Developing Your Workforce

TA L E N T I N T E L L I G E N C E

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Handling Workforce DevelopmentDave Wilkins, Head of Taleo ResearchJohn Moxley, Director of Leadership Development, Cricket CommunicationsChris Cimitile, title?

confidential/proprietary

Handling Workforce Development

at Cricket Communications

confidential/proprietaryconfidential/proprietary

Today’s Topics

• Intros and Agenda

• Leadership Development at Cricket Communications

• Succession Planning across the Organization

o How Technology Helps

• Preparing Employees for Future Demands






Education, Workforce Mismatch

College Grads Jobs Needing College Grads

0

20

40

60

80

100

Percent Growth Over Past 10 Years


Education, Workforce Mismatch

College Grads Jobs Needing College Grads

0

20

40

60

80

100

Percent Growth Over Past 10 Years

Georgetown “University Center on Education and the Workforce” prediction

of college graduate deficiency in 2018: 3,000,000


Cricket Communications

• Nationwide wireless provider – wide range of services, affordable priceso Unlimited rate plans voice, text, web, broadband– no contractso Muve Music – unlimited music downloads, 600,000 subscribers

• Offer both simple and smart phones, including Android and Blackberry• Company stores, Dealers, National Partners (e.g. Best Buy, Target, Walmart,

Dollar General, HSN)

http://www.mycricket.com

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* Based on The Leadership Pipeline* Charan, Drotter, Noel, 2001

• 5 Leadership levels with unique expectations, competencies, values

• Turns are major transitions a leader must make to be successful at the next level

• Advancement requires changes in

– Competencies

– Values

– Time Allocation

• Competency sets define focus for each level, used in Performance Management & Succession Planning Process

• Model applies to everyone in the enterprise

• Validated for large & small organizations

Cricket’sLeadership Pipeline Model*


Leadership Competency Framework

• 4 Mission Critical Behaviors apply to everyone• Unique Competency sets for each of 5 Leadership

Levels• Intended to guide development focus for a given

leadership level• Competencies are cumulative as one advances in level,

e.g. a Mid-Level (Level 3) leader should be proficient in all competencies for levels 1-3

• Used in Performance Management and Development Planning


Example of a Leadership Profile


Leadership Profile in Cricket U


Poll Question: What’s Your Learning Mix for Leaders?

• Mostly formal with some on-the-job development and coaching• Mostly on-the-job development with some formal and coaching• Mostly coaching with some on-the-job development and formal


Learning Plan for the Frontline Leader

On-the-job Development (70%)

(Activities dependent on individual and competencies/experience to develop)

• Stretch assignments• Job Shadowing• Job-rotations• Toastmasters• Leadership Resources (Manager Tools,

Podcasts, getAbstract) • Participate on cross-functional team• Conferences

Formal Training (10%)CORE = 16.5 hrs

• New Manager Orientation (WBT 2.0)• Effective Supervision (WBT 2.0)• Getting Started as a New Leader (WBT 2.0)• Frontline Leader at Cricket (WBT 0.5)• New Manager FastStart (ILT 8.0)• Conflict Resolution (WBT 2.0)• Situational Leadership (ILT 16.0)• Essentials of Leadership (WBT 3.0)• Developing Others (WBT 3.0)

Coaching (20%)• Peer coaching• Weekly 1:1 meetings with manager• Ad Hoc Manager Feedback and Coaching• Mentoring (internal/external to Cricket)

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Core Courses: in boldElective Courses: not in bold


Are you ready to Lead?

Get ready at Leader U:• Know your Leadership Level• Review your Leadership Profile• Start your Learning Plan

Click a at



Developing a Leadership Culture

• 45 Videos Produced and delivered Via Cricket U


Leader U course

Embedding Leadership into Retail Curriculum

Core Branded Retail

Retail New Hire Onboarding

Smart Selling

Smart Service

Team Foundation

Muve Certification

Data Certification

CID Certification

COS Retail Management

Smart Store Operations 101

New Manager FastStart

SL II/ InsideOut Coaching

Smart Sales & Service

Coaching

Smart Consulting with Dealers

Business Acumen for Frontline

Dealer Retail Management

Store Ops Best Practices

Smart Coaching

Smart Sales and Service Coaching

Leader U course

Leader U course

Leader U courses


Poll Question: How Deep Do You Plan Succession?

• Executives Only• VP and Senior Leaders• Director and Managers• Critical Roles• All Employees


Succession Planning Across the Organization


Succession Planning across the Organization

• We focus at the Mid-Level Leader & Senior Leader segments

o Not Executives; essentially Directors and above, and successors

• Start with Manager Ratings of Employees

o Potential, Risk and Impact of Loss, and Suggested Next Moves

• Calibrate manager ratings across organization groups


Succession Planning across the Organization

• Identify successors for Key Talent

o HIPO and High Impact of Loss individuals

o Critical roles (including feeder roles to critical senior roles)

o Stack ranked talent pools

• Identify gaps in successors and successor capabilities

• Highlight workforce and development planning requirements

• Accelerate successor readiness


How Technology Helps with Succession Planning

• Creates a centralized data repository, easily updated and maintained – if user-friendly with an intuitive configuration

o But GIGO, and the information can get stale

• Enables integration with HRMS and other data sources

• Allows Managers and HR Business Partners to access information on individuals, teams, business segments and the enterprise in order to better inform decisions


How Technology Helps with Succession Planning

• Graphics-based, succession org charts give “at a glance” big picture for teams, and can highlight diversity and inclusion successes and/or issues

• Reporting capabilities allow easy data extraction and analysis

• Search for talent based on objective criteria


Preparing Employees for Future Needs


Preparing Employees for Future Demands

• Assessing needs

o Successor readiness

o Business direction / revenue opportunity

o Employee career aspirations

• Focused Development

o New products & key offerings: e.g., Muve Music

o Key level: e.g., Frontline Manager

o Key jobs: e.g., Indirect Account Mgrs.

o Key competencies / Certifications

Functional: Selling and customer service

Technical: LTE (Long-Term Evolution) aka 4G


Preparing Employees for Future Demands, continued

• Versatility

o Cross-training for different competencies, certifications

o Highly transferable skills(coaching, business acumen. . . .)

• Managing the Process

o Tracking assignment completions

o Online assessments

o Tracking development goal creation & progress

o Qualitative analysis of development goal quality

o Job profiles show development & transition activities


How Learning Plans Fit Together

Groups defined in CU Integration

feed


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Job Titles vs. Roles

JOB TITLES• General Responsibilities• Key Competencies• Level -> Span of Control• Required/Desired Experience

TECHNICAL CERTIFICATION• Technical Responsibilities/tasks• Technical skills• Technical/functional

Development Activities

• Versatile Jobs that are customized to different Roles or functions:

• Role Rotation and certifications enable specialization and development without changing job title



Certifications

• Certifications enable consistency in skills, and concrete development opportunities

• Platform Certifications• Tool Certifications• Functional Certifications• Certification choice enables Career Paths

to be Deep/Specialized vs. Broad/Versatile• Employees earn badges for their certifications,

badges influence Job qualifications, advancement, compensation• Some may require recertification, e.g. new CID software release• Certification requires approval by Mentor and Assessor• Those that are certified mentor others• Career Paths can be Deep/Specialized vs. Broad/Versatile


Roles in Individual Development

Organization

Employee Manager

• Assesses Career Interests, competencies

• Creates Individual Development Plan

• Initiates career development discussion with Manager

• Ask for development opportunities

• Takes WBTs, • Enrolls in Cricket U courses

• Provides curricula, learning resources, tuition reimbursement• Assigns learning based on level, function, and job• Provides tools and guidance regarding development paths• Cricket U infrastructure• Tracks Progress

• Assesses employee’s strengths & weaknesses

• Facilitates development planning discussion

• Provides development opportunities

• Provides resources (time, budget )

• Suggests career options• Provides feedback

and coaching

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Reinforcement with Social Networking



Learn Anywhere, Anytime

• Available Now• Access via smart phone browser• Access to all online

assessments and course evaluations

• Access to product information• Mobile ready courses


QUESTIONS?