Ceo talent sustainabilitywalsh

2008 Center for Creative Leadership. All rights reserved. 1

Richard WalshSenior Faculty & Executive Coach

Center Connection- Austin, TX

Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity


Number of more jobs available then peopleto fill them because of retiring Baby Boomers.


Percentage of students graduating withscience and engineering degrees in the

United States, Germany, and Japan is in the single digits.


The global war for talent is fierce and growing fiercer. In our view, global companies are undergoing a transition in how people are valued. Once thought primarily in terms of cost, people in successful global companies are valued as rich sources of talent, skill and diversity, which are critical to the success of the enterprise.

~ Price Waterhouse Coopers10th Annual Global CEO Survey


Biggest Human Capital Challenges of the Future

1. Succession Planning

4. Engaging & RetainingTalented Employees

2. Providing leaders with the skillsthey need to be successful

3. Recruiting & Selecting talented employees to fill positions

Source: SHRM Foundation 2007


Aligning Succession Management with the organizations talent management

systems and practices.


The work of designing and implementing the strategies, culture, systems and processes needed for

Talent sustainability is an organizations ability tocontinuously attract, develop, and retain people withthe capabilities and commitment needed for current and future organizational success.

Talent Management

talent sustainability.

Talent Sustainability

talent sustainability.

Strategy

Culture

Comp

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Developm

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KnowledgeManagement

ExecutiveCommitment &Engagement

Sourc

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Critical Talent

Identification,

Development,

& Succession

Rew

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Performance

Management


Comp

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Sourc

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Critical Talent

Identification,

Development,

& Succession

Rew

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ecog

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MetricsMetrics


Rew

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nitio

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KnowledgeManagement


Sourc

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Critical Talent

Identification,

Development,

& Succession

Comp

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Mode

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Performance

Management


Metrics

Metrics

Critical Talent

Identification,

Development,

& SuccessionIdentifying what type of talentis most critical to implementingthe organizations strategy,continuously developing thattalent, and moving it into roleswhere it is most needed.

Com

pete

ncy

Dev

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men

t &D

eplo

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evelopment

KnowledgeManagement


Sourc

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Critical Talent

Identification,

Development,

& Succession

Comp

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Mode

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Performance

Management


Metrics

Metrics

Learning &D

evelopment

Creating opportunities for employees to enhance their capabilities and connections with others in the organization in order to improve job performance, career advancement, organizational commitment, and organizational performance.

Rew

ard

&R

ecog

nitio

n Learning &D

evelopment

KnowledgeManagement


Sourc

ing &

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iting

Critical Talent

Identification,

Development,

& Succession

Rewa

rd &

Reco

gnitio

n

Performance

Management


Metrics

Metrics

Comp

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Mode

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Delineating the competencies needed in employees and using the resulting competency models across talent processes.

Rew

ards

&R

ecog

nitio

n Learning &D

evelopment

KnowledgeManagement


Sourc

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Recru

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Critical Talent

Identification,

Development,

& Succession

Comp

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Metrics

Metrics

KnowledgeManagement

Developing and making accessible the shared knowledge, expertise, and collective wisdom across the organization.

Rew

ards

&R

ecog

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evelopment

KnowledgeManagement


Sourc

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Recru

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Critical Talent

Identification,

Development,

& Succession

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Metrics

Metrics

Performance

Management

Setting performance standards, monitoring employee performance, providing feedback and support for performance improvement, and exiting employees who cannot meet standards.

Com

pete

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Dev

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t &D

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KnowledgeManagement


Sourc

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Critical Talent

Identification,

Development,

& Succession

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Performance

Management


Metrics

Metrics

Rew

ard

&

Rec

ogni

tion

Using formal and informal rewards to align employee behaviors and activities with organizational strategies and to build a committed workforce.

Rew

ard

&R

ecog

nitio

n Learning &D

evelopment

KnowledgeManagement


Sourc

ing &

Recru

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Critical Talent

Identification,

Development,

& Succession

Comp

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Mode

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Performance

Management


Metrics

Metrics

Sourc

ing &

Recru

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Developing reliable sources of talent for the organization and practices for attracting that talent to the organization.

Rew

ards

&R

ecog

nitio

n Learning &D

evelopment

KnowledgeManagement


Sourc

ing &

Recru

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Critical Talent

Identification,

Development,

& Succession

Comp

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Metrics

MetricsExecutive

Commitment &Engagement

Senior executives who believe that talented employees are critical for organizational success, who are directly involved in talent management work, and who ensure that their organization has effective talent management practices in place.


How engaged and committed are YOUR senior executives?


Percentage of time executives spendengaging in talent management activities

relative to other executive responsibilities.


Talent Orchestration represents a senior executives ability and personal involvement in leading talent management processes and outcomes to ensure the sustainable utilization of human capital assets.

Orchestrators


Instructions: Use the following rating scale to respond to each item: 1=STRONGLY DISAGREE 4=slightly agree 2=Disagree 5=Agree 3=slightly disagree 6=STRONGLY AGREE


O r g a n iz a t io a n l T a le n t M a n a g e m e n t E f f o r t s

1 . T h e B o a r d h a s id e n t i f ie d ta le n t m a n a g e m e n t a s a t o p p r io r i t y .

2 . T h e C E O , o r m o s t s e n io r e x e c u t iv e , a n d to p m a n a g e m e n t te a m a r e c o m m it te d to ta le n t m a n a g e m e n t .

3 . T h e C E O , o r m o s t s e n io r e x e c u t iv e , a n d to p m a n a g e m e n t te a m in v e s t th e ir t im e in t a le n t m a n a g e m e n t .

4 . D e v e lo p in g ta le n t is a s h a r e d r e s p o n s ib i l i t y b e tw e e n e x e c u t iv e s , h u m a n r e s o u r c e s , a n d l in e m a n a g e r s .

5 . T h e o r g a n iz a t io n s ta le n t d e v e lo p m e n t p r a c t ic e s a r e d ir e c t ly l in k e d to b u s in e s s s t r a te g y .

6 . T h e r e is a c le a r a n d c o m p e ll in g r e a s o n f o r t a le n te d in d iv id u a ls to jo in th e o r g a n iz a t io n .

7 . T h e r e is a c le a r a n d c o m p e ll in g r e a s o n f o r t a le n te d in d iv id u a ls to s ta y in th e o r g a n iz a t io n .

8 . F o r m a l p e r f o r m a n c e m a n a g e m e n t p r o c e s s e s a r e in p la c e to id e n t i f y a n d r e v ie w th e o r g a n iz a t io n s to p t a le n t .

9 . T h e o r g a n iz a t io n p r o v id e s f o r m a l d e v e lo p m e n t o p p o r tu n it ie s to s u p p o r t e m p lo y e e s .

1 0 .T h e o r g a n iz a t io n c h a l le n g e s h ig h p o te n t ia l e m p lo y e e s w it h d e v e lo p m e n ta l a s s ig n m e n ts , r o le r o ta t io n s , a n d /o r c r o s s f u n c t io n a l e x p e r ie n c e s .

1 1 .T h e o r g a n iz a t io n h a s id e n t i f ie d a n d d if f e r e n t ia te d th e c r i t ic a l c o m p e te n c ie s n e e d e d f o r t r a n s it io n in g in to e a c h le v e l o f m a n a g e m e n t / le a d e r s h ip r e s p o n s ib i l i t y .

1 2 . T h e o r g a n iz a t io n e f f e c t iv e ly m e a s u r e s th e im p a c t o f i t s ta le n t m a n a g e m e n t in i t ia t iv e s .

1 3 . T h e o r g a n iz a t io n s r e c o g n it io n a n d r e w a r d s y s te m s e n c o u r a g e ta le n t m a n a g e m e n t .

1 4 .T h e C E O , o r m o s t s e n io r e x e c u t iv e , a n d to p m a n a g e m e n t te a m e n c o u r a g e s le a d e r s to s h a r e ta le n t a c r o s s t h e o r g a n iz a t io n .

1 5 . T h e o r g a n iz a t io n is t r a n s p a r e n t in p r o v id in g in f o r m a t io n a b o u t s u c c e s s io n p la n s .

1 6 . T h e o r g a n iz a t io n h a s a c u ltu r e o f d e v e lo p m e n t a n d g r o w th f o r e m p lo y e e s .

1 7 . M e n to r s a n d /o r c o a c h e s f o r m a lly w o r k w i th h ig h p o te n t ia l e m p lo y e e s in th e o r g a n iz a t io n .

7 0 .2 %

7 5 . 0 %

6 1 . 4 %

8 3 .7 %

5 8 .1 %

6 4 .7 %

6 8 .5 %

6 9 .6 %

6 9 .5 %

4 6 .7 %

3 2 . 0 %

1 7 .5 %

3 6 .9 %

5 0 .0 %

1 8 . 4 %

4 6 .2 %

2 6 .7 %

1

2

3

4

5

6

7

8

9

1 0

1 1

1 2

1 3

1 4

1 5

1 6

1 7

1 81 5 .0 %

% A g r e e m e n t ( A g r e e & S t r o n g ly A g r e e )


Orchestrators In Action


E x e c u tiv e T a le n t M a n a g e m e n t E ffo r ts

1 8 . I a m h e ld p e rs o n a lly a c c o u n ta b le fo r d e v e lo p in g ta le n t in m y o rg a n iza tio n .

1 9 . I a m d ire c tly in v o lv e d in id e n tify in g ta le n t in m y o rg a n iza tio n .

2 0 . I a m a c tiv e ly in v o lv e d in re v ie w in g th e p ro g re s s o f h ig h p o te n tia l e m p lo ye e s .

2 1 . T h e re is a t le a s t o n e s u c c e s s o r id e n tif ie d fo r m y p o s itio n .

2 2 . I p ro v id e d e v e lo p m e n ta l o p p o rtu n itie s to h ig h p o te n tia l e m p lo ye e s .

2 3 . I u s e s tre tc h a s s ig n m e n ts , a c tio n le a rn in g , o r re a l life c a s e s tu d ie s to d e v e lo p e m p lo ye e s .

2 4 . I h e lp e m p lo ye e s le a rn fro m th e ir m is ta k e s .

2 5 . I a m fo rm a lly m e n to r in g a t le a s t o n e h ig h p o te n tia l e m p lo ye e .

2 6 . I p ro v id e o n g o in g d e v e lo p m e n ta l fe e d b a c k to im p ro v e e m p lo ye e p e rfo rm a n c e .

2 7 . I b e lie v e th a t d e v e lo p in g ta le n t w ill le a d to im p ro v e d o rg a n iza tio n a l p e r fo rm a n c e .

2 8 . I h o ld m y d ire c t re p o rts a c c o u n ta b le fo r ta le n t m a n a g e m e n t.

2 9 . M y d ire c t re p o r ts re g u la r ly e v a lu a te th e ir ta le n t.

3 0 . M y d ire c t re p o r ts h a v e id e n tif ie d a t le a s t o n e h ig h p o te n tia l e m p lo ye e .

3 1 . M y d ire c t re p o r ts a re m e n to r in g a t le a s t o n e h ig h p o te n tia l e m p lo ye e .

3 2 . M y d ire c t re p o r ts m a k e fo rm a l re c o m m e n d a tio n s to m e a b o u t th e ir h ig h p o te n tia l e m p lo ye e s .

5 2 .7 %

8 2 .0 %

7 1 .2 %

5 0 .0 %

7 0 .1 %

5 0 .0 %

7 7 .7 %

5 0 .0 %

7 1 .2 %

9 7 .8 %

6 3 .6 %

6 1 .9 %

6 5 .8 %

3 4 .8 %

5 3 .3 %

1

2

3

4

5

6

7

8

9

1 0

1 1

1 2

1 3

1 4

1 5

1 61 5 .0 %

% A g re e m e n t (A g re e & S tro n g ly A g re e )


Talent Acceleration represents a senior human resource, training and development, or organizational development executives ability and personal involvement in driving talent management processes and outcomes to ensure the sustainable utilization of human capital assets.

Accelerators


In addition to improving the quality of the talent and leadership, reducing the readiness to lead cycle time, and improving people processes, talent acceleration involves alignment of people systems and processes and influencing critical outcomes in order to achieve talent sustainability.

Accelerators


Rating Instructions Thinking about yourself as a people executive please rate the extent to which you agree with the following statements. Please put an X in the one box that best represents your level of agreement Rating Scale SD=STRONGLY DISAGREE D=Disagree sd=slightly disagree sa=slightly agree A=Agree SA=STRONGLY AGREE


Accelerators In Action

High potential talent can be found on key position succession plans

The organizations critical roles have been identifiedand defined, and successor candidates are being

actively developed for each critical role

Assessing executive talent and emerging talent

Help managers get a clearunderstanding of who their critical talent is and why


Being a Strategic Influencer

Are Accelerators positioned to optimally facilitate theassessment of critical talent needed for the business?

Are the critical talent we have identified the righttalent based on the changes that are going on

with the organization?

I Influence the executive team to link talent to business strategy.

I have engaged at least one senior leader in aconversation about how they are impacting

the organizations talent management process.


Talent AccelerationEngaging in Strategic Thinking

Assessing Where We Are

Strengths: What internal capabilities or assets give the organization a competitive advantage? In what ways does the organization serve its key internal and external stakeholders?

Weaknesses: What internal capabilities or assets is the organization relatively ineffective or inefficient at performing or possessing, or so limited in capacity as to put it at a competitive disadvantage? In what ways does the organization fall short in serving key internal and external stakeholders?

Opportunities: What conditions or possible future conditions in the external environment might give the organization a competitive advantage and enhance achievement of its vision if taken advantage of?

Threats: What conditions or possible future conditions in the external environment might put the organization at a competitive disadvantage and inhibit achievement of its vision if steps are not taken to minimize their impact?

SWOT Analysis


SWOT Conversations

Someone two levels senior to you

Someone from a different functional area

Someone with a reputation for creative business thinking

A manager with a reputation for being solid and level headed

What were the points of agreement?

What were the points of disagreement?

What did you learn from your own insight and appreciation for your organizations strategic situation?


How do YOUR line managersinfluence the development of talent?


88% of identified high potentials believe they are actively identifying and developing talent.

75% of leaders not formally identifiedas high potentials believe they are actively

identifying and developing talent.


A View from the Pipe

Influencers

How does it feel to be formally identified as a high potential?

Coach Teacher Guide


TalentHigh Potential Talent

Critical Talent


Talent

Individuals who have the capability to make a significant difference to the current and future performance of the organization.

Critical Talent

Individuals in critical positions who have the potential to make the most significant impact to the current

and future performance of the organization.

High Potential Talent

An employee who has been assessed as having the ability, organizational commitment, and motivation to rise to and

succeed in more senior positions in the organization.



Talent

I appreciate the recognition but am a bit concerned about my ability to prove myself.

I dont really deserve the honor.

It is very gratifying and humbling at the same time. It also strengthens my dedication to the company as it demonstrates its interest in me.

Extremely complimentary but stressful at the same time.

At first it made me proud that someone noticed my potential. Then quite frankly, it made me a little scared. Now what is expected of me?

How does it feel to be formally identified as a high potential?



Talent

A little left out. I am already pretty high up in the organization. If my improvement gets me promoted, great. If not, thats also ok.

The fact that I have been told that I am a high potential team member but not recognized formally makes me question if what I have been told is accurate or just an underhanded way to keep me striving for something unattainable.

Even though I am told that I am in the succession plan and considered high potential, no one can outline the next steps associated with being this person. As time passes, I feel as though they are giving me lip service to retain my assets.

How does it feel not to be formally identified as a high potential?


Role of the Executive

Role of the People Executive

Critical Roles in Talent SustainablityRole of Line ManagersTalent Influencer

Comp

etenc

y

Mode

l

Deve

lopme

nt &

Deplo

ymen

tLearning &

Developm

ent

KnowledgeManagement


Sourc

ing &

Recru

iting

Critical Talent

Identification,

Development,

& SuccessionR

ewar

d &

Rec

ogni

tion

Performance

Management


MetricsMetrics


What will be YOUR Talent Legacy?


Center Connection- Austin, TX

Talent Sustainability: Frameworks and Tools for Developing Organizational Capacity

Richard WalshSenior Faculty & Executive CoachOne Leadership PlaceGreensboro, NC 2735801.336.286.4581

Roland SmithSenior Faculty850 Leader WayColorado Springs, CO 8090601.719.329.7895

Ceo talent sustainabilitywalsh

Government & Nonprofit

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