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Talent Dev Framework

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glniven

A presentation made as part of a job application process with Alaska Air Group. Focus was 15 min to give my thoughts on developing a framework.

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Developing a Talent Development Framework for Alaska Air Group Presenter: Gay Niven August 3, 2010
Hello! ,[object Object],[object Object],[object Object]
Today’s Discussion ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Are the Business Issues? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Typical Components of a Talent Development Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Developing a Framework 2. Integrate the Components and Approach 1. Create a Talent Development Framework Philosophy 3. Deliver and Evaluate Cultural Considerations How things are done here? What is employee “owned”? What is manager “driven”? Competencies and Skills Considerations People who “Fit” High Potentials Key Positions
The Challenge ,[object Object],[object Object]
[object Object]
Making the AAG Framework “Breathe” ,[object Object],[object Object],[object Object],[object Object]
The Philosophy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Integration of a Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Delivery and Evaluation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Plan  Execute  Integrate Planning and Executing Talent Development Processes and Methodologies Integration with Existing HR Functionality and Other Systems
Planning and Executing Methodologies ,[object Object],[object Object],[object Object]
Planning and Executing Methodologies cont. ,[object Object],[object Object],[object Object]
Planning and Executing Methodologies cont. ,[object Object],[object Object],[object Object]
HR Functional Integration ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Recommendations ,[object Object],Annual Goal Setting How Things Get Communicated Problem Solving/ Decision Making Process Reward Systems AAG Company Culture: Shared Beliefs, Values and Practices Performance Measures
Recommendations cont. ,[object Object],[object Object],[object Object],[object Object]
Create Cascaded Teams ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Starting Points ,[object Object],[object Object],[object Object],[object Object]
Starting Points cont. ,[object Object],[object Object],[object Object],[object Object],[object Object]
Starting Points cont. ,[object Object],[object Object],[object Object]
Your Turn ,[object Object],[object Object]

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Talent Dev Framework

  • 1. Developing a Talent Development Framework for Alaska Air Group Presenter: Gay Niven August 3, 2010
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Developing a Framework 2. Integrate the Components and Approach 1. Create a Talent Development Framework Philosophy 3. Deliver and Evaluate Cultural Considerations How things are done here? What is employee “owned”? What is manager “driven”? Competencies and Skills Considerations People who “Fit” High Potentials Key Positions
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. Plan  Execute  Integrate Planning and Executing Talent Development Processes and Methodologies Integration with Existing HR Functionality and Other Systems
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.