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Sample Talent Review Worksheet

Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes. <br><br>This deck can be used as a worksheet to help prepare for those roundtables.

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Sample Talent Review Worksheet

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  1. Selena Sol presents….. SAMPLE TALENT REVIEW PREP WORK give your people the best chance at promotions and comp selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol

  2. Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes. This deck can be used as a worksheet to help prepare for those roundtables. You complete a talent review for each member of your team, rank them, and compose dossiers for each of your high potential candidates.

  3. talent review: <insert team name> 16 TEAM NAME: SDC PMO/ADMIN 11 5 5 9 1 • Jamerson, James • Brown, Ray • Collins, Bootsy • Waters, Roger • Claypool, Les • Flea • Lee, Geddy • Clark, Stanley • Jones, John Paul • Hamm, Stuart • Sting • Gallup, Simon • McCartney, Paul • Mingus, Charles • Entwistle, John • Tachibana, Eric 4 2 8 3 4 14 12 15 7 6 3 10 PERFORMANCE 13 2 1 Challenged Capstone Moderate High POTENTIAL

  4. high potential dossier: eric tachibana Name: Eric Tachibana EID: B12PP3 Start Date : 21 APR 2007 Reporting Manager: Selena Sol Team: COO Office Successor: Mark Fletcher 5 11 4 PERFORMANCE 3 2 1 Challenged Capstone Moderate High POTENTIAL

  5. APPENDIX

  6. CAREER DEVELOPMENT IS A YEAR-LONG PROCESS WITH CONTINNUAL ACTIVITY ANNUAL TASKS TEAM LEAD ACTIVITIES JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Performance Management Objective setting Objectives-based Coaching & Mentorship Year-end Review Mid Year Review Cross Evals Talent Planning Talent Review Succession Planning Mobility Planning Ongoing Talent Assessment and Implementation of Succession & Mobility Plans Talent Review Follow-up Learning & Development Personal Development Plan (PDP) and Learning and Development milestones PDP Implementation PDP Review Career & Comp Management Title & Bonus Commu-nication Promotion Candidate Identification Candidate Grooming (evidentiary proof + enhancing corporate visibility) Final ID of promote candidates Regional Promotion Round Table Global Round Table Bonus Round Table JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

  7. USE A RUBRIC TO MEASURE POTENTIAL

  8. READINESS MUST ALSO BE CONSIDERED • There must be a role suited for the person at the new grade! Grades follow roles, not people. • Nominated & supported by their Managers & Divisional Heads. • Must meet Firmwide Title Criteria, Leadership Model & On-the-job Competencies • Minimum 2 years in current title • Performance Rating of 4 or 5 last year & anticipated in current year • Excellent Cross Evaluation results

  9. A GOOD DOSSIER LEVERAGES 4C’s and 3D’s

  10. A GOOD DOSSIER BY EXAMPLE Not Relevant – will annoy audience • Works really hard; puts in very long hours • Graduated from Oxford • Is really well liked • Has been with the Firm for a long time • Has unique technical and institutional knowledge that we would be lost without • Is a “good guy” Performance Potential • Team lead on Project X that will generate 100M USD in revenue next year & will open 2 new Asian markets. • High quality code with 30% fewer bugs per release than peers. • Consistently delivers way beyond objectives for last 2 years. Client X said, “blah, blah, blah, best thing since sliced bread”. • Has driven departmental strategy through chairing the XXS working group and participating as an active member in the YYY Events and Culture Committee. • Quickly “sizes up” new situations, builds new relationships quickly. Got up to speed on Project Y (tech and people) after he/she had to cover when ABC left unexpectedly. • Was elected Chairman of X Group when 100% of the members nominated him/her. • Demonstrated keen delegation and people leadership skills in Project Z when blah, blah, blah. • Deep architectural intuition & skills that are relied upon by our team and, most recently, by the YYY team who candidate helped through a messy design pattern problem. • Performance is consistent with the Firm’s Leadership Model. For example….

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