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
• 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
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
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
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.
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
2Application 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
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
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
Talent Management Recommendations
1
.
Demand Planning
2.
Talent Requirements
3.
Talent Development
4.
Talent Review
5.
Talent Acquisition
6.
Performance Management and
Rewards
Talent Management at
3M
: Demand Planning
• Purpose:
To determine the number andtype 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
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
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
Talent requirements serve as the hub for all talent
management decisions
Talent Requirements Individual Development Compensation Succession Planning Promotion and Assignment Performance ManagementCritical to the success is the use
of valid talent requirements in making key talent decisions.
Internal
External Selection
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
Talent Management at
3M
: Talent Development
• Purpose:
To identify and mapexperiences 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
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
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
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
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
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 managementprocesses 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
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
Brand Management
Segmenting Roles Based on
Objectives
As you identify the Roles in yourFunction 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.
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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
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Junior Process Engineer, Filtration
Quality Engineer Cabin Air Filtration
Projectleader Filtration Products
St. Paul
Technical Supervisor Filtration Products, Kamen
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Home Based European Expanded Role
Production Worker Abrasives Module
Production Worker
Filtration Module Quality Assurance