Group 7: Sarah, Fatima, IBK, Kemi, Eva

1. Introduction

2. Key Problems associated with “building talent” strategy

3. Analysis of strengths and weaknesses

4. Recommendations for improvement

5. Conclusion

6. Group Activity

7. Discussion

Company based in California who designs, manufactures, and sells internet protocol (IP).

They are a world leader, and heavily determine how people communicate, connect, and collaborate.

Networking products include:◦ Wireless access points,

◦ Routers

◦ Switches

◦ Network managed services

◦ Enterprise network

◦ Security

◦ Wireless services

Have a corporate strategy of “building talent” opposed to “buying talent”

Large emphasis on cultivating talent and building the next generation of leaders.

Inefficient system for tracking:◦ Training

◦ Development

◦ Continuous learning

Inefficient use of talent

Ineffective HRIS

Transition period from “buying talent” to “building talent”

Cisco University◦ Allowed employees to be trained in other functional

areas within the company

“Three E’s” for low-level employees◦ Education, Experience, Exposure

Creation of i-Profiler System in 2001◦ Allowed Employees to post their resumes online

Creation of the Pathfinder System in 2001◦ Allowed Management to post internal jobs

“Three G’s” for management◦ Grow yourself, Grow the business, Grow our team

Talent Assessment Program (TAP)◦ Identified low-level employees with great

leadership potential

◦ Accelerated ascent to high-level positions

Creation of e-Performance Management (ePM) in 2003◦ Allowed for performance appraisals to be

electronically stored

Leadership Training Programs◦ Executive Leader Program (ELP)

◦ Strategic Leader Program (SLP)

◦ Business Leader Program (BLP)

◦ Emerging Leader Program (EmLP)

Issues with tracking Talent Management◦ Kept skills inventories through i-Profiler

◦ Kept performance appraisals through ePM

◦ No system to consolidate all information required for proper tracking

Ineffective HRIS◦ Difficulty accessing information across multiple

functional areas

◦ Issues with functionality

Balanced Scorecard

Technology Re-engineering

Replacement Charts and Succession Planning

Enhance customer-centric focus and strategy

Uses Key Performance Indicators to align corporate strategy and practices

Use of metrics to better aid decision-making

Emphasises corporate accountability

Allocates resources effectively

Modify existing Information Technology and HRIS

Re-engineer to:◦ Better enable “building talent” strategy

◦ Meet specific technological needs of the company

◦ Ensure only essential information is being recorded and stored

Increases efficacy of building talent for higher level positions

Eliminates subjective nature of selecting candidates by traditional methods

Better incorporates corporate strategy

Aligns Human Resource strategy with corporate strategy

Cisco Systems has been a world leader through the development of:◦ Pathfinder

◦ i-Profiler

◦ TAP

◦ Cisco University’s Leadership Programs

The use of Balanced Scorecards, Technology Re-engineering, and Succession Planning can further transform the company

Examination of the SWOT Analysis shows where Cisco System’s Strengths, and Weaknesses are, and the direction they should move in as a company.

Dan Anderson is the current Director of Operations and Administration for Cisco System's regional office in Toronto. He's 63 years old and has been in the position for the last 9 years. There are talks of Dan retiring, however, he has not indicated when that will be happening.

There are 4 employees short-listed for replacing Mr. Anderson. Each have different qualifications and characteristics which would lead to success in the position.

As one of the Human Resources Managers, your goal is to evaluate the four possible replacements, and select the two you feel would be the best to succeed Mr. Anderson once he retires. Please prepare justifications for candidate selection.

Please work in groups of 2-3.

Discussion:

Which candidates did you select and why did you select them?

What issues are there with the information given to complete the activity?

What can be done to improve this system of Succession Planning?

Belcourt, M., McBey, K., Hong, Y., & Yap, M. (2013). Strategic Human Resources Planning Fifth Edition. Toronto: Nelson Education Ltd.

Chapman, J., O'Reilly, C., & Chang, V. (2005). Cisco Systems: Developing a Human Capital Strategy. California Management Review, 47(2). 137-167.

ComputerWeekly. (2010). How Cisco got closer to its customers using BI. Retrieved from: http://www.computerweekly.com/news/1280092611/How-Cisco-got-closer-to-its-customers-using-BI

Palladium Group Ltd. (2010). Palladium Balanced Scorecard Hall of Fame for Executing Strategy Inducts Eight Performance Leaders at the 2010 Palladium Americas Summit in La Jolla, California. Retrieved from: http://www.thepalladiumgroup.com/KnowledgeObjectRepository/PR_BSCHoF-Americas_11_10_10.pdf

YouSigma. (2011). Cisco Systems SWOT Analysis. Retrieved from: http://yousigma.com/comparativeanalysis/ciscosystems.html