People Days Talent Review Process Eva Daňová HR Partner IBM Slovensko, IBM ISC.

People Days Talent Review Process

Eva Daňová

HR Partner IBM Slovensko, IBM ISC

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Agenda

Predstavenie IBM

Prečo potrebujeme mapovať talenty

People Days dizajn

Hodnotenie zamestnancov

Dashboard

Career smart

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…it all started 100 years ago

A merger of 3 companies on June 16, 1911 creates the Computing-Tabulating-Recording Company (CTR).

In 1924 company name changed to International Business machines (IBM)

First disabled worker was hired in 1914

Since 2012 Ginni Rometty has been the IBM CEO

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IBM Who are we now?

• Globally integrated enterprise

• Serving customers in more than 170 countries

• More than 400,000 IBMers

• Leader in diversity and innovations

IBM na Slovensku

IBM Slovensko, s.r.o. Vznik: december 1992 Pobočky: Bratislava, Banská Bystrica a Košice Klienti: bankovníctvo, vláda, telco, výroba

Martin MurgáčGenerálny manažér

IBM International Services Centre

Vznik: 2003 Miesto: Bratislava 30 medzinárodných centier 69 rôznych centier 46 rôznych jazykov

Alan Knight Generálny manažér

IBM na Slovensku

Talent programs in IBM

Why we need talent management ?

Reduce attritionImprove skills and capabilities

Improve Engagement

Improve Business Results

CEE Talent mapping in one place available 24/7

Region usage

Local manageme

nt usage

Succession Planning

People Day Design

Performance AssessmentPBC (PBC Too)l

Assessment of Potential BTLR (Leads) High Bands

Assessment of Potential Low BandsPeople Days

Development Roadmaps

participation start

RetentionPlan

Education Programs

Nominations

Promotion Plan

Q1 Q2 Q3 Q4 Q1

Global process IMT specific process

Q2 ...

Re usage of the data for various initiatives like: salary decisions,

equity, MBA etc.

Career/ Dev

Leaders teaching leaders- LEAD Pro observers;

Mentoring (as mentor)

Career/ Dev

Leaders teaching leaders - LEAD Pro observers;

Mentoring Prg (as mentor & mentee)

Leadership Academy OR Professional Certification path

Career/ Dev BTL or Emerging Talent group member

Leadership Academy, Elevate, Emerging Talent Development Program Or Professional Certification path

Leaders teaching leaders - LEAD Pro observers;

Mentoring Prg (supreme relationship) &

Exec interviews with CGM or CEE Exec

Career/ Dev

Skills transfer

Skills gaps closure action plan developed

Career/ Dev

Put on watch list if re-assessment of potential is required (at potential/downwards)

Skills gaps closure action plan developed

Career/ Dev BTL or Emerging Talent group member

Leadership Academy, Elevate, Emerging Talent Development Program OR Professional Certification path

Mentoring Prg (as mentee) – ensure effective mentoring relationship

Career/ Dev

As to be terminated, solid replacement identified

Career/ Dev

Improvement plan in place (3-6m), job role change to be considered, solid replacement identified

Career/ Dev Assess if issue is performance or potential is wrong. IAs to be re-evaluated, replacement to be identified

Limited

At Potential

Medium Potential

Ult Potential to achieve 1 Band progression

High Potential

Ult Potential to achieve 2 more Band progressions

POTENTIAL

PlateauingL2

Exit PlanL3

L1 Positive Plateauing M1

M2

M3

Watch / Develop

Watch

Watch / Exit

H1

H2

H3

Critical to Retain / Promote

Develop / Coach

Coach / Assess

Hig

h P

erfo

rmer

(P

BC

1 a

nd

2+

) S

olid

& C

on

sist

ent

Per

form

er (

PB

C 2

)

Nee

ds

imp

rove

men

t

(PB

C 3

)

PE

RF

OR

MA

NC

E

TO

P 2

0 %

BO

TT

OM

15

%

Methodology 9-box Model

Performance definitions

R a tin g B e h a v io u r s 1 A m o n g th e T o p C o n tr ib u to r s th is y e a r A c h ie v e s e x c e p tio n a l r e s u l ts

P e r fo r m a n c e c le a r ly s ta n d s o u tR o le m o d e l fo r IB M V a lu e s

2 + A b o v e A v e r a g e C o n tr ib u to r

G o e s a b o v e a n d b e y o n d e x p e c ta tio n sO u tp e r fo r m s m o s t p e e r sC r e a tiv e ly g r o w s s c o p e a n d im p a c t o f r o le

2 S o l id C o n tr ib u to r C o n s is ta n tly a c h ie v e s g o a ls a n d r e l ia b ly m e e ts jo b e x p e c ta tio n s A p p r o p r ia te le v e l o f k n o w le d g e , s k i l l a n d in i tia ti v e

3 A m o n g th e L o w e s t C o n tr ib u to r s th is y e a r , n e e d s to im p r o v e

W h e n c o m p a r e d to o th e r s :D o e s n o t fu l l y e x e c u te a l l r e s p o n s ib i l i tie s o r d o e s e x e c u te b u t w i th le s s r e s u l tsD o e s n o t h a v e a n a p p r o p r ia te le v e l o f k n o w le d g e , s k i l l o r in i tia ti v e

4 U n s a tis fa c to r y D o e s n o t d e m o n s tr a te k n o w le d g e a n d s k i l l r e q u i r e d fo r jo b , o rD o e s n o t e x e c u te a g a in s t jo b r e s p o n s ib i l i tie s , o r D o e s n o t im p r o v e a fte r s e v e r a l 3 r a tin g s

High Potential – is a person who is promotable 2 bands up or capable of taking a leadership

role in IBM, demonstrating IBM Leadership Competencies

Potential definitions

Medium Potential – is a person who has the capacity of moving up one level in the organization and/or expanding the scope and complexity of his/her role. This person has the capacity but needs more time in his/her role taking the responsibility of key leadership role.

At potential – is defined as the quality, state, or degree of being of the highest importance. This item is not to assess the criticality of the role for the company but rather criticality of the person for business or for a specific project. The reason of identification of criticality is to take the right actions to retain that person.

Client workforce dashboard

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IBM CareerSmart

Career growth at IBM – that is their expertise, capabilities, and leadership - through IBM CareerSmart. IBM CareerSmart is a simple yet well planned approach to career development. It is a suite of career development resources and tools that provides a trusted source for career planning, growth, and tracking.

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