The Physiology of High Potential and Talented People What are the critical components for success? Dr Amanda Potter 13 th January 2015 www.thetalentgene.com
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The Physiology of High Potential and
Talented People
What are the critical components for success?
Dr Amanda Potter
13th January 2015
www.thetalentgene.com
Welcome
.
www.thetalentgene.com www.zircon-mc.co.uk
Introductions
Please introduce yourself to the person next to you:
Name
Role
Organisation
What are the things that make someone high potential?
www.thetalentgene.com
379 interviewees contributed to three years of research, some of the organisations included:
Allied Health Care Group Ltd. Halfords PRS for Music
Power Alstom HSBC Coventry Building Society
American Express IG Group Travis Perkins
British Gas / Centrica Inchcape Shipping Services SEGRO
CACHE Invensys Siemens
CSR Plc Iron Mountain Sportingbet
E.ON Jardine Matheson Swanswell
Eversheds KPMG Thomson Reuters
Eversholt Rail Group Land Lease 3™
Genzyme Nationwide Building Society Trader Media Group
Global Payments BAE Venture Finance
Greater Manchester Fire Service PHCG Wolseley UK
VW Financial Services Fujitsu News UK
Anglo American Barclays Travis Perkins
Pearson English MOD BP
Royal London Sodexo M&G
Travis Perkins Hovis HS2
The Research
The Aim
Understand the Physiology of High Potential and Talented People, in order to:
Create Talent Strategies that fully reflect the talent requirements of the future organisation Create a tailored yet valid Talent assessment and development processes Calculate workplace performance and potential and to provide benchmarking data and Talent Analytics
www.thetalentgene.com
Many organisations do not start with a clear definition of Talent or a clear Talent Strategy
The Reason
Talent Strategies are not consistently applied or communicated across the whole organisation and as a result the Talent Strategy is not embedded in employees’ mind-set
Only 20% of organisations openly communicate their Talent Strategy
Talent Strategies are responsive to external market conditions, but they do not show how they are different from their competitors
78% are responsive to market conditions 28% use TM to show how they are different to their competitors
28%
72%
0%
50%
100%
Yes No
Does your talent model show you are different from your competitors?
Only 5% of organisations measure the ROI of their talent practices
Organisations focus on talent has increased over the past three years and they need to increase their focus over the next three years to remain competitive and drive ROI
98% of organisations are using competency/ behavioural/capability models as the starting point and over 80% are linked to the strategy of the organisation
Skills and Expertise are back!
Organisations encourage individuals to play to their strengths
73% are moving towards a strengths based approach to talent
72% encourage their leaders to identify their own strengths
However some strengths and behaviours are dynamically opposed
Organisations encourage their Leaders to be “Pragmatic” and “Innovative”. People who are “Pragmatic” are sensible and realistic and make the most of their time. They draw upon previous experiences; and carefully consider the consequences of their actions
People who are “Innovative” are creative, conceptual thinkers, considering new and novel ways of working. Whereas “Pragmatic” individuals prefer to retain a more sensible or practical approach
However some strengths and behaviours are dynamically opposed
Organisations encourage their Leaders to be “Authentic” and unique
They would also like employees to be “Compliant” and act in line with the organisational norms and values
Organisations are increasingly interested in the cultural fit of potential Talent
76% of FTSE 100 and 85% Fortune Global 500 publish their corporate values online 56% are measuring values and cultural fit as part of their talent model and recruitment strategy
Behaviours, Skills and Expertise, Strengths and Values are critical to understanding the Physiology of Talent
98% of the FTSE 100 and Fortune 500 Global organisations use behavioural competency/capability models for assessment
27% moved from competencies to capabilities in the last three years
Measures of Skills and Expertise are now seen as critical to success
73% of organisations are moving towards a Strengths based approach
76% of FTSE 100 and 85% Fortune Global 500 publish their corporate values online
56% are measuring Values, Tenets and Cultural Fit as part of their talent model and recruitment strategy
In Summary
17
The Physiology
of Talent
The Physiology of High
Potential and Talented
People
High Potential Characteristics
of Leaders and Executives
Creates
Followership Strategic Thinking Self-Aware Integrity
Encourages
Diversity
Creates Successful
Networks Future Focused Authentic
Change Focused Situational
Leadership Inspiring Ambitious
Demonstrates
Resilience
Communicates with
Impact Decisive Expedient
Overcomes Conflict Solves Problems Courageous Trusting
Inspirational Leadership
Have you heard of the term Inspirational Leadership before?
80.27%
19.73%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
Yes No
Executive Presence Have you heard of the term Executive Presence before?
60.47%
39.53%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Yes No
Inspirational Leadership
How many Inspirational Leaders have you met over the past 10 years?
19.18%
58.22%
19.86%
1.37% 1.37%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
0 to 1 2 to 5 6 to 10 11 to 30 31 to 50
Executive Presence How many leaders have you known in the past 10 years who had Executive Presence?
17.83%
31.78%
23.26%
12.40%
2.33%
4.65% 4.65% 3.10%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0 to 1 2 to 5 6 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 100
Inspirational Leadership What percentage of leaders in your organisation are inspirational?*
32.85% 32.12%
24.09%
3.65% 2.92%
3.65%
0.73%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0 to 1 2 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 60
*All organisations have 1000 or more employees
Executive Presence What percentage of leaders in your organisation have Executive Presence?*
*All organisations have 1000 or more employees
28.91% 27.34%
25.00%
6.25%
3.91% 5.47%
3.13%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
0 to 1 2 to 10 11 to 20 21 to 30 31 to 40 41 to 50 51 to 60
What are the primary strengths for each
of the following Leaders?
17 of the 34 Strengths are shown on the following page
Gandhi
Usain Bolt Richard Branson
Nelson Mandela
27
The primary strengths include:
Gandhi Usain Bolt Richard Branson Nelson Mandela
Harmoniser Achiever Future Focused Courageous
Top 5 potential strengths of Leaders
and Executives
Self-Aware
Future Focused
Inspiring
Decisive
Courageous
Conclusions
The BEST Fit
Your talent system therefore needs to assess the core
Behaviours – Encourages Diversity, Manages Performance
Expertise – Safety Focused, Customer Focused
Strengths – Decisive, Innovative
Tenets – Structured, Collaborative
Your organisation is unique Imposing a standardised BEST model will detract from that uniqueness We therefore suggest that it must have its own Organisation Blueprint of Behaviours, Expertise, Strengths and Tenets (or BEST Tags)
Tailor your talent management to match the organisation BEST Blueprint
Assess & Measure what is
Important to You
Measure what you do:
Comparative benchmark data that can be cut along multiple comparative filters Internal data that provides averages for any level or part of your population Analytics that cut across data streams
The Importance of Measurement,
Data & Analytics
The High Potential Indicator is designed to assess the elements of the Talent Gene talent model and the critical BEST tags defined in the Organisation Blueprint. Completed by line managers and senior stakeholders, the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful
Can be used to validate potential Measures each element of the talent model Mapped to the Organisation Blueprint Completed by individuals, line managers and senior stakeholders Designed at four levels: Individual Contributors, Managers, Leaders and Executives Technology enabled Feeds into succession planning and 9 box potential ratings
Identify your High Potentials
Make sure your
Talent Strategies are: Fundamental to the delivery of the long term strategy
At the heart of Leader’s activities
Futuristic and applied
Transparent and understood
Consistent, objective and clearly and openly communicated
Aligned to all selection and development processes
Scientifically defined, designed and understood
Proactively planned and applied
Evaluated to ensure validity, ROI and create shareholder
return
Appendix
The Physiology of High Potential and Talented People The Talent GeneTM Suite of Products
Tailored Talent Products
The High Potential Indicator is designed to assess the elements of the Talent Gene talent model and the critical BEST tags defined in the Organisation Blueprint. Completed by line managers and senior stakeholders, the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful
Can be used to validate potential Measures each element of the talent model Mapped to the Organisation Blueprint Completed by individuals, line managers and senior stakeholders Designed at four levels: Individual Contributors, Managers, Leaders and Executives Technology enabled Feeds into succession planning and 9 box
The Talent Gene™ Holistic Interview is a combination of four types of interview; the traditional competency interview, the high potential interview, the aspirational and motivational interview. By using a blend of interview questions, you can assess the individual’s core Behaviours, Expertise, Strengths and Tenets through different lenses
Can be used to assess performance and potential Mapped to the Organisation Blueprint Conducted by trained interviewers Designed at four levels: Individual Contributors, Managers, Leaders and Executives Interview templates and rating scales an be printed or completed and scored electronically Feeds into succession planning and 9 box
The Talent Gene™ Q Interview assesses the Emotional and Social Intelligence of the individual. The interview is designed to assess the core elements of Emotional and Social Intelligence and uncovers the individual’s core beliefs, emotional awareness and the way they interact and engage with others
Measures the Intelligence element of the talent model Examines both trait based and state based emotional Intelligence Can be used to assess Emotional and Social Intelligence Conducted by trained interviewers Designed at four levels: Individual Contributors to Executives Interview templates and rating scales are technology enabled Feeds into succession planning and 9 box
The Talent Gene™ Holistic 360 is a robust multi-rater tool designed to assess the critical BEST tags defined in the Organisation Blueprint. Completed by a range of stakeholders, including the line manager, senior stakeholders, peers, direct reports and potentially customers; the indicator is used to identify whether or not their Individual Contributors, Managers, Leaders and Executives have got the required talent in order to be successful
Can be used to validate performance Examines how motivated and talented an individual is Mapped to the Organisation Blueprint Can be used in 180 or 360 form Designed at four levels Technology enabled Feeds into succession planning and 9 box
Talent Gene Unique Strengths is an online questionnaire designed to identify the core and distinctive strengths of an individual. Unique Strengths asks the individual to rate themselves against all of the 34 Talent Gene™ Strengths in order to identify the core five strengths that energise them at work
Can be used to identify an individual’s core or unique strengths Measures the Strengths element of the talent model Mapped to the Organisation Blueprint Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent
Culture Fit is an online questionnaire designed to identify the core values of an individual. Culture Fit is tailored to the BEST Tags defined in the Organisation Blueprint and is a bespoke tool. The questionnaire is modified to measure the values of the organisation and therefore assesses up to 12 of the 24 Talent Gene™ Tenets. Culture Fit asks the individual to rate themselves against all of the 24 Talent Gene™ Tenets in order to identify the core values and their level of fit with the organisational values
Can be used to identify an individual’s core values or tenets Measures the Tenet element of the talent model Mapped to the Organisation Blueprint Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent
Decision Analysis is an online questionnaire that measures the risk taking, decision and judgement behaviours of an individual. The online questionnaire is suitable for screening candidates for recruitment to assess organisational suitability and fit. The questionnaire measures 10 factors of decision making and has been mapped to the 98 Talent Gene™ Behaviours, Expertise, Strengths and Tenets
Can be used to identify an individuals approach to decision making and risk Mapped to the 98 Tags Online questionnaire completed by the individual Computer generated interpretive report Technology enabled Feeds into the assessment of talent
The Talent Gene™ product suite includes four Talent ID Card exercises that are great for self-development and learning. The four packs include Behaviour, Expertise, Strength and/or Tenet picture cards. Each pack consists of and a set of step by step instructions for identifying their core BEST Tags. The purpose of the exercise is to enable the individual to clarify what they enjoy and feel they are good at, so that they can better understand themselves in relation to the Organisation Blueprint
Four packs of cards that summarise each of the 98 BEST Tags Used to identify and individual’s core Behaviours, Expertise, Strengths and Tenets Measures the BEST element of the talent model Mapped to the Organisation Blueprint Available through our website, as an app Computer generated interpretive report Feeds into the assessment of talent
The Talent GeneTM Learning & Development Guide provides the employee with constructive ideas to support the learning journey, incorporating learning styles and self-assessment tools. It provides development and learning suggestions for each of the 98 BEST Tags
Mapped to the Organisation Blueprint Mapped to the talent model Online library of learning and development activities to be completed by the individual Computer generated and technology enabled Feeds into development planning
Example Talent Pool and Succession Plan Output
The Talent GeneTM
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