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HIER BIN UND BLEIBE ICH Mitarbeitende halten und fördern ­ Entwicklungstrends in der strategischen Personalarbeit 27. September 2006

Andreas Meirich

Blick in die Zukunft

Wachstum durch Erschliessung neuer Märkte Globalisierung der Arbeitsplätze Demographische Verschiebung Schrumpfender Arbeitsmarkt Qualifizierte Fach- und Führungskräfte als Engpassfaktor Fluktuationsrate steigt im Konjunkturaufschwung

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Konsequenzen für HR

Monetäre Anreize genügen nicht Retention alleine reicht nicht Erfolgreiche Rekrutierung reicht nicht Strategische Neuausrichtung der HR-Organisation Entwicklung einer HR-Strategie

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Eckpfeiler der neuen HR-Strategie

Winning People

Deploying People

Developing People

Retaining People

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Eckpfeiler der HR-Strategie

Winning People

,,Winning People" umfasst alle Aktivitäten vom Auftritt als Arbeitgeber nach aussen bis zum ersten Arbeitstag eines neuen Mitarbeiters.

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Eckpfeiler der HR-Strategie

Deploying People

,,Deploying People" umfasst sämtliche Massnahmen des Personaleinsatzes basierend auf einem dynamischen Verständnis und basierend auf der Überzeugung, dass die Mitarbeiter ihren Stärken entsprechend, eingesetzt werden müssen.

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Eckpfeiler der HR-Strategie

Developing People

,,Developing People" umfasst das ganze Spektrum der Personalentwicklung (on/off the job), Talent Management, Management Development, Performance Management, sowie Laufbahn- und Nachfolgeplanung.

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Eckpfeiler der HR-Strategie

Retaining People

,,Retaining People" umfasst alle zusätzlichen Massnahmen (neben Winning, Developing & Deploying), welche zur Personalerhaltung beitragen. Dazu gehört auch das systematische Performance Management.

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Conclusion for the business

Develop Capability Develop Capability

Competencies and levels Align Competencies Align Learning Create Leaders

Motivate Motivate

Align rewards, incentives Employee surveys Motivational programs Reward change Reward learning

Strategic workforce planning Strategic workforce planning

Analysis Strategy aligned HR marketing Communication Selection Recruiting

Analyze people, process metrics Analyze people, process metrics

Track Analyze Evaluate Detect correlations Take Action!

Career opportunities Career opportunities

Future business vision

Line of sight to business, team, personal objectives Clear measures and perspectives Clear tracking and reward policy Feedback/assessment Measure group and person performance

Risk management and succession Risk management and succession

Establish measures, milestones for desired goals Measure risks and opportunity costs strategic succession planning strategic HR investment Measure progress, root causes of problems

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Align HR Business model Align HR Business model

Align job/position/organization Communication strategies Access to knowledge Mentoring, teams, supervision Access to technology enablers

Laufbahnmodelle

Management Development Expert Expert Development Expert Sales Development Expert

Advanced

Advanced

Advanced

Basic

Basic

Basic

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How to characterize Key Talents

Potential

Showing the capacity to assume greater responsibility and to manage significantly more complex tasks. Develop at accelerated speed.

High Potentials

Meeting or exceeding performance expectations and develop at a normal speed. The backbone of the company`s success!

Improver

Achiever

Top Performer

Need support to improve for meeting expected requirements of the individual position

Consistently and significantly exceeding performance expectations. Develop at a normal speed.

Not meeting expectations

Consistently exceeding expactions in an Performance outstanding way

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Was wird gesucht

Know-how

Technical skills

Skills Experience Work planning/ Projectmanagement

Behaviour skills

Communication skills Leadership Problem solving capacity and dynamics

Personal skills

performance reasons customer focus / enterpreneurship values and management ethics

Kienbaum Kompetenzpyramide

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Was wird gesucht

quality of reasoning

Social competence

learning aptitude conviction and conflict cooperation and introduction

achievment motivation Analysis / connected thinking Logics / concept quality

Result oriented

drive / dynamics

Problem solving competence

Kienbaum Kompetenzpyramide

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Attitude and motive

Talent Management ­ Closing the Loop

IMPROVE

Review Process

Set Corporate Objectives

PLAN

Reward Achievement

Cascade Objectives

Talent Management Life Cycle

Revise Objectives

Set Objectives

Review Group Achievement Track Personal Achievement

EVALUATE

Action

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Steps to an effective Talent Management Process

Step 1: Strategy

What are the strategic initiatives?

Step 2: Forecast

What skills and competencies will be needed to achieve each strategic initiative?

Step 3: Inventory

What are the current in house skills and competencies?

Step 4: Employee Assessment Step 5: Gap Analysis

How proficient are staff members in these skills and competencies? What training is necessary to close any gaps between current and desired skills and competencies? What sources ­ internal or external will be used to staff projects?

Step 6: Sourcing

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Andreas J. Meirich Anovia GmbH Löwenstrasse 51 CH ­ 8001 Zürich Fon: +41 (0)43 399 00 57 Fax: +41 (0)43 399 00 56 [email protected] www.anovia.ch

Vielen Dank für Ihre Aufmerksamkeit!

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Key Talent & Succession Planning

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