Human Resource Planning Talent Building Model for Change : : 215-353-0658 511 Station Square Blvd. Lansdale, PA 19446.

Human Resource Planning Human Resource Planning

Talent Building Model for Change

www.switchhr.com : : 215-353-0658511 Station Square Blvd. Lansdale, PA 19446

Seven Tenets to Talent Building

1. Talent Building is NOT Recruiting

2. Inventory the Talent Base (and repeat)

3. High-Performance Leadership

4. Open the Talent Pipeline

5. Focus on Top Notch Performance

6. Strategic Communications Infrastructure

7. Knowledge Sharing as B.J.Q.

High Potential (Superstar)

These are your best and brightest ready to take on more now. Challenge, develop and pay well. Give stretch projects with rewards. Concentrate here!

10%

Growth Potential

These workers are very good and have potential to move up with support and training. Keepers.

10%

Strategic RetainSub group of Solid / Meets. Technically skilled, unique know-how you can’t afford to lose. Important to keep in current role. 10%

50%Solid / Meets

Doing what you pay them to do. May be eligible for a lateral . This is NOT a bad category to be in, but scrutinize bottom of oranges.

Too NewLess than three months in current assignment or unable to yet see what they can contribute. On learning curve. Scrutinize!

20%

Over or OutNot working out in current role and you would likely not rehire them based on what you now know. Set a date to change role or dismiss.

HRP in Action (salary increase example)

Merit Raises Typical Optimal

RATING % EE % Incr. % EE % Incr.

Exceptional 20% 4% 10% 8%

Exceeds 20% 3% 10% 7%

Meets 40% 2.5% 60% 2%

Just OK 15% 2% 10% 0%

Not Meets 5% 0% 10% 0%

Wtd. Avg 2.7% 2.7%

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1.) Talent Building is not Recruiting

Recruiting Process Result

Resume dart board

Personality profiles

Intelligence tests

Interview Committee

Background check

Behavioral Interviewing

30-minute chatRetained search

1 Great

Hire!

3 Does

OK

1 Miss

2.) Inventory Talent BaseForced Distribution vs. Comparing Self-to-Self

• Start with CEO direct reports and their reports• List on spread sheet by overall performance • Slot into HRP categories (color code)• Defend 1st inventory to CEO (one exec at time)• Challenge “high ball” tendencies CEO offers • Invest in greats (big raises!)• Offers proactive replaces (hire proactively to fire eventually)

3.) High Performance Leadership

Executive Think Must Change!

• Exceptional must be rare exception (Super Stars)• If more than 50% Exceed, it is too easy to work for your company – change what great looks like• Too many strategic retains is BAD (held hostage)• 20% of New Hires should NOT make it to 90 days• Scrutinize bottom of forced distribution (Orange Minus)

• Purple: Would you rehire from what you now know?

4.) Open Talent PipelineStrategic Turnover – Quick over

• Speed to hire (cycle time as key metric)• Keep talent pipeline open• Proactive changes based on inventory• Quick Over keeps pipeline hot• Hire in proactively to fire out eventually • Steering turnover vs. incrementally reducing it

HRP Staffing Model for True Talent

Building1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Cumulative

Department In Out Net In Out Net In Out Net In Out Net In Out Net

Customer Service

2 0 2 0 -4 -4 1 -2 -1 2 -2 0 5 -8 -3

R & D 1 -1 0 0 -1 -1 1 0 1 0 0 0 2 -2 0

Accounting 0 -1 -1 0 -1 -1 1 -1 0 0 0 0 1 -3 -2

Sales and marketing

0 0 0 0 -1 -1 0 0 0 1 0 1 1 -1 0

Manufacture 3 -2 1 1 -2 -1 0 -1 -1 1 -2 -1 5 -7 -2

HR 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Info Tech 0 0 0 1 0 1 0 0 0 0 0 0 1 0 1

Exec Admin 0 0 0 1 0 1 0 -1 -1 0 0 0 1 -1 0

Office Support

2 0 2 0 -1 -1 1 0 1 0 0 0 3 -1 2

ALL 8 -4 4 3 -10 -7 4 -5 -1 4 -4 0 19 -23 -4

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5.) Focus on the Top NotchInvest Most HR Efforts in Top 20%

• Differentiate rewards to contribution (*new equity)• Top notch like money for effort and results• Over-the-top merit rewards (per chart)• Project incentives and spot bonuses • Exposure to top brass and special assignments • Public praise, power and control • “Ignore” lowest performing peers

6.) Strategic CommunicationsApply Sales Marketing to EE Communications

• Leverage in-house marketing expertise• Web 2.0 Intranets (transparency and EE input)• Function-specific Blogs as knowledge repository• Digital signage and kiosks for plant personnel • Performance mgmt as communication medium • Strategic retains as mentors, authors, trainers • Training Committee as “University” Dean

7.) Knowledge Share as B.J.Q.“Giving” Knowledge More Vital than Getting It

• Knowledge-share as universal job requirement• Online Company University / Core Curriculums• Function-specific WBT and tests• Knowledge sharing / info “framing” projects • “Announcements” and policy “mini-courses”• Knowledge-compliance and reporting requirements • Incentives for documented knowledge sharing

Seven Tenets to Talent Building

Blog Articles Via Links Below towww.switchhr.com

1. Talent Building is Not Recruiting

2. Inventory Your Talent Base

3. High Performance Leadership.

4. The Talent Pipeline

5. Focus on Top Notch Performance

6. Strategic Communications Infrastructure

7. Knowledge Sharing Requirement

Copy write 2010: Switch HR – All Rights Reserved Reprint, distribute, republish only with permission.