Developing Talent Successfully V3

Editor's Notes

• #2: Runtime for this module is 75 minutes, including presentation and activities. Welcome to: Developing Talent Successfully Introduce myself (if I need to) Explain: We will be spending the next 75-min together. This breakout is very interactive and your engagement and participation is key for you to walk away from here with some key takeaways. Let’s get started. Next slide : Global Marketplace quote
• #3: Use slide to set the scene… Introduction: In an increasingly competitive marketplace and environment of continual skill shortages, companies will continue to face the huge challenges in the global economy. Companies must respond to these challenges with innovative recruitment, retention, onboarding and talent development programs . Ernst & Young: Managing Today’s Global Workforce Say: With this in mind, what the global marketplace is looking like – let’s see where we have been and where we are going today. Next Slide : Where we have been
• #4: Explain / Review: Yesterday and today you have been talking about culture and how culture drives execution. You have heard from Clyde Fessler, CEO of Harley Davidson. In breakouts yesterday you had the opportunity to look at your culture and identify: Cultures you admire Culture shifts you have observed Strengths to leverage for the future Today we heard from Tracy Skousen on Change the Culture-Change the Game and I am sure like myself, it made you think of a lot of things that are working, things that could be fixed or modified and left you with some food for thought. And then we heard from your company leaders on Culture Norms That Drive Execution, specifically: Client Services, Systems, Accountability, Development/Learning, Team and Excellence. Next Slide: Quote
• #5: Review Quote: Quote source: Developing Leaders to Develop Others -Human Capital Institute Research Study Source: http://www.hci.org/files/field_content_file/hciLibraryPaper_80306.pdf)) In today's economy organizations must work aggressively to stay competitive. One of the most important assets an organization can develop is its people. Effective management and employee development is critical to success. Explain: This brings us to where we are now – identifying different ways in which you as MetLife’s managing partners and directors can implement these various culture changes and your role and responsibilities around management and employee development. Transition to next slide : Focus today  
• #6: Say: That is what we are going to focus on for the rest of our time together… Review: Objectives Our focus today : Create awareness of talent development today Define talent development Identify your responsibilities and role in talent development Look at what you are currently doing Identify you should: Start doing Stop doing Continue to do Ask : Any questions about what we are going to focus on for the rest of our breakout? Say: Let’s begin with a quiz… Transition to: Show Me The Numbers
• #7: Explain : We are going to start off by testing your knowledge of the global challenges and metrics associated with talent management and talent development. Say: Let’s see if you are smarter than your… neighbor! ACTIVITY: Show Me The Numbers Purpose: Reinforce the global challenges and metrics associated with talent management and talent development Time: 5 minutes Directions: Refer to your workbook Individually identify which metrics you believe belong with which statistics/information. Circle the correct answers. (Allow 1 – 2 minutes) Regroup and review the answers. Facilitator’s Note: You will review the answers, on the next slide and get the participants reactions. Transition Statement : Let’s look at the answers and get your reactions.
• #8: Show the Answers | Walk through the questions and answers as participants refer to their Workbooks to check what they have answered Solicit comments or feedback: 89 percent of new hires lack the institutional knowledge required to get up to speed quickly and become effective on the job within their first 90 days. ( DDI White Paper - Strong Start To Job Success By William C. Byham, Ph.D. Chairman And CEO, DDI.) 6.2 months is the breakeven point (the point at which they have contributed as much value to their new organizations as they have consumed from it) for new managers. Monster.com, 2007 Survey Facilitator’s Note : New leaders are net consumers of value early on; as they learn and begin to take action, they begin to create value. From breakeven onward, they are (one hopes) net contributors of value to their organization. Soon, the worldwide demand for labor will outstrip supply by 35 million jobs, draining $3.5 trillion in annual output from the global economy. (Source: Jim Hargis , How To Reduce HR Hiring Cycle Time) Experts say that 70% of your company's value is based on the skills, experience, and performance of your workforce. You need to find highly-qualified candidates, get the best from your people, identify and retain top performers, encourage ongoing learning, and keep employees engaged. Talent management is a strategy that enables you to effectively drive results and gain a competitive advantage leveraging your people. (Source: whitepaper:talent-management-best-practices for 2011: Taleo) Next page
• #9: Answers continued: 5. Creating a culture of commitment and engagement leads to organizational success. According to the Small Business Administration , 90 per cent of businesses fail in the first 10 years due to a lack of fundamental principles, one of these being a lack of soft skills from a manager. Creating and maintaining an effective culture of commitment and engagement takes effort from leaders who work closely with employees, and that’s often neglected. (Source: Small Business Administration ) 6. Some 27 percent of employees deemed “high potential” said they plan to leave within the year. That rate of dissatisfaction is rising “precipitously” as the economy stabilizes, says Jean Martin, executive director of the CEB’s Corporate Leadership Council. ( How to keep your star employees ) 7A: Managers must also show empathy toward their employees to generate employee respect. Covey’s research indicates that only 29 percent of employees believe that management cares about skill development, 7B: and only 42 percent of employees believe that management cares about them at all. (Support: Yet Dr. Susan Krup Grunin, the Senior Director for Organizational, Effectiveness at Beacon Associates (Source: http://www.hci.org/files/field_content_file/hciLibraryPaper_80306.pdf) Ask: How did you do? Solicit show of hands for responses Say: We’re you enlightened? Solicit some comments or feedback: statistics and answers Next slide: ASTD statistics
• #10: SAY: According to ASTD State of the Industry 2010 Report: Organizations grappled with some of the worst economic conditions in several decades, business leaders continued to dedicate substantial resources to employee learning in 2009. SHOW slide: ASTD estimates that U.S. organizations spent $125.88 billion on employee learning and development in 2009. Nearly two-thirds of the total ($78.61 billion) was spent on the internal learning function, and the remainder ($47.27 billion) was allocated to external services. Say: WOW! this is really powerful data! That is lot of money focused on employee learning and development! Ask: Do you know how MetLife compares to these statistics? Next Slide : MetLife questions
• #11: Say: Metlife and Mike Vietri is committed to your development. They have invested over $1million in the development of managing partners and directors through the leadership development program and the firm Dynamic program. This a huge commitment when many company’s are cutting budgets and especially learning and development costs. This is a week is another good example of the commitment the organization has to you – in the twice yearly National Sales meetings. Ask: What is your commitment to development of your talent? Are you committed to investing in your people? Solicit and discuss briefly. Next Slide: Manpower Slide -- Your people/talent are the future drivers of economic growth…
• #12: Read/Review: Manpower announced at the recent World Economic Forum Annual meeting that employers will be awakened to the reality that humans are the future drivers of economic growth, as access to talent replaces access to capital as the key economic differentiator. Ask: What do you think about this? What is your reaction? Solicit and discuss at tables, briefly Upload key thoughts to the large group. Summarize: A lot of things are happening in the marketplace that requires YOU as” people managers” to focus on our talent, and ensure they are: Engaged, Satisfied, Productive, Challenged, Developed, Retained This is so important to the success of your organization, and your success as a people manager. Say: So, what are you doing to ensure this is happening? Explain: You have begun to do this already as your talk about culture change at MetLife and creating a culture focused on execution -- ensuring you are doing the most for and with your talent “assets” to ensure their success, and ultimately your success. Next slide: Culture definition
• #13: Say: To make sure we are all on the same page let’s begin with a few definitions to make sure we are all on the same page. Say: Culture is defined by Change the Culture Change the Game as: organizational culture is the way people think and act. Support info: Every organization has a culture which either works for you or against you – it can make the difference between success and failure. Click: Managing the culture so that leaders, managers, team members and employees think and act in the manner necessary to achieve their desired results has never matter more. Say: “ Optimizing the culture should demand your attention – every bit as much as your effort to achieve performance improvement in manufacturing, R&D, sales, etc.” Say: What about creating a culture that is focused on Talent Development? Next Slide: Let’s talk about that next.
• #14: ACTIVITY | Part 1: How would you define a culture of talent development? Part I: Directions In table groups take 5 minutes and as a team define what is means to have a “Culture of Talent Development”. What are components or descriptors that you would use to define a culture of talent development? Flip chart your answer. Present and explain your definition. Next slide: Good to Great quote
• #15: Say: Jim Collins says… “ Leaders of companies that go from good to great start not with ‘where’ but with ‘who.’ They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.” Jim Collins – Good to GREAT Ask: In your roles- are you doing this? Who feels they have or are doing a good job? Why? If you did not raise your hand, what do you need to do differently? Solicit answers Next slide: With this in mind, let’s think about your responsibility in regards to talent development/
• #16: ACTIVITY | Part 2: Developing a Talent Culture – YOUR Responsibility: Directions:   At your team tables identify 3 – 5 things that you are responsible for in creating this culture. Discuss and flip chart your answers. Present your answers. Next slide: Answers and transition
• #17: ACTIVITY | Part 2: Developing a Talent Culture – YOUR Responsibility: Directions:   Possible answers include: Engaged environment Satisfied employees Productive environment Hiring the right persons Helping and supporting the hiring process Working with managers/recruiting for hiring Retaining talent Developing talent through programs or initiatives Onboarding Feedback sessions Team meetings Coaching Buddy program Performance Management Professional Development Competency/skills development As a group compare and contrast the answers. Explain: Today’s learning executives are responsible for more than directing the learning function, planning learning strategy, or guiding the development of high potential employees. Although each of these roles is important and contributes directly to performance, learning professionals are taking on larger roles as the owners of talent management for the enterprise. Organizations such as Steelcase and The Gap have benefited from managing talent throughout the employment life cycle as a centrally directed function, linking workforce capability to specific strategic goals. (Source: The Face of Talent Management ) Transition: Now that we have defined Talent Development and discussed your responsibilities for creating this culture, what is your specific role in developing your employees – talent? Let’s focus on that next. Say: But… first a news flash!
• #18: News Flash: Bersin & Associates : HR Organizations Lack Critical Skills for Success in 2011, New Research Shows The Daily Recruiter recent post: “A structured talent management process wіll close thе gap between thе human capital аn organization currently hаѕ аnd thе leadership talent іt wіll eventually need tο respond tο tomorrow’s business challenges.” Jack Welch’s Winning , “talent management deserves at least as much focus as financial capital management and not just when an organization is trying to acquire talent or implement change” Ask: So when do we begin developing our talent? Next Slide… Let’s see what you think?
• #19: SAY: Now that we have defined what a Talent Development culture is – when does it begin? Activity | Part 3 When does Talent Development begin? Ask: Who thinks during… Refer to FC or Chart for them to vote at their tables and upload the answers: Sourcing Selection Onboarding Day 1 Week 1 Month 1 Month 3 – 6 – 9 First year Second Year Other? Summarize votes and briefly discuss. Say: Now that we have thought about when talent development begins – let’s take this a step further and identify the specific Role/roles you play in developing your talent from sourcing – selection through their lifetime of service to MetLife! Next slide: Your role
• #20: ACTIVITY | Part 4: Developing a Talent Culture – YOUR Role in Talent Development:   Identify the % of time you spend developing: (Individually) _ % Advisors _ % Infrasture employee (Trng, Recruiting, Mktg, etc.) _ % Support employees What does this tell you? (Look at this and share at tables/group) What type of development are you personally responsible for providing or managing? Informal & formal: (Discuss at tables/group) Onboarding Feedback sessions Team meetings Coaching Buddy program Performance Management Professional Development Competency/skills development Other?
• #21: ACTIVITY | Part 4: Developing a Talent Culture – YOUR Role in Talent Development:   4. What are you currently doing? (Share at tables once individually have identified the following): What is working? What is not working? What else should you be doing? 5, What else should you consider given your current workforce? (Group discussion): Look at your workforce and the various ages – what challenges do you expect or have you had to deal with regarding their specific needs, wants and desires? What opportunities does the organization provide that you are helping your employees to access or use? Wrap-up exercise and summarize what we covered Next slide : Breakout objectives recap
• #22: Say: That is what we are going to focus on for the rest of our time together… Review: Objectives - Recap Our focus today: Create awareness of talent development today Define talent development Identify your responsibilities and role in talent development Look at what you are currently doing Say : Your final exercise or action plan is to identify you should: Start doing Stop doing Continue to do Transition to: Start – Stop - Continue
• #23: Directions: Step 1: Handout an index card to each participant Step 2: On your index card please answer these four questions based on what you’ve learned and experienced today (take 5 min). Identify ONE THING that you: Will STOP doing? Will START doing? Will CONTINUE doing? Step 3: After a few minutes of reflection, go around the room and ask each participant to share his/her answers to one or more of the questions.   Thank everyone for sharing and participating in today’s session.
• #24: Close breakout Thank participants