1. Talent Management
Andy Noon and Lori Buchanan
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2. Agenda
• Starting Point
• Talent Management Strategy
• Talent Management Objectives
• Identifying High Potentials
• Development Cycle
• Formal Activities
• What We have Learned
• Next Steps
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3. Mutual of Omaha
• Fortune 500 Company
• 97+ year history
• 4500+ employees, majority in Omaha
• Sell Individual and Group insurance
through agents, brokers, and direct
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4. Starting Point (2003)
• Difficulty identifying and retaining external
leaders
• Majority of senior leaders over age 50
• Minimal leadership development above
supervisor level
• Limited succession planning discussions
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5. Evolution of Talent
Management
• 2004 - Full-day Sr. Management off-site
• Discussed leadership talent
• 2005 - Identified high-potential leaders
• Introduced Talent Management Program
• Annual talent discussion
• 2006 - Began program’s development
activities
• Annual talent discussion
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6. Identifying High-Potentials
• Nomination process
• Career achievement
• Development focussed
• Strong leadership ability
• Consensus discussions at business unit level
• EVP, mgr, and participant completed career
discussion
• Executives discussed at off-site (2005)
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7. Talent Management Strategy
• Strengthen leadership talent
• Deepen leadership bench strength
• Build a diverse leadership team
• Retain and engage leadership talent
• Align leadership strengths
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8. Talent Management Objectives
• Increase self-awareness
• Establish customized development plans
• Provide exposure to Senior Management
• Enhance leadership skills and abilities
• Provide opportunities to solve critical business
problems
• Heighten learning through peer interaction
• Enhance understanding of the business
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9. Development Cycle
Leadership
Standards
Measure and Assess and
Business Strategy
Monitor Success Diagnose
Vision
Corporate Objectives
Strategic Principles
Development Discuss Strengths/
Planning Development Areas
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10. Self-Awareness
Fatal Flaw is a Lack of
Self-awareness
(Shipper & Dillard, 2000)
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11. Self-awareness
Individuals with greater self-awareness:
• less arrogant
• less likely to overdo strengths
• more likely to neutralize derailment
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12. Hogan Personality Inventories
Potential
Derailers
Effectiveness
Characteristics 12

13. Multi-rater Feedback
• Short 44-item survey linked to competencies
• Structured feedback from multiple sources
• Manager
• Peers
• Direct reports
• Customers
• Detailed report
• includes comments
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14. Discussion of Strengths/
Development Needs
• Participants completed “Achieving Your
Leadership Potential”
• Managers participated in “Developing Others”
• Participant receives coaching from internal
Talent Management Coach
• Manager and participant have open discussion
about assessment results
• Assessment results for development only
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15. Development Planning
• Assessment results used to create
development plan
• Participant and management finalize
development plan together
• Development plan presented to
SBU/Operation Senior Management Team
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16. Three E’s of Development
• Experience (70%)
• On the job tasks and special projects
• Job changes
• Special assignments
• Broadening leadership opportunities
• Exposure (20%)
• Feedback from others
• Opportunities for visibility in the organization
• Coaching and mentoring
• Education (10%)
• Internal or external seminars or education 16

17. Measure and Monitor
Success
• Development plans must have specific
success measures
• Gather and provide feedback frequently
• Review progress with participant quarterly
• TM coach review progress with manager and
participant 2x per year
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18. Mutual of Omaha
Development Plan
EMPLOYEE INFORMATION
Name: Jane Doe Employee Number: 11111
Job Title: Project Manager Manager Name: Joe Manager
COMPETENCIES TO BE DEVELOPED:
Competency:
Development Actions: Target Completion:
Support Needed: Measurement:
Unplanned Development
Quarterly Progress Report: Report your progress for each quarter
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
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19. Formal Development
• Business Information Seminars
• Exposure to Sr. Management
• Business Acumen
• Peer networking
• Executive mentoring
• Strategic Leadership Experience
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20. Next Steps
• Continue…
• Business Information Seminars
• Executive mentoring
• Multi-rater feedback
• Potential activities…
• Experiential learning
• University-based education
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21. Challenges
• Defining high-potential
• Not going to get commitment from everyone
• Management owning development
• Development Planning!!
• Allowing time for development
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22. What we have learned
• HR is the driver but not the owner of Talent
Management
• Develop a solid definition of high-potential
• Align development to group and business needs
• Utilizing assessments is critical
• Providing objective internal TM coaches adds
value
• Importance of peer networking
• Importance of leaders teaching leaders
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23. Program Evaluation
• % of TM development plans created
• % of quarterly development plan meetings
completed
• TM participant satisfaction
• TM manager satisfaction
• Change in leadership behavior
• Retention of TM participants
• Number of participant promotions
• Number of developmental assignments
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24. Questions?
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