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(1)

3M

COE Talent Management

Europe,Middle East & Africa Dr. Günther Böllert

The Talent Management Framework

Talent-Management and Leadership-Development in Europe Wachstum fördernde HR-Arbeit

(2)

• Overview of the new

3M

Talent Management Framework

• Synopsis of Guiding Principles that drive Talent Management

• Detail on Talent Management Framework:

– 1. Demand Planning

– 2. Talent Requirements

– 3. Talent Development

– 4. Talent Review

– 5. Talent Acquisition

– 6. Performance Management and Rewards

(3)

The Talent Management Framework provides

3M

with

a systemic and integrated approach to managing talent

Strategic Plan

Demand Planning

“Number, type and quality of talent needed”

Talent Development

“Strategy and tactics to assess and develop

current and next generation leaders” Talent Review “Talent portfolio management and decision process” Performance Management and Rewards “Reinforcing processes that create accountability” Talent Acquisition “Branding, sourcing and staffing strategy” Talent Requirements 2 4 5 3 6 1

(4)

Talent will be managed as a portfolio of assets:

It will be reviewed at both an

individual and organizational level Talent will be managed at the nexus

of our business:

Countries, Businesses and Functions

We will leverage current Talent Management processes and make necessary improvements to more effectively manage our portfolio of talent at the nexus

Talent development will be important in all aspects of talent management

This approach will be grounded in five Guiding

Principles (linking mechanisms)

2 1

4

Application of the Talent Management Framework will focus on strategic and core roles within the organization

5 3

(5)

Talent will be managed at the Nexus of Countries,

Businesses and Functions, with clear decision rights

Talent requirements for critical segments will be defined by the function to ensure consistency in standards across similar roles

Talent needs will be defined by Businesses and Countries to ensure enterprise-wide capability requirements are met

Talent will be reviewed at the Country level to ensure assessment of talent pools where the pool is most likely to be shared

Talent will be managed at the nexus to ensure that all talent decisions are grounded in each of the three perspectives and needs

Detailed decision rights and process owners will need to be determined

Country

Businesses Functions

NEXUS

3M is a matrix organization. Talent decisions need to be managed similar to other organizational decisions (financial, operational, marketing, etc.)—at the segment nexus.

(6)

Organizational View  Current talent pool strength  Pipeline strength

 Future talent requirements  Hit rates

 Top talent retention  C player management  Sourcing strategies

Talent will be managed as a portfolio of assets: it will be

reviewed at both an individual and organizational level

• Reviews enable calibration of perspectives on talent requirements, performance, development and potential

• Individual and organizational views are used to measure and manage talent. These views enable 3M to understand its current capabilities for comparison against its future talent requirements to assess talent gaps

Individual View  Performance strengths  Development needs  Skills/Capabilities  Experiences  Career trajectory Actions/Decisions  Performance ratings  Job/assignment changes  Cross unit moves

 Compensation changes  Promotions, demotions  Exits  Strategic hiring  Coach/mentor assignments

ILL

US

TR

AT

IVE

2

(7)

Application of the Talent Management Framework

will focus on strategic and core roles within the

organization

Strategic

Critical to driving long-term competitive advantage, with specialized skills or knowledge

Core

The “Engine of the Enterprise”, unique to the company and core to delivering on its products and/or services

Requisite

Cannot do without, but whose value could be delivered through alternative staffing strategies

Non-Core

Talent whose skill sets no longer align with the company’s strategic direction

Potential Strategic Action Talent Segment and Value

(8)

We leverage current Talent Management processes and

make necessary improvements to more effectively

manage our portfolio of talent at the nexus

• Functional Tier Reviews used as a building block

• Stronger focus on fact-based assessment and development

of talent

• Joint responsibility for Businesses, Functions and

Countries

(9)

Talent development will be important in

all aspects of talent management

• Development is:

– A joint responsibility of Businesses, Functions and Countries

• Development needs to focus on proficiency gaps and drive

processes for:

– Roles: What segments require development and what type?

– Individuals: What individuals require development and what

type?

• Management will be required to communicate development

opportunities to employees, but employees will be ultimately

accountable for ensuring their own development takes place

(10)

Talent Management Recommendations

1

.

Demand Planning

2.

Talent Requirements

3.

Talent Development

4.

Talent Review

5.

Talent Acquisition

6.

Performance Management and

Rewards

(11)

Talent Management at

3M

: Demand Planning

• Purpose:

To determine the number and

type of talent needed to execute on strategy, the current gap between what we have and what we need and the actions required to close these gaps

• Desired Outcomes:

– Understanding of current and future strategic and core roles – Insight into how many and what type of talent is needed

– Insight into how portfolio dynamics affect training and staffing needs – Insight into the gaps between what we have and need, including

training and staffing

– Insight into the prioritization of different gaps

– Insight that informs HR and Businesses on the actions necessary to close gaps

Strategic Plan

Demand Planning

Talent Development Talent Review

Performance Management and

Rewards Talent Acquisition Talent Requirements 2 4 5 3 6 1

(12)

Demand Planning links directly with the strategic

planning process to ensure its relevancy and impact

The key input into this process is your strategic plan. A key output of this process will be information that informs your annual operating plan.

HR/Line Operating Plan and Talent Planning Processes

Business Strategy and Operational

Objectives Determine the type

of talent required to execute the Business

strategy

Identify and prioritize portfolio gaps (+/-)

Determine the

net numberof people required over the term of the strategic/ Business plan

Identify actions

necessary to align the talent

and HR with the Business 4 2 3 1

(13)

Talent Management at

3M

: Talent Requirements

• Purpose:

To identify a clear set of accountabilities, responsibilities,

performance metrics, competencies and required experiences for identified

strategic and core roles

• Desired Outcomes:

– Clear and consistent expectations of each strategic and core role

– Common language for assessment, development and measurement of talent

– Foundation for talent development, assessment/review, acquisition, performance management, reward and deployment decisions

Strategic Plan

Demand Planning

Talent Development Talent Review

Performance Management and

Rewards Talent Acquisition

Talent Requirements 2 4 5 3 6 1

(14)

Talent requirements serve as the hub for all talent

management decisions

Talent Requirements Individual Development Compensation Succession Planning Promotion and Assignment Performance Management

Critical to the success is the use

of valid talent requirements in making key talent decisions.

 Internal

 External Selection

(15)

Talent requirements are defined across

four key dimensions for strategic and core roles

3. Critical Knowledge, Skills and Abilities Core Skills Business Skills Mindsets 2. Performance Metrics  Market share  Cost savings  Revenue growth

Common, practical definitions for each critical role built from Leadership Attributes or current competency frameworks Defined for each role Derived from 3M strategy, accountabilities and responsibilities Example:

4. Critical Experience Set

 International  Integration/divestiture  Cross-Business exposure  Turn-around 1. Key Accountabilities and Responsibilities

(16)

Talent Management at

3M

: Talent Development

• Purpose:

To identify and map

experiences needed to grow

exceptional talent, enhance current effectiveness and prepare talent for future roles; to create and implement processes and tools to determine specific developmental actions that are most relevant

to Business and individual needs; and to improve leadership capability to groom and grow the next generation of talent

• Desired Outcomes:

– Clear line of sight to future roles in HR and roadmap of on-the-job applied learning, formal mentoring and coaching, targeted training and self-study experiences to ensure effectiveness within current roles and optimize high potential development

– Improved ROI of time and money spent on talent development

Strategic Plan

Demand Planning

Talent Development Talent Review

Performance Management and

Rewards Talent Acquisition

Talent Requirements 3 2 4 5 6 1

(17)

Learning experiences provide a foundation for

employees and managers to create and implement

meaningful development plans

1. Training and Education: Participate in either a formal role-related training course or educational courses and programs offered by universities and institutes

2. A New Assignment/New Perspective: Take on a new project assignment within your current department or role and/or approaching your current role with a new outlook or perspective

3. Rotation: Take on a new project assignment in another department or role. This may be part of a formal job rotation program and/or rotation outside of 3M with strategic partners or suppliers

4. Expanded Role: Expand the scope of your current role. This may include the

enlargement of current tasks and responsibilities or taking on additional extra-role duties such as committees or task forces

5. Mentor/Coach: Request the assignment of a formal or informal 3M guidance based on similar experiences and situations

6. Self-Study: Initiate learning through outside channels mentor or coach who provides personal and professional, including reading Business and industry publications, attending professional conferences held by external vendors and seeking other information from subject matter experts

(18)

Talent Management at

3M

: Talent Review

• Purpose: To periodically assess and review the

depth and breadth of the 3M talent pipeline including the identification of key gaps in the pipeline based on Business strategy/goals and action plans to close them

• Desired Outcomes:

– Portfolio of talent actively managed as an asset to

ensure a predictable pipeline of talent for key role segments – Rollup at Country level and across Businesses to determine

if talent is fungible

– Prevent turnover with top talent and actively manage turnover of low performers

Strategic Plan

Demand Planning

Talent Development Talent Review

Performance Management and

Rewards Talent Acquisition

Talent Requirements 2 4 5 3 6 1

(19)

Talent Management at

3M

: Talent Acquisition

• Purpose: Identify and execute on a value

proposition that helps external talent discover the value 3M provides its employees and the potential that exists within the organization

• Desired Outcomes:

– Compelling value proposition shared consistently by recruiters (3M and outsourced) with

candidates across the world

– Understanding of geographical acquisition capabilities and difficulties

– Strong brand recognition that attracts top talent

Strategic Plan

Demand Planning

Talent Development Talent Review

Performance Management and

Rewards Talent Acquisition Talent Requirements 2 4 5 3 6 1

(20)

A distinctive employment brand

creates magnetism for talent

An Employee Value Proposition reflects the company’s distinctive combination of rewards

A distinctive brand:

Reflects key elements of the EVP

Is noticeable and intriguing outside the organization

The people with the skills needed in the future

Direct Financial Indirect Financial Career Work Content EVP Affiliation Define and Package the Brand Shape a Distinctive Employee

Value Proposition (EVP)

Use the Brand to Attract and Retain Talent

(21)

Performance Management and

Rewards

Talent Management at

3M

: Performance Management

and Rewards

• Purpose:

To ensure Employee Contribution and Development Process (EC&DP) is fully integrated with talent management

processes to leverage information and decisions made during HOO, Functional-, Tier reviews, and Leadership Planning; incorporate identified developmental

experiences; and maximize overall efficiency

and effectiveness of the Talent Management Framework

• Desired Outcomes:

– Improved and integrated EC&DP that will leverage the outcomes of other talent management processes, avoid redundant data collection efforts and decision-making sessions and strengthen development processes

– based on approved and standard talent requirements for strategic and core roles – Enhanced focus on development as identified within the Talent Development

component of the Talent Management Framework

– Defensible performance ratings based on approved and standard talent requirements for strategic and core roles

Strategic Plan

Demand Planning

Talent Development Talent Review

Talent Acquisition Talent Requirements 2 4 5 3 6 1

(22)

TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT TOLL / WAYPOINT Individual Need Identification: IDP, Shared Vision Delivery: ED Country/ Bus/Funct Need Identification: Client Calls Delivery: COE & Vendors

Area Need Identification: VOC Delivery: COE Core Programs <JG 7 JG 7-8 JG 9-10 JG 11-14 JG 15-17 JG 18+ B U S I N E S S & P E R S O N A L G R O W T H

THE LEADERSHIP DEVELOPMENT HIGHWAY

THE LEADERSHIP DEVELOPMENT HIGHWAY

A Model for

A Model for LinkageLinkage, , ReinforcementReinforcement, , ContinuityContinuityand and TransferTransfer in Developmentin Development

ALDP I ALDP I LDG LDG GM/MD GM/MD LPA LPA Refresher Refresher LPA LPA LFF LFF LFF LFF Unpacked Unpacked LDG LDG Unpacked Unpacked Driver: Me Car: Enablers (ECDP, IDP, Coaching, Mentoring, On the Job Experience, Networks, COE Support) MOC MOC Team Team Sessions Sessions Team Team Building Building UKLDP UKLDP CHP CHP Core, Core, Business Business Skills & Skills & Mindsets Mindsets Core, Core, Business Business Skills, Skills, Mindsets Mindsets Core skills, Core skills, Functional Functional Training Training & Mindsets & Mindsets “Unpacked” programs: focused learning experiences, eitehr stand-alone or in flexible combinatinos (e.g. Action Learning) Core program

follow-up, reinforcement & transfer Toll gates: accountability and measurement mechanisms Lanes: Levels at

which needs are defined and served

LTL

LTL

Shared Vision Model defines needs at every level

(23)

Brand Management

(24)

Segmenting Roles Based on

Objectives

As you identify the Roles in your

Function that most

impact the

Strategic

Direction/Objective s you will populate these fields.

As you identify the Roles in your Function that are

most impacted by the Strategic

Direction/Objective s you will populate these fields.

IL

LU

ST

RA

IL

LU

ST

RA

TI

VE

TI

VE

(25)

Jobchange

job rotation as a principle for employee developmenttarbeiterentwicklung

job rotation as a principle for employee development

tarbeiterentwicklung

HR Supervisor Hilden Site

HR Supervisor

Sales & Marketing Supervisor

Leadership Development Supervisor Talent Management

Junior Product Manager Printed Post It

Product Manager

Visual Supply Development SupervisorEuropean Business

Visual, Neuss

Marketing Manager Consumer & Office Products

.

Junior Process Engineer, Filtration

Quality Engineer Cabin Air Filtration

Projectleader Filtration Products

St. Paul

Technical Supervisor Filtration Products, Kamen

Expatriates

E

E

E

x

x

x

a

aa

m

m

m

p

p

p

l

ll

e

ee

Home Based European Expanded Role

Production Worker Abrasives Module

Production Worker

Filtration Module Quality Assurance

(26)

TALENT MANAGEMENT

Managing

a Function

Core Competencies Entrepreneurial Competencies Leadership Competencies Managerial Competencies Professional Competencies Personal Competencies Functional Competencies Sales Comp Special Business Competencies Entrepreneurial Management C.

...

Integration Management C. Reorganizing Management C. Optimizing Management C.

A

+

B

+

C

Managing

a Business

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