1. 3
Conversa+ons
For
Designing
a
Self-­‐Sustaining
Talent
Management
Process
David
Lipsky,
PhD
©
David
Robert
Lipsky,
PhD
2014
1

2. ©
David
Robert
Lipsky,
PhD
2014
2

3. Focusing
on
the
3
key
quesEons
of
why,
what
&
how
creates
the
posiEve
self
sustaining
energy
to
propel
your
talent
management
process
What
Success
Why
Purpose
How
Process
©
David
Robert
Lipsky,
PhD
2014
3

4. WHY
HOW
Why
do
we
exist
for
our
customers
and
employees?
Your
OrganizaBons
Story
What
is
our
brand
promise
to
your
customers
and
talent?
Success
Criteria
Goals
Competencies
How
do
we
work
to
saBsfy
our
customers
and
talent?
Process
Tools
©
David
Robert
Lipsky,
PhD
2014
4

5. Why
do
we
exist
for
our
customers
and
employees?
Your
OrganizaBons
Story
©
David
Robert
Lipsky,
PhD
2014
5

6. Why
Do
We
Exist
–
Our
Story
Your
story
clarifies
your
current
and
future
success.
Customers
Community
Other
Employees
Stakeholders
Describe
the
Culture
that
creates
the
internal
condiEons
for
your
success.
I.e.:
Maintaining
an
entrepreneurial
culture
while
insEtuEonalizing
process
discipline
©
David
Robert
Lipsky,
PhD
2014
6

7. What
is
our
brand
promise
to
your
customers
and
talent?
Success
Criteria
Goals
Competencies
©
David
Robert
Lipsky,
PhD
2014
7

8. What
Is
Your
Strategy
To
Provide
The
Talent
Your
OrganizaEon
Needs?
AcquisiBon
Engagement
RetenBon
Development
Build
• Talent
Development
Buy
• External
Hires
Rent
• Outsource
• Contractors
• Partnerships
Talent
©
David
Robert
Lipsky,
PhD
2014
8

9. 9
Linking
Leadership
Competencies
to
Our
Story
Organizational
Story, Strategy, Mission, Goals
Organizational Capabilities
Leadership Competencies
©
David
Robert
Lipsky,
PhD
2014

10. 10
Examples
of
Linkages
Best
at
customer
knowledge
Agile
customer
relaEons
Customer
Focus
Listening
Skills
NegoEaEon
Skills
RelaEonship
Building
First
with
new
products
and
services
Agile
R&D
and
High
Risk
Decision
Making
Comfort
with
Uncertainty
Timely
Decision
Making
CreaEvity
InnovaEon
Management
©
David
Robert
Lipsky,
PhD
2014

11. How
do
we
work
to
saBsfy
our
customers
and
talent?
Process
Tools
©
David
Robert
Lipsky,
PhD
2014
11

12. 5
How
ConversaEons
To
Create
A
Self-­‐
Sustaining
Talent
Management
Process
How
does
each
conversaEon
support
your
Purpose,
Approach
&
Outcomes?
Tools
&
Measures
Processes
Technology
Rollout
ConBnuous
Improvement
©
David
Robert
Lipsky,
PhD
2014
12

13. How
-­‐
Design
Principles
Integrated
&
Flexible
Present
&
Sustainable
Leads
organizaEonal
growth
Maintains
success
culture
of
excellence
More
value
than
cost
More
clarity
than
complexity
Development
Right
people
at
the
right
Eme
and
pucng
them
in
the
right
place
Early
success
and
individual
insights
renew
energy
needed
to
sustain
the
processes
Consistent
and
structured
group
dialogue
drives
adopEon
and
success
Culture
Tools
©
David
Robert
Lipsky,
PhD
2014
13

14. Example
of
Talent
&
OrganizaEonal
Development
Framework
Success Criteria
Engagement
& Development
Values
Role
Hierarchy
Talent
Assessment
Performance
&
PotenEal
Metrics
Performance
Management
Talent
Development
&
Succession
Planning
Employee
Experience
Survey
Leadership
Conferences
Site
Conferences
LMS
&
Skill
Soe
Learning
Modules
Leadership
Development
Programs
©
David
Robert
Lipsky,
PhD
2014
14

15. Succession
and
Talent
Purpose
Example
Succession Planning
To ensure a continuous and ready supply of talent to fill
critical positions through:
• Ongoing monitoring of bench-strength for each
critical role,
• Targeted development to the demands of top
positions, and
• An emphasis on filling roles from within.
Talent Pools
To ensure the right mix and caliber of talent in order to
deliver on tomorrow’s promise of the brand, externally
and internally, through:
• Early identification,
• Accelerated and targeted development plans and
• Joint agreement between the organization and the
individual for development and results.
Succession
Plans
for
SVP
and
Above
Development
Plans
Feedback
To
Candidates
High
PotenEal
Talent
Pool
5-­‐10%
of
Manager
and
Above
©
David
Robert
Lipsky,
PhD
2014
15

16. Talent
Assessment
And
Succession
Planning
Process
Talent
Assessment
Roundtable
Discussion
Development
Planning
!
!
!
Performance
Potential
Values
Role Behaviors
Identify Successors
Collaborative
Dialogue
Development
Plans
Ongoing
Dialogue
©
David
Robert
Lipsky,
PhD
2014
16

17. Self
Sustaining
Cascade
CommiOee
OrientaBon
June
Talent
Assessments
July
Roundtable
MeeBng
August
Development
Planning
MeeBngs
September
Ongoing
Development
ConversaBons
Enter
Final
Successors
&
Development
Plans
October
EVP
SVP
VP
Dir
©
David
Robert
Lipsky,
PhD
2014
17

18. Succession
Timeline
Example
Process
Step
Timeframe
Launch
Process
Late
August
EVP
Succession
EVP
Direct
Report
Self
Assessment
Early
September
EVP’s
Assess
DR’s,
9-­‐Box
Placement,
CompleEon
of
Succession
Plans
Late
September
EVP
Roundtable
Discussions
Late
October
Development
Plans
Created
and
Communicated
to
EVP’s
Mid
November
Communicate
to
their
DR’s
CEO
Succession
EVP’s
Complete
Self
Assessments
Late
September
CEO
Assessment
of
Directs
Early
November
CEO
CompleEon
of
EVP
Profiles
Mid
November
Development
Plans
Created
and
CEO
Communicates
to
EVP’s
Late
November
BOD
PresentaEon
Early
December
November
18

19. Low High
19
Sample
Profile
Age
37
Tenure
8
PosiEon
ResponsibiliEes
Global
responsibility
for
operaEons
EducaEon
BA,
Mechanical
Engineering,
Oxford
U.
X
Performance
High
Low
Potential
Med
Med
Overall
Strengths
• Global
Experience
• Knowledgeable
about
both
operaEons
and
retail
Development
Concerns
• Enterprise
Financial
acumen
• External
partnerships
Development
AcEons
• Lead
fast
cycle
product
development
for
new
banking
credit
card
• Mentoring
from
EVP…
• ExecuEve
Coaching
Current
Challenges
• Reducing
overall
cost
of
operaEons,
including
researching
and
execuEng
offshoring
partnerships
Possible
Career
Moves
• RotaEon
into
systems
operaEons
• Senior
finance
posiEon
RetenEon
Risk
High
Medium
X
Low
EVP/SVP
Successors
Ready
Now
Jane
Smith,
Haresh
Tevia
AcEng
Tim
Bishop
Ready
1
-­‐
2
Jie
Lee,
Sharon
Stone
Ready
3
-­‐
5
Alan
Baxter,
Juan
Ramirez
©
David
Robert
Lipsky,
PhD
2014

20. 9
Box
VALUED
CONTRIBUTOR
§ Involve
VCs
in
training
others
§ Fully
uElize
contribuEons
§ ConEnue
to
grow
them
in
their
current
areas
of
experEse
§ Consider/test
whether
individual
can
be
pushed
into
an
emerging
talent
§ Make
sure
they
are
rewarded
and
recognized
STRONG
KEY
TALENT
§ Move
into
broader,
more
significant,
and/or
higher
level
role
§ Expand
into
new
funcEon,
area
or
business
§ Reward
to
encourage
risk
and
level
of
challenge
DEVELOPING
EMERGING
EMERGING
/STRONG
PERFORMANCE
WATCH
§ Consider
source
of
performance
:
poor
job
definiEon,
insufficient
resources,
lack
of
skill,
moEvaEon
§ Manage
performance
Eghtly,
redeploy,
retool
or
eliminate
Under
Performing
EMERGING
TALENT
§ Provide
stretch
assignments
that
help
develop
new
skills,
Eme
applicaEons
and
work
values
§ Challenges
that
come
off
the
boss’s
desk
is
a
good
test
§ Cross-­‐funcEonal
projects/task
forces
build
breadth
and
ability
to
integrate
mulEple
funcEons
and
exposes
them
to
different
people
Performance
High
Low
Low High
Potential
Med
Med
20

21. David
Lipsky,
PhD
Experience
Jobs
• E*TRADE
• KPMG
• Merrill
Lynch
• Sony
• UNICEF
ConsulEng
• Alpharma
• Bayer
• Biovail
• Johnson
and
Johnson
• Krae
• Merck
• Pfizer
• Unilever
• United
Technologies
• Walmart
• Etc.
Focus
Areas
• Change
• ExecuEve
• Employee
• Employee
• FacilitaEon
• InnovaEon
IniEaEve
Development
• Internal
• Leadership
• Learning
• OrganizaEonal
• Performance
• Strategic
• Sustainability
• Talent
Management
• Team
Building
EducaBon
• BS,
Management
Coaching
Branding
Engagement
Capability
and
ConsulEng
Development
OrganizaEons
Development
Management
Planning
Human
Ecology
Cornell
University
• MS,
Applied
Psychology,
Hofstra
University
• PhD,
Applied
Psychology,
Hofstra
University
©
David
Robert
Lipsky,
PhD
2014
21