@ Strategic HR Summit, 1st December 2011

Silicon India, Bangalore,

Ravi Mishra, Vice President – HRBirla Carbon

Talent Management in Challenging Time

The Opinion Expressed in this program is Personal

Reference & Context

Challenges to Survive, Sustain & Grow?

Origin of Species > Charles Darwin

Competition more fierce than ever before

Talents do Understand the value of their

stake in Organizational Growth

Talent Gap Demand & Supply

History

25 companies of fortune 500 have been closed in last 10 years !

Learning Organizations

Next / New Practices

What did We learn

Beat the Best : is it enough

Incremental Changes without Transformational Changes

Innovation

Unknown Challenges

Knowledge Management & Learning Organization

Why Talent Management

Talent Management is essential for survival and growth.

Our growing businesses need talent with multiple capabilities.

Talent is the only competitive edge that our businesses will have; all else can get replicated.

Between the options of make vs. buy, we choose the former as it makes more business sense.

Most of our businesses derive their competitive edge from people capabilities.

We need to develop a robust pipeline of leaders to manage our current and future businesses.

Talent SegmentationTalent Segmentation

Career Stage ClassificationCareer Stage Classification

Potential ValidationPotential Validation

Consensus DiscussionConsensus Discussion

Individual Development Plan (IDP)Individual Development Plan (IDP)

Talent Review Discussion (TRD)Talent Review Discussion (TRD)

Talent Management framework & processes

Function Head – Company/Business

Group Function HeadBusiness Head

Unit Head/SBU Head

Function Head-Unit

Manage Managers

Manage Others

Manage Self

Functional Management Career Path

General Management Career Path

Walt Mahler’s Career Stages Model

A functional competency is the key knowledge and skill needed by a job holder for the effective performance of the job. They are necessary but not sufficient for outstanding performance of a job.

A behavioural competency is an underlying, key characteristic needed for outstanding job performance, that leads to and predicts high performance. It describes how the job holder does a particular job.

Both functional and behavioural competencies are observable and measurable.

Functional Competencies

Functional Competencies

Behavioural Competencie

s

Behavioural Competencie

s

CompetenciesCompetencies

+

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Competency ModelCompetency Model

Two criteria based on which talent pool is segmented are:

Performance Potential

The nine-box matrix is used to rate an employee’s performance and potential.

Based on the performance and potential ratings, the individual will be placed in one of the nine boxes.

Talent SegmentationTalent Segmentation

Performance

Is the result of the activities of an individual over a period of time.

Consistency and trend in performance ratings.

Potential

Ability to move career stages within a given time span

Based on ‘on- the- job’ demonstration of the current as well as next two career stage competencies

Definition of Performance and Potential

Potentials can be categorized like A, B & C Potential can change over a period of time with successful

development

Potential A - can move two career stages in 5-6 years.

Potential C - can stay in the current career stage. (could do more complex jobs from the same career stage)

Potential B - can move one career stages in 5-6 years.

Potential in the Organizational ContextPotential in the Organizational Context

Performance – Potential matrix

Medium

High Potential/

Low Performance

High Potential/

Medium Performance

High Potential/

High Performance

Medium Potential/

Low Performance

Medium Potential/

Medium Performance

Medium Potential/

High Performance

Low Potential/

Low Performance

Low Potential/

Medium PerformanceLow Potential/

High Performance

A

Low

High

1

B

C

Low Medium2

High3

1A 2A 3A

1B 2B 3B

1C 2C 3C

Talent Validation: DAC

Inp

ut

Pro

cess

Performance – Potential inputs

Development Assessment Centre

DAC data, Work history, Special

experiences/ Qualifications/ assignments

Talent Segmentation

DAC’s IDP’s Implement IDP’s

OUTCOME OF CONSENSUS DISCUSSION

The critical outcome of a consensus discussion

is a unanimous agreement on the final potential

assessment of an individual after a discussion

with all parties concerned.

The outcome is owned and shared jointly by all people involved.

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CONSENSUS -TEMPLATE

Agreement Cases

Name Unit Rating DAC rating Strength and Development Competencies from DAC

Remarks Final Rating

Non Agreement Cases

Name Unit Rating DAC rating Strength and Development Competencies from DAC

Remarks Final Rating

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This data should be presented in the above format during the Consensus Discussion for the committee to review and sign off

Individual Development Plan

Development Area (Competencies ) - Write at least four areas from the strengths & areas of improvements identified by you

Type of Development Options - Project Assignment,Deputation, Role Change, Swap Assignment, Coaching or Training

Mention the goal of the Assignment - only 30 characters

Write a description of the assignment

Mention Estimated Completion Date - Spread over 2-3 years

Actual Completion Date - To be filled later

           

(DEVS&O) Develops Self & Others

Training

Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y

%

Ensure direct report's participation in relevant

customer training programsttend workshop.

Aug-10

 

Shadow

Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y

%

1) Have the direct report shadow you on key customer

interactions Dec-10

 

Shadow

Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y

%

2) Build a structured feedback mechanism where you can provide peridic feedback on

customer interactions.

Mar-11

 

Project Assignment

Develop customer sensitivity in direct reports to bring down the customer complaints by x% to y

%

Appoint direct report as RM to a dissatisfied customer for 3

month and provide Coaching support during that period

Mar-11

 

Challenges / Hygiene Factors

Work Environment

Performance Management System

Reward & Recognition

Conflicts of Generations

Quality of Life

Career Growth

Flexibility

Demand & Supply Gap

Thanks !