1. Five Commonly-Asked Talent Management Questions
Facilitated by: Doris Sims, SPHR
The Succession Consultant, LLC
Talent Review and Succession Consultant, Author and Speaker
Author of:
The 30-Minute Guide to Talent and Succession Management
The Talent Review Meeting Facilitator’s Guide
Building Tomorrow’s Talent: A Practitioner’s Guide to Talent Management and Succession Planning
Creative New Employee Orientation Programs
Creative Onboarding Programs
Editor of the pending book by Mark Caruso:
Succession Management: The “How To” Puzzle—Solved!
@ Copyright Doris Sims 2012

2. Five Questions We Will Explore
“On the Same Page”
Other Talent Management Concepts
Five Questions We Will Explore 2
How Do We Explain the Business Need?
Where Does Talent Management Belong in the Organization?
What is a Definition of a High Potential?
What are Talent Review Meeting Best Practices?
Should High Potentials be Notified?
There are several business objectives for the Succession Management and Talent Assessment initiatives…

3. Question 1: How Do We Explain the Business Need?

4. What is Talent Management?
Proactively discussing, planning and acting on talent needs for ongoing employee and business success.

5. Comparing Financial and People Processes
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

6. The Critical Business Sales Pipeline…6
New Markets
New Contacts
Pending Close
Current Customers
Active Sales
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

7. Broaden the Scope of Mid-Level Leaders
…and the Critical Leadership Pipeline… 7
Review
Talent
Transition
New Leaders
Broaden the Scope of Mid-Level Leaders
Develop Leaders
For
Executive Roles
Develop & Coach
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

8. Talent Assessment: A Business Process8
Every type of business decision-making process is both an art and a science:
Acquisitions and Mergers: Due Diligence
New Product Development: Market Analysis
Advertising: Focus Group Feedback
Hiring Employees: The Interview Process
Developing New Technology: System Requirements
Remember: No business process is 100% accurate, but the process helps us to make the best possible decisions to enhance profit and reduce risk
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

9. What Can We Learn From Sports Teams?9
Who are the “incumbents” and who are the “successors?
What are the key responsibilities of a sports coach?
How does a good coach develop successors?
What happens to a coach who doesn’t develop successors?
Are the first string players and second string players kept as a secret?
On a football team…

10. Obtain Clarity About the Business Goals:
Best Practice Tip 10
Obtain Clarity About the Business Goals:
What talent business issues are you striving to address?
What are the “talent pain points” in the organization?
What do executives hope you “do” and “not do?”
What does the Board of Directors expect?
How much can your talent management team (or individual) effectively manage?
What is your three-year plan?
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

11. Question 2: Where Does Talent Management Belong?

12. Talent Management in Your Organization
Leadership Development
New Employee Orientation and Onboarding
Career Movement and Internal Recruiting
Job Rotational Assignments
Succession Planning
External Recruiting
Performance Management
Talent Assessment Processes
Talent and Organizational Review Meetings
High Potential Employee Identification and Development
Key Expert Employee Identification and Retention 12

13. Looking at the Skill Sets Needed…13
Talent Management Competencies:
Credibility with Business Leaders
Strategic Thinking
Project Planning
Knowledge of OD / Talent Assessment Processes
Talent Review Meeting Facilitation Skills
Data Analysis Skills
Broad Depth of OD Interventions, Ideas, and Resources
Career Planning
Others?

14. Talent Management –Job Responsibilities14
Talent Management Job Responsibilities
Planning and communicating the strategy for talent and succession management
Preparing talent assessments / analyzing data
Facilitating Talent Review Meetings
Workforce analysis – working with leaders
High Potential / Development and Follow Through
Work with recruiting on internal open and new positions

15. And the Verdict is… Thoughts – Questions – Comments?15
Ideally: A Stand-Alone Function that works closely with HR Partners, Recruiting, and Organizational Development
Part of the Organizational Development Function
Part of the Recruiting Function
Thoughts – Questions – Comments?

16. Question 3: How Do We Define High Potential?

17. High Performers vs. High Potentials17
High Performers
High Potentials
Demonstrates a strong work ethic, achieves results, demonstrates effective interpersonal skills, etc.
May not currently have the desire or ability to move cross-functionally or to advance into multiple positions
A subset of the total high performing population of employees
A high potential is a high performer who ALSO desires leadership career movement and demonstrates…
Initiative and self-motivation
Superior Learning Agility
High Organizational Engagement
Leadership Growth and Potential
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

18. There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

19. Learning Agility
Learns new roles, responsibilities, and information very quickly
Always working to make things better
Superior interpersonal – relationship building skills
Creative / Innovative / Builds on the ideas of others
Is able to work in an ambiguous environment; demonstrates flexibility and positive change management skills
Manages stress well and demonstrates corporate maturity
Demonstrates a high level of engagement and company involvement
4/1/2007
01/03/03

20. Considering Creating “Gates” of HIPO Identification
Gate One: i.e. Tenure, Appraisal Ratings, Job Grade
Gate Two: Talent Review Calibration
Gate Three: Final Executive Review
There are several business objectives for the Succession Management and Talent Assessment initiatives…
01/03/03

21. Best Practice Tips
Avoid the popular definition: “Demonstrates the ability to advance 2 levels in the next 3-5 years”
Provide the definition and criteria in writing before and during the Talent Review Meeting
Make sure your definition differentiates high potential vs. high performer traits
Communicate your high potential definition to business leaders, and provide a copy of it in the Talent Review meeting for reference
4/1/2007
01/03/03

22. Question 4: What Are Best Practice Components of a Talent Review Process?

23. Three Phases of Effective Talent Review Processes
Preparation
Calibration
Results
The Talent Review Meeting:
Should increase the VISIBILITY of talent in the organization
Should increase the VALIDITY of the succession plans and development plans
Should increase ACCOUNTABILITY of development action follow-through
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

24. Talent Review Best Practices
Preparation
Calibration
Results
Business Goal Clarity
Clear Talent Philosophy
A 3-Year TM Plan
Clear Definitions / Tools
Training for Talent Review Facilitators
HR Team Training
A Communication Plan
Business Leader Training / Preparation
Development Resources
Baseline Metrics
Confident Facilitators
Trained Scribes
Visible Note-Taking
Clear Meeting Agenda
Meeting Ground Rules
Discussions Rather Than Presentations
Adequate Time
Face-to-Face Meetings
Obtain Attendee Feedback
Accountability Plans
Analyze / Chart Results
Post-Talent Meetings
Communicate Action Plans
Work with Recruiting
Work with OD/Training
Ensure 100% IDPs
“Check-Point” Meetings
Talent Council
Communicate Metrics
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

25. Question 5: Should We Notify High Potentials?

26. Notification – You Have Choices
Notification – You Have Choices! (But make sure you communicate your strategy)
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

27. Notification – What is the Best Practice?
Corporate Leadership Council – typically the result is nearly a split
Informal conference attendee surveys – typically the result is nearly a split
Hewitt: 63% of their Top Double-Digit Growth Companies notify high potentials, compared to 42% of Single-Digit Growth Companies
This question often depends on your talent management maturity and readiness level
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

28. Notification – Advantages
Greater Retention of Top Talent
Greater Ability to Develop High Potentials
Greater Ability to Measure Results
Reduction of the “This-Talent-Management-Stuff-Will-Sit- On-The-Shelf” Issue
Enhanced Career Movement / Job Assignments
Greater Accountability for High Potentials
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

29. Notification – Disadvantages (or Concerns)
We will create an elitist group
The morale of others will be lowered
Other employees will think they can’t advance
They will get a “big head”
Things change…
The “favored ones” were chosen
Coaching avoidance
Cross-functional employee loss
Legal Concerns
Leaders should include all direct reports on the Talent Assessment Grid. Exceptions to this might be determined at the business unit level by the Senior VP, but any exceptions must be communicated and held consistent within the business unit, to ensure a fair process.
The Talent Assessment Grid should be prepared:
AFTER the leader has completed a Career Interest and Development Plan discussion with each employee
BEFORE nomination High Potentials and completing a Succession Plan
Refer to an example of the Talent Assessment Grid in the Appendix of
your Guide.
Behaviors - as aligned with our Company Values
Past Performance – Most recent Performance Review rating
Learning Agility – Learns very quickly, generates multiple ideas, is flexible when changes occur, thrives on job challenges – is creative, imaginative, and is open to/builds on the ideas of others
Advancement Potential – Demonstrates/communicates a strong drive/desire to advance, and if necessary, will relocate and/or move to another business unit for the right opportunity.

30.
QUESTIONS
YOU
WHAT
HAVE ? DO