继任计划与领导力发展最佳实践

DrivingSuperiorPerformance:DrivingSuperiorPerformance:AligningTalentandSuccessionAligningTalentandSuccessionManagementManagement2IntegratedTalentManagementIntegratedTalentManagement“Youcanwinthewarfortalent,butfirstyoumustelevatetalentmanagementtoaburningcorporatepriority.Then,toattractandretainthepeopleyouneed,youmustcreateandperpetuallyrefineanemployeevalueproposition:seniormanagement’sanswertowhyasmart,energetic,ambitiousindividualwouldwanttocomeandworkwithyouratherthantheteamnextdoor.”3IntegratedTalentManagementIntegratedTalentManagementLeadershipLeadershipCompetenciesCompetencies&Values&ValuesLeadership/ManagementCompetenciesandTrainingAligningtheOrganization&PeopleCareerDevelopmentPerformanceManagement&AssessmentRewards,Recognition&BenefitsTalentAssessmentandEvaluationHRMission&StrategyVisibleMeasuresofOrganizationalSuccessVisibleMeasuresofOrganizationalSuccessCommunicationCommunication4TalentManagementTalentManagement––OurResponsibilitiesOurResponsibilitiesƒWhatisourdefinitionoftalent?ƒHowdoesitlinktoStrategy?ƒHowmuchdoestalentmatter?Why?ƒWhoownsTalentManagement?ƒDoyoudefinetherulesofthegame?ƒHowdoyoumakeTalentManagementstrategic?ƒWhatisthethreattosuccessfulTalentManagement?ƒWhatistheHRfranchise?ƒWhatdoexecutivesexpectofus?5DevelopingTalentDevelopingTalent……ASharedResponsibilityASharedResponsibilityEmployeeDevelopmentGoal:RaiseWorkforceCapabilityandEngagementƒAboutthemanyƒEveryonedeservesanopportunitytogrowƒMeasuredbyannualEngagementsurveyandretentionBroadprogramsCareerdevelopmentframeworkStrengthenbusinessknowledgeandskillsLeadership/ExecutiveDevelopmentGoal:BuildLeadershipCapabilityandBenchƒAboutthefewƒWhichpeoplehavethepotentialtomakemeaningfulleadershipcontributions?ƒMeasuredbyexperiences,transferofknowledgeandbenchstrengthFocuseddevelopmentVarietyofExperiencesChallengingAssignmentsRigorofassessmentandsuccessionprocessExecutiveExpectationsRigor–Linktoeconomicvalue–Quantifyinvestmentsthatdriveperformance–ProvideDataandMetricsTough-minded,softhands–Selectagainstyourcriteria–Executeflawlessly6TheCEOsRoleinTalentManagementTheCEOsRoleinTalentManagementƒChiefexecutiveofficers(CEOs)areincreasinglyresponsiblefor,andinvolvedin,talentmanagement.Theheadsofhumanresourcesdepartmentsplayanimportant,supportingroleinexecutingtalentstrategyƒCEOsspendalargeamountoftheirtime—oftenmorethan20%—ontalentmanagement.However,thiseffortisnottypicallyguidedbyaformaltalentstrategyexplicitlylinkedtothecompany’soverarchinggoalsorembeddedinthebusinessplanningprocess.Rather,CEOsengageinselectedsupportingactivitieswheretheybelievetheyaddvalue.ƒTalentmanagementhasbecomemoreimportantbecauseofagrowingrecognitionthatithasbecomemoreimportantbecauseofagrowingrecognitionthatithelpstodrivecorporateperformance,eventhoughtheexactimpactishardtoquantify.ƒGoodtalentmanagementisnotundertakeninapiecemealfashionbutconsistsofcomprehensivedevelopmentprograms.Theseincludetheidentificationofleadershippotential,performanceevaluations,targeteddevelopmentactivitiesandjobexperience.ƒManyCEOsmentorexecutivesintheirorganizations—anadditionalandimportantpartoftheprogram.Theyregardthedevelopmentofthenextgenerationofleadersasoneofthebestwaysofleavingastronglegacy.7TheHumanBarriersTheHumanBarriers%ofIntervieweeswhorankedobstacleamongthe8mostcriticalObstaclespreventingtalent-managementprogramsfromdeliveringbusinessValueSeniorManagersdon’tspendenoughhigh-qualitytimeontalent-managementLinemanagersarenotsufficientlyCommittedtopeopledevelopmentOrganizationis“siloed”anddoesnotencourageconstructivecollaboration,sharingofresourcesLinemanagersareunwillingtodifferentiatetheirpeopleastop,average,andunderperformersSeniorleadersinorganizationdonotaligntalent-managementstrategywithbusinessstrategyLinemanagersdonotaddresschronicunderperformanceeffectivelySuccessionplanningand/orresourceallocationprocessesarenotrigorousenoughtomatchrightpeopletorolesCEOand/orseniorteamdon’thavesharedviewofmostpivotalroles545452525151505047474545393938388YourOrganizationYourOrganization’’sStrategyforSuccessionsStrategyforSuccessionDoesyourorganizationhaveaneffectiveplanforexecutivesuccession?ƒDoesyourcompanyhaveaplanforleadershipgrowthtokeeppacewithbusinessgrowth?Whoisbeingdevelopedandgroomed?ƒDoyouhaveaplaninplacetofillthegapsanddotheyhaveplansforcurrentemployeesto“stepuptotheplate”tofillthosepositions?ƒDoyouhaveanobjectiveplaninplacetoidentifyanddevelopthefutureleadership?ƒDoyouhavethebenchstrengthforfutureleadershipneeds?Howcananorganizationmaximizethehumanassetpotentialandallocationforthebestalignmentwithstrategicobjectives?LeadersareLeadersareresponsibleforresponsibleforfuturefutureleadership.leadership.TheyneedtoTheyneedtoidentify,identify,developanddevelopandnurturefuturenurturefutureleadersleaders-MaxDePree,LeadershipisanArt9IdentificationofIdentificationofSuccessorsandKeyPositionsSuccessorsandKeyPositionsIdentificationofIdentificationofKeyTalentKeyTalentAssessmentofAssessmentofKeyTalentKeyTalentDevelopmentPlansDevelopmentPlansandAssignmentManagementandAssignmentManagementTalentReview