one page talent management and the 4 + 2 model of talent manager excellences

Growing Better Talent Faster

One Page Talent Management

Today

● A Simple Approach to Managing Talent● Managing Aflac’s Talent Production

Line● Becoming a Great Talent Manager

3

Let’s start with

storya short

“there’s an increasing tension between

company needs and HR's ability to deliver”

“HR executives face a credibility gap when it

comes to executing basic HR duties”

Executives aren’t happy

with their company’s

talent

#1 Priority of CEOs

“Developing leadership and talent pipeline”

Lowest HR Capability“Managing Talent”

Source: Deloitte & BCG

We have more power than we realize

We have compelling science

8

We know that talent

practices work if they’re

implemented

9

We have leaders who would appreciate a helping hand

So what’s not working?

So what if we . . .

Start with the Science

What’s proven to

achieve our goal?

1Eliminate

Complexity, Add Value

What will make this incredibly

easy to use?

2Create

Accountability &

Transparency

Why will managers

use it?

3

Only execution delivers

value

A fewthingsmatter most

HR is academically correct but practically deficient

You’ll find the solution

here

The Talent Production Line

Specifications

Spe

cific

atio

n t

o pr

odu

ce

lead

ers

at m

y co

mp

any

201

3

5’8”

5’11”

Raw Materials DistributionProduction Process

We can manufacture talent the same way

we manufacture anything else

Get the Specs Right

Do you know what “great” looks like?

Are you focusing on the few, most differentiating capabilities?

Specifications

Spe

cific

atio

n t

o pr

odu

ce

lead

ers

at m

y co

mp

any

201

3

5’8”

5’11”

Assess your raw materials

Do you understand what raw material is

available?

Is is possible to transform the raw

material into finished product?

Raw Materials

Manufacture your product

Can your process actually manufacture

this product?

Do you have the right machinery?

How will you keep the production line

moving?

Production Process

Distribute it

How will you get this product to where it’s

needed?

Distribution

SpecificationsS

peci

ficat

ion

to

prod

uce

le

ader

s at

my

com

pan

y

201

3

5’8”

5’11”

Raw Materials DistributionProduction Process

An example . . .

• Potential to become sales leader

• Consistent earnings every campaign

• Positive attitude/personality

• Sales leader evaluation

• Actual sales• Expressed interest

in sales leadership

• Sales leader trains• Beauty training• New product training• Recruiting training

Your Metric

It’s easy. Is anyone buying your product?

Questions? Comments?

Improving our Capabilities

“What enables talent management practices to work?”

Executive team support1

Manager accountability for completing the process

2

CEO support3

Design or process/program

4

NTMN 2011 State of Talent Management survey

The 4 + 2 Model of Talent Management success

Know BusinessLove Business

Business JunkieThe Core Four

Business Junkie


Solid HR capabilities in each key discipline


Business Junkie

HR Disciple


Not a craftsmanPlant manager at the

talent factory


Business Junkie

HR Disciple

Production Manager


Precise knowledge of the talent in your

charge


Business Junkie

HR Disciple

Production Manager

Talent Authority


Business Junkie

The Differentiating TwoBusiness JunkieThe Core FourTrusted Executive

Advisor

• Professionally Credible

• Forms Strong Executive Relationships

Courageous Advocate

• Has a Theory of the Case

• Is Appropriately Aggressive

Business Junkie

HR Disciple

Production Manager

Talent Authority

● What questions do you have about the model?

● Identify the one area that you’d like to improve

● Engage in feedforward (15 minutes, as many suggestions as you can get)

Exercise

Winning this race requires:• Simplicity, Accountability and

Transparency• Managing Your Talent Production Line• Being A Great Talent Manager