TALENTBUILDER® Version 2.1 Slide 1 © MasteryWorks, Inc. 2006 ® © 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced.

TALENTBUILDER® Version 2.1Slide 1 © MasteryWorks, Inc. 2006

®

© 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced without written permission of Lee Hecht Harrison, LLC.

Building a Talent Mindset

A presentation prepared for the 2011 Strategic Leadership Conference

(Richmond SHRM)

Alma W. HughesSenior Vice President, LHH

TALENTBUILDER® Version 2.1MasteryWorks 2011Slide 2

®

Lee Hecht Harrison is the global talent development leader in connecting people to jobs and helping individuals improve performance.

LHH has expertise in four key areas which are based on our core competency in Talent Development.


®

Version 2.1


® Census Data

0

500000

1000000

1500000

2000000

2500000

3000000

3500000

4000000

4500000

# of Births

1909 1914 1919 1924 1929 1934 1939 1944 1949 1954 1959 1964 1969 1974 1979 1984 1989 1994 1999Year

Veterans Gen-Xers MillenialsBaby Boomers


® Objectives

Establish what is required to retain and engage the human resources of an organization

Introduce a model for five coaching practices to ensure retention and engagement of talent within the organization

Assess the "retention risk" of your organization

Understand what the "real cost" of losing talent


® Purpose

Provide you with a talent planning and coaching process for developing, engaging, and retaining key employees.


®

Have you ever left an organization? Why?

Why have you stayed in an organization?

Participant Survey


®

Lack of: Work and life balance

A+/great managers

Challenging work and special projects

Training and development options

Career discussions

Career advancement and mobility options

Strategic vision

Mentoring

Recognition

Comparable compensation

Why Employees Leave –Exit Interview Data


® A+ Management Practices –Why Employees Stay Appreciate uniqueness

Employees feel in sync and respected for their values, style, interests, skills.

Assess capability Employees know how they are viewed – individual and team

performance, reputation, and network.

Anticipate the future Employees see options and how they fit in the future of their industry,

organization, profession and position.

Align aspirations Employees’ long and short term aspirations are aligned to mission

and strategies of the organization.

Accelerate learning Employees are challenged by work and learn continually.


®

Career Management Process

Competencies/Skills Interests Values Style

AppreciateUniqueness

PersonHow Am I Unique?

Performance/Reputation Team PerspectiveNetwork

AssessCapability

PerformanceWhat Are My Capabilities?

Industry Knowledge Organization KnowledgeProfession/Trade

Anticipatethe Future

PlaceHow Is The World of Work Changing?

Career Options SMART GoalsAlignment Check

AlignAspirations

PossibilitiesWhat Are My Aspirations?

Build Support Learning Plan/IDPPractice Daily

AccelerateLearning

PlanHow Can I Accelerate My Learning?

Management Practices

Employee Practices

Career Initiatives


®

Career Management™ Process


®

Career Fit™


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®

Capability Formula

Reputation

x

Performance(Individual and Team)

x

Network


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®

Web of Work


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®

Multiple Career Options

EnrichmentLateral Vertical

Exploration Realignment Relocation


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®

Build Support for Your Learning


®



®

Career Management Process

Competencies/Skills Interests Values Style

AppreciateUniqueness

PersonHow Am I Unique?

Performance/Reputation Team PerspectiveNetwork

AssessCapability

PerformanceWhat Are My Capabilities?

Industry Knowledge Organization KnowledgeProfession/Trade

Anticipatethe Future

PlaceHow Is The World of Work Changing?

Career Options SMART GoalsAlignment Check

AlignAspirations

PossibilitiesWhat Are My Aspirations?

Build Support Learning Plan/IDPPractice Daily

AccelerateLearning

PlanHow Can I Accelerate My Learning?

Management Practices

Employee Practices

Career Initiatives


®

Assess

Assess

AppreciateAppreciate

Anticipate

Anticipate

AlignAlign

Acc

eler

ate

Acc

eler

ate


Integrated Career Management Process© (based on the work of Dr. Caela Farren; developed by Alma Hughes)


®

Actions of A+ Managers Appreciate uniqueness

1. Talk about unique talents and behavioral strengths/personality, and how employees can make contributions to the organization.

2. Determine if employees have chosen a profession or trade and discuss their current level of mastery

3. Learn if employees are motivated by (or have a preference for) working with people, data, ideas or things

4. Discuss values that are considered important and whether employees’ work is “in sync” with their values

5. Ask employees what they find challenging about their current work

6. Help employees identify the type of work that is of most interest

7. Discuss employees’ prior work experiences to identify all their skills and competencies

8. Help employees list their marketable skills and competencies

9. Negotiate work schedules, work styles or work preferences so that talented employees can fit into the organization

10.Listen to employees’ concerns about the progress or direction of their careers


®

Actions of A+ Managers Assess capability

1. Explain your criteria for assessing the quality of peoples’ work

2. Negotiate agreements for the results employees will be responsible for producing

3. Provide individuals with specific feedback on day-to-day performance

4. Recognize and reward employees for their contributions to the organization in the presence of customers, colleagues and leaders

5. Ask for specifics when others are discussing the reputation of your employees

6. Discuss with employees how their current performance affects their reputation and career goals

7. Build a positive reputation for your employees with managers, leaders, and customers by citing specific accomplishments and contributions made by your employees

8. Help employees widen and strengthen their industry, organizational, and professional support networks

9. Tell employees which competencies are most important for daily performance

10. Forster discussions with team members on their strengths and development needs as team players


®

Actions of A+ Managers Anticipate the future

1. Talk in-depth about future competency requirements, based on trends in the industry and in the profession

2. Talk clearly about changes in the organization that will require new learning

3. Help employees see how changes in technology will affect future career options

4. Discuss whether employees are in core or secondary professions, based on the organization’s mission

5. Explore how to take advantage of the organization’s mission and competitive advantage

6. Explain formal and informal factors that determine career successes in the organization

7. Lead discussions on how to anticipate trends in their profession(s) that will affect career prospects

8. Provide an overview of the types of career opportunities available in the organization, based on changing organizational needs

9. Describe how the most successful people in the organization get things done

10.Help employees learn how to use new technology that will increase their personal productivity


®

Actions of A+ Managers Align Aspirations

1. Show employees how their work helps achieve the organization’s long-term strategies

2. Make sure that employees are working on long-term goals that enhance future mastery in their profession

3. Know the kind of work employees are seeking and work diligently to find opportunities, either inside or outside of your immediate area

4. Ensure that employees view their goals and aspirations in terms of their industry and profession

5. Help employees develop multiple career goals – lateral, enrichment, exploratory, vertical, etc.

6. Help individuals link their career goals to the organization’s strategic aims

7. Discuss with employees how their goals fit the organization’s needs

8. Help employees think of ways to make their current job more “in sync” with their values and aspirations

9. Inform employees of potential organizational changes that may impact their career goals

10.Discuss long-term aspirations as well as short term goals with employees


®

Actions of A+ Managers Accelerate Learning

1. Link employees to resources and mentors in other parts of the organization

2. Enable employees to have a variety of learning experiences (e.g., courses, conferences, long-distance learning, mentor relationships and temporary assignments)

3. Foster networking by bringing people into the department and helping them connect with others in the industry, organization and related professions

4. Pair up employees with mentors in their profession to help them achieve a higher level of professional mastery

5. Coach employees in developing detailed learning plans based on their career goals

6. Review employees’ progress and make recommendations on their development plans

7. Follow-up with individuals on the outcomes of referrals you have given them

8. Discuss your team members’ career goals and abilities with other managers

9. Provide on-the-job work experiences to help employees develop new competencies

10.Arrange a temporary assignment to another department to aid someone’s career development


® TalentBuilder™ Assessment

Review the 10 behaviors listed under each practice category

Choose 2-3 behaviors from the list that you think would have the greatest benefit to your organization, if done more frequently

Share:

the behaviors you selected, why you selected them, and the benefits that would result from the practices and

any “themes” (i.e., criteria for selecting the behaviors) that came up for the group


®

Assess

Assess


Anticipate

Anticipate

AlignAlign

Acc

eler

ate

Acc

eler

ate




®

Retention Risk Assessment

Answer the 15 questions for one of your employees and check the box if your answer is “No” or “Don’t Know”

Total the number of checks (NOs) at the bottom of each employee column

Review your scores and note the “Risk Levels” (High, Medium, or Low) for each of your employees


®

Assess

Assess


Anticipate

Anticipate

AlignAlign

Acc

eler

ate

Acc

eler

ate




®

Cost of Talent Leaving Loss & Replacement Costs = __________

Termination cost = ________ Search fees = ________ Hiring processing cost = ________ Relocation cost = ________ Training cost = ________

Business Opportunity Costs = __________ Loss in productivity + overtime +

contingency workforce = ________ Loss of customers = ________ Delay in project or product to market = ________ Other = ________

Grand Total = __________


®

Assess

Assess


Anticipate

Anticipate

AlignAlign

Acc

eler

ate

Acc

eler

ate




®

Debrief

Major learning?

Conversation they want to have with key employee?

TALENTBUILDER® Version 2.1Slide 36 © MasteryWorks, Inc. 2006

®

© 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced without written permission of Lee Hecht Harrison, LLC.

For further information, please see us at

Booth 13

or

Contact

Kristi McGeever (804.327.1208)

TALENTBUILDER® Version 2.1 Slide 1 © MasteryWorks, Inc. 2006 ® © 2009 Lee Hecht Harrison, Inc. All Rights Reserved. No part of this document may be reproduced.

Documents

talent slide

lhh slide

talentbuilder version

census data slide

participant survey slide

exit interview data

aspirations employees

learning employees