talent sustainability walsh

8/9/2019 Talent Sustainability Walsh

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2008 Center for Creative Leadership. All rights reserved. 1

Richard Walsh

Senior Faculty & Executive Coach

Center Connection- Austin, TX

Talent Sustainability: Frameworks and Tools for

Developing Organizational Capacity


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Number of more jobs available then people

to fill them because of retiring Baby Boomers.


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Percentage of students graduating with

science and engineering degrees in the

United States, Germany, and Japanis in the single digits.


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The global war for talent is fierce and growing

fiercer. In our view, global companies are

undergoing a transition in how people are

valued. Once thought primarily in terms of cost,people in successful global companies are

valued as rich sources of talent, skill and

diversity, which are critical to the success ofthe enterprise.

~ Price Waterhouse Coopers

10th Annual Global CEO Survey


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Biggest Human Capital Challenges of the Future

1. Succession Planning

4. Engaging & RetainingTalented Employees

2. Providing leaders with the skills

they need to be successful

3. Recruiting & Selecting talented

employees to fill positions

Source: SHRM Foundation 2007


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Aligning Succession Management with

the organizations talent management

systems and practices.


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The work of designing and implementing the

strategies, culture, systems and processes needed

for

Talent sustainability is an organizations ability to

continuously attract, develop, and retain people withthe capabilities and commitment needed for current

and future organizational success.

Talent Management

talent sustainability.

Talent Sustainability

talent sustainability.


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Strategy

Culture


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2007 Center for Creative Leadership. All rights reserved.


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Competency

Model

Develop

ment&

Deploy

ment

Learning

&

Development

KnowledgeManagement

Executive

Commitment &

Engagement

Sourcin

g&

R

ecruitin

g

CriticalTalent

Identification,

Developme

nt,

&Succession

Reward&

R

ecognition

Performance

Managem

ent



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Compete

ncy

Mod

el

Develo

pment&

Deploym

ent

Learning&

Develop

ment

Knowledge

Management

Executive

Commitment &

Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Su

ccession

Re

ward&

Rec

ognition

Performa

nce

Manag

ement

Talent

Sustainability

Metrics

Metrics



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Rewards&

Recognition Le

arning&

Development

Knowledge

Management

Executive

Commitment &

Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Developmen

t,

&Succession

Compete

ncy

Mod

el

Develo

pment&

Deplo

yment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

CriticalTalent

Identification,

Developmen

t,

&Succession

Identifying what type of talent

is most critical to implementing

the organizations strategy,continuously developing that

talent, and moving it into roles

where it is most needed.


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Competency

D

evelopment&

Deployment L

earning&

Development

Knowledge

Management

Executive

Commitment &

Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development

,

&Succession

Compete

ncy

Model

Develo

pment&

Deplo

yment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Learning&

Developme

nt

Creating opportunities for

employees to enhance their

capabilities and connections with

others in the organization in order

to improve job performance,

career advancement,

organizational commitment, and

organizational performance.


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Reward&

Recognition Le

arning&

Development

Knowledge

Management

Executive

Commitment &

Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development

,

&Succession

Rewa

rd&

R

ecog

nition

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Compete

ncy

Mod

el

Develo

pment&

Deplo

yment

Delineating the competencies

needed in employees and

using the resulting competency

models across talent

processes.


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Rewards&

Recognition Le

arning&

Developmen

t

Knowledge

Management

ExecutiveCommitment &

Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Succession

Compete

ncy

Mod

el

D

evelo

pment&

Deploy

ment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Knowledge

Management

Developing and making

accessible the shared

knowledge, expertise,

and collective wisdom

across the organization.


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Rewards&

Recognition Le

arning&

Developmen

t

Knowledge

Management


Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Succession

Compete

ncy

Mod

el

Develop

ment&

Deploy

ment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Performance

Managem

ent

Setting performance

standards, monitoring

employee performance,

providing feedback andsupport for performance

improvement, and exiting

employees who cannot

meet standards.


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Competency

Development&

Deployment L

earning&

Development

Knowledge

Management


Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Succession

Compete

ncy

Mod

el

Develop

ment&

Deploy

ment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Reward&

Recognition

Using formal and informalrewards to align employee

behaviors and activities

with organizational

strategies and to build acommitted workforce.


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Reward&

Recognition Le

arning&

Development

Knowledge

Management


Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Succession

Compete

ncy

Model

Develop

ment&

Deploy

ment

Performance

Managem

ent

Talent

Sustainability

Metrics

Metrics

Sour

cing

&

Rec

ruiti

ng

Developing reliable

sources of talent for the

organization and

practices for attractingthat talent to the

organization.


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Rewards&

Recognition Le

arning&

Development

Knowledge

Management


Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development,

&Succession

Compete

ncy

Model

Develop

ment&

Deplo

yment

Performance

Managem

ent

t

Talent

Sustainability

Metrics

Metrics


Engagement

Senior executives who believe that

talented employees are critical for

organizational success, who are

directly involved in talent

management work, and who ensure

that their organization has effective

talent management practices in place.


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How engaged and committed

are YOUR senior executives?


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Percentage of time executives spend

engaging in talent management activities

relative to other executive responsibilities.


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Talent Orchestration

represents a seniorexecutives ability and

personal involvement in

leading talent

management processes

and outcomes to ensure

the sustainable utilization

of human capital assets.

Orchestrators


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Instructions: Use the following rating scale to respond to each item:1=STRONGLY DISAGREE 4=slightly agree

2=Disagree 5=Agree3=slightly disagree 6=STRONGLY AGREE


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O r g a n i z a t i o a n l T a le n t M a n a g e m e n t E f f o r t s

1 .T h e B o a r d h a s i d e n ti f ie d t a le n t m a n a g e m e n t a s a t o p

p r i o r i t y .

2 .T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t

t e a m a r e c o m m it te d t o t a le n t m a n a g e m e n t .

3 .T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t

t e a m i n v e s t t h e i r t im e in t a le n t m a n a g e m e n t .

4 .D e v e l o p i n g t a le n t i s a s h a r e d r e s p o n s i b il i ty b e t w e e n

e x e c u t iv e s , h u m a n r e s o u r c e s , a n d l in e m a n a g e r s .

5 .T h e o r g a n i z a t io n s t a le n t d e v e l o p m e n t p r a c t ic e s a r e d i r e c t ly

li n k e d t o b u s i n e s s s t r a te g y .

6 .T h e r e i s a c le a r a n d c o m p e l li n g r e a s o n f o r t a le n t e d

i n d i v id u a l s t o j o in t h e o r g a n i z a t io n .

7 .T h e r e i s a c le a r a n d c o m p e l li n g r e a s o n f o r t a le n t e d

i n d i v id u a l s t o s t a y in t h e o r g a n i z a t io n .

8 .F o r m a l p e r f o rm a n c e m a n a g e m e n t p r o c e s s e s a r e in p la c e t o

id e n t if y a n d r e v ie w t h e o r g a n i z a t io n s t o p t a le n t .

9 .T h e o r g a n i z a t io n p r o v i d e s f o r m a l d e v e l o p m e n t o p p o r t u n i ti e s

t o s u p p o r t e m p lo y e e s .

1 0 .

T h e o r g a n i z a t io n c h a ll e n g e s h i g h p o t e n t i a l e m p l o y e e s w it h

d e v e l o p m e n t a l a s s i g n m e n t s , ro l e ro t a t io n s , a n d / o r c r o s s

f u n c t io n a l e x p e r ie n c e s .

1 1 .

T h e o r g a n i z a t io n h a s id e n t if ie d a n d d i ff e r e n t ia t e d t h e c r it ic a l

c o m p e t e n c i e s n e e d e d f o r tr a n s i tio n i n g i n t o e a c h l e v e l o f

m a n a g e m e n t / le a d e r s h i p r e s p o n s i b il it y .

1 2 .T h e o r g a n i z a t io n e f fe c t iv e l y m e a s u r e s t h e i m p a c t o f it s t a le n t

m a n a g e m e n t i n it ia t iv e s .

1 3 .T h e o r g a n i z a t io n s re c o g n i t i o n a n d re w a r d s y s t e m s

e n c o u r a g e ta l e n t m a n a g e m e n t .

1 4 .

T h e C E O , o r m o s t s e n i o r e x e c u t iv e , a n d t o p m a n a g e m e n t

t e a m e n c o u r a g e s le a d e r s t o s h a r e ta l e n t a c ro s s t h e

o r g a n i z a t i o n .

1 5 .T h e o r g a n i z a t io n i s t r a n s p a r e n t in p r o v i d i n g i n fo r m a t io n

a b o u t s u c c e s s i o n p l a n s .

1 6 .T h e o r g a n iz a t io n h a s a c u l tu r e o f d e v e l o p m e n t a n d g r o w t h

f o r e m p l o y e e s .

1 7 .M e n t o r s a n d / o r c o a c h e s f o r m a l ly w o r k w i th h i g h p o t e n t ia l

e m p l o y e e s i n th e o r g a n i z a ti o n .

7 0 . 2 %

7 5 . 0 %

6 1 . 4 %

8 3 . 7 %

5 8 . 1 %

6 4 . 7 %

6 8 . 5 %

6 9 . 6 %

6 9 . 5 %

4 6 . 7 %

3 2 . 0 %

1 7 . 5 %

3 6 . 9 %

5 0 . 0 %

1 8 . 4 %

4 6 . 2 %

2 6 . 7 %

1

2

3

4

5

6

7

8

9

1 0

1 1

1 2

1 3

1 4

1 5

1 6

1 7

1 8

1 5 . 0 %

% A g r e e m e n t (A g r e e & S t ro n g l y A g r e e )


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Orchestrators In Action


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E x e c u t iv e T a le n t M a n a g e m e n t E f fo r t s

18 .I am he ld pe r s ona l l y ac c oun t ab le f o r dev e lop ing t a len t i n m y

organ iza t ion .

19 . I am d i rec t ly inv o l v ed i n iden t i fy ing t a l en t i n m y o r gan i z a t ion .

20 .I am ac t iv e l y inv o l v ed i n r ev iew ing t he p r og r es s o f h i gh

po t en t ia l em p loy ees .

2 1 . T h e r e i s a t le a s t o n e s u c c e s s o r id e n t if ie d f o r m y p o s i ti o n .

22 .I p rov ide de ve lopm enta l oppo r tun i ties to h igh po ten t ia l

e m p l o y e e s .

23 . I use s t re t ch ass ignm ents , ac t ion learn ing , o r rea l l if e cases t ud ies to dev e lop em p loy ees .

2 4 . I h e l p e m p l o ye e s le a r n fr o m t h e ir m i s ta k e s .

25 .I am f o r m a l l y m en t o r i ng a t leas t one h igh po t en t ia l

e m p l o y e e .

26 .I p rov ide ongo ing dev e lopm en t a l f eedbac k t o im p r ov e

e m p l o ye e p e r fo r m a n c e .

27 .I be l ieve tha t de ve lop ing ta len t w i l l lead to imp roved

o r gan i z a ti ona l pe r f o r m anc e .

2 8 . I h o ld m y d ir e c t r e p o rt s a c c o u n ta b le f o r ta le n t m a n a g e m e n t .

29 . M y d i r ec t r epo r ts r egu la rl y ev a lua t e the i r t a len t .

30 .M y d i rec t repo r t s have iden t if ied a t leas t one h igh p o ten t ia l

e m p l o y e e .

31 .M y d i r ec t repo r t s a r e m en t o r ing a t l eas t one h igh po t en t ia l

e m p l o y e e .

32 .M y d i r ec t r epo r ts m a k e f o r m a l rec om m enda t i ons to m e

abou t t he i r h i gh po t en t ia l em p loy ees .

52 . 7%

82 . 0%

71 . 2%

50 . 0%

70 . 1%

50 . 0%

77 . 7%

50 . 0%

71 . 2%

97 . 8%

63 . 6%

61 . 9%

65 . 8%

34 . 8%

53 . 3%

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

1 5 . 0 %

% A gr eem en t (A g r ee & S t r ong l y A g r ee )


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Talent Acceleration

represents a senior

human resource,

training and

development, ororganizational

development

executives ability and

personal involvement indriving talent

management processes

and outcomes to ensure

the sustainable

utilization of humancapital assets.

Accelerators


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In addition to improving

the quality of the talent

and leadership,

reducing the readinessto lead cycle time, and

improving people

processes, talent

acceleration involves

alignment of peoplesystems and processes

and influencing critical

outcomes in order to

achieve talentsustainability.

Accelerators


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Rating InstructionsThinking about yourself as a people executive please rate the extent to which you agree with thefollowing statements. Please put an Xin the one box that best represents your level of agreementRating ScaleSD=STRONGLY DISAGREED=Disagreesd=slightly disagreesa=slightly agree

A=AgreeSA=STRONGLY AGREE


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Accelerators In Action

High potential talent can be found on

key position succession plans

The organizations critical roles have been identifiedand defined, and successor candidates are being

actively developed for each critical role

Assessing executive talent and emerging talent

Help managers get a clear

understanding of who their critical talent is and why


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Being a Strategic Influencer

Are Accelerators positioned to optimally facilitate the

assessment of critical talent needed for the business?

Are the critical talent we have identified the right

talent based on the changes that are going on

with the organization?

I Influence the executive team to

link talent to business strategy.

I have engaged at least one senior leader in aconversation about how they are impacting

the organizations talent management process.


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Talent AccelerationEngaging in Strategic Thinking

Assessing Where We Are

Strengths: What internal capabilities or assets give the organization a competitive

advantage? In what ways does the organization serve its key internal and external

stakeholders?

Weaknesses: What internal capabilities or assets is the organization relatively ineffective or

inefficient at performing or possessing, or so limited in capacity as to put it at a competitive

disadvantage? In what ways does the organization fall short in serving key internal and

external stakeholders?

Opportunities: What conditions or possible future conditions in the external environment

might give the organization a competitive advantage and enhance achievement of its vision iftaken advantage of?

Threats: What conditions or possible future conditions in the external environment might put

the organization at a competitive disadvantage and inhibit achievement of its vision if steps

are not taken to minimize their impact?

SWOT Analysis

Someone two levels senior to you


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SWOT Conversations

Someone two levels senior to you

Someone from a different functional area

Someone with a reputation for creative business thinking

A manager with a reputation for being solid and level headed

What were the points of agreement?

What were the points of disagreement?

What did you learn from your own insight and

appreciation for your organizations strategic situation?


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How do YOUR line managers

influence the development of talent?


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88% of identified high potentials believe they are

actively identifying and developing talent.

75% of leaders not formally identified

as high potentials believe they are activelyidentifying and developing talent.


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A View from the Pipe

Influencers

How does it feel to be formally identified as a high potential?

Coach Teacher Guide


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Talent

High Potential Talent

Critical Talent

Critical Talent


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Talent

Individuals who have the capability to make a

significant difference to the current and

future performance of the organization.

Critical Talent

Individuals in critical positions who have the potential tomake the most significant impact to the current

and future performance of the organization.

High Potential Talent

An employee who has been assessed as having the ability,organizational commitment, and motivation to rise to and

succeed in more senior positions in the organization.

T l t


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Talent

I appreciate the recognition but am a bit concerned about my

ability to prove myself.

I dont really deserve the honor.

It is very gratifying and humbling at the same time. It also

strengthens my dedication to the company as it demonstrates

its interest in me.

Extremely complimentary but stressful at the same time.

At first it made me proud that someone noticed my potential.

Then quite frankly, it made me a little scared. Now what is

expected of me?

How does it feel to be formally identified as a high potential?


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Talent

A little left out. I am already pretty high up in the organization.

If my improvement gets me promoted, great. If not, thats also

ok.

The fact that I have been told that I am a high potential teammember but not recognized formally makes me question if what

I have been told is accurate or just an underhanded way to

keep me striving for something unattainable.

Even though I am told that I am in the succession plan andconsidered high potential, no one can outline the next steps

associated with being this person. As time passes, I feel as

though they are giving me lip service to retain my assets.

How does it feel not to be formally identified as a high potential?


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Role of the Executive

Role of thePeople Executive

Critical Roles in Talent SustainablityRole of Line Managers

Talent Influencer


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Compete

ncy

Mod

el

D

evelo

pment&

Deploy

ment

Learning&

Developmen

t

Knowledge

Management


Engagement

Sourcin

g&

Recruiting

CriticalTalent

Identification,

Development

,

&Success

ion

Reward&

Recognition

Performance

Managem

en

t

Talent

Sustainability

Metrics

Metrics


What will be YOUR Talent Legacy?


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Center Connection- Austin, TX

Talent Sustainability: Frameworks and Tools for

Developing Organizational Capacity

Richard Walsh

Senior Faculty & Executive CoachOne Leadership Place

Greensboro, NC 27358

01.336.286.4581

Roland Smith

Senior Faculty

850 Leader Way

Colorado Springs, CO 80906

01.719.329.7895

talent sustainability walsh

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