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Learning: Re-Imagined. Talent Management, Becoming part of the Equation Sonserae Toles; Siemens Hank Riehl; Skillsoft. Agenda. Siemens; A Brief Overview The Talent Management Landscape Implementing Talent Management at Siemens Group Discussion; Q & A. Siemens Overview. March 2009. - PowerPoint PPT Presentation
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Talent Management, Becoming part of Talent Management, Becoming part of the Equationthe EquationSonserae Toles; SiemensSonserae Toles; SiemensHank Riehl; SkillsoftHank Riehl; Skillsoft
Learning: Re-Imagined
AgendaAgenda
• Siemens; A Brief Overview
• The Talent Management Landscape
• Implementing Talent Management at Siemens
• Group Discussion; Q & A
March 2009
•Siemens Overview
Siemens: A Global Integrated Technology Siemens: A Global Integrated Technology CompanyCompany
Industry Energy Healthcare
Every business day…Every business day…•…We help the U.S. Postal Service process all letter mail delivered to American homes and businesses
•…We filter one in ten glasses of water consumed by Americans
•…We help treat more than 30,000 cancer patients with our radiation therapy systems
•…We process 170 million U.S. healthcare information transactions
•…We help provide baggage security services in 450 of America’s commercial airports
•…We average more than five new U.S. patents to help improve the lives of millions of Americans
What is Talent Management ?What is Talent Management ?
• The fostering of Employee Development
• According to an organizational master plan
• That serves organizational short-and-long-term strategic goals
• Using a universally defined and applied set of methods and analytics
• In short, taking the randomness out of the Employee Development process that exists in so many organizations
What is expected from TM ?What is expected from TM ?
• Some or all of the following• The right person qualified-for, and in the right job today
• People prepared (or preparing) for greater responsibilities
• Plans and Readiness for effective Succession
• Consistency in evaluations & appraisals (Performance Management)
• Learning solutions aligned with organizational needs (consistent, pertinent, better ROI)
• Embraced by the rank-and-file; fairness, opportunity, mobility
TM Implementations; ApproachesTM Implementations; Approaches
• Performance Centric• Structured Performance Appraisal is the hub
• drives development plans, tracking of same, succession, promotion-readiness, etc. Common criteria (competencies) allows roll-up of data and talent-searches.
• Competency Centric• Process purposely kept separate from Performance
Appraisals (non-threatening)• Self and 360 assessments (not attached to salary) in place of
Performance Appraisals (which still exist)• Otherwise similar to PM in methods
• Learning & Development Centric (Implicit TM)• Learning Programs engineered to meet explicit needs• Assigned, tracked and reported-upon
Talent Management evolving at SiemensTalent Management evolving at Siemens
Current State: Duplication/Decentralization & CostCurrent State: Duplication/Decentralization & Cost• What we found:
• Process
• Inconsistent processes, tools, systems and methodologies used to facilitate and support common efforts and programs
• Cost
• Duplication of efforts and resources
• Country wide forecasted training spend increasing 25% from FY07 to FY08
• No controls to manage inflating costs
• Strategy
• No cohesive strategy for learning and development across the US to drive financial and resource investment
• What are the Implications?
• Process
• No/little training for some operating companies
• Lack of consistent learning/development strategies limit leadership pipeline
• No standard certification of “quality”
• Cost
• No/limited tracking/analysis/ measurement
• Unable to make effective decisions about financial investments and project prioritization
• Strategy
• Unable to develop a common set of leadership skills across Sectors
• Unable to make investment decisions with full transparency
Desired State: Cost-Effective COE Desired State: Cost-Effective COE
Project Charter:
The purpose of this project is to drive out 25% General & Administrative (G&A) costs for HR in the areas of Learning, Leadership and Development (L&LD). L&LD is defined for purposes of this project as: OD, Leadership Development, Learning and all of their respective sub-processes. This will be done by bundling governance, standardizing processes and sharing where appropriate. All options to decrease costs and to simplify and/or eliminate overly complex/non-value added processes will be considered, while maintaining the same level of quality.
COE Development ProcessCOE Development Process
EstablishCross-SectorSteering Com.
OrganizeTopicSub Teams
-HRVP NominatedL&LD leaders
-Learning
-DevelopmentPrograms
-Diagnostics
-OD
-PMP
Inventory& Analyze
-Inventory
-Value
-Cost
-Cross-SectorApplicability
DevelopModel
-Continuity
-Cost Effective
-Metrics
DefineSavings
Bundle
-Est. 1.5M
-Vendor Mgmt
-US Project
-Americas Project
-Global Project
Solution: Integrated L&LD Concept Solution: Integrated L&LD Concept
Bundle non-technical learning solutions and staff to apply strategic framework for the delivery and measurement of output
Standardize development programs by applying appropriate structure at the right time / level, and measuring the outcomes
Establish continuity within and between learning and development programs by improving synergies and reducing costs
Learning
Future L&D state creates competitive advantage in attracting, developing and retaining people
Using a Competency-Driven Strategy:
• Drive a high performance culture• Build a global diverse talent pipeline• Build strategic competencies though education,
learning & development• Create “Enterprise Premium”
Leadership & Development
Ear
ly C
aree
r, Ex
empt
Lev
el+
Learning
Level/
Incumbent
Experiential
Development
Instructor -
Led Training
Coach/
Mentor
Networking Diagnostic Dev Plan
Manager
of
Function
N/A Strategy &
Execution
N/A N/A N/A N/A
Manager of Manager
Group coaching model
Development Centers
Management
200
Prof. Skills
Yes Via Experiential
Development
activities
Via
Management
200
Via PMP
Line Mgr Emerging Leaders
Program
Management
101
Prof. Skills
Yes Sector based Panel
Assessment
Via
Management
101
Via PMP
Indiv. Cont.
Synchronous (virtual),
post-learning disc.
Groups
e-learning
focus w/
selected ILT
Yes for
high pots
TBD TBD Via PMP
Development Program RoadmapDevelopment Program Roadmap
How’d it Work? We don’t know (yet)How’d it Work? We don’t know (yet)• This is all a plan right now…
• It gets implemented in October…
• What are your thoughts?• Strengths• Weaknesses• Risks
• Have you attempted something similar?• Results ?
Questions / ObservationsQuestions / Observations
• Thank You
• Sonserae Toles; Siemens
• Hank Riehl; Skillsoft