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Talent Management and Succession Planning Models
- 1. Advanced Leadership Development Integrating ProfileXT ® & CheckPoint ™ Data into Succession Planning & Talent Management Courtesy of Assessment Specialists [email_address] 877-855-1179 or 760-434-9877
- 2. It’s all about the pipeline! JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 3. JohnCaspole@AssessmentSpecialists.com (760) 434-9877 Career Band Job Type E0 Reported Officer Group: Global Top Corporate Executives E1 Group Chief Executives E2 Senior Executives (Group EVP, Corporate SVP) E3 Executives (Group SVP, Corporate VP) M1 Senior Management M2 Senior Professionals and Management Jobs M3 Intermediate Professional and Management Jobs S1 Professional and Supervisor Jobs S2 Senior Service, Administrative, Technical and Production Jobs S3 Entry Service, Administrative, Technical and Production Jobs
- 4. Bench strength mapping JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 5. Development Grid LOW POTENTIAL HIGH “ C” Players Provide Feedback to Participants Encourage self directed growth & development Provide coach to help achieve better results Identify smaller role in assignments or special projects at current level. Provide opportunities for development or training Cell 3 “A” Player Actively Develop For Next Level Of Leadership Identify active role (but not leader) within key assignments. Stretch at a different pace than participants in cell #’s 1 & 2. Engage participants to function at greater level of scope (than current position). Provide coach to help achieve better results For example: Serve as a subcommittee chair on a multi-functional team Cell 1 “A” Player Actively Develop For Next Leadership Level Identify lead roles within key assignments (typically there are only a select few of these ) to engage participants in functioning at greater level of scope (i.e., magnitude, time & complexity) than current position. For example: job rotations, action learning, task force leader, committee chair Cell 2 “A” Player Actively Develop For Next Leadership Level Identify active role (but not leader) within key assignments. Stretch at a different pace than participants in cell #1. Engage participants to function at greater level of scope (than current position). Provide coach to help achieve results and mentor to improve proficiency levels of competencies “ B” Players Provide Feedback to Participants Encourage self directed growth & development. Identify a coach to help achieve results & mentor to improve proficiency levels of competencies. Identify assignments, special projects with broader/bigger role than current level. Provide other development opportunities Keep Motivated “ C” Players Provide Feedback to Participants Encourage self directed growth & development • Coach to help achieve better results • Identify smaller role in assignments or special projects at current level. Encourage participant to find a mentor to improve proficiency levels of competencies “ C” Players Provide Feedback to Participants Encourage self directed growth & development. Mentor & train to improve proficiency levels of competencies. Provide additional learning/ development opportunities at current level (e.g., seminars, workshops). Provide opportunities for involvement in special projects “ B” Players Provide Feedback to Participants Encourage self directed growth & development Mentor & train to improve proficiency levels of competencies. Provide additional learning/ development opportunities at current level (e.g., seminars, workshops) Provide opportunities for involvement in special projects Keep Motivated “ B” Players Provide Feedback to Participants Encourage self directed growth & development • Mentor & train to improve proficiency levels of competencies. Provide additional learning/ development opportunities at current level (e.g., seminars, workshops) Provide opportunities for involvement in special projects Keep Motivated HIGH PERFORMANCE LOW JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 6. Bench strength mapping JohnCaspole@AssessmentSpecialists.com (760) 434-9877 C Upward growth Reappoint / remove Lateral growth / mastery
- 9. Business Strategy Integrated Talent Management Processes and Tools Competencies/Success Profile Individual Assessment (CheckPoint 360° ™ Feedback) Performance Assessment Development Planning Talent Reviews Integrated ProfileXT, CheckPoint, Into Talent Management Processes XT XT JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 10. JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 11. JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 12. JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 13. JohnCaspole@AssessmentSpecialists.com (760) 434-9877
- 15. Learn from the best! JohnCaspole@AssessmentSpecialists.com (760) 434-9877
Notes de l'éditeur
- Basically how this works is during the performance management year-end process, not only do we assess our employees’ performance for the last review period or fiscal year, we also determine what their benchstrength rating is or “P2 rating” – aptly named for the vertices of the tool which is performance trend and potential trend. Using consistent definitions provided by the organization, every employee is put into one of these boxes based on her performance trend over the past several review periods (HIGH – MED – LOW) and potential trend – meaning how upwardly mobile do we see this employee or what is her readiness to take on more areas of important responsibility. These ratings are then reviewed and calibrated by business leaders and HR.
- But one of the most important things you do with bench strength maps is this: Now that you’ve differentiated your talent, you can then systematically differentiate what you do with your talent. Critical projects come down the pike and who do we look to staff them? Who should be first on the list for global mobility assignments? In whose development should we invest in the most? Who are the first folks we should consider if we need to reduce staff? Who must be on a performance improvement plan? Now an important note about development. We just said before that we are going to be prioritizing employee development going forward. But it doesn’t make sense to apply the same development strategies to these populations, right? What’s the development strategy for the high potentials in green? BTW – those in green are usually no more than about 15% of the total population and the top box should ever be more than 5%. [tomorrow’s leaders are in these boxes!, first priority] What’s the development strategy for the high potentials in blue? [solid development, but not the investment we’ll be making in our top boxes] What’s the development strategy for the high potentials in red? [reappoint to get someone in a better fitting job or manage out of the organization] Information is power… benchstrength maps give us data to make better choices about leadership development and talent mgmt.