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People Days Talent Review Process
Eva Daňová
HR Partner IBM Slovensko, IBM ISC
2
Agenda
Predstavenie IBM
Prečo potrebujeme mapovať talenty
People Days dizajn
Hodnotenie zamestnancov
Dashboard
Career smart
3
…it all started 100 years ago
A merger of 3 companies on June 16, 1911 creates the Computing-Tabulating-Recording Company (CTR).
In 1924 company name changed to International Business machines (IBM)
First disabled worker was hired in 1914
Since 2012 Ginni Rometty has been the IBM CEO
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IBM Who are we now?
• Globally integrated enterprise
• Serving customers in more than 170 countries
• More than 400,000 IBMers
• Leader in diversity and innovations
IBM na Slovensku
IBM Slovensko, s.r.o. Vznik: december 1992 Pobočky: Bratislava, Banská Bystrica a Košice Klienti: bankovníctvo, vláda, telco, výroba
Martin MurgáčGenerálny manažér
IBM International Services Centre
Vznik: 2003 Miesto: Bratislava 30 medzinárodných centier 69 rôznych centier 46 rôznych jazykov
Alan Knight Generálny manažér
IBM na Slovensku
Talent programs in IBM
Why we need talent management ?
Reduce attritionImprove skills and capabilities
Improve Engagement
Improve Business Results
CEE Talent mapping in one place available 24/7
Region usage
Local manageme
nt usage
Succession Planning
People Day Design
Performance AssessmentPBC (PBC Too)l
Assessment of Potential BTLR (Leads) High Bands
Assessment of Potential Low BandsPeople Days
Development Roadmaps
participation start
RetentionPlan
Education Programs
Nominations
Promotion Plan
Q1 Q2 Q3 Q4 Q1
Global process IMT specific process
Q2 ...
Re usage of the data for various initiatives like: salary decisions,
equity, MBA etc.
Career/ Dev
Leaders teaching leaders- LEAD Pro observers;
Mentoring (as mentor)
Career/ Dev
Leaders teaching leaders - LEAD Pro observers;
Mentoring Prg (as mentor & mentee)
Leadership Academy OR Professional Certification path
Career/ Dev BTL or Emerging Talent group member
Leadership Academy, Elevate, Emerging Talent Development Program Or Professional Certification path
Leaders teaching leaders - LEAD Pro observers;
Mentoring Prg (supreme relationship) &
Exec interviews with CGM or CEE Exec
Career/ Dev
Skills transfer
Skills gaps closure action plan developed
Career/ Dev
Put on watch list if re-assessment of potential is required (at potential/downwards)
Skills gaps closure action plan developed
Career/ Dev BTL or Emerging Talent group member
Leadership Academy, Elevate, Emerging Talent Development Program OR Professional Certification path
Mentoring Prg (as mentee) – ensure effective mentoring relationship
Career/ Dev
As to be terminated, solid replacement identified
Career/ Dev
Improvement plan in place (3-6m), job role change to be considered, solid replacement identified
Career/ Dev Assess if issue is performance or potential is wrong. IAs to be re-evaluated, replacement to be identified
Limited
At Potential
Medium Potential
Ult Potential to achieve 1 Band progression
High Potential
Ult Potential to achieve 2 more Band progressions
POTENTIAL
PlateauingL2
Exit PlanL3
L1 Positive Plateauing M1
M2
M3
Watch / Develop
Watch
Watch / Exit
H1
H2
H3
Critical to Retain / Promote
Develop / Coach
Coach / Assess
Hig
h P
erfo
rmer
(P
BC
1 a
nd
2+
) S
olid
& C
on
sist
ent
Per
form
er (
PB
C 2
)
Nee
ds
imp
rove
men
t
(PB
C 3
)
PE
RF
OR
MA
NC
E
TO
P 2
0 %
BO
TT
OM
15
%
Methodology 9-box Model
Performance definitions
R a tin g B e h a v io u r s 1 A m o n g th e T o p C o n tr ib u to r s th is y e a r A c h ie v e s e x c e p tio n a l r e s u l ts
P e r fo r m a n c e c le a r ly s ta n d s o u tR o le m o d e l fo r IB M V a lu e s
2 + A b o v e A v e r a g e C o n tr ib u to r
G o e s a b o v e a n d b e y o n d e x p e c ta tio n sO u tp e r fo r m s m o s t p e e r sC r e a tiv e ly g r o w s s c o p e a n d im p a c t o f r o le
2 S o l id C o n tr ib u to r C o n s is ta n tly a c h ie v e s g o a ls a n d r e l ia b ly m e e ts jo b e x p e c ta tio n s A p p r o p r ia te le v e l o f k n o w le d g e , s k i l l a n d in i tia ti v e
3 A m o n g th e L o w e s t C o n tr ib u to r s th is y e a r , n e e d s to im p r o v e
W h e n c o m p a r e d to o th e r s :D o e s n o t fu l l y e x e c u te a l l r e s p o n s ib i l i tie s o r d o e s e x e c u te b u t w i th le s s r e s u l tsD o e s n o t h a v e a n a p p r o p r ia te le v e l o f k n o w le d g e , s k i l l o r in i tia ti v e
4 U n s a tis fa c to r y D o e s n o t d e m o n s tr a te k n o w le d g e a n d s k i l l r e q u i r e d fo r jo b , o rD o e s n o t e x e c u te a g a in s t jo b r e s p o n s ib i l i tie s , o r D o e s n o t im p r o v e a fte r s e v e r a l 3 r a tin g s
High Potential – is a person who is promotable 2 bands up or capable of taking a leadership
role in IBM, demonstrating IBM Leadership Competencies
Potential definitions
Medium Potential – is a person who has the capacity of moving up one level in the organization and/or expanding the scope and complexity of his/her role. This person has the capacity but needs more time in his/her role taking the responsibility of key leadership role.
At potential – is defined as the quality, state, or degree of being of the highest importance. This item is not to assess the criticality of the role for the company but rather criticality of the person for business or for a specific project. The reason of identification of criticality is to take the right actions to retain that person.
Client workforce dashboard
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IBM CareerSmart
Career growth at IBM – that is their expertise, capabilities, and leadership - through IBM CareerSmart. IBM CareerSmart is a simple yet well planned approach to career development. It is a suite of career development resources and tools that provides a trusted source for career planning, growth, and tracking.
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