Talent Management Dallas/Fort Worth International Airport AMAC – Airport Business Diversity Conference Session: People Development Tools Can Reap Great

TalentManagement

Dallas/Fort Worth International AirportAMAC – Airport Business Diversity Conference

Session: People Development Tools Can Reap Great Business SuccessJune, 2011

TALENT MANAGEMENT – PEOPLE DEVELOPMENT TOOLS & PROGRAMS, 2011Talent

Management

DFW Airport Fast Facts

2

Source: The Economic Impact of Dallas/Fort Worth International Airport 2005, Texas Department of Transportation

Opened in 1974; covering 18,000 acres

World Ranking • 3rd in terms of operations • 8th in terms of passengers

Non-stop service• 146 domestic destinations• 46 international destinations

Economic engine for the entire North Texas • DFW Airport Board Employees 1,775 • On Airport employees approximately 60,000 • 17billion total economic impact• 8 billion in payroll annually


Management

Our HR Vision

3

Ensure DFW is a Great

Place to Work

Develop Sustainable

Leadership Capability

across the Organization

Strengthen our Staffing

Capability

Ensure Total Rewards

remains Competitive

and Cost Effective

Help DFW Airport be #1 by being the best HR function in the industry and one of the best amongst mid-sized companies in the general market

Our Key Initiatives

Talent Management – A strategic, corporate-wide approach focused on

selecting, developing and sustaining a ‘ready’ pipeline of Airport Leaders


Management

4

Strategic Importance of Focusing on Our People …to ensure we have identified the right talent

In order to meet Airport’s Strategic

Priorities

Increased talent competition in the market

Developed Markets falling

birthrates rising

retirements talent

shortages in mid- and director level positions

Emerging markets Surplus of

young, inexperienced talent

And .. In order to meet market and talent supply

We must have:

the right talent,

with the right knowledge,skills, and abilities

at the right time

in the right positions

Business Goal

MissionVision

Customer Satisfactio

n

Cost Competitiv

eOperational

Excellence

Employee Engageme

nt

Key Results

Beliefs

You’re Important! Step up! Own It!Reach Out! Innovation Wins!

• TRiP• Use Agreement• New Airline Growth• Keep Airline Costs Low• Engaged Employees

Internal Factors External Factors


Management

5

What does our talent pipeline need to be in order to meet our short- and long-term business priorities?

Strategic Workforc

e Planning

Business Goal

MissionVision

Customer Satisfaction

Cost CompetitiveOperational Excellence

Employee Engagement

Key Results

Beliefs

You’re Important! Step up! Own It!Reach Out! Innovation Wins!

The Business

Strategic Importance of Focusing on Our People…to align business & talent

Airport Leader Competencies

Performance Management & Total Rewards

Talent Review / Succession Planning

Learning & Development

Talent Acquisition

What do we need to do to

plan for, attract and select the right talent?

How will we assess and differentiate to

ensure the engagement and retention of the

best talent?

Which talent can best fill our

business critical roles, build our

leadership pipeline, and

deliver on our business

strategies?Which talent should we strategically invest in developing based on

performance & potential?

The Talent


Management

New Leader Assimilation / Mentoring –

(Manager, Mentor)

Job Training(Manager , Trainer /

Teacher)

Next Level Development

(Manager, Coach)

6

Leveraging Leaders as CoachesAt various stages, employees need a mentor, a coach, or a manager

Overall goal: Provide our leaders with the tools and development they need to be able to manage and coach in their various roles


Management

7

Background – Approach to People Development Tools & ProgramsLeadership Stages Leaders have dual roles and go through different stages

throughout their life cycle as a leader Manage day-to-day aspects of the business Demonstrate strategic skills – articulating long-term vision,

changing priorities, focusing on customers Drive employee performance and retention

Primary connection between employee and the organization Act as a conduit for employee commitment by shaping employee's

perceptions of their team, organization and job Play a powerful role in driving bottom line results by driving

performance, retaining employees, and setting and fulfilling the business strategic agenda


Management

8

Leading People

Communicate up, down and across the organizationDevelop others through coaching & feedbackUtilize Performance Management process to increase engagement and productivity

Leading the Business

Focus on core business fundamentals that drive resultsUnderstand what the CEO wants you to knowImprove understanding of Airport’s key financial measures of success

Leading Change

Lead change to deliver performanceBuild relationships and increase influence within your networkExercise good judgment through decision making

Leading Talent

Management

Create a climate where people want to do their bestCommunicate performance standards of excellenceApply strategic Talent Management processes against business needs

Executive Leadership

Think and act strategicallyCreate vision for the futureLead change in time of uncertaintyBuild organization capability through succession management and strategic hiring

Background – Approach to People Development Tools & Programs Leadership Stages -- step in and out of stages depending on their role (newly hired or promoted)


Management

Identify focused, corporate-wide development to address the roles and various stages of leaders that Creates Continuity, Consistency, Stronger Bench

Linkage between business strategy and leadership development Shared responsibility for leadership development Consistent leadership expectation and performance measurement Focused spending on high-value, high-return learning programs

Maps to Airport Leader Competency Model

9

Background – Approach to People Development Tools & Programs Core Curriculum


Management

10

Background – Approach to People Development Tools & ProgramsCore Curriculum & Learning Electives Mapped to Competency Tiers

Executive Leader EVP/VP/AVP

Professional / Manager (Prof Manager*, Supervisor*

Sr. Prof, Professional)

Individual Contributor (front line employees)

Airport

Orientation/ Compliance

Track

Code of Business Ethics Connecting with Others (Diversity Map) DFW Great Place to Work Environmental Stewardship Valuing Diversity: Managing ER

Code of Business Ethics Connecting with Others DFW Great Place to Work Environmental Stewardship Valuing Diversity: Managing ER*

Code of Business Ethics Connecting with Others DFW Great Place to Work Environmental Stewardship

Lead

ers

hip

Sta

ges

Leading People

Develop Yourself Effective Performance Management InsideOut Coaching Situational Leadership II

Develop Yourself Effective Performance Management InsideOut Coaching Situational Frontline Leadership

Develop Yourself (if applicable) Effective Performance

Management

Leading the Business

Airport 101 / Use Agreement DFW History Oz Accountability Principles Strategic Planning Maps

Airport 101 / Use Agreement DFW History Oz Accountability Principles Strategic Planning Maps

Airport 101 / Use Agreement DFW History Strategic Planning Maps

Leading Change

Change Management Influencer Innovation

Change Management Influencer * (by invitation) Innovation

Leading Talent Management

Strategic Workforce Planning Talent Review/Succession Planning Targeted Selections

Talent Review / Succession Planning Targeted Selections

Executive Leadership

Action Learning Events (to be defined) Center for Creative Leadership IMS Event Leadership DFW


Management

Top People Development Tools & ProgramsEnhances Leader Competencies: Coach Others & Develop Self & Others

Offered by our Talent Management function 1. Airport Leader Competency Model2. Navigate – New Leader Mentoring 3. Inside Out Coaching Model4. Performance Management5. Develop Yourself Workshop6. Talent Review / Succession Planning

11


Management

Talent Management – People Development Tools & Programs

Airport Leader Competency Model – the “glue” Communicates what behaviors are valued by our

organization Integrates our Airport Beliefs Creates the right balance between “what” results are

achieved and “how” employees achieved them Ensures our investment in employees yield the

expected results

12


Management

13

Airport Leader Competency Model

Key D

rivers

/ R

esu

lts

• Develops Self & Others / Coaches Others• Embraces / Leads / Champions Change • Communicates Effectively• Creates Vision• Demonstrates Business Acumen• Exercises Good Judgment• • Enhances Diversity & Inclusion• Fosters Teamwork & Collaboration• Focuses on Customers• Demonstrates Organization Savvy

Enhances Personal

Effectiveness

You’re Important! Step Up! Own It! Reach Out! Innovation Wins!

Vision / Mission / Business Goal

• Exhibits Integrity• Focuses on Strategic Priorities• Drives the Key Results

AppliesIntegrative Thinking

Builds Relationsh

ips

Show sCommitme

nt


Management


14

Tiered into three categories of leader accountability Individual Contributor Tier Professional / Manager Leader

Tier Executive Leader Tier

Competencies & definitions the same for all three tiers

Behaviors are specific based on tier

Model transparent --all employees can see behaviors expected at each level

Potential Derailers identified for each competency

3-Tiers


Management


15


Management


Navigate – New Leader Mentoring

A six to nine month on-boarding process

For newly hired or newly promoted mid-managers, assistant vice presidents and vice presidents to: Accelerate the orientation and

transition of leaders by sharing information on the organization, its culture, its vision

Provide a richer new leader experience by helping to increase their effectiveness and helping them avoid pitfalls

Increase competencies in the short-term and retention in the long-term

16

First Partnership Meeting

Set Plans for Future Meetings

You’re Important!

Mentor Assigned

New Leader Welcomed

Own It!

Build & Maintain Partnership

3- to 6-Month Progress

CheckReach Out!

End of Program Feedback &

Networking EventEstablish Peer

NetworkInnovation Wins!

Navigate


Management

17

Coaching Model – “Inside Out” Coaching Principles Leaders learn a simple, powerful way to coach that helps reduce

the interference that distracts their team members from accessing and using the knowledge they already possess.

Using the GROW (goal, reality, options, way forward) Model, leaders learn How to implement a simple and repeatable coaching process that can

be applied across many situations To coach others to access their true talent/skills and achieve

breakthrough performance How to help others commit to action plans with increased

engagement, accountability and productivity To handle and navigate difficult conversations with more confidence

and greater accountability How to communicate feedback in fast and effective ways



Management


Performance Management Managers coach and provide feedback on:

planning & setting goals mid-year checkpoint feedback guidance on development efforts year-end final appraisal / feedback

18


Management

Performance Management Measuring what is achieved and how it is achieved

19

Goals and outcomes you agree will be accomplished based on strategic priorities

Should differ from year to year based on strategic priorities

Overall Performa

nce

Utilize specialized skills, competence, and expertise in order to achieve results in your position

These are areas of competence unique to your role or function and not widely applicable to all other employees

Fu

ncti

on

al /

Tech

nic

al

Com

pete

nce

Expected behavioral skills

All employees need to perform optimally

Lead

er

Com

pete

ncie

s

100%50% 50%

The How

The How

An

nu

al O

bje

cti

ves

The What


Management

20

Performance Management – The WhatFirst Step – Cascade Goals

Top executives identify and announce Strategic Initiatives & Key Results

Department leaders (VP, AVP, Mgr) align department goals to Strategic Initiatives, and communicate to

employees

At 6-months, goals are checked for validityAt year end, employees are assessed on their overall performance

Leaders assist individuals in mapping their performance objectives to department & leader goals; ensure employees

able to see the connection between their objectives and Airport initiatives

CEO Goals & Division Initiatives – Level 1, 2Airport Strategic Initiatives / Key Results

Goal Alignment & Cascade – Level 3

Department Objectives / Goals

Individual Objectives,

Level 4

GoalManagement

The Basic Process

Goal Alignment shapes the

way business is

done


Management


Individual Development Planning – Develop Yourself Workshop

By putting together the IDP in partnership with their manager the employee identifies very specific development targets – whether they want to grow in their present position or progress to new ones

An IDP can be a useful tool to help plan a career, guide development and assess progress toward career goals.

Learning outcomes include Applying SMART criteria in writing development action plans Selecting of a combination of development actions by using the

70-20-10 guidelines Enhancing Airport Leader Competencies

Coach & Development Others Developing Self & Others 21

Great leaders all have one thing in common- they

continually leverage their strengths and strive to

improve upon their weaknesses.


Management

22

Development Categories – Using 70-20-10 Guidelines

•On-the-job •Cross-functional assignments•Project team participant or leader

70% Experience

•Assessments (360)•Mentoring program•Internal / external coach

20% Learn from

Others

•Internal / external training•Certifications, continuing education•Reading

10% Formal Training


Management


Talent Review / Succession Planning – a critical component of our Talent Management Strategy

Objectives Conduct an assessment of talent across the organization Determine key / business critical position succession risk Establish metrics and tracking system

Approach Provide a guide that takes leaders through a step-by-step approach to

building a powerful talent pipeline How to make important decisions about assessing a leader’s capability in

their current role Identify future leaders and high potential leaders Bring focus to what talent requirements are needed key / business critical

positions 23


Management

Talent Review / Succession Planning

24

Action / Metrics

Managers track agreed upon actions and measure impact

on the health and strength of DFW’s

talent pipeline.

Accountability

Succession / Talent Review

Sessions

Managers calibrate assessments and plan

for development actions and moves.

Calibration and defined

actions

Manager Assessment

Manager assess leadership capability,

bench strength, determines critical positions, identifies

HIPOs and development actions

Accurate and complete

data

Leaders provide information about

their career history and goals.

Sets context for manager discussion.

Leader Profile

Quality career

discussions

Ou

tcom

es

Pu

rpose

Ste

ps

Moving to one process across all departments of DFW Airport will ensure we make decisions about people with the same rigor, logic and confidence as our decisions about money, customers, and projects.

By gaining a deeper visibility into the talent across DFW Airport, we diminish the risk of overlooking some of our best people when filling a critical position.


Management

6-Box Performance / Potential MatrixTo Identify Top Performers

New HireOr Brand New in

Stretch Role

Pote

nti

al /

Learn

ing

Ag

ilit

y

H

L

Performance

Needs Improvement Meets Expectations Exceeds or Far Exceeds Expectations

High PotentialSuccession

Readiness 6-18 months


Readiness Now or Near Term

Subject Matter Experts

Strong & Steady Performers


Readiness 12 – 24 months

PerformanceImprovement Plan

BlockersSolid, not likely to grow beyond role, position

needed for stretch assignment

EnigmasRole mismatch, showing

promises in terms of competencies, but not

meeting results


Management

26

Leader(last, first)

Current Position

Salary/Band

Reports To(Last, First)

Time in Position

(# Months)

Yrs with Airport

Retention Risk

(H,M,L)

Employee Expectations

(position title)

Move Date

Sho

w

Co

mm

itm

ent

Potential Rating

Identified Successor

To Others

Potential Successor For (positon title)

Position Information Leader DemographicsPerformance Trend Leader Success Factors Potential and Succession Expectations

Curr

ent

Year

-1

Year

- 2

Enhance

P

ers

onal

Eff

ect

iveness

Ap

ply

In

teg

rati

ve

Thin

kin

g

Build

R

ela

tio

nsh

ips

A

Retention Risk:Leaders are asked to assess the risk of losing the incumbent due to a retirement and/or voluntary/ involuntary resignation. Leaders should also evaluate the risk of the employee moving to a new position within the Airport

B

Performance Trend:Determining leadership capability requires an objective and accurate assessment of past performance in order to differentiate among the leadership population.

C

Airport Leader Competency Success Factors:These are capabilities required to drive our business over the next 3 to 5 years. These Success Factors are integrated into the Succession / Talent Review process and used to determine future leader capability.

D

Assessing Potential:The future potential of a leader can be observed and measured. While sustained performance is considered a prerequisite for high potential, alone it is not a good predictor of future potential with the Airport.The purpose of identifying HIPOs is to place more focus and urgency on increasing Airport’s overall bench strength. All HIPOs are required to have an IDP focused on accelerating their career growth.

Leader Assessment SummaryAn in-depth look at our current leadership & determine if it is the right talent to deliver on our business strategies

Documents

Talent Management Dallas/Fort Worth International Airport AMAC – Airport Business Diversity Conference Session: People Development Tools Can Reap Great