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Talent Management Best Practices. Guy Schiller VP Business Process Excellence PAREXEL International . Talent Management Vision Talent Management Framework Talent Segmentation By Function ( Who are our Talents?) Developing Talents Sample Talent Management Data Talent Development

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talent management best practices

Talent Management Best Practices

Guy Schiller

VP Business Process Excellence

PAREXEL International

slide2

Talent Management

  • Vision
  • Talent Management Framework
  • Talent Segmentation By Function ( Who are our Talents?)
  • Developing Talents

Sample Talent Management Data

  • Talent Development
  • Promotions
  • Succession
  • Bench Strength
  • Internal Fill Rate
the vision talent management
The Vision- Talent Management

A deliberate, systematic approach to attract/recruit, on-board, identify, develop, deploy and retain individuals of strategic value to the organization, particularly those:

  • ♦ With leadership potential for the future, or
  • ♦ Who are key performing people, and/or
  • ♦ Who fulfill business/operation-critical roles

Talent Management at Vestas

talent management framework
Talent Management Framework

Talent

Development

Performance

Management

Organization Review

Talent Review

Career Value Proposition

…rewards talents

…develops talents

…utilizes talents

…identifies talent and competency gaps in strategic business areas

…identifies individual

talents

Succession Management

Individual Profile

Segments Talent Buy Function

Talent Sourcing Calls

Talent Rotation

Programme

Executive

Search

Anchored By A Clearly Defined “What Does Great Look Like” Leader Profile

organization review purpose and outcome
Organization review purpose and outcome

Strategy

  • Outcome: Organization aligned with strategy
    • Assessment of capability to execute key strategic priorities
    • Identified issues
    • Focus on the most important initiatives
    • Countermeasures to the most critical issues
slide6

Identification of Talent

♦ Individual Profile

The foundational tool for TM

A comprehensive overview of top leaders and talent

  • Completed by

All Directors and Above

Outlines career goals, mobility, key accomplishments, past experiences, key development goals

  • Updated yearly, and is part of the on-boarding process for new employees
slide7

Segmentation of Talent

♦ Strategic Talent Pools

Clarity on your current state shows you what type of talent you need

Using the Information Profiles, talent is segmented into talent pools:

Functional Talent Pool

Being developed to hold their highest possible position in any given function.

Why? Fill the gap on any Functional scarcity.

Executive Talent Pool

Ready in less than one year to take 2+ role. (Globally mobile or regionally in large multi-country region)

Why? Accelerate their development so we have certainty of successors.

Strategic Talent Pool

Function or Career Path that is deemed Strategic through the Organization Review Process.

Why? Allows you to put the most skilled talent toward our top strategic priorities.

Validated by HR and Psychological Eval

slide8

Validated Readiness

Value Chain Excellence

Commercial and Operational

Based Training

Function Excellence

Current portfolio

Sales

Finance/

Economics

KAM

Additional func. to be added

Leadership Excellence

Current portfolio

Career path programs,

Transition programs,

Situational leadership training

Balanced Development

Talent Assessment Process

Developing/Deploying Talent

What do our talents “get”?

♦ Architecture For Individual Talent Development

  • Talent Assessment: Common Assessment that will validate potential and fit as well as identify development needs
  • Leverage the Performance Development to truly address the development needs outlined in the assessment and use a balance assignment based, experience based and relationship and based development.
  • Regardless of Career Track, focus in develop individuals in the three pillars of Functional, Leadership and Value Chain excellence
  • Exposure to the P&C Community as well as a cross section of Executive leadership will validate that our talents are ready for their next assignment
slide10

178

IPE54+ Exceptional Performer development – thought example

People Review 2010

People Review 2011

32(19%)

58(34%)

What has happened to the 178?

31(18%)

34(20%)

1(1%)

1(1%)

15 (9%) without a People Review 2011 rating

  • Data Comments
  • Retention rate is up from 88% to 95,8%
  • Of the 157 reviewed in both 2010 and 2011:
    • Only 37% remain excellent Performers
    • 79% remain high performers
    • 21% dropping out of the high performing category (32% last year)
    • 36 (23%) of the best of the best was promoted
  • 172 (96,6%) still in company
  • 2 terminations
  • 3 Own termination
  • 1 Downsizing
  • 24 lateral moves
  • 36 promotions
monthly promotion matrix january through april 15 th thought example

4

6

3

7

1

Monthly Promotion Matrix: January Through April 15th – THOUGHT EXAMPLE

Promotions into 57+

  • Data Comments
  • YTD 28 Promotions to 57+
  • We are slowly improving our behavior
  • 7 employees promoted without performance/potential rating

Promotions into 57+ JOP

Talent Management at Vestas

slide12

54-56

54-56

54-56

54-56

54-56

54-56

54-56

54-56

54-56

IPE

IPE

IPE

IPE

IPE

IPE

IPE

IPE

IPE

57-58

57-58

57-58

57-58

57-58

57-58

57-58

57-58

57-58

59+

59+

59+

59+

59+

59+

59+

59+

59+

7 8 4

17 1 2

27 5 3

12 3 0

4 1 0

6 0 1

11 3 3

84 21 13

0 1 1

1 0 1

1 0 0

1 0 1

1 0 0

0 0 0

2 0 0

6 1 3

17 11 11

52 16 10

180 60 20

48 4 3

39 8 3

12 2 5

28 8 0

376 109 52

9 7 4

11 3 1

17 6 2

11 2 1

3 0 0

0 0 4

8 5 0

59 23 12

4 0 1

2 1 0

5 0 0

3 1 0

0 0 0

3 0 0

3 1 0

20 3 1

11 12 4

41 13 8

49 11 4

29 13 3

17 1 2

4 6 15

10 4 1

161 60 37

0 0 0

0 0 0

0 1 0

0 0 0

1 0 0

0 0 0

0 0 0

1 1 0

4 3 3

19 7 3

41 3 2

23 6 4

6 2 1

10 1 5

6 1 1

109 23 19

5 2 1

10 7 1

13 3 9

1 0 0

5 2 0

3 1 2

4 0 1

41 15 14

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Sales/KAM

Supply Chain

Product Dev.

Service

Quality

Production

Construction

Total

Analysis of Performance and PotentialPerformance & Potential Matrix by selected functions – IPE54+ - THOUGHT EXAMPLE

Talent Management at Vestas

analysis of 2011 performance and potential
Analysis of 2011 Performance and Potential

- Performance/Potential distribution by function – IPE59+ - THOUGHT EXAMPLE