Talent Mgmt
Classified - Internal use
• Demographics ?
Technical, Supervisory, Managerial, Women, Gen Y, Fast Trackers, Solid Citizens, Hi Potentials /Hi Performers, Multi Cultural/ Trans National, Direct and Indirect ……….
• Domain?
Extends to all areas–be it Talent sourcing, On boarding, Performance Mgmt, Career Development, Rewards, Engagement, Bouncing…..
• Why?
Need to Grow Business and People & Retain Talent for Future?
Urgency • In the Journey of Organizations from Good to Great,
It’s the Right People who matter
• If the Organization/Industry per se, is on the Growth trajectory, the urgency is all the more acute.
• So what we discuss here in Talent Mgmt is-- How to identify the Right People & Engage them
Classified - Internal use
Talent ManagementTa
lent
Tale
nt
Talent is below the Visible Iceberg
Articulate
Family
ValuesBeliefs
Life Experiences
Heritage
Culture
Aspiration
Education
BehaviorsCompetenciesLeadership Style
Work Experience
Physical Ability
Race
Results
GenderAge
Language
Family
ValuesBeliefs
Life Experiences
Heritage
Culture
BehaviorsCompetencies
Top TalentDiversity
Bottom Talent
Generation Y
Technical staff
CCulture ulture & C & Continueontinue
The ABC Talent Strategy focuses on building the organization
Inverting the pyramid
GM
Sales Force / Market Development Team
Front Line Sales Management
Middle Management
Commercial Management
Leverage Performance
Leverage Performance
BBuyuyBBorroworrowBBuilduildBBindind
BBounceounce
AAssessssessStrategic Talent
Solid CitizensSpecialists
Market Developer / Preseller
Contract Labour
Tal
ent
Identify strategic positions to apply B5(Buy, Build, Borrow, Bind & Bounce) Strategy
Commercial Value Price CostMarket Developer √
Sales Team Leader √
Area Sales /Channel / Key Account / Sales Cap Dev Manager
√
General Sales Manager √ √
Unit Cold Drink Equipment Manager
√ √
Supply Chain Value Price CostSite OE Lead √
Factory Manager √ √
Unit Distribution Manager √ √
Business Head Value Price CostArea Operations Director √ √ √
Need to ensure we have Hi Performers in ~ 65% of Strategic Positions and that they are compensated > Market Median
Strategic Capabilities:What must the workforce be ABLE
to do to grow our business by creating customer and economic
value?
Strategic Positions:Are the roles that create customer and
economic value . Strategic Positions Are Found within Strategic
Capabilities (VPC)
V = Influences customer’s perception of value
P = Enables us to charge our desired price
C = Enables us to produce at our desired cost
Tal
ent
?? TOP TALENT TOP TALENT
BOTTOM PERFORMER
SOLID CITIZEN
TOP TALENT
BOTTOM PERFORMER
SOLID CITIZEN
SOLID CITIZEN
Low Performance
High Performance
Pot
entia
lW
ell
Plac
edPr
omot
able
/ E
xpan
dabl
eH
igh
Pote
ntial
Medium Performance
Performance
Talent segmentation & investing in Top Talent, while focusing on Solid Citizens also
Tal
ent
Tools to Talent Management.
Competency Feedback Report------------------Potential
Annual & Mid Review processes-------Performance & Potential
Individual and Group Assessment centers------Potential
OPQ & other psychometric tools.-----------------Potential
Managers & other team members-----Performance & Potential
PDF discussions.-------------------------Performance & Potential
9
KRA 1 – What ( 50%)
Achievement of Business Results against defined objectives
Big Rocks
KRA 2 – How (50%)
People Leadership
Self Development
Culture & Engagement Scores
180 Degree HCCB Competency Feedback’ measures observable behaviors related to:
People Leadership – Situational Leadership, Coaching & Feedback using GROW, Building Capability, Self Development, Emotional Resilience, Supporting Teams, Leading by Example
Thought Leadership – Developing Ideas and Analytical Thinking
Result Leadership - Speed of Execution, Relentless Responsiveness, Commitment and Relationship Building
PMS Process that focuses on developing people (HOWs), while continuing focus on Business results (WHATs)
Tal
ent
Assessments
11
Low Marginal Acceptable Good Strong Thought Leadership Drives Innovative Business Improvements Stage:2
Objective Analytical Thinking Stage:2
Results Leadership
Takes Initiative To Delivers results Stage:2
Works Effectively With Others and Influences Others Stage:2
People Leadership
Develops and Inspires Others Stage:2
Lives The Values Stage: 2
Defining Potential
Engagement
(Self + Others)
Engagement
(Self + Others)
Ability
(Current Ability + Ability to Grow)
Ability
(Current Ability + Ability to Grow)
Aspiration
(Interest + Motivation)
Aspiration
(Interest + Motivation)
Pre-requisite: Track record of PerformancePre-requisite: Track record of Performance
Aspiration Engagement
Ability
Potential Framework Comprises 3 Key Elements
ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives
ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc
ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others?
Potential Framework Comprises 3 Key Elements
ABILITY – Focus on both current and future ability. Factors such as core & functional competency expertise, ability to operate effectively under stress, eagerness to learn, openness to and seeking feedback, influencing others are some of the factors to be taken into account. Note: Ability is not the same as performance against current objectives
ASPIRATION – Focus on interests and motivation. Does the associate aspire to a more senior role, do they have the motivation to lead & develop others, understand trade-offs, etc
ENGAGEMENT - Focus not only on how engaged the associate is but also on how they engage others. Do they demonstrate passion for the Company and inspire others?
Classified - Confidential
The 3 components of Potential – Ability, Aspiration and Engagement - are interlinked and do not stand alone when determining potential. Managers must weight all three elements
EQUALLY when applying them to a potential rating.
NEED HELP IN VALIDATING A POTENTIAL RATING?
Use the Potential Toolkit to:
- Practice rating Ability, Aspiration & Engagement
-Determining the extent to which an associate meets defined behaviors and characteristics using a a scale of High, Medium & Low
NEED HELP IN VALIDATING A POTENTIAL RATING?
Use the Potential Toolkit to:
- Practice rating Ability, Aspiration & Engagement
-Determining the extent to which an associate meets defined behaviors and characteristics using a a scale of High, Medium & Low
Classified - Confidential
Case History of XYZ
Classified - Confidential
XYZArea Operations DirectorLarge Bottling Operation
Is the Area General Manager for ---Unit. He was earlier in the same Role handling ----Unit since April 2007. The movement to this Unit was to make him handle the larger Business Unit and the complexities associated with that.
XYZ had in his previous year (2008) exceeded BP EBIT and Volume Targets. His Unit has been number one Unit on average RED scores. This Unit also had high engagement scores . He has been a consistent high performer (Last 3 years Ratings ME, SP EP)
XYZ has been in bottling industry for last 6 years and has handled Roles as Unit Head in Orissa, as Region Customer Service Manager and Region Logistics and Planning Manager.
An Engineer and a Management Graduate who started his career with Bajaj Auto, Saint Gobain and ACC companies quickly transformed in to current Operations Role. He is also looked at as a Role Model by other MTs and GenY in the Company. The areas of his current responsibilities include the Business Growth in his territory, entire P & L for his Units, improvements in Productivity (across Mfg, Sales ,RTM, HR etc ), Engagement of his Team, leadership , change Management, alignment and interfacing across functions, Region and Corporate.
XYZ brings with him excellent Analytical skills and new ideas. He has depth of bottling industry business and he has been in the GM Role since year 2007. He drives home the Agenda to deliver results and can bring in focus and alignment across functions and the Region. Sanket likes to experiment with new thoughts and quick to adapt Unit to the initiatives of the Corporate and the Region. Sanket is always up to challenges and has driven focused results across functions wherever he took charge. He plans ahead and progresses on a time bound manner. RTM corrections, cooler placements , Team realignments are well chalked out and executed.
Sanket has aspiration to grow beyond his Unit Head Role in to Region Leadership over a period of time and has the feedback though various assessments. His own motivation is very high for innovative processes, new ideas, initiating change, Talent Development etc. In his quest for achieving high performance Sanket could improve in the areas of providing stable and strong processes. His exposure and involvement on the manufacturing front has started improving over a period of time.
How to use the Tool? Components of Ability
COMPONENTS OF ABILITY *HIGH **MEDIUM ***LOW
Current Ability Demonstrates core & functional competencies that are transferable to either more senior roles, next level in the organization or similar role with greater scope or complexityOperates effectively under stress
More Senior RolesAlways
Next Level RoleSometimes
Similar RolesRarely
Ability to GrowHas a curiosity and eagerness to learn new skills or ways of thinking to adapt to changing circumstances and new demands Is open to & actively solicits feedbackThinks beyond current boundaries; focuses on longer-term, big picture issues; has a global mindsetMakes useful connections across the SystemThinks in fresh, creative waysUnderstands & influences othersPractices active listening; empathizes with and brings out the best in people
Always
Always
Always
ConsistentlyConsistently
AlwaysAlways
Sometimes
Sometimes
Sometimes
SometimesSometimesSometimesSometimes
Rarely
Rarely
Rarely
RarelyRarelyRarelyRarely
OVERALL ABILITY RATING
Classified - Confidential
*High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well**Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well***Low - Associate meets only one or none of the defined behavior descriptors and characteristics
• Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. • Use this as a guide to determining an overall (High, Medium or Low) rating for Ability.
Components of Aspiration
Classified - Confidential
*High - Associate meets most or all of the defined behavior descriptors and characteristics AND does so exceptionally well**Medium - Associate meets some of the defined behavior descriptors and characteristics AND does so reasonably well***Low - Associate meets only one or none of the defined behavior descriptors and characteristics
COMPONENTS OF ASPIRATION *HIGH **MEDIUM ***LOW
InterestsIs interested in advancing to a more senior role or role of additional scope, responsibility or complexityUnderstands the demands and trade-offs of operating in a more senior role
Strong
Strong
Average
Some
Low
Weak
MotivationHas the motivation to lead and develop othersDemonstrates motivation to gain the critical experiences required for a more senior roleMotivation to excel and grow
StrongAlwaysAlways
SomeSometimesSometimes
WeakRarelyRarely
OVERALL ASPIRATION RATING
• Use the guidelines below to determine the extent to which the associate displays the relevant behaviors and characteristics. •Use the guidelines below as a checklist to determine the extent to which the associate displays the relevant behaviors and characteristics. Place an “x” in the relevant boxes. •Use this as a guide to determining an overall (High, Medium or Low) rating for Aspiration.
Sample of Potential Assessment
Classified - Confidential
Potential Rating is a combination of Aspirations + Ability + Engagement
Ability = Current Ability + Ability to Grow ; Aspirations = Interests + Motivation; Engagement = Engaging Self + Engaging Others
PART 1COMPONENTS *HIGH
If Associate meets most or all of the defined behavior descriptors and
characteristics AND does so exceptionally well
**MEDIUM
Associate meets some of the defined behavior descriptors and
characteristics AND does so reasonably well
***LOW
Associate meets only one or none of the defined
behavior descriptors and characteristics
ABILITY
Demonstrates core & functional
competencies that are transferable
to either more senior roles, next
level in the organization or similar
role with greater scope or
complexity
More Senior Roles Next level Role a Similar Roles
Operates effectively under stress Always Sometimes a Rarely
Overall Rating for Current Ability (Mark X against the appropriate column in High/Medium/Low) a
Has a curiosity and eagerness to
learn new skills or ways of thinking
to adapt to changing circumstances
and new demands
Always Sometimes a
Is open to & actively solicits
feedback Always a
Thinks beyond current boundaries;
focuses on longer-term, big picture
issues; has a global mindset Always Sometimes a
Makes useful connections across
the System Consistently Sometimes a
Thinks in fresh, creative ways Consistently aUnderstands & influences others Consistently Sometimes aPractices active listening;
empathizes with and brings out the
best in people
Consistently Sometimes a
Overall Rating for Ability to Grow a
WORKSHEET FOR OVERALL POTENTIAL RATING - XYZ
Current Ability
Ability to Grow
Top TalentDiversity
Bottom Talent
Generation Y
Technical staff
CCulture ulture & C & Continueontinue
The ABC Talent Strategy focuses on building the organization
Inverting the pyramid
GM
Sales Force / Market Development Team
Front Line Sales Management
Middle Management
Commercial Management
Leverage Performance
Leverage Performance
BBuyuyBBorroworrowBBuilduildBBindind
BBounceounce
AAssessssessStrategic Talent
Solid CitizensSpecialists
MD / Preseller/ Hunter
Contract Labour
Tal
ent
20
MHTML Document
Talent Profile Summary
Name XYZ Joined Company 20/01/2004
Job Title Director Area Operations Date of Birth 25/04/1973
Location ABC Time in Role April’2010
Admin Manager -NA- Time in TCCC/ System
6 Yrs - 9 Mths
Functional Manager Milind Pingle Mobility Yes for international assignments
Performance Track Record Previous 3 years
2009 EP Preference Open for National & International mobility
2008 EP Travel (% ) 50
2007 SP Consider for future role in TCCC (Business Unit)
No
Potential Rating High Potential
Retention Risk Medium
Career History (Within and Outside Coca-Cola System)
Education Backgroun
d
HCCB Competency Feedback Overall Behavior wise Score
W.E.F W.E.T Type Designatio
n Functio
n 01/04/2010
-- Transfer Director Area Operations Gujarat
Operations
01/04/2007
30/11/2008
Promotion
General Manager Area Operations Orissa
Operations
01/11/2006
31/03/2007
Transfer Area General Manager Orissa
Operations
Outside Coca-Cola System Organisation
Name Industry
Type Last
Designation Tenure
Lafarge Engineering Senior Manager Year 3 Month 5
ACC Engineering Asst Manager Year 1 Month 8
Bajaj Auto Automotive GET Year 0 Month 11
PG Diploma (PGDM-Sales & Marketing), Engineering (Bachelor of Engineering-Mechanical)
Career Aspiration Core
Functional Skills
Aspired Role Region Head
Associate Explanation
I have spent 4 years in handling Unit Head roles in two different set of markets -Orissa & Gujarat. I am currently working on to make Gujarat a model bottling unit and driving it towards a Cash Cow.
Manager's Comments
Sanket is good talent. He has to channelise energies of his team into delivering sustained and accelerated results.
Local Succession Plan
Role Readiness
Sanjeev Marya 1 Yrs 0 Mths
Abhishek Mandal 2 Yrs 0 Mths
Key Message from Discussion (Pertaining to B5 strategy / Recommendation on IDP)
21
Mr -XYZ
INDIVIDUAL DEVELOPMENT PLAN
Behaviors Strength / Opportunity
Behavioral Competencies Specific Action Plan Timeline
Data Usage Strength Objective Analytical Thinking The project of Sales Effectiveness as part of IIM-A program , will help him to leverage the usage of data. The project is till Sept-011 but Mid year review on the progress
Sep 11
Coaching & Feedback using GROW
Opportunity Develops and Inspires Others Impart Coaching & Feedback Using GROW Model to all his DRs and Managers. Improvement to reflect in the Competency feedback
Jun11
Skill Areas Strength / Opportunity
Functional Competencies Specific Action Plan Timeline
Forecasting Strength Category Development (b) Rollout of DOIP Module in Gujarat including the pre- rollout preparations
Dec10
Disclplines and routines : A) Understanding the Capability Process and routines. B) Ability to manage a mid-term perspective to people management
Opportunity Customer Management (c) To improve the Deep RED scores of unit Gujarat from August onwards and will work for average 10 points Improvement till Dec
March’11
PDF highlightes succession pipe line & B5 decisions needed + areas to acquire Skilled Talent
22
0 - 1 year 2 - 3 years 3 yrs+
Role : RSM Name: Ranjeet KPotential Rating : HighCurrent Role : SM Bihar
Name: Abhishek MandalPotential Rating : HPCurrent Role : GSM- Gujarat
Name: Vivek PPotential Rating : HighCurrent Role : RCDM North
Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North
Peeyush SharmaPotential : P/ERegion Channel Mgr
Niraj BiyaniPotential : HighSales Manager - Karnataka
Role : RHRM P. Naresh Kumar Potential Rating : MediumCurrent Role : Cluster HR Manager - AP
Name: Amit SinghalPotential Rating : PromotableCurrent Role : HRM Rajasthan
Name:Vijay DeshpandePotential Rating : P/ECurrent Role : HR Manager Mumbai
Name: Anant IndulkarPotential Rating : P/ECurrent Role : Area HR Manager -Gujarat
0 - 1 year 2 - 3 years 3 yrs+
Role : RSM Name: Ranjeet KPotential Rating : HighCurrent Role : SM Bihar
Name: Abhishek MandalPotential Rating : HPCurrent Role : GSM- Gujarat
Name: Vivek PPotential Rating : HighCurrent Role : RCDM North
Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North
Peeyush SharmaPotential : P/ERegion Channel Mgr
Niraj BiyaniPotential : HighSales Manager - Karnataka
Role : RHRM P. Naresh Kumar Potential Rating : MediumCurrent Role : Cluster HR Manager - AP
Name: Amit SinghalPotential Rating : PromotableCurrent Role : HRM Rajasthan
Name:Vijay DeshpandePotential Rating : P/ECurrent Role : HR Manager Mumbai
Name: Anant IndulkarPotential Rating : P/ECurrent Role : Area HR Manager -Gujarat
Role : R Cap Dev M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu
Name: Kayan SharmaPotential Rating : Well PlacedCurrent Role : SM Raj
Name: Prathamesh MPotential Rating : P/ECurrent Role : SM – Mumbai
Name: Dev AroraPotential Rating : ExpandableCurrent Role : CD M Raj & Jam
Name: Ashish Rai NigamPotential Rating : P/ECurrent Role-RTM Mgr –Goa
0 - 1 year 2 - 3 years 3 yrs+
Role: RFM Mr. Basant ModaniPotential Rating : HighCurrent Role: Cluster FM (AP)
Name: Sumit GoyalPotential Rating : PromotableCurrent Role : FM Raj & Jam
Name:Amit GuptaPotential Rating : P/ECurrent Role : Finance Manager Gujarat \Mr. Ashutosh GoyalPotential: MediumUnit FM – K’taka
Mr. L. VijaykumarPotential : MediumUnit FM
Name: Manish MalooPotential Rating : HPCurrent Role : Finance Manager MP
Role : R Cap Dev M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu
Name: Kayan SharmaPotential Rating : Well PlacedCurrent Role : SM Raj
Name: Prathamesh MPotential Rating : P/ECurrent Role : SM – Mumbai
Name: Dev AroraPotential Rating : ExpandableCurrent Role : CD M Raj & Jam
Name: Ashish Rai NigamPotential Rating : P/ECurrent Role-RTM Mgr –Goa
0 - 1 year 2 - 3 years 3 yrs+
Role: RFM Mr. Basant ModaniPotential Rating : HighCurrent Role: Cluster FM (AP)
Name: Sumit GoyalPotential Rating : PromotableCurrent Role : FM Raj & Jam
Name:Amit GuptaPotential Rating : P/ECurrent Role : Finance Manager Gujarat \Mr. Ashutosh GoyalPotential: MediumUnit FM – K’taka
Mr. L. VijaykumarPotential : MediumUnit FM
Name: Manish MalooPotential Rating : HPCurrent Role : Finance Manager MP
0 - 1 year 2 - 3 years 3 yrs+
Role : RTQM No ready talent Name: Dinesh JadhavPotential Rating : P/ECurrent Role : Factory Manager – Wada
Mr. Sanjay AwasthiPotential Rating : HighCurrent Role : FM –K’taka
Name: Raman GoelPotential Rating : PromotableCurrent Role : Factory Mgr Raj & Jam
Name: Rajeev ChawlaPotential Rating :P/ECurrent Role : Factory Manager –Gujarat
BRS Reddy,Potential : P/EFM- Chittor
G. GuruswamyPotential : P/EFM- Hospet
RVSK Ravi PrasadFM-Moula AliPotentila: P/E
0 - 1 year 2 - 3 years 3 yrs+
Role : RTQM No ready talent Name: Dinesh JadhavPotential Rating : P/ECurrent Role : Factory Manager – Wada
Mr. Sanjay AwasthiPotential Rating : HighCurrent Role : FM –K’taka
Name: Raman GoelPotential Rating : PromotableCurrent Role : Factory Mgr Raj & Jam
Name: Rajeev ChawlaPotential Rating :P/ECurrent Role : Factory Manager –Gujarat
BRS Reddy,Potential : P/EFM- Chittor
G. GuruswamyPotential : P/EFM- Hospet
RVSK Ravi PrasadFM-Moula AliPotentila: P/E
Region Key –A/c Mgr Name:Abhishek GuptaPotential Rating : HP
Current Role : Region Channel Mgr – RO
Name: Prathamesh MPotential Rating : P/E
Current Role : SM – Mumbai
Region Channel Mgr Name: Ashish PinglePotential Rating : P/E
Current Role : Sales Mgr –Gujarat (not releasable as of Oct 2010)
Sandeep GhoshPotential Rating—P/E
Current role –Channel Mgr –Mumbai
Role : R Channel & KA M Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North (probable transfer to Central)
Name: Sachin GugnaniPotential Rating : ExpandableCurrent Role : KAM Del
Name: Shadab KhanPotential Rating : PromotableCurrent Role : AKAM Delhi
0 - 1 year 2 - 3 years 3 yrs+
Role : R Dist M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu
Name: Abhishek MandalPotential Rating : HPCurrent Role : GSM- Gujarat
Name: SudiptoPotential Rating : ExpandableCurrent Role : Dist Mgr - North
Name: Vishal GovilPotential Rating : P/ECurrent Role :RTM –MP
Region Key –A/c Mgr Name:Abhishek GuptaPotential Rating : HP
Current Role : Region Channel Mgr – RO
Name: Prathamesh MPotential Rating : P/E
Current Role : SM – Mumbai
Region Channel Mgr Name: Ashish PinglePotential Rating : P/E
Current Role : Sales Mgr –Gujarat (not releasable as of Oct 2010)
Sandeep GhoshPotential Rating—P/E
Current role –Channel Mgr –Mumbai
Role : R Channel & KA M Name: Akshay SPotential Rating : PromotableCurrent Role : RCM North (probable transfer to Central)
Name: Sachin GugnaniPotential Rating : ExpandableCurrent Role : KAM Del
Name: Shadab KhanPotential Rating : PromotableCurrent Role : AKAM Delhi
0 - 1 year 2 - 3 years 3 yrs+
Role : R Dist M Name: Sanjay MunshiPotential Rating : ExpandableCurrent Role : SM Jammu
Name: Abhishek MandalPotential Rating : HPCurrent Role : GSM- Gujarat
Name: SudiptoPotential Rating : ExpandableCurrent Role : Dist Mgr - North
Name: Vishal GovilPotential Rating : P/ECurrent Role :RTM –MP
Tal
ent
In Sum
Talent Management needs Nurturing & Culture of Coaching
Needs to become the DNA of Orgn
Every business review needs to have People discussion
PDF is Dynamic & needs periodic review.
Intimacy & Professionalism
It’s a Journey, the earlier you begin, the better it is.