1. @ Strategic HR Summit, 1 st December 2011 Silicon India, Bangalore, Ravi Mishra, Vice President – HR Birla Carbon Talent Management in Challenging Time The Opinion Expressed in this program is Personal

2. Reference & Context

3. Challenges to Survive, Sustain & Grow?

4. Origin of Species > Charles Darwin Competition more fierce than ever before Talents do Understand the value of their stake in Organizational Growth Talent Gap Demand & Supply

5. History 25 companies of fortune 500 have been closed in last 10 years !

6. Learning Organizations

7. Next / New Practices

8. What did We learn  Beat the Best : is it enough  Incremental Changes without Transformational Changes  Innovation  Unknown Challenges  Knowledge Management & Learning Organization

9. Why Talent Management Talent Management is essential for survival and growth. Our growing businesses need talent with multiple capabilities. Talent is the only competitive edge that our businesses will have; all else can get replicated. Between the options of make vs. buy, we choose the former as it makes more business sense. Most of our businesses derive their competitive edge from people capabilities. We need to develop a robust pipeline of leaders to manage our current and future businesses.

10. Talent Segmentation Career Stage Classification Potential Validation Consensus Discussion Individual Development Plan (IDP) Talent Review Discussion (TRD) Talent Management framework & processes

11. Function Head – Company/Business Group Function Head Business Head Unit Head/SBU Head Function Head-Unit Manage Managers Manage Others Manage Self Functional Management Career Path General Management Career Path Walt Mahler’s Career Stages Model

12. A functional competency is the key knowledge and skill needed by a job holder for the effective performance of the job. They are necessary but not sufficient for outstanding performance of a job. A behavioural competency is an underlying, key characteristic needed for outstanding job performance, that leads to and predicts high performance. It describes how the job holder does a particular job. Both functional and behavioural competencies are observable and measurable. Functional Competencies Behavioural Competencie s Competencies + 12 Competency Model

13. Two criteria based on which talent pool is segmented are: Performance Potential  The nine-box matrix is used to rate an employee’s performance and potential.  Based on the performance and potential ratings, the individual will be placed in one of the nine boxes. Talent Segmentation

14. Performance  Is the result of the activities of an individual over a period of time.  Consistency and trend in performance ratings. Potential  Ability to move career stages within a given time span  Based on ‘on- the- job’ demonstration of the current as well as next two career stage competencies Definition of Performance and Potential

15.  Potentials can be categorized like A, B & C  Potential can change over a period of time with successful development Potential A - can move two career stages in 5-6 years. Potential C - can stay in the current career stage. (could do more complex jobs from the same career stage) Potential B - can move one career stages in 5-6 years. Potential in the Organizational Context

16. Performance – Potential matrix Medium High Potential/ Low Performance High Potential/ Medium Performance High Potential/ High Performance Medium Potential/ Low Performance Medium Potential/ Medium Performance Medium Potential/ High Performance Low Potential/ Low Performance Low Potential/ Medium Performance Low Potential/ High Performance A Low High 1 B C Low Medium 2 High 3 1A2A3A 1B2B 3B 1C2C3C

17. Talent Validation: DAC Input Process Performance – Potential inputs Development Assessment Centre DAC data, Work history, Special experiences/ Qualifications/ assignments Talent Segmentation DAC’sIDP’sImplement IDP’s

18. OUTCOME OF CONSENSUS DISCUSSION The critical outcome of a consensus discussion is a unanimous agreement on the final potential assessment of an individual after a discussion with all parties concerned. The outcome is owned and shared jointly by all people involved. 18

19. CONSENSUS -TEMPLATE Agreement Cases NameUnit RatingDAC ratingStrength and Development Competencies from DAC RemarksFinal Rating Non Agreement Cases NameUnit RatingDAC ratingStrength and Development Competencies from DAC RemarksFinal Rating 19 This data should be presented in the above format during the Consensus Discussion for the committee to review and sign off

20. Individual Development Plan Development Area (Competencies ) - Write at least four areas from the strengths & areas of improvements identified by you Type of Development Options - Project Assignment,Deputation, Role Change, Swap Assignment, Coaching or Training Mention the goal of the Assignment - only 30 characters Write a description of the assignment Mention Estimated Completion Date - Spread over 2-3 years Actual Comple tion Date - To be filled later (DEVS&O) Develops Self & Others Training Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y% Ensure direct report's participation in relevant customer training programsttend workshop. Aug-10 Shadow Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y% 1) Have the direct report shadow you on key customer interactions Dec-10 Shadow Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y% 2) Build a structured feedback mechanism where you can provide peridic feedback on customer interactions. Mar-11 Project Assignment Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y% Appoint direct report as RM to a dissatisfied customer for 3 month and provide Coaching support during that period Mar-11

21. Challenges / Hygiene Factors Work Environment Performance Management System Reward & Recognition Conflicts of Generations Quality of Life Career Growth Flexibility Demand & Supply Gap

22. Thanks !