Académique Documents
Professionnel Documents
Culture Documents
Please note that the CEB program names referenced in this document have changed since the time of publication.
Senior Analysts
Tiffany Fountain
Collin Frantz
Stacia Sherman Garr
Amanda Joseph-Little
Contributing Designers
Andrew Bradley
Erin O'Donnell
Consultant
Sari Levine
Project Manager
Adam Brinegar
Chicago
Telephone: +1-312-730-9000
Fax: +1-312-730-9100
Practice Managers
Christoffer Ellehuus
Brian Kropp
San Francisco
Telephone: +1-415-293-5825
Fax: +1-415-293-5826
Executive Directors
Jean Martin-Weinstein
Conrad Schmidt
London
Telephone: +44-(0)20-7632-6000
Fax: +44-(0)20-7632-6001
General Manager
Peter Freire
New Delhi
Telephone: +91-124-417-8500
Fax: +91-124-417-8501
Sydney
Telephone: +61-2-8216-0831
Fax: +61-2-8216-0701
Note to Members
Legal Caveat
This project was researched and written to fulfi ll the research requests of several members of the Corporate
Executive Board and as a result may not satisfy the information needs of all member companies. The Corporate
Executive Board encourages members who have additional questions about this topic to contact the Board
staff for further discussion. Descriptions or viewpoints contained herein regarding organizations profi led in
this report do not necessarily reflect the policies or viewpoints of those organizations.
The Corporate Leadership Council has worked to ensure the accuracy of the information it provides to its
members. This report relies upon data obtained from many sources, however, and the Corporate Leadership
Council cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, the
Corporate Leadership Council is not engaged in rendering legal, accounting, or other professional services.
Its reports should not be construed as professional advice on any particular set of facts or circumstances.
Members requiring such services are advised to consult an appropriate professional. Neither the Corporate
Executive Board nor its programs are responsible for any claims or losses that may arise from a) any errors or
omissions in their reports, whether caused by the Corporate Leadership Council or its sources, or b) reliance
upon any recommendation made by the Corporate Leadership Council.
Confidentiality of Findings
This document has been prepared by the Corporate Executive Board for the exclusive use of its members. It
contains valuable proprietary information belonging to the Corporate Executive Board, and each member
should make it available only to those employees who require such access in order to learn from the material
provided herein and who undertake not to disclose it to third parties. In the event that you are unwilling to
assume this confidentiality obligation, please return this document and all copies in your possession promptly
to the Corporate Executive Board.
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iv
HR Implication
CLC Resources
p. 11
p. 13
p. 17
Please note that the CEB program names referenced in this document have changed since the time of publication.
p. 33
HR Implication
Provide business leaders with explicit questions to
consider to guide execution on their talent plans.
Provide clear guidance on key talent outcomes and the
activities to achieve them.
CLC Resources
p. 57
p. 67
p. 73
p. 77
6. Combine Soft and Hard Accountability to Improve
Talent OutcomesHard accountability (e.g., linking
incentives to talent outcomes) underperforms without
soft accountability (e.g., using peer rankings based on
talent outcomes). Combining hard and soft accountability
increases business leaders talent outcomes by an
additional 9%.
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p.95
p. 101
p. 135
p. 101
Please note that the CEB program names referenced in this document have changed since the time of publication.
Table of Contents
Overview of CLCs Study of Business Leader Effectiveness at Talent Management
ix
xi
xiii
xiv
xv
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
21
33
49
57
67
73
77
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91
101
119
135
Ordering Research
149
Please note that the CEB program names referenced in this document have changed since the time of publication.
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viii
Please note that the CEB program names referenced in this document have changed since the time of publication.
Creating Talent
Champions
(Volume I)
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Creating Talent
Champions
(Volume II)
Critical Questions
Addressed
Critical Questions
Addressed
Please note that the CEB program names referenced in this document have changed since the time of publication.
ix
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12
Line Leader Talent Objective Setting and Resource Allocation Tool (Gap)
Use this tool to enable business leader ownership of the talent priorities
and resources for which they are held accountable.
13
14
15
10
11
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xi
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xii
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xiii
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xiv
Helen Handfield-Jones
President
John Berisford
SVP of HR
Pete Smith
Chief Human Resources Officer
Mark Davidson
Global HR Program Deployment
Trisha Wolfe
Project Manager, Organizational Development
Matt Pease
Vice President of Executive Solutions
Bob Barbour
Chief Human Resources Officer
Ricardo Rosa
HR Director
DDI, Inc.
Peter Block
Principal
Tracy Keevers
Director, Leadership Capability Team
Pavneet Bajwa
Talent Manager, Group Talent Management
Eric Severson
Vice President of HR
Michele DiMartino
Senior Vice President, Human Resources,
Global Brand Management and Practice
Leader Organizational Capability
Geraldine Haley
Group Head, Talent Management
and Leadership Development
Please note that the CEB program names referenced in this document have changed since the time of publication.
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Please note that the CEB program names referenced in this document have changed since the time of publication.
xv
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xvi
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Chapter II:
Improve Consumability of
Talent Management Programs
How can HR help business leaders make better
talent decisions?
How can HR integrate talent management
solutions into business leaders workflow?
Chapter III:
Leverage Soft and Hard
Accountability to Improve Outcomes
What are the most effective accountability strategies
to engage business leaders in talent management
activities?
How can organizations leverage peer accountability
to improve the urgency of talent management
accountability?
How can organizations ensure that the talent
management behaviors of business leaders support
the talent outcomes of the wider organization?
Please note that the CEB program names referenced in this document have changed since the time of publication.
xvii
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xviii
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Council Essay
Improving Business Leaders Commitment
to and Effectiveness at Talent Management
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Constituency
Business Leaders
Business Leaders
Time
No
Business
Leaders
No
39%
46%
61%
54%
Yes
Yes
The CEO
The Board
32%
21%
47%
Neutral
Source: Corporate Leadership Council research.
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Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
92%
79%
71%
Percentage
of CHROs*
Indicating
Important
or Very
Important
50%
Fewer HR Resources
Necessitates Line Ownership
With increasing amounts of our work being outsourced, we
simply dont have the resources to support the line anymore
and have to rely on improved manager effectiveness at talent
management.
SVP of HR
Financial Services
Organization
0%
Increasing
the Talent
Management
Effectiveness
of the Line
Selecting and
Implementing
HR Metrics
Improving
Workforce
Planning
Note: The Council examined more than 40 distinct priorities. Data for the top four are presented.
Managing the
Central HR Team
Source: CLC Talent Management Effectiveness Survey; CLC 2008 Agenda Survey; Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
100%
Portion of
Variation
in Talent
Management
Program
Effectiveness
Explained
34%
50%
34%
Two-thirds of talent
management program
effectiveness is
a function of the
HRLine interaction.
32%
0%
HR Program Design
HR Staff Effectiveness
Line Effectiveness
at Talent Management
Improving Talent
Management
Outcomes
Building NextGeneration HR
Line Partnerships
Creating Talent
Champions
Focus
of This
Research
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Frontline Manager
Managers without significant
profit, loss, budget
responsibility, or equivalent
34%
Business
Leaders
Portion of
Variation
in Talent
Outcomes
Explained
66%
Frontline
Managers
Business Leaders
Frontline Managers
Note: Amount of variation in program effectiveness is determined by conducting a multivariate analysis of variation (MANOVA).
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Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
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10
Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Talent Mind-Sets
High
Strivers
Strivers believe in the importance of talent
management but lack effectiveness at critical talent
management activities.
Talent Champions
Talent Champions firmly believe that human capital
is critical to the organizations success and effectively
execute against the most important activities.
42%
19%
Talent
Management
Commitment1
Sample Talent
Outcomes
Employee effort levels are
20% lower than average.
Thirty-two percent of
employees are at risk
of turnover.
Business unit profit is
6% lower than average.
Business unit revenue
is 7% less than average.
1
Low
Talent Rejecters
Talent Rejecters are not convinced that talent
management solves business challenges nor do
they effectively execute against talent management
activities.
nt
31%
Talent Management Effectiveness2
Talent management commitment includes both business leaders individual enjoyment and commitment to talent
management and business leaders perceptions of its importance to the organization. High talent management commitment
is defined as an average score of six or greater across all questions concerning commitment to talent management.
Talent management effectiveness consists of business leaders performance at both organization-wide talent management
activities and individual talent management activities. High talent management effectiveness is defined as an average score
of six or greater across all questions concerning effectiveness at talent management.
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The Half-Hearted
The Half-Hearted are not convinced that talent
management solves business challenges, but they are
effective at critical talent management activities.
Ta
M alnen t
agem
e
Low
Sample Talent
Outcomes
Employee effort levels
are 25% greater than
average.
Six percent of employees
are at risk of turnover.
Business unit profit is 6%
greater than average.
Business unit revenue is
7% greater than average.
8%
High
Source: CLC Talent Management Effectiveness Survey;
Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
11
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Specific Criteria
Please note that the CEB program names referenced in this document have changed since the time of publication.
12
Please note that the CEB program names referenced in this document have changed since the time of publication.
Commitment
30%
15%
Ta
n
M ale
nagt
em en
Maximum
Impact on Talent 15%
Outcomes*
Effectiveness
Total Impact
of Commitment
and Effectiveness
in Isolation
12%
12%
2%
2%
0%
Maximum
Impact of
Committed
Commitment to Talent
Management in Isolation
Maximum
Impact of
Effective
Effectiveness at Talent
Management in Isolation
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact
when a talent program attribute scores high on a driver and the predicted impact when a talent program attribute scores
low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
Maximumand
Impact
of
Committed
Effective
Commitment to and
Effectiveness at Talent
Management
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
13
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Please note that the CEB program names referenced in this document have changed since the time of publication.
14
Please note that the CEB program names referenced in this document have changed since the time of publication.
nt
Ta le
Effectiveness
Strategy 3:
Improve Commitment of the Half-Hearted
Commitment
Ta le
Strategy 2:
Improve Effectiveness and Commitment of Rejecters
Commitment
Commitment
Strategy I:
Improve Effectiveness of the Strivers
nt
Effectiveness
Ta le
nt
Effectiveness
42%
38%
20%
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
15
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Please note that the CEB program names referenced in this document have changed since the time of publication.
16
Please note that the CEB program names referenced in this document have changed since the time of publication.
20%
20%
Maximum
Impact on 10%
Commitment
Maximum
Impact on 10%
Effectiveness
0%
0%
51
101
151
201
51
Driver
101
151
201
Driver
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
17
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Please note that the CEB program names referenced in this document have changed since the time of publication.
18
Please note that the CEB program names referenced in this document have changed since the time of publication.
Strivers
Talent Champions
High
42%
Top Drivers
of Commitment
1. Soft Accountability (19%)
2. Consumability (11%)
3. Relevance (5%)
19%
Talent
Management
Commitment1
Talent Rejecters
The Half-Hearted
Low
T
a l en
M an
t
agem
en
31%
Low
8%
Talent Management Effectiveness2
High
Top Drivers
of Effectiveness
1. Hard Accountability (11%)
2. Relevance (10%)
3. Consumability (5%)
1
Talent management commitment includes both business leaders individual enjoyment and commitment to talent
management and business leaders perceptions of its importance to the organization. High talent management commitment
is defined as an average score of six or greater across all questions concerning commitment to talent management.
Talent management effectiveness consists of business leaders performance at both organization-wide talent management
activities and individual talent management activities. High talent management effectiveness is defined as an average score
of six or greater across all questions concerning effectiveness at talent management.
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Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
Council Essay: Improving Business Leaders Commitment to and Effectiveness at Talent Management
19
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Please note that the CEB program names referenced in this document have changed since the time of publication.
20
Please note that the CEB program names referenced in this document have changed since the time of publication.
Chapter II:
Improve Consumability of
Talent Management Programs
How can HR help business leaders make better
talent decisions?
How can HR integrate talent management
solutions into business leaders workflow?
Chapter III:
Leverage Soft and Hard
Accountability to Improve Outcomes
What are the most effective accountability strategies
to engage business leaders in talent management
activities?
How can organizations leverage peer accountability
to improve the urgency of talent management
accountability?
How can organizations ensure that the talent
management behaviors of business leaders support
the talent outcomes of the wider organization?
Profiled Case Examples
21
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Furthermore, business leaders with more relevant talent programs are more
effective at talent management by 10% and more committed to it by 5%.
Please note that the CEB program names referenced in this document have changed since the time of publication.
22
Please note that the CEB program names referenced in this document have changed since the time of publication.
Relevance Drivers
10%
Maximum
Impact on Talent
Outcomes*
Impact on Commitment 5%
12%
10%
8%
6%
6%
<1%
1%
<1%
1%
0%
s
y
y
d
th
on
ith s
M s
am ss
wi ies
a te e s s
w
r
e M ees
e
nt ent
r
e
e
g
v
v
e
d
g
e
e
d
t
v
i
i
c
o
o
o
n
e
y
y
e
e
p
t
m
a t ior
p r lo
p r lo
Pr usi
I nt r o
ig n j e c
e S ge
m p
Im mp
Is ss P
din s Pr
nd y B
Al Ob
m a na
r
i
s I Em
s
t
a
E
e
o
e
m
r s
o am
en sin
ns h M
am y
eT M
r a My
gr of M
a s lent
s A a ge r
t io w i t
em B u
e C y Te
e
og i ng
o
e
g
u
r
i
r
r
r
l
t
y
a
r i an
ec Ta
t P na g
S o te d
t P i ng
sA M
an M
r io y M
M ith
e n a nd
nt gr a
t ie
sD
le n M a
l
i
P
t
e
a
a
r
t
t
m
M
e
T at
T rs
n
len w
ra
r io
e m nt
ale
de
Ta
ag r e I
og
ce
tP
T
n
r
n
n
n
P
a
y
a
A
U
t
M
M
ale
rm
le n
nt
fo
yT
a
e
r
l
T
M
Pe
Ta
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact
when a talent program attribute scores high on a driver and the predicted impact when a talent program attribute scores
low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
Talent Champions
Implications for HR
Align talent management solutions with business
processes and priorities.
Ensure consistency across all business unit
talent objectives.
Provide business leaders with integrated talent
management solutions.
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
23
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Please note that the CEB program names referenced in this document have changed since the time of publication.
24
Please note that the CEB program names referenced in this document have changed since the time of publication.
Building Relevance
60%
Time
Percent
Business
Leaders
30%
Budget
HR Support
however, as relevance
increases, business leaders
are less likely to cite time
as a barrier
Not Relevant
Talent Management
Very Relevant
Implications for HR
Talent Champions are 93% more likely to cite lack of budget than lack of time as the most common barrier to effective talent management.
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
25
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Please note that the CEB program names referenced in this document have changed since the time of publication.
26
Please note that the CEB program names referenced in this document have changed since the time of publication.
14%
12%
Improving relevance
of talent management
improves talent outcomes
30%
Maximum
Impact on Talent
Outcomes*
Maximum
Impact on
Relevance
7%
15%
< 1%
1%
0%
0%
Talent Management
Programs Are
Relevant to My
Business
Talent Management
Programs Dont
Take That Much
Time to Do
Low Involvement
High Involvement
Unanswered Question
Given business leaders time constraints, in what stage of talent
programs should they be involved to most improve outcomes?
Note: Involvement is defined as participation in the diagnosis, identification of solutions, process development, and delivery of HR
programs. The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted
impact when a talent program attribute scores high on a driver and the predicted impact when a talent program attribute
scores low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
* See Talent Outcomes Defined on page 12 for a definition of talent outcomes.
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Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
27
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Please note that the CEB program names referenced in this document have changed since the time of publication.
28
Please note that the CEB program names referenced in this document have changed since the time of publication.
Maximum Impact
of Business Leader 15%
Participation on
Talent Outcomes*
27%
17%
14%
but are not involved in
the technical specifics of
the design process.
< 1%
0%
Line Participates
in Diagnosing
Talent Challenges
Line Participates
in Identifying the
Solution
Talent Review/Planning
Talent Management
Example:
HRBP
Business Leader
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact
when a line involvement attribute scores high on a driver and the predicted impact when a line involvement attribute
scores low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
Line Participates
in Designing the
Process
Line Participates in
Program Delivery
Talent Management
Program Design
Program Delivery
HIPO
Program
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
29
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Please note that the CEB program names referenced in this document have changed since the time of publication.
30
Please note that the CEB program names referenced in this document have changed since the time of publication.
2
Disjointed
Talent Activities
Disconnected talent reviews fail to
produce an integrated talent plan.
Engagement
Plan To-Dos
HIPO Plan
To-Dos
Succession
Plan To-Dos
3
Poor Quality of
Talent Review Session
Lack of defined roles and expectations
cause leaders to view talent
management as a check-the-box
activity.
4
Talent Discussions
Isolated from
Business Challenges
Talent planning and reviews focus only
on people challenges and priorities
and occur in isolation from business
objectives and challenges.
Inadequate
Execution Support
HR and other line constituents
do not support leaders talent
needs across the year.
Talent Plan
Talent Review
Business
Strategy
Plan
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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31
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Please note that the CEB program names referenced in this document have changed since the time of publication.
32
Please note that the CEB program names referenced in this document have changed since the time of publication.
Industry: Banking
Assets: US$329.2 Billion
Employees: 73,000
Headquarters: London, UK
Situation
Organizations fail to engage leaders in businessrelevant talent review sessions due to a lack of
connection across multiple talent activities, poor
quality talent planning discussions, a focus on
individuals in isolation of business needs, and
inadequate execution support.
Action
Standard Chartered designs a simple talent
portfolio review process, led by business leaders,
that provides them with a prioritized, integrated
talent plan.
Key Components
Component #1: Integrated Talent Assessment
Component #2: Leader-Led Strategic Talent
Planning Meeting
Component #3: Talent Review Anchored in
Business Challenges
Component #4: Integrated Business Unit and
Corporate HR Plan
Results
CEO, business leaders, and HR report high value
and impact from Strategic People Agenda (SPA)
process.
33
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Please note that the CEB program names referenced in this document have changed since the time of publication.
34
Please note that the CEB program names referenced in this document have changed since the time of publication.
Practice in Context
Key Components of
Standard Chartereds SPA Process
SPA Preparation Pack
GrandMean 4.16
Exec database
50th percentile
25 percentile
Your 10 HIPO Bets
th
Disjointed Talent
Activities and Plans
GrandMean 4.47
Exec database
75th percentile
X%
Discuss 10 individuals you have
decided to fast track from H3 / H2 population; if
(X teams)
women are not in this list,
x% pls discuss top 3 high potential women in your
teams)your plans for them
business / function(Xand
below the
25 pctl
Key Succession
Risks
th
Name
Development Plan
X% (X teams)
at/above the
Next
role
75th
pctl and timing
Maximum 1 slide
for this section
Diversity
& Inclusion
H4s
H3s
B4 & G5
G6 & below
International
Graduates
(X)
MBAs
(X)
(X)
2006 and 2007 intake
H2s
(X)
(X)
Key challenges
female
Progress
to date
Maximum
of 2 slides for this section
Leadership
Capability Building Plans
Arabsfor 2008
Plan
As you think about your business goals, what leadership capabilities do you need to develop in your
Top leaders B1 & B2
Senior leaders B3 & B4
Emerging leaders B5 and below
What leadership capabilities will need to be developed at B4 and above by 2011, which may or may not
be covered by the executive development programmes and therefore may need some specific
interventions or programmes. ( pls refer to the Appendix in the last slide for suggestions on future
leadership capabilities)
How do you see the revised executive and management development programmes being targeted and
utilized within your business or function?
Are you looking to sponsor
p
any specific development activities as an attach or field activity for your
leaders
(From Q2 2008)
(From Q2 2008)
Global English
Rethinking Leadership
Professional Development
Lead On
Leading Through
Crucial
Conversations
Leading Across Boundaries
(GMEL)
In Context
Development
Talent
Planet
Leadership Essentials
2
Poor Quality of
Talent Review Session
SPA Meeting
General Manager
HRBP
CEO
Head of HR
Inadequate
Execution Support
SWOT Analysis
Please refer to material presented in 2007 in SWOT analysis and provide
update on those. This will help to set the context for the rest of the SPA
discussion and key issues maybe explored in more detail later on
SWOT
2008
Expected People
Action
Update
Strengths
Campus recruiting
programs launching in 6
more regions in next two
years
Review relevance of
programs to different
talent pools and identify
new opportunities
Reviews currently
underway
Weaknesses
IT staff shortage in
Business Unit A
Loss of organizational
knowledge as a result of
retirements of key staff
2011
Mentor program
launching in May
Opportunities
Opportunity
identified to move
into new
geographical region
Additional business
opportunities in new
markets and new talent
pools
Threats / Risks
Pending retirements
of three key
executives
Retirements across
executive level
Jun-Getting country-wide
approvals for flexible
work plans
Corporate HR Plan
Corporate HR Talent Initiatives
Q1: Pilot to help managers develop
junior talent
Q2: Retention management project to
understand root causes of attrition
Q3: Campus recruiting program in
United Kingdom
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July
Strategy
Board Meeting
Interim Performance
Reviews
August
September
October
November
December
January
March
April
May
Strategy Planning
Budget Setting
Succession
Planning
February
Engagement
Survey
Performance
Reviews
Objective
Setting
SPA Process
SPA Review Session
General
Manager
HRBP
Integrated Assessment
Across All Talent Areas
Assessment across talent areas
provides business leaders
with a strategic and integrated
understanding of talent challenges.
* The exact timing of Standard Chartereds business and talent planning events may differ.
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Head of HR
CEO
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General Manager
HRBP
CEO
Head of HR
8:159:15
9:159:30
Employee Engagement
Diversity and Inclusion
10 Best HIPO Bets
Talent Pipeline
Key Succession Risks
Team Capability Review
Leadership Capability Plans
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As you think about your business goals, what leadership capabilities do you need to develop in your
SWOT Analysis
Please refer to material presented in 2007 in SWOT analysis and provide
update on those. This will help to set the context for the rest of the SPA
discussion and key issues maybe explored in more detail later on
SWOT
Update
Weaknesses
IT staff shortage in
Business Unit A
Loss of organizational
knowledge as a result of
retirements of key staff
Mentor program
launching in May
Opportunity
identified to move
into new
geographical region
Additional business
opportunities in new
markets and new talent
pools
Pending retirements
of three key
executives
Retirements across
executive level
Jun-Getting country-wide
approvals for flexible
work plans
Global
Fast Start
Lead On
Talent
Planet
Leadership
Leading Through
Crucial
Conversations
Global English
Reviews currently
underway
Professional Development
Review relevance of
programs to different
talent pools and identify
new opportunities
In Context
Development
Campus recruiting
programs launching in 6
more regions in next two
years
What leadership capabilities will need to be developed at B4 and above by 2011, which may or may not
be covered by the executive development programmes and therefore may need some specific
interventions or programmes.
How do you see the revised executive and management development programmes being targeted and
utilized within your business or function?
Are you looking to sponsor any specific development activities as an attach or field activity for your
leaders
Great Manager Programme
Expected People
Action
Threats / Risks
2011
Strengths
Opportunities
2008
Top leaders
Senior leaders
Emerging leaders
Leadership Essentials
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Talent Action
for Business
1.Integrated
Increase recruiting
effortsPlan
for MBA
graduatesUnit B
Business Leader
Output from SPA Session
Talent Action
for Business
1.Integrated
Increase recruiting
effortsPlan
for MBA
graduatesUnit A
HR to organize campus recruitment program
MBOs
MBOs
Focused, Integrated
Talent Action Plans
MBOs
MBOs
Quarterly Executive
Team Reviews
Corporate HR Agenda
Informed by SPA Action Items
HR Output
from SPA Session
HR Agenda That
Responds to Challenges
Across Business Units
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Results
The SPA process forces you to quantify your talent risks and see the costs
to the business, which you could not get by just talking about people. It
drives you to make decisions about talent that might otherwise not have
been on your radar.
John Lorimer
Group Head, Compliance
and Regulatory Risk
Standard Chartered PLC
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Implementation Support
Step #1: Obtain CEO and Business Leader Support for Involvement in Integrated
Talent AssessmentSet clear expectations for roles and responsibilities, time
investment, and returns and benefits for leader-led integrated talent assessments.
Step #2: Provide Business Leaders with Simple Templates to Assess Strategic Talent
AreasCustomize Standard Chartereds templates for your organization and provide
business leaders with simple instructions to assess business-driven challenges and
opportunities across key strategic talent management areas.
Step #3: Ensure That Talent Assessments Are Based in Business StrategyBegin
talent reviews by establishing a common understanding of the business outlook,
incorporate familiar business planning tools into talent planning assessment, and
focus on capabilities required to achieve business objectives.
Step #4: Create a Dedicated Opportunity for a CEOHRBusiness Leader Talent
DiscussionDrive urgency for business leader ownership and enable a high-quality
talent discussion through CEO participation in brief, structured sessions that focus
solely on business leaders talent plans and progress.
Step #5: Inform Corporate HRs Agenda with Business Leaders PrioritiesIdentify
trends across business leaders stated challenges and integrate those into corporate
HRs agenda for the year.
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Chapter II:
Improve Consumability of
Talent Management Programs
How can HR help business leaders make better
talent decisions?
How can HR integrate talent management
solutions into business leaders workflow?
Chapter III:
Leverage Soft and Hard
Accountability to Improve Outcomes
What are the most effective accountability strategies
to engage business leaders in talent management
activities?
How can organizations leverage peer accountability
to improve the urgency of talent management
accountability?
How can organizations ensure that the talent
management behaviors of business leaders support
the talent outcomes of the wider organization?
Profiled Case Examples
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What Is Consumability?
The term consumability refers to the ability of business leaders to
understand, access, and use talent solutions when needed. In particular,
it means helping business leaders prioritize their time spent on talent
management and creating programs that fit into leaders workflow, which
impact talent outcomes by 9% and 7%, respectively.
Consumability Is Not About Ease of Use but Quality of Execution
As shown by the bars on the right side of the chart, consumability is not
about only providing access to a Web-based solution or tool, promoting talent
programs, or providing training to enable utilization. While those may make
talent management easier to access, they do not make it easier to integrate it
into business leaders day-to-day work or help business leaders prioritize time
spent on talent management. Consumability is not about focusing on channel
and messagingit is primarily about enabling leaders to make higher-quality
talent decisions.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Consumability Impacts
Relevance and Commitment
10%
9%
7%
Maximum
Impact on Talent 5%
Outcomes*
0%
Help Me
Prioritize Time
Spent on Talent
Management
Impact on Effectiveness 5%
Consumability
Implication for HR:
<1%
1%
< 1%
1%
<1%
1%
Have Access
to Web-Based
Solutions and
Tools
HR Promotes
Talent
Management
Programs
HR Provides
Training to
Enable Utilization
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact when
a talent program attribute scores high on a driver and the predicted impact when a talent program attribute scores low on a
driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
Talent Champions
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Please note that the CEB program names referenced in this document have changed since the time of publication.
HR Mandate #1:
HR Mandate #2:
Deliver talent
management support
according to business leaders
needs (not HRs needs).
HR Consumability Pitfalls
Talent management support
is overly focused on process
guidance as opposed to decision
guidance.
Talent management solutions are
designed to meet HR requirements,
not business leader needs.
Talent management solution
delivery is overly standardized.
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Key Challenges
Agree
Disagree
14.7%
24.9%
Talent Review
? ? ? ?
Neutral
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Industry: Leisure
Revenue: US$13 Billion (2007)
Action
Marriott helps senior executives make the right
talent decisions by developing a guide that leads
them through critical questions and considerations
to ensure they have a high-quality talent plan and
actionable discussion during the human capital
review meeting.
Employees: 151,000
Headquarters: Bethesda, Md.
Situation
Though most organizations require senior
leaders to participate in HIPO and succession
management meetings, HR often fails to
provide sufficient decision-making tools that
will guarantee high-quality talent outcomes.
As a result, the conversation lacks value, senior
leaders remain unengaged in high-value talent
management activities, and the business suffers
from a poor talent pipeline.
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Practice in Context
cont
d:
PREPARING
FOR THE
ACTUAL TALENT
Review
DISCUSSION
Human
Capital
Review:
Talent
Review
and
Succession
Career Section
Management
Preparation
Guide
FUTURE POTENTIAL
MINDSET: CAREER ASPIRATION
G L O B A L
H U M A N
R E S O U R C E S
Step 3 Review HQ Human Capital Review Discussion Guide Sections I for Talent ReviewHave
and Section
for Succession
Management.
these IIideas
been discussed
with the individual?
Future
Potential
and Organizational
Step 4 For Talent Review, complete the following columns: Career Aspiration, Company Commitment,
What is this
person
s relocation
restrictions?Readiness columns in Career
section of the Human Capital Review worksheet for each associate identified. For Succession Management, complete the Potential Successor Pool section of the
Succession Management worksheet. Note: There may be sections that you can not fully complete. Please fill out what you can.
Business
Leader
Step 5 For Talent Review, submit completed Talent Review worksheet to your HR Generalists by agreed upon date. Be prepared to discuss the selected 1-3 individuals in
depth (i.e., strengths, development areas, career and organizational readiness) during HCR
meeting.
For Succession Management, be prepared to discuss potential
Page
4
successors for key positions at HCR meeting. You do NOT need to submit the Succession Management form in advance of the meeting. Be prepared to lead the
discussion on the position requirements and successors identified if the position is housed in your organization. If the position is not housed in your organization, you
should still be prepared to share your ideas on potential successors. Additionally, please come prepared to identify key entry-level VP and above positions within your
organization for discussion during the next HCR meeting.
Page 2
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medium
oridentify
low, do you think this
can be
influenced
and
agreed
upon
#
Talent Mgmt
selected,
complete
Review worksheet
HR Generalist
this
been designated
as E
a nextto
candidate
G LandIfhow?
O
B
Ain your
L
U
M A
N & RAssuming
Eadditional
Sperson
OhasU
R
Slevel
Isindividuals
it situational
based onH
individual
s current
of
people
to
be
Worksheet
columns
Be C
prepared
to discuss
selected
are the
risk factors and how can they be mitigated?
HCR Discussion If so, what
Review
worksheet
Guide Section
I
ORGANIZATIONAL
READINESS
MINDSET: COMPANY COMMITTMENT
Speak to the degree to which the effective functioning of this person s
What have you seen and/or what conversations have
department is or is not dependent upon this individual remaining in his/her
you had with this person to discern the right rating?
position?
Review
Identify
Review HQ Human
Complete section
Be prepared to discuss potential
If medium or low, do you think this can be influenced
positions
potential
Capital Review
III of HCR of systems and
successors
Existence/strength
processes?for key positions at HCR
Succession
and how? Is it situational based on individual s current
targeted for
successors
Discussion Guide Strength
Succession
Management
of team underneath thismtg.
individual?
personal circumstances.with the potential to change in the
succession
for key
Section II
Management
Be prepared to identify positions
future?
Pool of worksheet
successors identified to replace
this person?
management
positions
for discussion
at nextWhen
HCR meeting
will they be ready?
NEXT POSITION READINESS
How to mitigate/remove key person dependencies? Time it
Why do you feel they are ready to move on to the next
would take to do so?
leadership level? Specific examples that support your rating
Are there
on which
this person
is list
essential
and to
from
which he/
Step 1 For
Talent Review, review population criteria and identify individuals that meet that criteria.
Forprojects
Succession
Management,
review
of positions
be discussed.
of Growth/Mastery/Turn?
she
cannot
be
removed?
Are
there
ways
to
mitigate
this?
Review, narrow
down
groupare
of people
identified in
Step 1 to 1-3 individuals (HiPos). For Succession Management, identify successors for targeted
Step 2 For Talent
If not already
at Turn,
where
they trending?
How
positions long
whether
jobthen
is housed
in the
yournext
organization
individuals, think of internal, external, and diverse potential successors. It is
will itthe
take
to get to
level? or not. When identifying these
POTENTIAL
NEXT POSITION & TIMING
appropriate and encouraged for you to identify potential successor names from both within and outside your own organization
What are their next position options and what is the potential timing?
future?
meet it
Talent Review
Step 3 Review HQ Human Capital Review Discussion Guide Sections I for Talent Review and Section II for Succession Management.
Step 4 For Talent Review, complete the following columns: Career Aspiration, Company Commitment, Future Potential and Organizational Readiness columns in Career
What
is this person
s relocation
restrictions?
Successor Pool section of the
section of the Human Capital Review worksheet for each associate identified. For Succession
Management,
complete
the Potential
Succession Management worksheet. Note: There may be sections that you can not fully complete. Please fill out what you can.
Talent Review
Succession Management
Step 5 For Talent Review, submit completed Talent Review worksheet to your HR Generalists by agreed upon date. Be prepared to discuss the selected 1-3 individuals in
depth (i.e., strengths, development areas, career and organizational readiness) during HCR meeting. For Succession Management, be prepared to discuss potential
successors for key positions at HCR meeting. You do NOT need to submit the Succession
Management
form in advance of the meeting. Be prepared to lead the
Page
4
discussion on the position requirements and successors identified if the position is housed in your organization. If the position is not housed in your organization, you
should still be prepared to share your ideas on potential successors. Additionally, please come prepared to identify key entry-level VP and above positions within your
organization for discussion during the next HCR meeting.
Page 2
ORGANIZATIONAL READINESS
Speak to the degree to which the effective functioning of this person s
department is or is not dependent upon this individual remaining in his or her
position?
Existence/strength of systems and processes?
Key Differentiating
Feature
Enables Better Talent Decisions
The review guidelines move
beyond the traditional step-by-step
process guide and provide leaders
with the critical questions to guide
them to make the right talent
decisions.
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EVP
BU #1
SVP of
BU #2
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SVP of HR
BU #1
EVP of
BU #3
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Implementation Support
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Action
HR provides line leaders with explicit guidance on
key talent management outcomes and the activities
to achieve those outcomes.
Source: Standard Bank Group Ltd.Corporate Services Division; Corporate Leadership Council research.
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Case in Point
DESIGN THE
ORGANIZATION
PLAN STAFF
REQUIREMENTS
Workforce Planning
People
Management
DESIGN THE
People ManagementORGANIZATION
Organization (work)
Process
Process (HR
Design
(Business Focus)
Organization
OUTPUT
structure, job
(Standards
design and aligned
Managers are
People
are with(work)
business
Expected to Organization
Management
objectives
Deliver for
Design
Process (HR
Focus)
the Drivers
License)
OUTPUTS
(Standards
Leaders Are
Expected to
Deliver)
4
HIRE STAFF
MANAGE
PERFORMANCE
GIVE AND
RECEIVE
FEEDBACK
COACH
PERFORMANCE
Ability
Behavior
7 CREATE AND
MAINTAIN AN
EFFECTIVE
WORK
ENVIRONMENT
Recruiting
and Inducting
Performance
Management
Engagement and
Communication
Coaching
Conflict Management
Resource
requirements
(calendar)
Appointment
of staff
Onboarded and
inducted staff
Right People
at the Right Time
Understand
business cycles,
projects, and peaks
and troughs
Hiring
Organization
Understand
Set department
vacancies in
business strategy
organization
measures in line
structure.
with organization
strategy and
Review shortlist of
measures.
potential candidates
against hiring
requirement.
Organization
structure and job
design are aligned
with business
objectives.
Understand
ACTIVITIES
Strategy
(Activities
Understand
APPROACH
Leaders
Should
(Aligned
with the
InterpretStrategy
Do to Outputs
AchieveAbove, organization
Interpret
the Activities business
organization
the Outputs)
strategy
Managers Should and apply
business
it tostrategy
Do to Achieve the
and
apply it to
own
business
Outputs )
own, business
environment.
environment
Organization
Open
communication
Clearly defined
channels between
outputs and
staff and
measure, aligned
management.
to business and
organization
Staff perceive
strategy
that they receive
meaningful
Job and Person
feedback.
Clearly defined
Staff perceive that
job outputs and
their suggestions,
measures, aligned
opinions, and
to business outputs
concerns are heard
and action is taken.
Self-EQ
Understand selfpersonal mastery
and self-awareness.
Be aware of own
impact on others.
RECOGNIZE
AND REWARD
SUPERIOR
PERFORMANCE
Recognition
and Reward
MAKE PAY
DECISIONS
10
MANAGE STAFF
CAPACITY
(TODAY AND
TOMORROW)
11
DEVELOP STAFF
SKILLS AND
COMPETENCIES
Remuneration
Training and
Development
Enable staff to
perform effectively
in job role.
Healthy work
environment/
climate
Ability
Contract with
individual
around individual
improvement/
stretch goals.
Change
Informal
Defining Reward
Principles
Embrace the
Recognize behaviors
concept of change
that positively
Assess prevailing
understand how to
impact the bank/
market conditions.
help staff deal with
BU/department/
Understand BU
change.
team.
remuneration
approach.
Superior
performance is
recognized in a
consistent fashion.
Staff perceive that
recognition is fair
and appropriate.
Succession
Define the key
outputs of the BU/
department/team.
Assess potential
and current skills
and competencies
of staff.
Define
Define skills and
competence
requirements
per job required
to deliver on job
outputs.
Focused Guidance
Based on 360 feedback, leaders are guided toward the
outputs and activities where they underperform.
Name:
Joe Smith, Improvement
VP OperationsAreas
360
Performance
Name:
Smith,
VPReceive
Operations
Focus Joe
#1: Give
and
Feedback
FocusArea
#2: #1:
Succession
Focus
Give and Planning
Receive Feedback
Focus Area #2: Succession Planning
Source: Standard Bank Group Ltd.Corporate Services Division; Corporate Leadership Council research.
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Key Challenges
Agree
Disagree
21.6%
12.4%
Sales Peak
Neutral
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Juniper Networks
Action
Juniper Networks introduces a business-oriented
project management framework to the diagnosis,
creation, and delivery of talent management
programs.
Source: Juniper Networks, Inc.; CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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74
Improving Relevance
Juniper Networks framework also effectively addresses the challenge posed
in Chapter I: Build Relevance of Talent Management Programs. Council
research shows that organizations typically only spend about 10% of
their time on product design and 10% deploying it, while they spend the
majority of their time on developing the program. The questions in Juniper
Networks framework ensure that HR spends more time on these very critical
components and develops products that are relevant to business leaders needs
and available when they need it.
For a full profile of Juniper Networks Talent Management Product Creation
Guidelines, please visit the Councils Web site: www.clc.executiveboard.com.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Case in Point
HR Lead
Working in 3D
Line/Functional
Stakeholders
Design
PROJECT CHARTER
BUSINESS CASE
REQUIREMENTS
Develop
SOLUTION
state)?
Is this the right problem?
What is the root cause?
What has been done and what
were the results?
What is the impact of the
DOCUMENTATION
problem?
What are the options?
What
Whatdocumentation
will they cost? is needed
toWho
adequately
and
needs tosupport
be involved
(stakeholdersthe
- HR / non-HR)?
communicate
Are stakeholders requesting
solution/intervention?
Have
stakeholder
issues
been
change?
If not, what
is appetite
resolved
and documented?
for change?
Is there
Issue log
What
doesan
success
look like to
(resolution
audit(future
trail)?state)?
the
stakeholders
How
hasthe
stakeholder
How
does
business benefit
LESSONS
LEARNED
from
solution?
alignment
been confirmed?
Is
the went
deployment
plan
What
roadblocks
mightneeds
exist to
What
well? What
complete
with
approvals
the
problem?
tosolving
be reinforced?
How are you
secured
from
those
celebrating accomplishments?
responsible
for deployment?
work? Who is
What still needs
What
exit
doing is
(ordevelop
needs to
becriteria
doing)
(go/no-go
for
deployment)?
what differently?
Copyright Approvals?
7 Juniper Networks, Inc.
lessons learned (and
How200can
Contingency
for no-go?
action items)
be used
related
to continually improve
processes and increase
effectiveness and efficiency as
the business scales?
Deploy
DELIVER
Are stakeholders engaged?
Are responsibilities and roles
clear to everyone involved?
Is executive/leader response
sufficient?
Is necessary communication
reaching intended audience?
Is solution/intervention well
received? Are adjustments to
deployment plan needed?
Are tools, resources, and
training working?
Are modifications needed?
Are additional components
needed? Enhancements?
If so, is rapid
design/development cycle
pp p
appropriate?
Are recipients adopting
changes to processes/tasks?
Adjustments needed?
How are issues being tracked?
Is resolution rapid?
necessary
inputs/components/data
Consider phased deployment
for quick-wins
Risks?
Change readiness?
IMPACT
IsASSESS
the solution/intervention
appropriately tested and/or
validated
to all stakeholders
How has the
satisfaction?
intervention/solution resolved
solution/intervention
be
theCan
original
business problem?
tested
with stakeholders
Have
stakeholder
throughout development?
needs/concerns
been
If not, have input/feedback
addressed?
been agreed on?
Arepoints
KPIs documented?
How
theexist
solution
be
Whatcan
plans
for ongoing
standardized?
monitoring/
Is
process in of
place
to
assessment
impacts?
resolve/escalate
stakeholder
Will KPIs be tracked
over
concerns?
time? Do they know what
theHow
process
and is?
where will they be
retained?
Communicated?
Have unintended and
to
Copyrighundesired
t 2007 Juniperimpacts
Networks, Inoccurred
c.
the business? Are they being
addressed?
What needs to be
communicated about the
impacts that have occurred?
w w w.juniper.net
w w w.juniper.net
Is development/deployment
timing aligned with resource
availability and business
calendar?
What are the connections to
existing technology
g
systems?
How will the
intervention/solution impact the
business? Change behavior?
How will the
intervention/solution be
developed?
Functional/technical specs?
How will identified risks be
addressed?
Does a workplan exist that ties
the 3Ds together with change
and learning?
How will we know weve
succeeded KPIs (Key
Performance Indicators)?
Is deployment criteria
addressed?
What is design exit criteria
(go/no-go for development)?
w w w.juniper.net
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Industry: Beverages
Revenue: AUS2 Billion
Employees: 3,000
Headquarters: Sydney, Australia
Situation
Many HR functions do not consider the
applicability of HR products and processes to
leaders work, and therefore leaders fail to consume
those processes and products effectively to capture
the full value.
Action
Lion Nathans HR team adapts a marketing
framework to increase the consumability and
relevance of HR solutions through easy-toconsume formats, coordination with business
operations, and using business leaders to promote
and deliver talent management solutions.
Key Steps
Step #1: Provide Talent Management Solutions
in Easy-to-Consume Formats.
Step #2: Coordinate Talent Management
Processes with Business Operations.
Step #3: Leverage Diverse Business
Stakeholders to Deliver Talent Management
Solutions.
Results
Twenty-one percent improvement on HR
feedback survey
Seven percent improvement on employee
engagement scores in one year
Ranked ninth on Fortunes Top Companies
for Leaders in the AsiaPacific Region
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Practice in Context
When
What
How
Who
One-on-Ones
3 Touchpoints
Why
To review progress against accountabilities, behaviours, bonus
Assessment by individual, leader and others on BTAV
Development Plan
objectives and development goals
Coaching and feedback on BTAV, career and personal goals and BTAV
Opportunity to provide regular feedback to your team member(s)
aspirations
Best Imaginables
No surprises in Development and Achievement reviews
Formal Development Plans and activities for team member(s)
Bench talent identified for leadership roles
When
Every 4-6 weeks
Why
Establishes purpose where does anBTAV
individual
s
Model s role
Development
Review
fit and how
it contribute
the business
strategy
Practical DR
Guidelines
Gather feedback on 10 Behaviours
that does
add Value
for your to
Team
Myan
Planet
Having meaningful goals contributes to
individuals
members s
PeopleDirect Workshops
Complete assessment of yourwell
Team
members on the BTAV
Business Plan/Strategy
being
Hold 1:1 discussion with Team members on BTAV, career and Calibration GuidelinesOrganizational Structure
Best Imaginables
personal goals and aspirations
at members
the start of each new financial year based on One-on-Ones
WhenPlan forSet
Prepare Development
Team
What Review
Accountabilities
(Achievement
Regular,
uninterrupted
and plan
informal discussion
Bench
& Planning
Annual
Achievement and
business
Focus
on results
(what)
andfor
behaviours
against Achievement Goals)
Identify and
agree
on bench
talent
leadership(how)
positions
Reviewed
throughout
the year (with
to check currency and Bonus Review
goals,
Development
Goals and Bonus Goals
10 Behaviours that add Value
Development
Plans
as basis for
recommendation)
progress
Opportunity
foraction
Leaders
Team
Identify gaps
and develop
plansand
to fill
gaps Members to understand and Development Plan
agreePlanning
on monthly
key priorities
90 Day
Development
Breaks
the business plan down into individual roles
toplan
What
Opportunity
for Leaders
andsmart
Team goals
member(s)
to provide
feedback
Finalise Development
Plans
and
activities
establish
and focus
for the
year
feedback
to inassist
in Development
Coach andRegular
follow up with
Team
members
Builds
the Behaviors
That AddReview
Value and
(BTAV) and
Achievement Review
Leaders and Team membershow they will help individuals to be successful
PeopleDirect team
1:1 template on My Planet
How
Leader and Team members hold a 1:1 discussion
SMART
How notes
Using
SMARTinto
goal
way
communicate
LSI
Discussion
to be entered
Mysetting
Planet
byclear
Leader
andtoTeam
what is expected, by when, and what success 10
willBehaviours
Achievement
Principles
members
that add Value
Achievement Goals
My Planet
10 Behaviors That Add
Value
One-on-Ones
Set
up in My Planet
Leaders and Team
members
Who
Who
PeopleDirect
Business Partner
2
ObjectivePlace
products where
propensity to
consume is highest.
Product Promotion
ObjectiveUse trusted
sources to communicate
product value.
FEB.
MAR.
APR.
MAY
JUNE
JULY
AUG. SEPT.
OCT.
NOV.
Peak Wine
Business Time
DEC.
Peak Sales
Time
Product Placement
Peak Finance
Time
Peak Finance
Time
Development Reviews
(Timing based on function or business)
Remuneration Review
(Timing based on
function or business)
Achievement and Bonus Review
(Timing based on
function or business)
Set Accountabilities
and Bonus Objectives
(Timing based on
function or business)
Leader one-on-ones with direct reports throughout the year every four to six weeks
People
Pulse
People and
Customer
Engagement
Survey
People
Pulse
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Development Review
Why
When
What
How
Who
One-on-Ones
3 Touchpoints
Why
To review progress against accountabilities, behaviours, bonus
Assessment by individual, leader and others on BTAV
Development Plan
objectives and development goals
Coaching and feedback on BTAV, career and personal goals and BTAV
Opportunity to provide regular feedback to your team member(s)
aspirations
Best Imaginables
No surprises in Development and Achievement reviews
Formal Development Plans and activities for team member(s)
Bench talent identified for leadership roles
When
Every 4-6 weeks
Why
Establishes purpose where does anBTAV
individual
s
Model s role
Development
Review
fit and how
it contribute
the business
strategy
Practical DR
Guidelines
Gather feedback on 10 Behaviours
that does
add Value
for your to
Team
My an
Planet
Having meaningful goals contributes to
individuals
members s
PeopleDirect
Workshops
Complete assessment of yourwell
Team
members on the BTAV
Business Plan/Strategy
being
Hold 1:1 discussion with Team members on BTAV, career and Calibration GuidelinesOrganizational Structure
Best Imaginables
personal goals and aspirations
WhenPlan forSet
at members
the start of each new financial year based on One-on-Ones
Prepare Development
Team
What Review
Regular,
uninterrupted
and plan
informal discussion
Accountabilities
(Achievement
Bench
& Planning
Annual
Achievement and
business
Focus
on results
(what)
andfor
behaviours
against Achievement Goals)
Identify and
agree
on bench
talent
leadership(how)
positions
Reviewed throughout
the year (with
to check currency and Bonus Review
goals,
Development
Goals
and
Bonus
Goals
10
Behaviours
that
add Value
Development Plans as basis for
recommendation)
progress
Opportunity
foraction
Leaders
Team
Identify gaps
and develop
plansand
to fill
gaps Members to understand and Development Plan
agreePlanning
on monthly
key priorities
90 Day
Development
Breaks
the business plan down into individual roles
toplan
What
Opportunity
for Leaders
andsmart
Team goals
member(s)
to provide
feedback
Finalise Development
Plans
and
activities
establish
and focus
for the
year
feedback
to inassist
in Development
Coach andRegular
follow up with
Team
members
Builds
the Behaviors
That AddReview
Value and
(BTAV) and
Achievement Review
Leaders and Team membershow they will help individuals to be successful
PeopleDirect team
How
1:1 template on My Planet
Leader and Team members hold a 1:1 discussion
SMART
How notes
Using
SMARTinto
goal
way
communicate
LSI
Discussion
to be entered
Mysetting
Planet
byclear
Leader
andtoTeam
Achievement
Principles
what is expected, by when, and what success 10
willBehaviours
members
that add Value
Achievement Goals
Who
Set
up in My Planet
Leaders and Team
members
Who
My Planet
10 Behaviors That Add
Value
One-on-Ones
My Planet
PeopleDirect
Business Partner
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FEB.
MAR.
APR.
MAY
JUNE
JULY
AUG. SEPT.
OCT.
NOV.
Peak Wine
Business Time
DEC.
Peak Sales
Time
JAN.
Peak Finance
Time
Peak Finance
Time
Development Reviews
(Timing based on function or business)
Remuneration Review
(Timing based on
function or business)
Building in Flexibility
Lion Nathan ensures that
people processes do not
conflict with peak business
times by building flexibility
into the timing of people
processes based on each
business or function.
People and
Customer
Engagement
Survey
People
Pulse
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Step #3: Leverage Diverse Business Stakeholders to Deliver Talent Management Solutions
Product
Promotion
Talent
Management
Resistor
HR Program
Design Session
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Results
80%
80%
61%
Percentage
of Leaders 40%
Rating Simple
and Effective
75%
Percentage of
Employees in
the Highest 70%
Engagement
Zone
21%
40%
0%
7%
68%
60%
2005
2007
2006
2007
and Lion Nathan has been recognized as one of the top companies for leaders in the AsiaPacific region
Top Leadership Companies in AsiaPacific Region
Fortune Magazine 2007 List, Hewitt Associates and The RBL Group
2007 Top Companies
for Leaders in AsiaPacific
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Implementation Support
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Chapter II:
Improve Consumability of
Talent Management Programs
Improve
talentmake
management
How canthe
HRconsumability
help business ofleaders
better by:
- Helping
leaders make better talent management
talent
decisions?
decisions;
How
can HR and
integrate talent management
- Integrating
talent programs
business
solutions
into business
leadersinto
workfl
ow? leaders
day-to-day work.
Chapter III:
Leverage Soft and Hard
Accountability to Improve Outcomes
What are the most effective accountability strategies
to engage business leaders in talent management
activities?
How can organizations leverage peer accountability
to improve the urgency of talent management
accountability?
How can organizations ensure that the talent
management behaviors of business leaders support
the talent outcomes of the wider organization?
Profiled Case Examples
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Percentage of Performance
Review Based on Talent Outcomes
Vice President of HR
Manufacturing Company
95%
40%
34%
29%
20%
0%
Talent
Champions
Talent
Rejecters
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Please note that the CEB program names referenced in this document have changed since the time of publication.
25%
9%
Maximum
Impact on Talent 15%
Outcomes*
Total Impact
of Soft
Accountability
and Hard
Accountability
in Isolation
10%
10%
6%
6%
0%
Hard Talent
Management Accountability
Soft Talent
Management Accountability
MBOs
2008
Performance Review
Environment
2008
Performance Review
Prestige
Peer Rankings
1. Joe Smith
2. Susan Adams
Environment
Prestige
Peer Rankings
1. Joe Smith
2. Susan Adams
3. Chris Blank
3. Chris Blank
4. David West
4. David West
5. Jackie Hall
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact
when a specific accountability is relatively high on a driver and the predicted impact when a specific accountability is low
on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
5. Jackie Hall
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Impact on Commitment
19%
<1%
1%
Hard
Accountability
Soft
Accountability
Soft Accountability:
Use of intangible and
indirect incentives,
such as culture and
environment, to
influence behavior
Talent Champions
Impact on Effectiveness
11%
<1%
1%
Hard
Accountability
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact
when a specific accountability is relatively high on a driver and the predicted impact when a specific accountability is low
on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
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Accountability
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Maximum Impact of
Control on Talent Outcomes
Leaders Talent
Management
Commitment
14%
Direct
Manager
(24%)
Peers
(19%)
CEO or
Equivalent
(13%)
Maximum
Impact
on Talent 6%
Management
Effectiveness
Maximum
Impact 7%
on Talent
Outcome
0%
Strongly
Disagree
Strongly
Agree
Note: The maximum total impact on talent outcomes is calculated by comparing two statistical estimates: the predicted impact when a talent
program attribute or specific accountability is relatively high on a driver and the predicted impact when a talent program attribute or
specific accountability is low on a driver. The effects of all drivers are modeled using a variety of multivariate regressions with controls.
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12%
6%
0%
Organization
Talent
Outcomes
Business Unit
Talent
Outcomes
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Industry: Retail
Gap Inc. Revenue: US$15.8 Billion
Gap Inc. Employees: 154,000
Headquarters: San Francisco, Calif.
Situation
With declining HR budgets and a need for more
decentralized and customized development
offerings, Gap Inc. Outlet realizes the need to
engage individual line leaders in identifying and
delivering more cost-effective and relevant talent
solutions. However, Gap Inc. Outlets HR vice
president finds that line leaders require a higher
level of ownership to improve talent outcomes.
Action
Gap Inc. Outlet increases line leaders focus on
improving talent outcomes by enabling leaders to
control their own talent management resources
and priorities and by instilling peer accountability.
Key Steps
Step #1: Provide Line Leader Ownership
of Talent Strategy and Resource Allocation.
Step #2: Use Peer Accountability to Drive
Talent Management Urgency.
Step #3: Leverage Peer Collaboration
to Improve Talent Outcomes.
Results
Despite a 20% decline in talent management
resources, an increased level of line leader
ownership and execution of talent management
activities has led to improved retention in must
keep talent and a 14% increase in employee
satisfaction scores.
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Practice in Context
1
HRDriven Talent Strategy
Corporate HR
Talent Plan
1. SimplifyIdentify methods to clarify new-hires expected deliverables within the first six months of tenure.
2. Stability-= Support career planning team to provide clear career path for Generation Y.
3. Career Development-Focus on retaining must-keep talent
4. Type Business Priorities Here
2
HRDriven Accountability
Peer-Leader Accountability
Line Leaders
Total
Emily
Curtis/
Finance
Maya
Smith/
HR
Work/Life
Balance
75
73
74
76
71
65
Belief in
Company
65
55
66
70
68
68
63
Customer
Focus
71
69
76
66
72
78
68
Job
Satisfaction
58
60
59
60
62
50
56
Respect
66
60
59
68
79
75
66
Leader
Performance
Review
Louise
William
Jonathan
Lucile
Holly/
Stackhouse/ Springford/
Ahada/
Northeast Southeast Northwest Southwest
82
3
HR
HRDriven Execution
HR Role: Mandate line manager execution on HR
created and prioritized talent management activities.
Line Leaders
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Step #1: Provide Line Leader Ownership of Talent Strategy and Resource Allocation
Engage Senior
Leaders Below
the General
Manager Level
While most organizations
engage the seniormost
business leader in
business unitlevel talent
review and succession
planning activities, Gap
Inc. Outlet engages all
senior leaders below the
GM level (i.e., VPs and
above) in identifying their
personal talent objectives
and prioritizing their
own talent management
resources.
VP Finance
Business Unit
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Setting Up Guardrails
Gap Inc. Outlet creates guardrails to guide leaders decision making by
providing leaders with a menu of resources from which they can choose to
allocate their budget. Business leaders can use external resources in addition to
internal programs, if necessary. HR retains control over some talent resources,
such as compliance, that are best administered centrally.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Step #1: Provide Line Leader Ownership of Talent Strategy and Resource Allocation (Continued)
3:
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Illustrative
Business Leader Talent Review Meetings
Employee Opinion Survey, Q4 2007
Leader
Total
Emily
Curtis/
Finance
Maya
Smith/
HR
Louise
Holly/
Northeast
William
Stackhouse/
Southeast
WorkLife
Balance
75
73
74
76
71
65
82
Belief in
Company
65
55
66
70
68
68
63
Customer
Focus
71
69
76
66
72
78
68
Job
Satisfaction
58
60
59
60
62
50
56
Respect
66
60
59
68
79
75
66
Jonathan
Lucile
Springford/
Ahada/
Northwest Southwest
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Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Career
Opportunity
Training
Action Plan
Expected
Delivery
March 2008
March 2008
May 2008
Status
Owner
Will be completed by
3/31/08
Two weeks later, will be
completed by 4/14/08
On track, will be
completed 5/9/08
Emily Curtis/
Maya Smith
April 2008
On track, will be
completed by 4/30/08
February 2008
Final presentation:
2/29/08
June 2008
HR
Maya Smith
Jonathan
Springford/
Patrick Ofer
Louise Holly/
Lucile Ahada
Maya Smith/
William
Stackhouse
Agenda Ownership:
Leaders own the agenda for the
talent action planning meetings to
allow focus on the talent challenges
and activities most relevant to their
business.
Visibility into Progress:
An action planning document is
updated quarterly and stored
centrally to provide leaders with full
visibility into each others progress,
which in turn drives urgency for
taking action.
GMDriven Accountability:
Progress against planned activities is
reviewed in a quarterly leadership
team meeting led by the general
manager of the business unit to
instill urgency and execution.
HRBP
VP
GM
Line Leaders
Business Unit Quarterly
Line-Lead Talent Plan Meeting
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Results
100%
(~20%)
Talent
Management
Program
Budget
80%
25%
Retention
Goal
2006
2007
2006 Goal
2007 Goal
Achieved
14%
3.47
2007
2008(Q2)
Source: Gap Inc. Outlet; Corporate Leadership Council research.
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1. In hindsight, what would you have done differently? What is the key to making this a successful practice?
I would have done this sooner. I think its a mistake to think that business leaders dont understand the importance of investing
time and resources in people to drive business results. They do. They are just tired of clunky, time-consuming, one-size-fits-all
talent management solutions that dont solve the people problems they have now. The keys to making this practice successful
are simplicity and relevanceeasy, one-page tools that address burning issues, fast processes, and leveraging existing business
meetings for people processes. If its fast, simple, and relevantand they have to talk about it with their peers and their boss
they will do it.
2. If you could only do one thing, what would it be (that is, whats the most important aspect of this practice)?
Transparent measurement. Most leaders are where they are because they have a powerful drive to win. They have been trained
for their entire careers to focus on competing on the critical few business levers for which the business holds them accountable.
Most businesses regularly publish individual leaders financial results (sales, earnings, margin, etc.)and that transparency is
a significant motivator and accountability tool. Why not people results? We find that when people results are measured at the
local level (not just the enterprise level), and leaders are competing against their peers, they invest more time and effort in their
people. This is an example of where internal competition can be harnessed and put to good use.
3. What was hardest about implementing this practice, and how did you deal with that obstacle?
The hardest part has been providing customized talent management solutions that fit individual leaders needs. Its true that
one-size-fits-all fits no one. However, one-size-fits-all is also generally cheaper and easier to implement for HR. Providing
custom solutions required adopting an entirely new mind-set about what we do and how we do it as an HR team. Increasingly,
we are focused less on things like having a uniform look and feel for programs, forcing best-in-class training on people who
dont want it, and building in-house solutions that are perfect. Instead, we are focusing more on solutions that are simple, can
be delivered quickly, and that individual leaders care about and are willing to champion.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Please note that the CEB program names referenced in this document have changed since the time of publication.
Implementation Support
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General Managers
Organization
Directors
Organization
11%
Direct
Reports
41%
Business
Unit
40%
26%
63%
Direct
Reports
19%
Business
Unit
9%
Talent
Champions
Note: Business leaders were asked for their most important talent-related
MBO and to what level of organizational outcome it related.
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Talent
Rejecters
Source: CLC Talent Management Effectiveness Survey; Corporate Leadership Council research.
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Industry: Retail
Revenue: System revenue of US$2.4 billion; franchise
restaurants generated sales of US$12.5 billion.
Employees: 39,000 worldwide; franchisees employ about
310,000.
Headquarters: Miami, Fla.
Situation
Burger King had a well-established people strategy
but determined people-related goals for business
leaders were critical to fully executing that strategy.
To implement people goals, Burger King would have
to address the three critical reasons these goals
typically fail:
Lack of Individually Relevant People Goals
Lack of Alignment with Desired Business Outcomes
Poor Execution of People Goals
Action
Burger King overcomes barriers to people-related
objectives through an MBOsetting process that
enables officers and directors (approximately 200 people
worldwide) to select individually relevant people-related
MBOs, ensures quality assessment of the objectives, and
provides leaders with tools to support implementation
of their talent management objectives.
Key Steps
Step #1: Guide Leaders to Select Individually
Relevant People Objectives.
Step #2: Review People Objectives for Quality
and Business Alignment.
Step #3: Enable Leader Execution of Personal
People Objectives.
Results
Increased internal fill rate in 2008 to 41%, up from
34% in 2007 and 29% in 2006
Decreased turnover rates for frontline staff in 2008
to 131%, down from 140% in 2007 and 161% in
2006
Decreased turnover rates for corporate staff in 2008
to 12.5%, down from 18% in 2007 and 19% in 2006
Source: Burger King Corporation; Corporate Leadership Council research.
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Practice Driver
Lack of Individually
Relevant People Goals
People goals are created and deployed
from the corporate center, limiting
flexibility to adjust to the talent
challenges and needs of individual
leaders.
Poor Execution
of People Goals
Lack of guidance for how to
effectively execute people goals
undermines long-term sustainability
of talent results.
121
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Practice in Context
Business Results
(100% Weight)
Performance Review
Business MBOs
Compensation
Merit Pay
Bonus
Equity Considerations
Performance Review
Burger Kings 2007
Leader Performance
Rating Equation:
Business Results
(Two-Third Weight)
People Results
(One-Third Weight)
Business MBOs
People MBOs
HR MBO Assessments
F08 Performance Management:
Name: Burg R. King
Title:
Function:
Approved
Green
District Director
Operations
What
Weight
Business
Business
Objectives
Go
Forward
Pillar
Fund the
Objective
Name
Committed Deliverables
.25
Fund the
Future
This is the
name of
my FIRST
Business
Objective
0.5
Working
Together
Inclusion
Increase in employee
awareness and
understanding of the
companys diversity and
inclusion initiative
Increase in favorable
employee perceptions of
the companys diversity and
inclusion initiative
# of employees involved in
cross-functional projects.
People
Objectives
05
Working
Measures
Increase in restaurant
traffic across all
d
h
These are the measures
for my FIRST Business
Objective.
POTENTIAL
RATINGS
GUIDE
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Sample Deliverables
Employee learning
Talent sharing and succession
planning
Title:
Inclusion Strategy:
Elevate inclusion beyond compliance
to establish a committed culture of inclusion
that reflects Burger Kings customer base.
Identify objectives that will advance the business and improve results.
Business
Objectives
Weight
Objective
Name
.25
Business
Objective #1
Committed
Deliverables
Measures
MBO Categories:
Objective
Sample Measures
0.50
Inclusion
People
Objectives
Conduct quarterly
Achieve 100% of action
development plan review
steps in development plans.
sessions with direct reports
to ensure ongoing progress.
0.50
People
Development
HR Business
Partner
Develop and
communicate an
inclusion plan to
your manager and
direct reports that
supports Burger King
Corporations strategic
direction for diversity
and inclusion.
Increase employee
awareness and
understanding of the
companys diversity
and inclusion initiative.
Increase favorable
employee perceptions
of the companys
diversity and inclusion
initiative.
Design work
assignments to provide
stretch opportunities
for individual
development.
Involve employees in
cross-functional project
or team.
Determine number of
employees involved
in cross-functional
projects.
Sample Measures
Serve as a mentor to
develop and coach diverse
employees.
Increase percent in
retention of diverse
employees.
Increase high-value,
ongoing partnerships with
organizations supporting
minority talent.
Line Leader
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Step #2: Review People Objectives for Quality and Business Alignment
HR Objective Review
Leader-Selected Objectives
HR
HR MBO Assessments
Approved
Green
Needs
Inadequate alignment with organizational and/or
Improvement
business unit needs; able to drive limited change
Yellow
Declined
Red
Approval Considerations
Identify objectives that will advance the business and improve results.
Weight
Objective Name
Committed Deliverables
Measures
0.50
Inclusion
0.50
People
Development
People
Objectives
A Learning Opportunity
Providing feedback on MBOs has allowed us to establish consistent standards across the organization while
guiding leaders in talent management practices that will ultimately drive meaningful culture change.
Lisa Roberts
Senior Manager, Talent Development
Burger King Corporation
Source: Burger King Corporation; Corporate Leadership Council research.
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ABILITY
ENGAGEMENT
AMBITION
OVERALL POTENTIAL
FeedbackManager Guide
Calibration Rules of the Road
Feedback and Development Guide
Development Action Tip Guide
Ratings Guide
Keep it behavioral.
INVESTS WISELY
LEADS & INSPIRES
DELIVERS EXCELLENT SERVICE
NAVIGATES RELATIONSHIPS
TREATS PEOPLE WITH DIGNITY & RESPECT
Avoiding HR Speak
Burger King simplifies
talent management
concepts by removing any
HRspecific terms and
delivering information in
clear, easy-to-understand
language.
Keep it relevant.
Goal is not to be right ; its to accurately assess & develop our talent
Only as good as the open & honest input
FEEDBACK:
MANAGER
GUIDE
Be prepared.
Focus on development & next steps.
FEEDBACK ACTION
&
DEVELOPMENT
TIP GUIDE
DEVELOPMENT
POTENTIAL
GUIDE
RATINGS
GUIDE
1
L O W ER TH A N M O ST PEERS
I N BA N D & FU N C TI O N
O&D
MANAGERS
(Bands 3 &4)
ANALYSTS
(Bands 1 & 2)
O N PAR W I TH M O ST PEERS
I N BA N D & FU N C TI O N
H I G H ER TH AN M O ST PEERS
I N BA N D & FU N C TI O N
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Results
Turnover Rates
Turnover Rates
Frontline Staff
Corporate Staff
161.4%
140.2%
41.7%
131.4%
19.5%
33.6%
28.5%
18.2%
12.6%
2006
2007
2008
2006
2007
2008
2006
2007
2008
are attributed by Burger Kings CEO in large part to a new leadership focus on talent outcomes
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Implementation Support
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Action
Pepsi Bottling Group creates a talent dashboard
that measures leaders on the strength and
health of their talent outcomes.
Industry: Beverages
Revenue: US$13,591 Million
Employees: 69,100
Headquarters: Somers, N.Y.
Situation
Many organizations fail to foster talent outcomes
that benefit the organization due to insufficient
talent management accountability measures and
assessments.
Key Components
Component #1: Evaluate Leaders on Talent
Outcomes That Benefit the
Wider Organization.
Component#2: Recognize Leaders Talent
Management Behaviors and Outcomes.
Results
As a result of its focus on strength and health,
PBG is recognized as a Top 20 organization for
diversity. In addition, employees indicate they
are increasingly satisfied through year-over-year
improvements in engagement scores.
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Practice Driver
Implication
PBG Solution
1
Leaders are only held
accountable for business
unit talent outcomes.
Org
BU
BU
BU
Leader accountability
for business unit and
organizational talent
outcomes
STRONG
Bench
Talent Sharing
Vacancies
HIPO Pipeline
Diversity
Representation
2
Talent metrics and reviews
fail to provide a holistic
understanding of the business
units talent situation.
Scorecard
Retention
Succession
Strength
Engagement
HIPO
Talent Strength
and Health Scorecard
Leader accountability
for the strength
and health of their
talent portfolio
STRONG
Bench
s TaLENT SharinG
s Vacancies
s ()0/ 0IPEline
Diversity
Qualitative
Comments
Key
Strength
s TaLENT IMPOrtEXPORT ratiO
s 0ErcenT OF REady-NOW SUCCESSORS FOR keY POSITIONs
s .UMBER OF JUNIOR AND MId-leveL ()0/s
s %XPORteD HIGH
PerFORMING MANAgers
s 3ELF
SUFl CIENT FOR 153 PENDING MOves
s NeeD TO IMPROVE QUALITY OF CAMPUS RECRUITING
s 2EPRESENtaTION
Capability
s $IVErsitY ACROSS MANAgeMENT LEvels
s /PPOrtUNITY AT MIDDLE MANAGER LEVEl
s 3Tafl ng
s TaLENT $EveLOPMENT
s 0ErfORMANCE OF NEW HIREs
s 0ErfORMANCE OF NEWLY PROMOTED EMPLOYees
s NEW ONBOArdING PROGraM BEGINNINg
s Signil caNT IMPROVEMENTS FROM PRIOR year
Progress
Being Made
Key
Opportunity
HEALTHY
Diversity
s !CCESS AND )NCLUSIOn
s 2ETENTION
Employee
Engagement
s %MPLOYee engageMENT SCORES ON INCLUSIVE enviRONMENt s Q1 trAINING AND MENTORING PROGraMS BEGIn
s 0ErcenT TUrnOVer OF DIVErsE EMPLOYees
s Signil caNT IMPROVEMENT AT ALL LEVEls
s %MPLOYee Insights
s %MPLOYee 4UrnOVer
Community
s %NgageMENT SCORES
s 0ErcenT TUrnOVer OF FRONtlINE EMPLOYeeS
s High engageMENT SCORES IN ALL DIMENSIONS
s 0OSITIVE trends ACROSS last twO YEars
s 6OLUNTEERISM
s .UMBER OF HOURS VOLUNTeered/.UMBER OF EMPLOYees
s LaUNCHED NEW SErvICE PROGraM IN 1
BU1
BU2
BU3
Talent Management
Report Card
Recognition of effective
talent management
behaviors (in addition
to outcomes)
Health
Capability
Overall
Strength
Turnover
Overall
Health
A-
B+
A-
C+
A-
A-
B-
A-
Bench
North
Bob Smith, GM
South
Marco
Rodriguez, GM
West
Ellen Jones, GM
Diversity
Engagement
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Component #1: Evaluate Leaders on Talent Outcomes That Benefit the Wider Organization
Illustrative
Encouraging
Sustainable
Business Unit Talent
OutcomesPBG
measures the quality
and depth of the talent
bench (strength) as
well as the health of the
organizations culture
and work environment
(health) to achieve
a balanced, holistic
talent assessment for
each business unit.
Quantitative
Metrics
Qualitative
Comments
Key
Strength
Engagement scores
Percent turnover of frontline employees
Progress
Being Made
Key
Opportunity
2
Balancing a Strong
Business Unit
Bench with a Strong
Organizational
BenchPBG
measures the
number of ready-now
successors per business
unit and the degree to
which the leader shares
talent to focus leaders
on business unit and
organizational-wide
talent outcomes.
HEALTHY
Diversity
Access and Inclusion
Retention
Employee
Engagement
Employee Insights
Employee Turnover
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Illustrative
Soft Accountability
Health
Business Unit
Bench
Capability
Overall
Strength
Diversity
Engagement
Turnover
Overall
Health
North
Bob Smith, GM
South
Marco Rodriguez, GM
A-
B+
A-
C+
West
Ellen Jones, GM
A-
A-
B-
A-
Hard Accountability
General Managers Performance Review Template
Name, Unit: Bob Smith, North
STRONG
Qualitative
Comments
Bench
Talent Sharing
Vacancies
HIPO Pipeline
Diversity
Representation
Capability
Staffing
Talent Development
HEALTHY
Diversity
Access and Inclusion
Retention
Employee Insights
Engagement scores
Employee Turnover
Employee
Key
Strength
Progress
Being
Key
Impact on Compensation
and PromotionsLeaders are
evaluated on people management
and business results in their
performance reviews, which
directly impact promotions and
bonus payouts.
Category
Title: GM
Expected
Weight Objectives
Results
20%
Leading
Our People
Business
40%
Results
Creating Cost 20%
Productivity
Growing the
20%
Top Line
Community
Volunteerism
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Results
Source
Diversity Inc.
Asian Enterprise Magazine
Black Enterprise Magazine
Ranking
Top 30
Top 20
Top 40
Critical Leadership
Positions
Area VP/GM Business Units
Unit Sales Director
Director of Retail/Business
Development Manager
Director of Food Service/
Business Development Manager
Totals
Anticipated
Moves/At Risk
6
22
Successors
Slated
6
49
16
16
10
47
81
Percentage
Favorable
69%
68%
2005
2006
2007
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Implementation Support
Step #1: Hold Business Leaders Accountable for Organizational Talent Results
Create talent metrics that hold business leaders responsible for organization-wide as
well as business unitspecific progress to combat talent hoarding.
Step #2: Use Talent Metrics That Focus on Employee-Wide Talent Outcomes
and Bench-Building OutcomesDesign metrics that will hold business leaders
accountable for achieving a high-quality and deep talent bench as well as a healthy
organizational culture to ensure talent results are sustainable in the
long term.
Step #3: Require Qualitative Assessments on Talent ReviewsInclude qualitative
assessments of leaders talent management performance in addition to quantitative
results to provide context for outcomes and drive desired talent behaviors.
Step #4: Use Soft Accountability to Drive Effective Talent Management Behaviors
Identify opportunities to recognize leaders publicly for talent management excellence.
Step #5: Apply Hard Accountability for Talent ResultsAssess people results as
well as business results in performance reviews and link talent outcomes directly
to promotion and compensation.
Source: The Pepsi Bottling Group, Inc.; Corporate Leadership Council research.
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Chapter I:
Chapter II:
Chapter III:
Build Relevance of
Improve Consumability of
Leverage Soft and Hard
Talent Management Programs Talent Management Programs Accountability to Improve Outcomes
Business Leader
as Unengaged
Talent Manager
Business leader views
talent management and
business management as
separate activities that
require separate skills and
knowledge.
Business leaders supports
implementation of HRled
talent management programs.
Business leader is supported
by talent management
programs designed around
HRs calendar and needs.
Business Leader
Improve the consumability of talent Use public peer accountability in addition to
as Engaged
hard accountability to build commitment to
management by:
Talent Manager
talent management.
- Helping leaders make better
Business leader integrates talent
talent management decisions;
Improve accountability for talent
management into business
and
management by increasing business leader
management and applies
- Integrating talent programs into
ownership of talent budget and decisionbusiness skills and knowledge
business leaders day-to-day
making responsibility.
to talent challenges.
work.
Align leader accountability for talent results
to organization-wide outcomes and business Business leader is actively
engaged in diagnosing and
unit talent outcomes.
identifying solutions to talent
challenges.
Profiled Cases
Profiled Cases
Business leader is
accountable to HR for talent
management outcomes.
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