Putting Succession Planning

into Practice – Talent Assessment

and Development

Amanda White

Managing Director

www.ihsdubai.com

Award-winning team of Occupational Psychologists,

Executive Coaches, L&D and HR Specialists

Headquartered in the UAE for 14 years, working across GCC

Working with government, semi-government, multi-national

and large family businesses

Representing 12 International Test Publishers in the Gulf

Introduction to Innovative HR Solutions

2

Roadmap for the Next 45 Minutes!

1. What do we mean by Talent?

2. What should your Talent Framework address?

3. How do we measure Talent?

4. Talent Development

Question?

Harvard Business School

Harvard Business School conducted a global survey /

interviews with 45 leading companies worldwide

“How do you identify and develop talent?”

98% reported that they purposefully identify high potentials

All talked off the benefit of identifying leaders for the future

ALL said it was not just about performance

…. So what is it?

The Harvard Business School

Harvard X Factors

Deliver Strong Results – Credibly and Consistently

Drive to Excel

Extensive Learning Capability

Enterprising Spirit

Build Trust and Confidence

Embrace Values and Behaviours

What Should Your Plan Look Like?

The Framework

Overview

DRIVERS

Business

strategy

Leadership

participation

Desired

Behaviours

Role of

Values

Alignment of

measures

with reward

To

Strengthen

Performance

of the

Business

through the

Consistent

Application of

Talent

Development

THE WHAT

Values

Norms

Competencies

Skills and

Knowledge

Functional

Curriculum

THE HOW

Assessment

/Development

Centres

360 Survey

Engagement

Surveys

Performance

Management

Exit Surveys

Leadership

Seminars

Key

Experiences

Exec Ed

Webinars

Coaching

Regional

Training

Centre

E learning

Succession

planning and

development

process

Enhanced

high potential

identification

Increased of

‘ready now’

talent

Increased

corporate

effectiveness

Organisational

Will GOAL Learning Model Continuous

Development

Results

How do we identify and

‘measure’ talent?

High Performance

High Potential

High Engagement

Talent Identification

Engagement

Living the values

Job / person and organisation fit

Advocacy; Promote their organisation and initiatives

Immersed in their work and going the extra mile, seek out

stretch assignments

Work well with teams and support others in the pursuit of

the organisational goals

Energy and passion

Potential Indicators

PERFORMANCE

Performance Data

POTENTIAL

Emotional Intelligence

(EQ)

Learning Agility (LQ)

Cognitive Intelligence

(IQ)

Broad Consensus

Ability to

Understand

and make

sense of

information,

generate

ideas and

solve

problems

Is awareness of,

and has ability to

manage our own

emotions and

those of others

= Shown to be

critical in

influencing others

and building

loyalty

Ability to learn from

experience and to

apply learning to

new situations

1 Clearly understands own personal strengths and weaknesses

2 Takes on new and different challenges on a consistent basis

3 Can work easily with a diversity of people

4 Leads change efforts and uses a balance of objectivity and empathy in

overcoming resistance to change

5 Maintains clear and steady focus on delivering high quality results

6 Actively seeks feedback to improve self

7 Has the ability to see the bigger picture and seeks new approaches to

view problems and opportunities

8 Deals effectively with ambiguity and complexity

9 Displays curiosity, welcomes learning opportunities and demonstrates

transfer of learning

10 Is resourceful, inspiring, has significant presence in organisation/teams

Sample Potential Indicators

P

ote

nti

al

Performance

9.UNDERPERFORMER Has reached job potential and

is underperforming. Performance

manage or exit

Below/Partially Mostly/Meets Exceeds/Significantly

L

ow

M

ed

ium

H

igh

8.DILEMMA

Likely to have scope to move

one level. Provide

challenge and test. May have lost

pace with organisation change

6.ENIGMA High potential to advance

Though under performing.

Maybe in wrong role

or with wrong Manager.

Needs intervention

7.EFFECTIVE Specialized or expert Talent.

Reached career potential.

Engage, focus, motivate

2.GROWTH EMPLOYEE Meets performance expectations

& demonstrates high potential to

advance further.

Value, challenge, reward, recognise

and develop further

4.TRUSTED

PROFESSIONAL Specialised or expert talent.

Reached career potential.

Retain, reward, help with

developing others.

3.HIGH IMPACT

PERFORMER Potential to move a level.

Train, coach, develop

and test for next level.

1.FUTURE LEADER Highest potential. Best

for senior succession.

Top talent, reward,

recognise, promote,

Expedite development

5.CORE EMPLOYEE Likely to have scope to move

one level. Provide challenge

and test. Nurture and coach

to next level.

9 Box Grid

Potential Indicators

Assessment

Perfect Prediction

Performance

In the Future

Assessment

Results

+1

20

Leading Self

Leading Others

Leading Managers

Leading Function

Leading Enterprise

Self Awareness

Problem Solving

Building Relationships

Commercial Awareness

Continuous

Learning

Managing and Motivating Team

Decision Making

Influencing

Conflict

Management

Balancing Projects needs & Team needs

Managing the middle zone

Bridging gap

between Leadership and Management

Collaboration

Managing complexity

Leveraging

experience from multiple roles

Leadership Pipeline (Drotter, Charan & Noel)

Balancing short with long term

strategic objectives

Influences

across boundaries

Adapts to complex

challenges Communicates

at all levels

Navigates leadership in a global business

Creating the Vision

Communicating at the C-level

Influencing at the Board level

Broadening

senior executive network

Enhances

industry leadership reputation

Innovation

management

22

Communication The capacity to demonstrate clear and effective two-way communication with a wide range of

people and in all situations, in order to explain, persuade, convince and influence others.

LEVEL 1: LEVEL 2 : LEVEL 3 LEVEL 4

EMPLOYEE

Grade XX - XX

SME / MANAGER

Grade XX - XX

SENIOR MANAGER

Grade XX - XX

DIRECTOR

Grade XX - XX

1. Plans key messages

before communicating

2. Speaks clearly,

concisely and

confidently

3. Listens to others and

acknowledges the

views of other people

4. Maintains composure

and professional

communication style

even under pressure

1. Structures

communication so that

the meaning is clear

and includes all the

relevant information

2. Uses a range of media

effectively

3. Delivers effective

communication with

energy and impact

according to the

audience

4. Demonstrates

openness to questions

and asks for feedback

1. Promotes a culture of

open and transparent

communication and

information sharing

2. Removes barriers to

effective

communications

3. Ensures focus is

maintained when

leading meetings,

provides a structure and

an agenda and minutes

4. Is able to convey

information clearly and

consistently in 1-2-1

settings, team meetings

& public presentations

1. Defines strategy and

tone of voice for open

and transparent

communication across

the business

2. Drives and ensures

consistency of

messages and

information sharing

3. Is able to translate

complex corporate

communications to all

the relevant audiences

4. Inspires energy and

enthusiasm in

departmental and

organisational

communication

23

Observed Individual / Group

Exercises

Ability Psychometrics

Self Reported Personality

Psychometrics

Integrated

Results

Multimodal Methodology

24

Diagnostic Process

Role Play

Ability Assessments Analysis Exercise

Group Discussion

360 Surveys

25

Present the results

Explore strengths and

development areas

Encourage reflection to

deepen self awareness

Facilitate a ‘developmental’

discussion

Mobilise and engage

individuals in their

development

Feedback Sessions

Talent Versus Potential

26

0

10

20

30

40

50

60

70

80

90

100

5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Ove

rall

abili

ty s

core

(P

ote

nti

al)

Total competency score (Talent)

Outcomes

Next Steps

28

Purpose: To enhance individual skills, knowledge and behaviour to support he achievement of EO’s strategic objectives

Targeted BehaviouralCompetencies

Development Activities (Individually Driven, Manager Supported, Organisational Sponsored)

Timeframe Expected Outcome (How will I know I have been successful?)

BEHAVOURIAL COMPETENCY DEVELOPMENT NEEDS

3-way meeting; Line

Manager and Individual

Determine preferred

learning styles

Identify and prioritise

development initiatives

Strategise workplace

opportunities

Encourage Individual

Accountability

Individual Development Planning

29

Social

Learning

inc. Informal

Coaching and

Mentoring

Classroom

and Formal

Training

Learning and Development Solutions

70%

Workplace Learning,

Stretch Assignments

Committees

Projects

Job Rotations

Line Manager Support

Self-Directed Learning

30

Self Directed Learning

70% Matches behaviour and content

Active and passive support

Content organically scalable

Personal Goal tracking / CPD diary

31

4%

8%

9%

9%

11%

16%

18%

20%

21%

22%

25%

26%

33%

51%

0% 10% 20% 30% 40% 50% 60%

External secondments

Courses leading to business qualifications

Action learning sets

Courses at external institutions

Development centers

Graduate development programmes

Job rotation and shadowing

Internal secondments

Cross-functional project assignments

360-degree feedback

Mentoring and buddying schemes

High potential development schemes

In-House development programmes

Mentoring / Coaching

Effective Development Strategies

CIPD Survey of HR Professionals

Process

Conclusion

Outcomes

Organisation-wide view of talent

Strategic Business Unit view of talent

Talent mapped to future roles

Insight into individual engagement and career aspirations

Individual development plans in place

Targeted spend on development initiatives and thus greater

return on investment

An organisation continually building for the future

Amanda White

Managing Director

Innovative HR Solutions

+9714390 2778

awhite@ihsdubai.com

www.ihsdubai.com Any questions?