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MANAGEMENT PRACTICES
(GTMP)
AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing High-Potential
Talent (HIPO)
4. Top Management Meeting on Talent Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention
“Take our 20 best people away and I can
tell you that Microsoft would become an
unimportant company”
The Top Five
Topics that HR provides CEOs
• CareerBuilder.com
1. Training & Leadership Development
2. Succession planning
3. Performance Management System
4. Human Capital Metrics
5. PRP/Total Rewards
Assessment Enables
Strategic Talent Mgmt
Meaning…..
1. Integrated HR processes focused on getting
the right people in the right place at the
right time.
2. Aligned with the business strategy for current
and future success.
3. Driven by HR, led by the CEO, modeled by
management, owned by the operating
business/lines.
Talent Segment Description Definition Outcome
1. Executive Leaders Officer and Director Individuals selected as “ready now” or “ready 18- Executive
Level Positions 24 months” for a specific executive position. Succession Plan
2. High Potential High Potential Leaders Those with leadership potential and a proven High Potential
performance track record of achieving results that Talent Plan
can reach Director level within 3 years.
3. Critical Talent Critical Talent at Most critical and hardest-to-replace employees. Critical Talent
(People) Leader Level Mitigating Plan
4. Critical Positions Critical Leadership Most critical positions to maintain essential Critical Positions
Positions operational functions or drive business strategies. Mitigating Plan
5. Emerging Talent Early-in-Career Those currently demonstrating high performance Emerging Talent
Individual Contributors and the highest potential to advance one level or Plan
or Supervisors more within 3 years.
Attributes Used to Identify
High-Potential Employees
Activities Used to Develop
High-Potential Employees
80% 77%
68%
62%
60% 58%
47% 48%
44% 42% 44%
40% 39%
35% 37%
20%
0%
Action Role shadowing Job rotations Formal training Project Formal in-house
learning using external assignments training
vendor
Step 3-
Talent Review
March
Step 4-
Manage Talent
Full Year Execution &
Monitoring
Key Activities
ID Devel
Plan Com
Gain critic Revie op Follo
the m-
supp al w the actio w
proce unica
ort positi talent n up
ss te
ons plans
Linking the Talent Development Process to Business
demonstrate values andAssociate fully meets expectations Associate fully meets expectations
behaviors Associate consistently
on all job objectives, however, on all job objectives and the
demonstrates superior behavior
performance falls below Novartis v alues/behaviours. This
and fully meets expectations on all
expectations on Novartis is a positive and fully acceptable
job objectives.
values/behaviours. level of performance.
Associate performance falls Associate fully meets expectations Associate consistently meet on a majority of
considerably short in relation to on Novartis values/behaviors, demonstrates superior behaviour,
key objectives, out-
job objectives and the Novartis however, performance on job however, performance on job
spoken role model on
values/behaviours despite objectives falls below objectives falls below
repeated explanations /coaching. expectations. expectations. values and behaviors.
Associate does not meet
on a majority of key
Associate does not
objectives, does not
P ARTIALLY MET E XPECTATIONS
meetF Uon
LLY MET E XPECTATIONS
a majority of E XCEEDED E XPECTATIONS
demonstrate values and
key objectives,
N OVARTIS V ALUES /B EHAVIOURS
behaviors
demonstrates the
majority of values
and behaviors.
Talent Review Meeting
I. PERFORMANCE POTENTIAL MATRIX
IMPROVEMENT TOO SOON
CAREER PROFILE EXCELLENT GOOD
REQUIRED TO TELL
High Professional
Already on top, with special competency
High Potential
2 vertical steps within 5 years
Promotable
1 vertical step within 2-4 years
Lateral Potential
Move horizontal/across functions within 2 years
Effective
Likely to remain in current role 3-5 years
Planned Exit
Retirement, poor health, continued
underperformance.
Leadership Development
Key
Development Monitoring Assessment of
and Review
Elements Key Talent
Generation of
Development Plans
Career Mgt & Succession Plan
Reg. VP West Reg. VP. East Reg. VP Central Dir. HRD VP. Production VP of Finance
Incumbents
Bagus Djoko Asep Bambang John Sembada
Placement
Issue
t
Agung Susanto
Performance
Issue
LEGEND - copy and past symbol in box next to name
POTENTIAL
P
Highest Potential
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Is now performing with the best. Has the ability to take on major stretch assignments in new
areas. Should be positioned to become a top leader in the future.
Talent Management Plan
Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.
Assign a member of top management to monitor satisfaction and
Retention
engagement.
Assign to key committees, teams, networks; special invitations to meetings;
Engagement
provide opportunities to represent MBI in community and industry forums.
Arrange exposure to significant and relevant senior management/board
Exposure
members, Executive Development programs.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Move aggressively through a series of targeted, challenging, diverse and
Assignment
broadening jobs every 24-36 months.
Use challenging jobs to enhance current skills and develop others.
Development Consider as candidate for MBI sponsored graduate or executive
development programs.
P
Cell 8 – Middle Performance – E
R
F
Highest Potential O
R
M
4 7 9
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Consistently meets expectations and has the ability to take on new and different challenges.
Could be a senior leader in time.
Talent Management Plan
Middle Potential O
R
M
4 7 9
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Consistently performs with the best and can do more.
Highest Potential O
R
M
4 7 9
A 2 5 8
N
C
E
1 3 6
POTENTIAL
May be new in organization, assignment or in a stretch developmental job or role. May not be
in a good fit job. Should catch up in time. Has the long term potential to be among the best.
Talent Management
Total Compensation Keep at midpoint of market.
Middle Potential O
R
M
4 7 9
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Always does a good job (meets expectations). Can fill multiple roles. Versatile. Dependable.
Adaptable. Flexible. Utility player.
Lowest Potential R
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Consistently performs with the best. Knows the job and role extremely well. Plays a vital role in
producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
Keep ahead (25%) of market. Use soft rewards and recognition. Grant
Total Compensation
long-term incentives.
Retention Assign a senior manager to monitor satisfaction and treatment.
Middle Potential O
R
M
4 7 9
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Lowest Potential F
O
R
4 7 9
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Performs up to standard (meets expectations). Limited upside outside current areas of expertise and
fields of specialization.
Lowest Potential F
O
R
4 7 9
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL