• Frequency would depend on the purpose of the plan
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Assess Your Employee’s Development Progress (cont’d)
• How will you know if the employee is achieving their goals?• Development for employee’s current role will show up
as progress in their job performance• Development for future roles will appear in feedback
from the employee and others involved in the development experience
• Remember SMART criteria (Specific, Measurable, Attainable, Relevant and Time Bound Objectives)
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Group Discussion
Questions to Consider:• Is there a good balance between on-the-job
experiences and formal training?• Does the plan leverage strengths as well as provide
opportunities to grow in areas where the employee lacks experience?
• Does the plan help prepare the employee for future roles?
• How will success be measured?
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Alineación• The objective of the discussion with the employee is to
ACHIEVE ALIGNMENT* on:• Understanding the purpose and intent of the overall
process• The assessment of their current positioning on the
matrix• Development plans and actions• Next Steps
* Alignment is not the same as Alignment is not the same as agreement. agreement. It’s important that the employee understand the purpose and perspective, even though they may not completely agree with the feedback.
Effective
DevelopmentEmployee
Leader
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Explain the Talent Development Process
• The goal of Strat’s Talent Development Process is to:• Evaluate the overall strengths and gaps in the leadership talent pool• Ensure we have the right person in the right job• Help identify and encourage development areas for all talent
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Strat must show Opportunities for Growth • Share opportunities for growth from individual profile• Give specific examples where appropriate• Expand with additional opportunities/ examples from your viewpoint• Link to Business Skills• Check for understanding
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Align on Development Plans
• Share development actions from individual profile
• Clarify specified actions from profile
• Explore other development options and general recommendations
• Determine appropriate steps and timelines to implement development actions
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Follow Up and Next Steps
• Assign responsibilities• Determine interdependencies• Set schedule• Include milestones and check-in points• Establish success measures• Declare mutual commitment and
managerial/leadership support
• EL EMPLEADO TIENE ESTA RESPONSABILIDAD SOBRE SÍ MISMO, Y EL LÍDER LO APOYA Y ACOMPAÑA.
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THANK YOU!
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