Driving Superior Performance:Aligning Talent and Succession ...

The Power Tools for Nonprofits 2009 Conference

Cathryn Gabor, SPHR

Executive Service Corps Houston, Volunteer Consultant

Partner, Ingenuity Search Partners, LLC

November 18, 2009

Confidential

Driving Superior Performance:Driving Superior Performance:Aligning Talent and Succession Aligning Talent and Succession ManagementManagement

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Integrated Talent ManagementIntegrated Talent Management

“You can win the war for talent, but

first you must elevate talent

management to a burning corporate

priority.

Then, to attract and retain the people

you need, you must create and

perpetually refine an employee value

proposition: senior management’s

answer to why a smart, energetic,

ambitious individual would want to

come and work with you rather than

the team next door.”

Elizabeth G. Chambers et al., “The War for Talent,” The Mckinsey Quarterly 3 (1998)

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Integrated Talent ManagementIntegrated Talent Management

LeadershipLeadershipCompetenciesCompetencies

& Values& Values

Leadership/ Management

Competencies and Training

Aligning the Organization &

People

Career Development

Performance Management &

Assessment

Rewards, Recognition &

Benefits

Talent Assessment

and Evaluation

HR Mission & Strategy

Visible Measures of Organizational SuccessVisible Measures of Organizational SuccessVisible Measures of Organizational SuccessVisible Measures of Organizational Success

CommunicationCommunicationCommunicationCommunication

© Mercer HR Consulting

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Talent Management – Our ResponsibilitiesTalent Management – Our Responsibilities

What is our definition of talent?

How does it link to Strategy?

How much does talent matter? Why?

Who owns Talent Management?

Do you define the rules of the game?

How do you make Talent Management strategic?

What is the threat to successful Talent Management?

What is the HR franchise?

What do executives expect of us?

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Developing Talent…A Shared ResponsibilityDeveloping Talent…A Shared Responsibility

Employee Development

Goal:

Raise Workforce Capability and Engagement

About the many

Everyone deserves an opportunity to grow

Measured by annual Engagement survey and retention

Broad programs

Career development framework

Strengthen business knowledge and skills

Leadership/Executive Development

Goal:

Build Leadership Capability and Bench

About the few

Which people have the potential to make meaningful leadership contributions?

Measured by experiences, transfer of knowledge and bench strength

Focused development

Variety of Experiences

Challenging Assignments

Rigor of assessment and succession process

Executive Expectations

Rigor – Link to economic value – Quantify investments that drive performance – Provide Data and Metrics

Tough-minded, soft hands – Select against your criteria – Execute flawlessly

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The CEOs Role in Talent ManagementThe CEOs Role in Talent Management

Chief executive officers (CEOs) are increasingly responsible for, and involved in, talent management. The heads of human resources departments play an important, supporting role in executing talent strategy

CEOs spend a large amount of their time — often more than 20% — on talent management. However, this effort is not typically guided by a formal talent strategy explicitly linked to the company’s overarching goals or embedded in the business planning process. Rather, CEOs engage in selected supporting activities where they believe they add value.

Talent management has become more important because of a growing recognition that it has become more important because of a growing recognition that it helps to drive corporate performance, even though the exact impact is hard to quantify.

Good talent management is not undertaken in a piecemeal fashion but consists of comprehensive development programs. These include the identification of leadership potential, performance evaluations, targeted development activities and job experience.

Many CEOs mentor executives in their organizations — an additional and important part of the program. They regard the development of the next generation of leaders as one of the best ways of leaving a strong legacy.

© The Economist Intelligence Unit 2006

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The Human BarriersThe Human Barriers% of Interviewees who ranked obstacle among the 8 most critical

Obstacles preventing talent-management programs from delivering business Value

Senior Managers don’t spend enoughhigh-quality time on talent-management

Line managers are not sufficientlyCommitted to people development

Organization is “siloed” and does notencourage constructive collaboration,sharing of resources

Line managers are unwilling todifferentiate their people as top,average, and underperformers

Senior leaders in organization donot align talent-management strategywith business strategy

Line managers do not address chronicunderperformance effectively

Succession planning and/or resourceallocation processes are not rigorousenough to match right people to roles

CEO and/or senior team don’t haveshared view of most pivotal roles

5454

5252

5151

5050

4747

4545

3939

3838

© The McKinsey Quarterly 2006

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Your Organization’s Strategy for SuccessionYour Organization’s Strategy for SuccessionDoes your organization have an effective plan for executive succession?

Does your company have a plan for leadership growth to keep pace with business growth? Who is being developed and groomed?

Do you have a plan in place to fill the gaps and do they have plans for current employees to “step up to the plate” to fill those positions?

Do you have an objective plan in place to identify and develop the future leadership?

Do you have the bench strength for future leadership needs?

How can an organization maximize the human asset potential and allocation for the best alignment with strategic objectives?

"Leaders are "Leaders are responsible responsible

for future for future leadership. leadership.

They need to They need to identify, identify,

develop and develop and nurture future nurture future

leaders"leaders"

-Max DePree, Leadership is an Art

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Identification ofIdentification ofSuccessors and Key PositionsSuccessors and Key Positions

Identification ofIdentification ofKey TalentKey Talent

Assessment ofAssessment ofKey TalentKey Talent

Development PlansDevelopment Plansand Assignment Managementand Assignment Management

Talent ReviewTalent Review

KeyElements

Succession Planning: Key ElementsSuccession Planning: Key Elements

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1.1. Identification of Successors and Key Positions:Identification of Successors and Key Positions: What are the competencies and experiences needed to qualify for each key

position?

2.2. Identification of Key Talent:Identification of Key Talent: Typically people at the top two levels of the organization and high potential

employees one level below. Identified by their management’s assessment of their performance and

potential for advancement.

3.3. Assessment of Key Talent:Assessment of Key Talent: For each person on the radar screen, primary development needs are

identified focusing on what they need in order to be ready for the next level.


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4.4. Development PlansDevelopment Plans A development plan is prepared for how we will help the person develop

over the next year. Assignments and projects to stretch individual and provide new experiences

5.5. Talent Review with the CEOTalent Review with the CEO An annual or semi-annual talent review is held to review succession plan

and progress of key talent; discuss and revise their development plans.


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Succession Planning…Succession Planning…

Isn’t

The Same Thing as Workforce Planning

A Selection Process

Worth Anything if Management Won’t Use it

Is

An Organization and People plan

A Series of Actions/Steps to Meet That Plan

A Vital Tool for Executing Your Organization’s Mission

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Business Case for Succession PlanningBusiness Case for Succession Planning

Proactive planning will prepare your organization for the future

Provides a competitive advantage over unprepared organizations for attracting and retaining essential talent

Baby boomers are entering their fifties and starting to plan for retirement

Steadily declining skilled workforce population

Can help retain your current key staff at all levels

““There’s A Need There’s A Need To Grow Extensive To Grow Extensive

Leadership Leadership Communities Communities

Inside All Inside All Organizations.”Organizations.”

-Growing Leaders, PWC

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Succession CriteriaSuccession Criteria

Must be linked to overall business strategy

Easy to implement

Cost and time effective

Repeatable, sustainable, on-going process

Include both management and key/technical positions

Align with mission critical HR functions:

• Performance Management

• Development

• Compensation – Reward Systems

““Even New Hires Even New Hires Should Be Looked Should Be Looked Upon As A Rich Upon As A Rich Source of Future Source of Future

Upper Level Talent.”Upper Level Talent.”

-HR.com

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Core Principles Underlying Succession PlanningCore Principles Underlying Succession Planning

Leaders really do matter … in managing/driving accountability, results, culture.

Performance is what counts … top performers over high potentials (the “what” &

“how” both count).

Today’s top performing leaders aren’t necessarily tomorrow’s … even our best

leaders can fall behind or derail.

Talent is an enterprise resource … willingness to share talent makes the system

work.

A broad set of experience & assignments is the best classroom … yet a balanced approach is still necessary for development.

It’s incumbent upon today’s “top-100” to leave a legacy of future talent …

current leaders must teach, mentor, & role model others on what it takes to succeed.

Invest in the best … focus the rest.

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Implementing A Successful Succession PlanImplementing A Successful Succession Plan

Obtain CEO Commitment – Ensure that the CEO and other senior executives are willing to get involved in the succession planning process to create the vision for the initiative within the organization.

Draft a Policy Statement to be Reviewed by the CEO – Write the policy document in the words of the senior management committee to establish the tone of the succession planning program.

Establish a Senior Management Committee – Identify top executives from all functional areas of the organization to oversee the succession planning process. This committee must have decision-making authority.

Develop a Proposal for an Annual Cycle of Reviews – Draft a realistic succession plan that is attainable for the short-term; develop a more comprehensive plan after a few years of experience.

Develop Forms and Instructions – Create basic succession planning forms that list positions and high-potential candidates and plans for their development.

Develop Training Needs and Programs – Provide training to ensure that managers understand the succession plan procedures as well as the steps for assessing the potential of employees.

Start the Process – Ensure that the CEO plays a pivotal role in the succession planning process to increase the likelihood of success.

Evaluate and audit the process – Implement an audit process in the succession plan that tracks career paths, identifies supply and demand, and evaluates the plan.

Step 1Step 1Step 1Step 1








© 2000 Corporate Executive Board

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Drivers of Succession Planning: DemographicsDrivers of Succession Planning: Demographics

BABY BOOMERS BABY BOOMERS 1946-19631946-1963

GENERATION X GENERATION X 1963-19781963-1978

GENERATION Y GENERATION Y 1979-19941979-1994

“Demographically

driven changes are

affecting

workplaces

globally, primarily

by the baby boom

generation who are

cited as the largest

single sustained

growth population.”

-BNAC Report,

November 2001

“Demographically

driven changes are

affecting

workplaces

globally, primarily

by the baby boom

generation who are

cited as the largest

single sustained

growth population.”

-BNAC Report,

November 2001

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Today’s Traditionalists

Confident in social security and health care access following retirement, still plan to work during retirement.

The Self-Reliant

Aggressive savers, confident in retirement savings, plan to work part-time for the sake of enjoyment mainly.

The Strugglers

Not saving any money for retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement.

The Anxious

Not optimistic about retirement, not satisfied with current savings, concerned about social security and health care access, will need to work during retirement.

The Enthusiasts

Optimistic about retirement, do not plan to work when retired, can’t wait to retire.

Baby Boomers 1946 – 1963Baby Boomers 1946 – 1963Population 72 Million (USA)Population 72 Million (USA)

““The baby boomer The baby boomer population, totaling population, totaling 49% of the current 49% of the current

workforce, will close workforce, will close in on retirement in in on retirement in the next 10 to 12 the next 10 to 12

years. At the same years. At the same time, Gen Xers make time, Gen Xers make up just 23 % of the up just 23 % of the total workforce and total workforce and

are too few in are too few in number to number to

adequately fill the adequately fill the potential labor gap.”potential labor gap.”

-Workspan, 2003

““The baby boomer The baby boomer population, totaling population, totaling 49% of the current 49% of the current

workforce, will close workforce, will close in on retirement in in on retirement in the next 10 to 12 the next 10 to 12

years. At the same years. At the same time, Gen Xers make time, Gen Xers make up just 23 % of the up just 23 % of the total workforce and total workforce and

are too few in are too few in number to number to

adequately fill the adequately fill the potential labor gap.”potential labor gap.”

-Workspan, 2003

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Baby Boomer Diversity

25%

30%9%

23%

13%

Today's Traditionalists

Self-Reliants

Strugglers

Anxious

Enthusiasts

Baby Boomers 1946 – 1963Baby Boomers 1946 – 1963Population 72 Million (USA)Population 72 Million (USA)

““80% of 80% of boomers say boomers say they expect to they expect to

work after work after retirement.” retirement.”

-AARP Survey, 2001

““80% of 80% of boomers say boomers say they expect to they expect to

work after work after retirement.” retirement.”

-AARP Survey, 2001

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Reality Reality

Gen X’ers think about work differently than earlier generations…

Are cautious about investing in relationships with organizations and employers

Fear of unreliability

Invest emotionally in themselves and think like entrepreneurs

Are independent and creative problem solvers

Seek effective managers

Thrive on feedback so they can adjust to become more successful

Comfortable with computer

Technology and information overload

MythsMyths

Gen X’ers have a bad reputation as…

Disinterested in the organization

Self-absorbed

Disloyal

View the organization with disdain

Generation X 1964 – 1978Generation X 1964 – 1978Population 62 Million (USA)Population 62 Million (USA)

““Problem solving Problem solving is one of the most is one of the most

desired skillsdesired skillsemployers areemployers are

looking forlooking for – it is a – it is a talent manytalent many

X’ers possess”X’ers possess”

-GCM, January 2001

““Problem solving Problem solving is one of the most is one of the most

desired skillsdesired skillsemployers areemployers are

looking forlooking for – it is a – it is a talent manytalent many

X’ers possess”X’ers possess”

-GCM, January 2001

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…These are the sons and daughters of the boomers

Gen Y’ers want to work with a highly motivated team of committed people. This group has perfected multi-tasking.

Job satisfaction is driven by playing a meaningful role that helps others. “Paid volunteers” mentality.

Fiercely independent like Gen X’ers, but more comfortable with their self-reliance. “Of course I can fend for myself” versus “I’d better be able to fend for myself. Now get out of my way.”

Have typically been micromanaged by parents, teachers, counselors that they are eager to manage their own time. Will not want to be micro-managed at work.

Have never experienced life without computers – in fact, were learning computers at nursery school age.

Business Week, Sept. 2001 & Jan. 2002

Kennedy School of Government, Harvard University, Jan. 2002

Generation Y 1979 – 1994Generation Y 1979 – 1994Population 60 Million (USA)Population 60 Million (USA)

““Generation Y Generation Y is part of a is part of a

generation that generation that rivals the babyrivals the babyboom in size”boom in size”

-Business Week, January 2002

““Generation Y Generation Y is part of a is part of a

generation that generation that rivals the babyrivals the babyboom in size”boom in size”

-Business Week, January 2002

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Best Practice – Leadership/High-Potential Best Practice – Leadership/High-Potential DevelopmentDevelopment

Pitney Bowes – Leadership capabilities model – LEAD! Program

• Leadership development curriculum targeted at managers at all levels, including high potentials

JPMorgan Chase – TM efforts focused on top 10% of its population

• High Potentials – The company evaluates Performance and Potential against its leadership competency model and uses 360-degree feedback to help determine effectiveness

• Leaders have many opportunities during the year to interact with top management, including a special two-day program with the CEO

• Each person considered “top talent” has a mentor from the executive committee

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Best Practice – Leadership/High-Potential Best Practice – Leadership/High-Potential DevelopmentDevelopment Harley Davidson – Circle People Days

• Rigorous process for top talent

• Organized into “circles” (e.g. products group, support)

• Each circle has a process day for discussing talent and potential

• Director and managers review each other using the 180-degree model

• These reviews cascade through the circles, starting with the vice presidents per function and their direct reports discussing the “watchables.”

• Watchables include 15 to 20 people per organization who are identified as high potentials and then discussed developmentally

• The functional leadership group meets three times per year for three to four days and discusses the outcomes of Circle People Days

P&G – Global Experience Matters

• P&G incorporates global assignments in its map of options for development roles

• The company defines a range of “springboard” roles that would likely include large, strategic businesses

• The company defines a range of “continuity” roles, including assignments in countries where P&G is more established

Talent Management Value Imperatives, The Conference Board

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Talent Management Life Cycle

Talent Management

Performance Management

Talent Acquisition and Assessment

Development

Leadership & Succession - Organization and Talent

Review (OTR)

Engagement and Retention

Workforce Planning

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Succession – Succession – Organization and Talent Review (OTR)Organization and Talent Review (OTR)



Career Development

Leadership & Succession – Organization and Talent

Review (OTR)


Talent Management

Workforce Planning

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Leadership DevelopmentLeadership Development ==

V+C+LV+C+L

Variety of Experiences +

Challenging Assignments +

Ability & Willingness to Learn

Leadership Development

Center for Creative Leadership

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Leadership DefinitionLeadership Definition

Leadership is a way

of thinking, making choices and acting

that catalyzes extraordinary performance

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AXA’s Leadership StrategyAXA’s Leadership Strategy

Performance

AXA People AXA People

Management Management

StrategyStrategy

Leadership - Competence - Engagement

1000

“Top 300” and

Successors

CUSTOMERS

Aligned, committed best-in-class CEOs and leadership

teams (top 300), backed-up by a deep bench strength (top

1000), practicing an empowering and energizing

leadership style

Competent workforce, seen in particular by customers as

a competitive differentiator of AXA in the marketplace

High performance organization, characterized by an

engaged workforce and a high performance culture

(results x values)

LeadershipBench

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AXA’s Leadership FrameworkAXA’s Leadership Framework

Catalyze

High

Performance

Build

To

Grow

Share

to

Succeed

Focus

on

Customers Lead through ActionsEMPLOYEESEMPLOYEES

SHAREHOLDERSSHAREHOLDERS

CUSTOMERSCUSTOMERS

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How Leadership Drives PerformanceHow Leadership Drives Performance

GAPSGAPS

Underlying Leadership Traits

Focus of Leadership Framework

Leadership ChallengesLeadership Challenges

Leadership Behaviors

Leadership Behaviors

AXA’s Current

State

AXA’s Current

State

Ambition 2012

Ambition 2012

Other TraitsOther Traits

MindsetMindset

SkillsSkills

KnowledgeKnowledge

Business Agenda

Business Performance

Business Performance

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Leadership BehaviorsLeadership Behaviors

From AXA’s

Leadership Framework …

… to scales of

observable behaviors…

Lead through Actions To provide shared references

To foster better assessment

To calibrate competencies

To provide development opportunities

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Integrating AXA’s Leadership FrameworkIntegrating AXA’s Leadership Framework

Ambition 2012 LeadershipDimensions

Key AXA HRProcesses

Strategic VisionStrategic Vision

Building CapabilityBuilding Capability

Market & CustomerKnowledge

Market & CustomerKnowledge

Team LeadershipTeam Leadership

Change LeadershipChange Leadership

CollaborationCollaboration

Results OrientationResults Orientation



Career Development & Mobility

Learning & Development Programs

Leadership Programs

360o Assessments

Organization and Talent Review (OTR)

Catalyze Catalyze High High

PerformancePerformance

Catalyze Catalyze High High


Focus On Focus On CustomersCustomersFocus On Focus On

CustomersCustomers

Share to Share to SucceedSucceedShare to Share to SucceedSucceed

Lead Lead Through Through ActionsActions

Lead Lead Through Through ActionsActions

Build To Build To GrowGrow

Build To Build To GrowGrow

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Build AXA’s Leadership BenchBuild AXA’s Leadership BenchOur purposeOur purpose

Our processOur process

Talent selection and Talent selection and successionsuccession

Talent selection and Talent selection and successionsuccession 2012201220122012

LEADERSHIPLEADERSHIPCRITERIACRITERIA

LEADERSHIPLEADERSHIPCRITERIACRITERIA

AssessmentAssessment

AssessmentAssessment

Building Leadership Bench

Executive developmentExecutive developmentExecutive developmentExecutive development

LEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORKLEADERSHIP FRAMEWORK

EXTERNAL EXTERNAL BENCHMARKBENCHMARK

SS

EXTERNAL EXTERNAL BENCHMARKBENCHMARK

SSCALIBRATIONCALIBRATIONCALIBRATIONCALIBRATION

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Succession – Succession – AXA’s Organization and Talent Review (OTR)AXA’s Organization and Talent Review (OTR)



Career Development

Leadership & Succession – Organization and Talent

Review (OTR)


Talent Management

Workforce Planning

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Performance Management & OTR LifecyclePerformance Management & OTR Lifecycle

Mid-year Performance, Objectives and Development Plan Review

Annual Performance AppraisalBuild Development Plan

Annual Objective Setting

Executive Compensation Review

Organization and Talent Review

Monthly Ongoing Feedback

Personal Development Actions

CatalyzeCatalyzeHighHigh


Build ToBuild ToGrowGrow

ShareSharetoto

SucceedSucceed Focus on Focus on CustomersCustomers

Lead through ActionsLead through Actions

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Aligned, committed best-in-class CEOs and

committed best-in-class leadership teams

(top 300), backed up by a deep bench (top 1000), practicing up by a deep

bench strength and energizing leadership style

Aligned, committed best-in-class CEOs and

committed best-in-class leadership teams

(top 300), backed up by a deep bench (top 1000), practicing up by a deep

bench strength and energizing leadership style

AXA has been attracting and retaining high quality leadership talent

across the Company for 20 years

AXA has been attracting and retaining high quality leadership talent

across the Company for 20 years

The Case For SuccessionThe Case For Succession

70% combine proven competence and

“stability” in their job

70% combine proven competence and

“stability” in their job

But…

10% new to their job and around 30 to 50% ready for a move within 3 years

10% new to their job and around 30 to 50% ready for a move within 3 years

Over 10% potential performance issue; appointment mistakes Over 10% potential performance issue; appointment mistakes

5% < 2 year AXA seniority; 30% 2 to 5 years; 65% > 5 years5% < 2 year AXA seniority; 30% 2 to 5 years; 65% > 5 years

20% have no successor identified in the next 3 years 20% have no successor identified in the next 3 years

Different leadership styles … and words don’t always match actionsDifferent leadership styles … and words don’t always match actions

36% have international experience and 12% with transversal experience36% have international experience and 12% with transversal experience

More than 90% are “highly competent”

and “stable”; diverse representation

More than 90% are “highly competent”

and “stable”; diverse representation

Around 20% less than 1 year in their job and around 20% about to moveAround 20% less than 1 year in their job and around 20% about to move

Around 10% performance stretch issue; over 80% appointment success at 2 yrs

Around 10% performance stretch issue; over 80% appointment success at 2 yrs

80% of “Top 300” are promoted from within, with AXA seniority > 3 yrs80% of “Top 300” are promoted from within, with AXA seniority > 3 yrs

For more than 90%, 2 or 3 strong potential successors are identifiedFor more than 90%, 2 or 3 strong potential successors are identified

Shared vision; consistent leadership styles; leaders clearly walk their talkShared vision; consistent leadership styles; leaders clearly walk their talk

More than 60% have international experience; for their back-ups it is 70%More than 60% have international experience; for their back-ups it is 70%

How do we want to look in 2012?

Then…

Valuing Stable Competence

Proactively Managing Mobility

Strictly Assessing & Selecting

Developing Global Leaders

Retaining Talent

Developing Desired Style

Building a Talent Flow

How did we look in 2005?

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Organization and Talent Review (OTR) Organization and Talent Review (OTR) What?What?Developing Talent… a shared responsibility

Strengthen the leadership of AXA Executives

Reach AXA business objectives and increase its market positions in line with Ambition 2012

Manage the present and prepare the future of the company

Population Senior Executives: 270*

Potential successors: 351*

Emerging Talent: 296*

Expatriates: 236*

*Source :OTR 2006 consolidation

OTR BriefingsAn annual collective meeting involving:

Group Management Board

Group HR - Executive Management

Human Resources Managers from each entity/ region

Why has OTR been implemented? To build a solid and robust leadership pipeline

To increase the scope of OTR, the process is conducted at the leadership level (Group OTR) and at the

professionnal family level (IT OTR, Finance OTR)

What is OTR focused on? The individual succession plans and conceivable positions for Senior Executives and their potential Successors

The individual development plans and actions for Senior Executives and their Successors, which focus on developing

technical and/or managerial skills

The identification of Emerging Talent

The review of all Expatriates and repatriation plans

38

Organization and Talent Review (OTR) Organization and Talent Review (OTR) Who?Who?

Who Participates in OTR?

Senior Executives

Successors & Key Positions

Emerging Talent

The OTR process has been specifically designed by AXA Group to prepare and identify leadership bench strength

270

90,228

Employees

Worldwide

OTR351

Senior Executives

Successors

Emerging Talent

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Organization and Talent Review (OTR) Organization and Talent Review (OTR) Why?Why?

The OTR process has been designed and implemented:

To have a clear picture of the entities Talent and key positions within AXA

To identify key Senior Executives, potential Successors and Emerging Talent for the Group

To anticipate and prepare executives next moves and replacements

To identify organizational and succession gaps, and corrective actions to be taken to address these issues

To review the population of Expatriates and plans for repatriation

AXA Talent Pipeline:

What we have … … and what we need

Why has OTR been implemented?

The main objective of the Organization and Talent Review is to build a robust and solid talent pipeline to ensure that AXA attracts, develops and retains talent that is needed to create a sustainable competitive advantage.

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Emerging and High Performing TalentEmerging and High Performing Talent

Aspiration

Ability Engagement

High Potential Employee

Is someone with the ability, engagement, and aspiration to rise to and succeed in more senior and more

critical positions.

• Innate characteristics

• Learned skills

Ability

• Drive and ambition for success at the next level

Aspiration

• Emotional & Rational Commitment

• Discretionary effort

• Intent to stay

Engagement

Corporate Leadership Council Research

The Corporate Leadership Council assessed potential through a series of 64 survey items given to both employees and their managers that collectively measured ability, engagement and aspiration (11,000 completed surveys from 59 organizations across 29 countries and 15 industries).

41

Emerging Talent (HiPos) DefinitionEmerging Talent (HiPos) Definition

PotentialPotential

Mindset Mindset

Leadership Behaviors Leadership Behaviors and Valuesand Values

Emerging TalentEmerging TalentPerformancePerformance

Learning Agility

Able to Take Risks

Learning Agility

Able to Take Risks

Ability to demonstrate AXA’s leadership behaviors consistent with expectations for the role/level


•Average rating of 3.5 or above for the last 3 years

•Superior performance in current assignment with client focus



•Open to change

•Interest and career aspirations

•Willing to take new challenge

•Global mindset

•Operates under a responsible mindset

•Positively impacting the organization

•Open to change



•Global mindset



An Emerging Talent (HiPos) is someone with the ability, engagement and aspiration to rise to and succeed in more senior and more critical positions (two steps up) within 5 – 7 years

42

High Performing Professional Talent (HiPros) Definition

PotentialPotential

Mindset Mindset

Leadership Behaviors Leadership Behaviors and Valuesand Values

High PerformingHigh PerformingProfessionalsProfessionalsPerformancePerformance

Learning Agility

Able to Take Risks

Learning Agility

Able to Take Risks







•Open to change



•Global mindset



•Open to change



•Global mindset



High Performing Professionals (Hi Pros) are individuals with the ability, engagement and aspiration to rise to and succeed in key positions/roles and are highly valued for their functional expertise

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Questions

Ingenuity Search Partners, LLCIngenuity Search Partners, LLC

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About Us Ingenuity Search Partners is a boutique firm that delivers superior execution and placement of top talent for Fortune 1000 clients Ingenuity Search Partners client specialties include:

Executive RecruitingExecutive/Leadership AssessmentExecutive CoachingSuccession PlanningPipelining Talent – identify, assess and present highly qualified talent for multiple positions (pre-search) We are known for our vast network of associations, which helps reduce the length of a search and land top talent **Executive search services are billed per search or project as a % of the candidates’ first year cash compensation of flat-fee** Ingenuity Search Partners professional consulting specialties include:

Career CoachingBranding YourselfResume ReviewBehavioral Mock InterviewingStrengthsFinder Assessment **Professional consulting services are billed on an hourly basis for executives that want to refine their brand and approach to the market**

Ingenuity Search Partners, LLCIngenuity Search Partners, LLC

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About Our Functional Practices We are strong Generalists with exceptional assessment capabilities, specializing in: Chief Executive, Financial Officer, Diversity, Information Officer, Human Resources, Legal, Marketing Officer and Senior-level Management search assignments for a wide variety of clients About Our Philosophy Ingenuity Search Partners is a woman-owned business, serving clients throughout the US with offices in Chicago and Houston Core beliefs:

We lead with integrity and a deeply held belief to pay-it-forward

We are known as corporate executives who excel in talent management, career development and succession planning

We specialize in recruiting top talent for all sizes of organizations

We are committed to a strong relationship-driven approach, in-depth research, and to maintaining a vast network of contacts/associations

We are thought leaders and have a passion for helping our clients find the right talent

Contact Information: Cathryn Gabor, (713) 808-9240 office, (205) 790-7040 cell, [email protected]

Driving Superior Performance:Aligning Talent and Succession ...

Business

paid volunteers

health care

assessmentcareer

performance

retentiontalent

responsible

ingenuity

senior person