Talent Manageme nt Consortium Organizational Readiness Phase Two

Talent Manageme nt Consortium Organizational Readiness Phase Two Presentation to the Chief Human Resources Officers October 1, 2015 October 1, 2015 v.1

Sustainability & Successes Vision Vision of the of the Future Future Structures Structures and and Key Key Roles Roles Competenci Competenci es Key es for for Key Roles Roles Assessmen Assessment t of of Current Current Bench Bench Strength – Strength – Talent Talent Review Review Gap Gap Analysis Analysis between between Current Current Skills and Skills and Future Future Needs Needs Gap Gap Resolution Resolution – –Develop, Develop, Retain, Retain, Acquire Acquire 7 Sustainabilit y & Successes How do we sustain our ability to continuously attract, develop, and retain people with the capabilities and the commitment needed for current and future organizational success?

Sustainability & Successes Five Key Sustainability Factors 1. 2. 3. 4. 5. Management commitment and accountability Link to business and HR strategies and systems (e.g., talent acquisition, performance management, development, and retention) Focus on future requirements Active work on closing future-focused development gaps Systems are not too broad; processes and tools are userfriendly

Sustainability & Successes For a dynamic organizational readiness model to be sustainable, everyone in the organization should have a Talent Mindset. Executive leadership ensures talent sustainability is a priority and coach/mentor other leaders Managers grow the talent, coaching/mentoring and removing barriers to learning and development. Human Resources serves as accelerators to the talent and facilitate the talent management process. Employees are responsible for their growth, communicating development needs, and taking initiative to learn and develop.

Sustainability & Successes Metrics That Matter are those that measure the impact and successes of organizational readiness and address longterm focus: Turnover and Retention Talent Infrastructure Workforce Productivity Diversity Employee Engagement What data already exists in your HR and/or other systems? Which metrics, and to what extent do they, link to your strategic plan and/or principles and values?

Sustainability & Successes Metrics That Matter: 15 Key Questions to Ask Turnover and Retention 1. What is our voluntary turnover rate among individuals in key roles? What are the associated costs to the organization? 2. What percentage of our high performers are at high-risk for departure? 3. What is our voluntary turnover rate among top performers? What are the associated costs to the organization? Talent Infrastructure 4. What is the depth and quality of the successor pool for key positions? 5. What percentage of our workforce moves internally? 6. What percentage of our workforce is promoted annually? 7. Which departments or managers are the best developers of talent as measured by the promotions out of their department? Workforce Productivity 8. How differently do we pay top contributors from our average contributors? Is this in proportion to their contribution? 9. In the last five years, has workforce productivity increased, decreased, or remained the same? What is our relative performance against competitors? 10. Are we under-staffed in areas where if we added people we would increase our productivity? Diversity 11. How diverse is our managerial population? 12. Is the recruiting pipeline appropriately diverse to ensure diversity in hires and the overall workforce? 13. Is our successor pool sufficiently diverse? Employee Engagement 14. What percentage of our employees are fully engaged and are “doing their best work” at all times? How does this vary across functions and departments? 15. What percentage of our employees would say they are committed to the organization? Why are they committed?

Sustainability & Successes Best Practices for Sustaining Your Organizational Readiness Process 1. 2. 3. 4. 5. Assess Overall Design Improve Design and Implementation Processes Tools Key roles and capabilities Link to HR and other systems Conduct Annual Talent Reviews Revisit Strategic Plan Analyze Metrics for Trends