One Page Talent Management and the 4 + 2 Model of Talent Manager Excellences
Download as PPTX, PDF3 likes2,550 views
This document discusses improving talent management through a simple one page approach. It advocates managing talent like a production line by establishing clear specifications for the desired talent, assessing the available raw materials, and implementing processes to develop the talent from materials to finished product. Executives are often unhappy with talent pipelines and managing talent is one of HR's lowest capabilities, so a focus on the proven science through easy to implement practices is recommended. Questions are posed to help assess current talent practices and how to make them more effective based on the talent production line framework.
One Page Talent Management and the 4 + 2 Model of Talent Manager Excellences
- 1. Growing Better Talent Faster One Page Talent Management
- 2. Today ● A Simple Approach to Managing Talent ● Managing Aflac’s Talent Production Line ● Becoming a Great Talent Manager
- 3. Let’s start with a short story 2
- 4. Executives aren’t happy with their company’s talent “there’s an increasing “HR executives face a tension between credibility gap when it company needs and HR's comes to executing ability to deliver” basic HR duties”
- 5. #1 Priority of CEOs “Developing leadership and talent pipeline” Lowest HR Capability “Managing Talent” Source: Deloitte & BCG
- 6. We have more power than we realize
- 8. We know that talent practices work if they’re implemented 7
- 9. We have leaders who would appreciate a helping hand 8
- 11. So what if we . . . 1 2 3 Eliminate Create Start with the Complexity, Add Accountability & Science Value Transparency What’s What will Why will proven to make this managers use achieve our incredibly it? goal? easy to use?
- 12. HR is academically correct but practically deficient Only execution delivers value A few things matter most
- 13. You’ll find the solution here
- 14. We can manufacture talent the same way we manufacture anything else The Talent Production Line Specifications Raw Materials Production Process Distribution Specification to produce leaders at my company 2013 5’8” 5’11”
- 15. Get the Specs Right Specifications Do you know what “great” looks like? Specification to produce leaders at my company 2013 5’8” Are you focusing on the 5’11” few, most differentiating capabilities?
- 16. Assess your raw materials Do you understand what Raw Materials raw material is available? Is is possible to transform the raw material into finished product?
- 17. Manufacture your product Production Can your process Process actually manufacture this product? Do you have the right machinery? How will you keep the production line moving?
- 18. Distribute it Distribution How will you get this product to where it’s needed?
- 19. An example . . . Specifications Specification to produce leaders at my company Raw Materials Production Process Distribution 2013 5’8” 5’11” • Potential to become • Sales leader • Sales leader trains sales leader evaluation • Beauty training • Consistent earnings • Actual sales • New product training every campaign • Expressed interest in • Recruiting training • Positive sales leadership attitude/personality
- 20. Your Metric It’s easy. Is anyone buying your product?
- 23. “What enables talent management practices to work?” 1 Executive team support Manager accountability for completing 2 the process 3 CEO support 4 Design or process/program NTMN 2011 State of Talent Management survey
- 24. The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie Know Business Love Business
- 25. The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie HR Disciple Solid HR capabilities in each key discipline
- 26. The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie Not a craftsman HR Disciple Plant manager at the Production Manager talent factory
- 27. The 4 + 2 Model of Talent Management success Business Junkie The Core Four Business Junkie HR Disciple Precise knowledge of the talent in your charge Production Manager Talent Authority
- 28. The 4 + 2 Model of Talent Management success Business Junkie The Differentiating Two The Core Four Trusted Executive Advisor Business Junkie • Professionally Credible • Forms Strong Executive HR Disciple Relationships Business Junkie Production Manager Courageous Advocate Talent Authority • Has a Theory of the Case • Is Appropriately Aggressive
- 29. Exercise ● What questions do you have about the model? ● Identify the one area that you’d like to improve ● Engage in feedforward (15 minutes, as many suggestions as you can get)
- 30. Winning this race requires: • Simplicity, Accountability and Transparency • Managing Your Talent Production Line • Being A Great Talent Manager