Growing Better Talent Faster One Page Talent Management
Growing Better Talent Faster
One Page Talent Management
Today
● A Simple Approach to Managing Talent● Managing Aflac’s Talent Production
Line● Becoming a Great Talent Manager
3
Let’s start with
storya short
“there’s an increasing tension between
company needs and HR's ability to deliver”
“HR executives face a credibility gap when it
comes to executing basic HR duties”
Executives aren’t happy
with their company’s
talent
#1 Priority of CEOs
“Developing leadership and talent pipeline”
Lowest HR Capability“Managing Talent”
Source: Deloitte & BCG
We have more power than we realize
We have compelling science
8
We know that talent
practices work if they’re
implemented
9
We have leaders who would appreciate a helping hand
So what’s not working?
So what if we . . .
Start with the Science
What’s proven to
achieve our goal?
1Eliminate
Complexity, Add Value
What will make this incredibly
easy to use?
2Create
Accountability &
Transparency
Why will managers
use it?
3
Only execution delivers
value
A fewthingsmatter most
HR is academically correct but practically deficient
You’ll find the solution
here
The Talent Production Line
Specifications
Spe
cific
atio
n t
o pr
odu
ce
lead
ers
at m
y co
mp
any
201
3
5’8”
5’11”
Raw Materials DistributionProduction Process
We can manufacture talent the same way
we manufacture anything else
Get the Specs Right
Do you know what “great” looks like?
Are you focusing on the few, most differentiating capabilities?
Specifications
Spe
cific
atio
n t
o pr
odu
ce
lead
ers
at m
y co
mp
any
201
3
5’8”
5’11”
Assess your raw materials
Do you understand what raw material is
available?
Is is possible to transform the raw
material into finished product?
Raw Materials
Manufacture your product
Can your process actually manufacture
this product?
Do you have the right machinery?
How will you keep the production line
moving?
Production Process
Distribute it
How will you get this product to where it’s
needed?
Distribution
SpecificationsS
peci
ficat
ion
to
prod
uce
le
ader
s at
my
com
pan
y
201
3
5’8”
5’11”
Raw Materials DistributionProduction Process
An example . . .
• Potential to become sales leader
• Consistent earnings every campaign
• Positive attitude/personality
• Sales leader evaluation
• Actual sales• Expressed interest
in sales leadership
• Sales leader trains• Beauty training• New product training• Recruiting training
Your Metric
It’s easy. Is anyone buying your product?
Questions? Comments?
Improving our Capabilities
“What enables talent management practices to work?”
Executive team support1
Manager accountability for completing the process
2
CEO support3
Design or process/program
4
NTMN 2011 State of Talent Management survey
The 4 + 2 Model of Talent Management success
Know BusinessLove Business
Business JunkieThe Core Four
Business Junkie
The 4 + 2 Model of Talent Management success
Solid HR capabilities in each key discipline
Business JunkieThe Core Four
Business Junkie
HR Disciple
The 4 + 2 Model of Talent Management success
Not a craftsmanPlant manager at the
talent factory
Business JunkieThe Core Four
Business Junkie
HR Disciple
Production Manager
The 4 + 2 Model of Talent Management success
Precise knowledge of the talent in your
charge
Business JunkieThe Core Four
Business Junkie
HR Disciple
Production Manager
Talent Authority
The 4 + 2 Model of Talent Management success
Business Junkie
The Differentiating TwoBusiness JunkieThe Core FourTrusted Executive
Advisor
• Professionally Credible
• Forms Strong Executive Relationships
Courageous Advocate
• Has a Theory of the Case
• Is Appropriately Aggressive
Business Junkie
HR Disciple
Production Manager
Talent Authority
● What questions do you have about the model?
● Identify the one area that you’d like to improve
● Engage in feedforward (15 minutes, as many suggestions as you can get)
Exercise
Winning this race requires:• Simplicity, Accountability and
Transparency• Managing Your Talent Production Line• Being A Great Talent Manager