Best Practices in Talent Management E-Book

Marshall Goldsmith

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 529

Veröffentlichungsjahr: 2009

Beschreibung

Praise for BEST PRACTICES in TALENT MANAGEMENT "This book includes the most up-to-date thinking, tools, models, instruments and case studies necessary to identify, lead, and manage talent within your organization and with a focus on results. It provides it all--from thought leadership to real-world practice." PATRICK CARMICHAEL HEAD OF TALENT MANAGEMENT, REFINING, MARKETING, AND INTERNATIONAL OPERATIONS, SAUDI ARAMCO "This is a superb compendium of stories that give the reader a peek behind the curtains of top notch organizations who have wrestled with current issues of talent management. Their lessons learned are vital for leaders and practitioners who want a very valuable heads up." BEVERLY KAYE FOUNDER/CEO: CAREER SYSTEMS INTERNATIONAL AND CO-AUTHOR, LOVE 'EM OR LOSE 'EM "This is a must read for organization leaders and HR practitioners who cope with the today's most critical business challenge--talent management. This book provides a vast amount of thought provoking ideals, tools, and models, for building and implementing talent management strategies. I highly recommend it!" DALE HALM ORGANIZATION DEVELOPMENT PROGRAM MANAGER, ARIZONA PUBLIC SERVICE "If you are responsible for planning and implementing an effective talent and succession management strategy in your organization, this book provides the case study examples you are looking for." DORIS SIMS AUTHOR, BUILDING TOMORROW'S TALENT "A must read for all managers who wish to implement a best practice talent management program within their organization" FARIBORZ GHADAR WILLIAM A. SCHREYER PROFESSOR OF GLOBAL MANAGEMENT, POLICIES AND PLANNING SENIOR ADVISOR AND DISTINGUISHED SENIOR SCHOLAR CENTER FOR STRATEGIC AND INTERNATIONAL AFFAIRS FOUNDING DIRECTOR CENTER FOR GLOBAL BUSINESS STUDIES

Leseprobe

CONTENTS

Cover

Contents

Series Page

About this Book

Title Page

Copyright

Dedication

INTRODUCTION

ACKNOWLEDGMENTS

HOW TO USE THIS BOOK

CHAPTER 1: AVON PRODUCTS, INC.

INTRODUCTION

A SUCCESS-DRIVEN CHALLENGE

THE TURNAROUND

THE TALENT CHALLENGE

EXECUTE ON THE “WHAT,” DIFFERENTIATE WITH “HOW”

FROM OPAQUE TO TRANSPARENT

FROM COMPLEX TO SIMPLE

FROM EGALITARIAN TO DIFFERENTIATED

FROM EPISODIC TO DISCIPLINED

FROM EMOTIONAL TO FACTUAL

FROM MEANINGLESS TO CONSEQUENTIAL

THE RESULTS OF A TALENT TURNAROUND

MEASURING THE TALENT TURNAROUND’S SUCCESS

CHAPTER 2: BANK OF AMERICA

INTRODUCTION

LEADERSHIP DEVELOPMENT ACTIVITIES FOR EXECUTIVE LEADERS

LESSONS FOR DESIGNING ON-BOARDING FOR EXECUTIVE LEADERS

CHAPTER 3: CORNING INCORPORATED

INTRODUCTION

THE BUSINESS CASE FOR THE ACCELERATED DEVELOPMENT OF CORNING PROGRAM MANAGERS

THE DESIGN FLOW: TWO WEEKS OF EXPERIENTIAL LEARNING WITH AN INTERIM PERIOD OF COACHING AND MENTORING

OUTCOMES AND NEXT STEPS FOR GROWING THE TALENT PIPELINE OF PROGRAM LEADERS

NEXT STEPS

CHAPTER 4: CUSTOMER AND ENTERPRISE SERVICES (CES) DIVISION OF A FORTUNE 100 ORGANIZATION

BUSINESS BACKGROUND AND CHALLENGES

THE ROOTS OF THE CES TRANSFORMATION: LEADERSHIP AND PROCESS

DIAGNOSING AND DESIGNING THE WHOLE SYSTEM TRANSFORMATION: THE LEADERSHIP ALIGNMENT EVENT

IMPLEMENTING THE WHOLE SYSTEM TRANSFORMATION: THE WAVES

SUPPORTING AND REINFORCING THE WHOLE SYSTEM TRANSFORMATION

EVALUATION OF THE CES WHOLE SYSTEM TRANSFORMATION

CHAPTER 5: ECOLAB, INC.

INTRODUCTION

COMPANY BACKGROUND

ECOLAB’S 2002–2007 STRATEGIC PLAN

CULTURE IS CRITICAL

ECOLAB’S TALENT MANAGEMENT PHILOSOPHY

THE ECOLAB TALENT PIPELINE

THE IMPORTANCE OF INDIVIDUAL DEVELOPMENT

INTRODUCING THE TALENT PIPELINE MODEL AT ECOLAB

SUPPORTING SUCCESSFUL IMPLEMENTATION

KEEPING THE PIPELINE FULL

RESULTS

CONCLUSION

CHAPTER 6: GE MONEY AMERICAS

INTRODUCTION

COMPANY BACKGROUND AND ENVIRONMENT

THE CHALLENGE AND APPROACH

THE TECHNOLOGY

STRATEGY FOR SOURCING

LEAN METHODOLOGIES

EXPANSION

CONCLUSION

CHAPTER 7: INTERNAL REVENUE SERVICE

INTRODUCTION

COMPANY BACKGROUND AND CURRENT LEADERSHIP ENVIRONMENT

THE 21ST CENTURY IRS

LEADERSHIP SUCCESSION PLANNING—THE CHALLENGES

LSR WEBSITE AND INFRASTRUCTURE

RESULTS

INDICATORS OF SUCCESS

EVALUATION

NEXT STEPS

CONCLUSION

CHAPTER 8: KAISER PERMANENTE COLORADO REGION

INTRODUCTION

DESIGN

PROCESS

IMPLEMENTATION

SUPPORT AND REINFORCE

EVALUATION

NEXT STEPS

CONCLUSION

CHAPTER 9: MCDONALD’S

CONTEXT FOR GLOBAL TALENT MANAGEMENT INITIATIVES

EVOLUTION OF THE TALENT MANAGEMENT SYSTEM: KEY INITIATIVES AND ENHANCEMENTS

OVERALL SUMMARY

CHAPTER 10: MICROSOFT CORPORATION

INTRODUCTION

WHAT LED MICROSOFT SMSG TO MAKE THE CHANGE

EXPO LEADERS BUILDING LEADERS—THE NEW HIGH-POTENTIAL DEVELOPMENT EXPERIENCE

THE PROCESS OF REDESIGNING THE HIGH-POTENTIAL DEVELOPMENT EXPERIENCE

COACHING AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG

LEARNING CIRCLES AS A PRIMARY DEVELOPMENT COMPONENT FOR HIPO DEVELOPMENT IN SMSG

CONCLUSION

CHAPTER 11: MURRAY & ROBERTS LIMITED

INTRODUCTION

DESIGN AND ALIGNMENT

IMPLEMENTATION

EVALUATION

SUMMARY

CHAPTER 12: PORTER NOVELLI

INTRODUCTION

PROGRAM IMPLEMENTATION

PERFORMANCE MANAGEMENT SYSTEM DEVELOPMENT

EVALUATION

CHAPTER 13: SOUTHERN COMPANY

INTRODUCTION

BACKGROUND

INITIAL IMPROVEMENTS

THE LEADERSHIP ACTION COUNCIL

COMPETENCY MODEL

LEADERSHIP ASSESSMENT

SUCCESSION PLANNING

LEADERSHIP DATABASE

DEVELOPMENT ACTIVITIES

EVALUATION AND LESSONS LEARNED

CHAPTER 14: WHIRLPOOL CORPORATION

INTRODUCTION

THE BUSINESS CHALLENGE

DESIGN AND APPROACH

EVALUATION

NEXT STEPS

SUMMARY

CONCLUSION

EPILOGUE

INDEX

ABOUT BEST PRACTICE INSTITUTE

ABOUT THE EDITORS

WILEY END USER LICENSE AGREEMENT

List of Illustrations

CHAPTER 1: AVON PRODUCTS, INC.

FIGURE 1.1. Talent Investment Matrix

FIGURE 1.2. Engagement Survey

FIGURE 1.3. The Value/Complexity Curve

CHAPTER 2: BANK OF AMERICA

FIGURE 2.1. Executive Development at Bank of America

FIGURE 2.2. Bank of America’s Senior Leadership Model

CHAPTER 3: CORNING INCORPORATED

FIGURE 3.1. Five-Stage Innovation Model

FIGURE 3.2. Critical Activities Attributes: Project/Program Manager

FIGURE 3.3. Building a Business Case

FIGURE 3.4. Program Snapshot—Week One

FIGURE 3.5. Program Manager Competency Model

FIGURE 3.6. Corning’s Metrics and Goals

FIGURE 3.7. Program Snapshot—Week Two

FIGURE 3.8. Five-Stage Innovation Model

CHAPTER 4: CUSTOMER AND ENTERPRISE SERVICES (CES) DIVISION OF A FORTUNE 100 ORGANIZATION

FIGURE 4.1. The Five Truths of Whole System Transformation

FIGURE 4.2. Whole System Transformation Process

FIGURE 4.3. QUEST Sustainability Process

FIGURE 4.4. Output for the Waves

FIGURE 4.5. CES Business Results

CHAPTER 5: ECOLAB, INC.

FIGURE 5.1. Ecolab’s Talent Pipeline Model

FIGURE 5.2. Business Drivers and Organizational Culture

FIGURE 5.3. Success Indicators for Business Drivers at Each Pipeline Level

FIGURE 5.4. Key Passage Points in the Talent Pipeline

FIGURE 5.5. 180-Degree Assessment and Development Planning

FIGURE 5.6. Development Actions for Improving Relationships

FIGURE 5.7. Leadership Needs Analysis

FIGURE 5.8. Ecolab’s Model of High Potential

FIGURE 5.9. Ecolab’s CareerStart Program

FIGURE 5.10. High Potential Identification and Development

CHAPTER 6: GE MONEY AMERICAS

FIGURE 6.1. The Evolution of Our Partnership

FIGURE 6.2. The Process Model

FIGURE 6.3. The Candidate Funnel

FIGURE 6.4. Sourcing Model

CHAPTER 7: INTERNAL REVENUE SERVICE

FIGURE 7.1. IRS Leadership Core Responsibilities

FIGURE 7.2. IRS Leadership Competency Model

FIGURE 7.3. Values and Leadership Competencies Inform HR Decisions and Drive the Design of the Development Process

FIGURE 7.4. Stage 1 Matrix

FIGURE 7.5. Competency Ratings Closest and Farthest from Target—Senior Managers

FIGURE 7.6. Ratings and Targets for Competencies Emphasized at Senior Manager Level

FIGURE 7.7. Sample Service-Wide Bench Strength Report

CHAPTER 8: KAISER PERMANENTE COLORADO REGION

FIGURE 8.1. Beginning Leadership Review Process

FIGURE 8.2. Capacity Building in Colorado

FIGURE 8.3. Leadership Framework

FIGURE 8.4. Leadership Success Factors

FIGURE 8.5. National Model of Potential

FIGURE 8.6. Colorado Leadership Review Process

FIGURE 8.7. Leadership Succession Management Process

FIGURE 8.8. Development Process

FIGURE 8.9. Organizational Effectiveness Map

CHAPTER 9: MCDONALD’S

FIGURE 9.1. LAMP Participants by Country

CHAPTER 10: MICROSOFT CORPORATION

FIGURE 10.1. High-Potential Criteria

FIGURE 10.2. Key ExPo Tiers

FIGURE 10.3. ExPo Development Framework

FIGURE 10.4. Coaching Satisfaction Survey Results

FIGURE 10.5. Leadership Effectiveness Improvement

CHAPTER 11: MURRAY & ROBERTS LIMITED

FIGURE 11.1. Murray & Roberts Leadership Pipeline

FIGURE 11.2. An Example of a Typical One-Page Performance Standard

FIGURE 11.3. Role of Performance Standards

FIGURE 11.4. Defining Performance

FIGURE 11.5. Example of a Performance Contract

FIGURE 11.6. Example of an Individual Development Plan

FIGURE 11.7. Example of Supporting Material Available Online

FIGURE 11.8. Strategic Triangle

FIGURE 11.9. Nine-Box Performance and Potential Matrix

FIGURE 11.10. Annual Performance and Development Process

CHAPTER 12: PORTER NOVELLI

FIGURE 12.1. Leadership Pipeline for a Professional Services Firm

CHAPTER 13: SOUTHERN COMPANY

FIGURE 13.1. Manager of Manager Performance Standards

FIGURE 13.2. Sample Leadership Competency Assessment Results

FIGURE 13.3. Succession Planning Process

FIGURE 13.4. Sample Success Profile

FIGURE 13.5. Sample Candidate Profile

CHAPTER 14: WHIRLPOOL CORPORATION

FIGURE 14.1. Whirlpool Corporation Leadership Model

FIGURE 14.2. Assessment Bias Card

FIGURE 14.3. Individual Quality of Hire Report

FIGURE 14.4. Functional Quality of Hire Dashboard

Guide

Cover

Table of Contents

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PRAISE FOR BEST PRACTICES IN TALENT MANAGEMENT

“Many times when one reads about best practices from other organizations, the writing misses a critical and necessary foundation required for the content to be meaningful and relevant. In this book, Carter and Goldsmith bring a valuable contribution and that is to ask their readers to step back and consider their own context first and then determine how any of these outstanding talent management actions can make a difference in their particular organization. By culling for the principles behind the choices made, the stories revealed in these outstanding cases, the reader gains insight and practical advice.”

-Teresa Roche, vice president and chief learning officer Agilent Technologies

“This century, talent management will contribute to shareholder value creation more than any other organizational discipline. However, it remains an elusive concept. This book brings value to any CEO or HR leader by providing specific examples of effective talent management.”

-Geoff Smart, CEO of ghSMART, and co-author of the New York Times bestseller Who: The A Method for Hiring.

“Good story-telling is part art and part science. Louis Carter knows that and he shows this knowledge by his ability to gather an array of critical stories about organizations who have heeded the wake-up call to take action in the critical arena of talent management. My hat is off to the Best Practice Institute—this book lives up to its name!”

-Beverly Kaye, Founder/CEO: Career Systems International, co-author, Love ‘Em or Lose ‘Em: Getting Good People to Stay

“As a long-standing business philosopher, I look for depth, foundations, root causes, and lasting answers; for that, facts, information, experiences and testing—and a solid data base—are essential. The compendium I needed I found here—and so will you!”

-Peter Koestenbaum

About This Book

The purpose of this best practices handbook is to provide you with the most current and necessary elements and practical “how-to” advice on how to implement a best practice talent management program within your organization. The handbook was created to provide you with a current 21st century snapshot of the world of talent management today. It serves as a learning ground for organization and social systems of all sizes and types to begin attracting, retaining, and motivating top talent through more employee- and customer-centered programs that emphasize consensus building; self-, group, organizational, and one-on-one awareness and effective communication; clear connections to overall business objectives; and quantifiable business results. Contributing organizations in this book are widely recognized as among the best in organization change and leadership development today. They provide invaluable lessons in succeeding during crisis or growth modes and economies. As best practice organizational champions, they share many similar attributes, including openness to learning and collaboration, humility, innovation and creativity, integrity, a high regard for people’s needs and perspectives, and a passion for change. Most of all, these are the organizations that have invested in human capital, the most important asset inside of organizations today. And these are the organizations that have spent on average $1M on talent management, an average of $2M over the course of their programs, with an average rate of return on investment of over $5M.

Within the forthcoming chapters, you will learn from our world’s best organizations in various industries and sizes:

Key elements of leading successful, results-driven talent management;

Tools, models, instruments, and strategies for leading talent management;

Practical “how-to” approaches to diagnosing, assessing, designing, implementing, coaching, following-up on, and evaluating talent management; and

Critical Success Factors

and

Critical Failure Factors, among others.

Within each case study in this book, you will learn how to:

Analyze the need for the specific talent management program;

Build a business case for talent management;

Identify the audience for the program;

Design the program;

Implement the design for the program; and

Evaluate the effectiveness of the program.

BEST PRACTICES IN TALENT MANAGEMENT

How the World’s Leading Corporations Manage, Develop, and Retain Top Talent

MARSHALL GOLDSMITH

LOUIS CARTER

Copyright © 2010 by John Wiley & Sons, Inc. All Rights Reserved.

Published by PfeifferAn Imprint of Wiley989 Market Street, San Francisco, CA 94103-1741www.Pfeiffer.com

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data Best practices in talent management: how the world’s leading corporations manage, develop, and retain top talent / Marshall Goldsmith and Louis Carter, editors.   p. cm. Includes bibliographical references and index. ISBN 978-0-470-49961-0 (cloth)   1. Executives—Training of. 2. Executive ability. 3. Leadership. 4. Employee  retention. I. Goldsmith, Marshall. II. Carter, Louis. HD30.4.B483 2010 658.4'07124—dc22

2009036634

Acquiring Editor: Matthew DavisProduction Editor: Dawn KilgoreEditorial Assistant: Lindsay MortonDirector of Development: Kathleen Dolan DaviesEditor: Rebecca TaffManufacturing Supervisor: Becky Morgan

For Crissy

INTRODUCTION

LOUIS CARTER

The assets of an enterprise can perhaps be divided into two parts: its people, and everything else. While some may measure the value of a company by its real estate, sales, inventories, supply chains, accounts receivable, brand recognition, and the thousands of other pieces that when assembled create an organization’s physical and market presence, it may also be said quite simply that a company consists of the human beings who use technology to improve the lives of their fellow citizens.

A dictionary definition of “talent” is people who possess a special aptitude or faculty. There is in this definition the whiff of creativity, of thinking outside the box, of a unique ability to solve a problem. Today’s intensely competitive marketplace tolerates no automatons or robotic time-card-punchers who dutifully perform the same task year after year and hope to retire with a gold watch. Companies large and small—both the mom-and-pop corner store and the global Fortune 500 leviathan—must be nimble, creative, and ready to abandon the old reliable methods when challenged by new paradigms. The performance of a task by rote inevitably leads to decline and irrelevance; talent is what infuses the human experience with dynamism and creativity.