A structured process results in high quality management decisions about leadership development, succession, and career planning. The business benefits from better leaders and greater employee motivation which means improved retention of key talent and a lower cost of turnover.

1. Strategic Talent Assessment
Building Your Future Leaders
Karen Phang
President & Owner
Bayon Advoco LLC
TCHRA
August 9, 2012
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2. Agenda
• Background
• Definitions
• Business Case
• Talent Assessment Process
• Leadership Development
• Business Impact
• Questions
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3. Background
• Karen Phang
– St Olaf College – BA HR
– University of Minnesota – MA HRIR
– Manpower Temporary Services – 1992-1995
– Medtronic – 1995-2006
– St Jude Medical –2006-2008
– AGA Medical – 2008-2011
– Bayon Advoco LLC – 2011-present
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4. Discussion 15 minutes
Team USA Team China
• What is talent • What is leadership
assessment? development?
• How is it used at your • What does it look like
company? at your company?
• What works well? • What works well?
What doesn’t? What doesn’t?
• What are the • What are the
benefits? Downside? benefits? Downside?
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5. Talent Assessment?
• A talent assessment is the outcome of a
process where managers assess the
individuals on his/her team using two 9-box
grids.
– Performance vs. Potential
– Retention Risk vs. Position Criticality
• Each manager will also conduct an
Organizational Assessment of his/her area of
responsibility by answering a few key
questions.
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6. Leadership Development?
• Leadership Development focuses on the
development of leadership as a process.
This may include the interpersonal
relationships, social influence process,
and the team dynamics between the
leader and his/her team, the contextual
factors surrounding the team and the
social network links between the team and
other groups in the organization.
Wikipedia 2012
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7. Talent Assessment Objectives
• Evaluate the current strengths & weaknesses
of your organization
• Put an organization plan in place that will
allow accomplishment of strategic goals
• Create a competitive advantage with
organizational excellence
• Develop a succession plan
• Determine how best to spend focused
development dollars
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8. Operationalize
Talent
Assessment Process
Based on Leadership
Competencies
Annual Operating Plan
• Strengths/weaknesses
One Year
• High potentials
• Link organization short and long-term
• A, B & C ratings
• Future organization gaps
• T & D needed to build capability
Strategic Plan
Five Years
•Execute Education
•Leadership
Development
•IDPs
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9. Organizational Assessment
Answer the following questions: 5-7 minutes
• How is the organization structured today?
Why?
• Strengths of the organization include…
• Weaknesses of the organization include…
• Opportunities for the organization include…
• Anticipated changes within the organization
in the next year include…
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10. Business Case
• Gold Co. will continue to experience significant growth and
expanded product offerings.
• To bring these products to market in today's market, Gold
must leverage the scalability and strength of experience in
all functions in order to execute effectively in 2012 and
beyond.
To meet and exceed business goals, the organization
must:
– Identify high potential talent
– Identify those employees who are not performing
satisfactorily and seek to understand why
– Provide career development opportunities/action plans
– Understand who is/which positions are critical to the
organization’s success and ensure retention
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11. Assumptions
• Mid sized, high growth organization
• Individual contributor and leadership
competencies in place
• Focal point performance management
process occurs annually in Q1
• Talent assessment process is relatively new
and not very mature
• People managers have had some previous
experience with the process
• Organization supports transparency
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12. Performance and Potential Ratings
Performance
A – Superior performer
B – Meets the performance standards
C – Does not meet the performance standards
Potential
1 – Promotable in less than 2 years
2 – Promotable at least one more level in the next 2 to 5 years
3 – Not promotable
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13. Leadership Competencies
• Deliver Results with Integrity
– Meet commitments and produce the right results at
the right time.
– Believable or trustworthy; does what he/she says
he/she is going to do.
• Build High Performance Teams
– Provide clear direction to keep the work group
focused and moving forward on the right goals.
• Attract, Develop and Retain High Potential
Employees
– Recruit, select, and develop the best people for the
work group and the company as a whole.
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14. Why assess Performance and
Potential?
• Create a common language around talent management
• Ensure the organization achieves objectives and delivers
expected results with integrity
• Create a competitive advantage with organizational excellence
• Evaluate the current strengths and weaknesses of your
function/organization
• Hold individuals and managers accountable for results and
behaviors
• Identify “A” players or top talent
• Develop a succession plan
• Retain top talent; use as a vehicle to facilitate dialog with
employees regarding their careers and individual development
plans
• Ensure a process to deal with poor performers
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15. Retention Risk and Position
Criticality Ratings
Retention Risk
High Very likely to leave the organization in the near future.
Has a low level of engagement.
Medium Moderate risk of leaving the organization.
Low Not likely to leave the organization. Has a high level of
engagement.
Position Criticality
High Extremely critical. Turnover would greatly impact
functional productivity and overall company
performance.
Medium Moderately critical.
Low Less critical. Turnover in this role would not be disruptive
to the function/organization.
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16. Overview of Employee – Example
Mickey Mouse – Quality Engineering Manager (April 2011)
– Education
• Bachelor of Science in Biomedical Engineering, Minor in Communication Studies
Michigan Technological University, Houghton, MI
– Previous Employers
• Tactx Medical, Product Development Engineer (4.5 yrs)
• Philips Plastics, Project Engineer (3 yrs)
– Current responsibilities
• Quality Engineering Manager leading delivery systems and packaging production
teams.
– Performance
• Strengths: Manufacturing and Product Development experience, communication,
effective hiring manager, provides each employee with clear objectives
• Areas of opportunity: Learn the organization, products, and clinical applications of
products, become more confident in dealing with conflict and having difficult
conversations.
– 9-box performance/ potential rating = B1,
– 9-box Retention Risk/Position Criticality rating (i.e. low/low, low/medium, etc.) = Medium/Low
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17. Overview of Employee
Using one of your direct reports or an employee in
your organization you know well, complete the
following:
10 minutes
• Name – Title (start date with company)
– Education
– Previous employer
– Current responsibilities
– Performance
• Strengths
• Areas of opportunity
– 9-box Performance/Potential rating (i.e. A1, B2, etc.)
– 9-box Retention Risk/Position Criticality rating
(i.e. low/low, low/medium, etc.)
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18. What about the solid
contributor? 5-7 minutes
• Talent Assessment addresses the high
potential and poor performer
• The solid contributor makes up a majority
of an organization and are key to
executing on the plans, what do we do
with them?
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19. What should I be focused on?
• Who are my high potential players-are they
rewarded, recognized and developed?
• Who are the future leaders? Internal/external?
• Who are my poor performers-what is the plan for
them?...different position, development or
improvement plan?
• Strengths/weaknesses of current organization?
• What are my future organization requirements in
3-5 years? What are my plans…internal? Bench
building?
• How to I retain my best talent?
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20. Talent Assessment
Leadership Development
• Key considerations:
– Timing? When, how many sessions? Global?
– Where? On site? Off site?
– Content?
– Format? Outside speakers? Case study?
Small group?
– Follow up? How do you keep the group
engaged after formal training?
– Training effectiveness?
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21. Talent Assessment
Leadership Development
Possible topics:
• Senior management expectations • Developing and Retaining
• Business ethics Employees
• Change management • Managing Performance
• Interviewing process and practice • Organization Assessment
• Team building with all “types” • Compensation and Rewards
• Setting expectations • Delegation Process
• Management communication • Prioritization
• Talent assessment & gap analysis • In-Box Simulation
• Manager as role model • Employee Development Action
• Aligning Employees to the Mission Planning
• Motivating Your Team • Presentation Skill-Building
• Coaching for Success • Working Globally
• Conflict Management
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22. Business Impact
• Do we have the right talent to reach our
organizational goals?
• Who are our top performers and potential
successors?
• How are we supporting their
development?
• How do we retain our best talent?
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23. Summary
• A structured process results in high quality
management decisions about leadership
development, succession, and career
planning. The business benefits from
better leaders and greater employee
motivation which means improved
retention of key talent and a lower cost of
turnover.
CONFIDENTIAL