职业发展的之成功路径

We have an integrated approach to managing our talent
Our processes and systems are global and integrated. • Includes: Recruiting, Assessment, Performance Management, Total Rewards, Succession Planning, Learning & Leadership Development
Manager’s Potential Assessment
Talent Talks
• Opportunity to demonstrate ‘Talent Mindset’ through review of current and future staffing scenarios, refresh talent development plans, and track talent movement progress • Review all other organization and people actions defined in OTR
Driving Talent Outcomes: Define Talent Needs Based on Business Strategy Uncover Organizational Capability Strengths and Gaps against Business and Enterprise Strategy Identify Talent and Drive their Development & Growth Strengthen Pipeline for Critical Leadership Positions Optimize Talent Deployment Across the Businesses
1:1 Feedback Conversations
GOCs Potential Calibration/OTR
1:1 Feedback Conversations
EC Potential Calibration/ OTR
Talent Talks Talent Talks Talent Talks
1:1 Feedback Conversations
• Creating an environment that embraces diversity and inclusion
2
Linking Business Strategy to Succession Planning
Connecting business priorities to Succession Planning brings greater focus with an improved ability to deliver business results and drive targeted talent outcomes.
DEFINITION
WHO?
WHAT IS A TARGET JOB?
Definition
How do we define Potential?
Potential is defined by one’s ability to reach a TARGET JOB(s) within a five-year time horizon
To assess an employee’s ability to achieve a proposed Target Job(s), focus on one’s Track Record, Aspirations and Abilities
Aspirations
• Employee’s career aspirations, motivations, and mobility preference
Talent Talks
Career Conversation
OTR Outcomes & Actions
Feedback Conversations
•Employee knows their confirmed Target Job(s) and their readiness for this position •Employee understands the developmental steps they must take to continue to progress towards Target Job(s)
Feedback Conversation
Potential Calibration Organization & Talent Review (OTR)
Potential Calibration Outcomes
Potential Calibration and Organization & Talent Reviews (OTRs)
We have a talent mindset
• Leaders believe that our people are a competitive advantage and take ownership for the talent agenda • Both HR and Business Leaders own the talent agenda and manage talent on behalf of the enterprise
Critical Positions
Job B Job D Job E Job F Job G
Job A Job C
Key driver of Talent Management is Succession Planning.
Succession Planning: An essential enabler for developing leadership and talent
Potential Calibrations & OTR
Calendar
2013 Succession Planning Calendar
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sept
Oct
Nov
Dec
Career Conversations
OpCo/Function/Franchise Potential Calibration/OTR
Process
The Succession Planning ‘Cycle’
Career Conversations
•Employee reflects on their track record, career aspirations and ability •Manager and employee discuss key strengths and areas for development •Jointly define a short and preliminary long-term development plan against Target Job(s)
Talent Talks
Private &
Process
How to Assess Potential
Track Record
• Multi-year performance track record • Relevant experiences & qualifications
ቤተ መጻሕፍቲ ባይዱ
Potential
Ability
• Cognitive abilities • Ability to learn from experience and apply to new situations • Ability to adapt to higher level of job complexity
Tips to identify potential: • Refer to outcomes of career conversation with the employee • Analyze supporting evidence based on concrete, objective data from sources such as Multi-rater feedback, performance history, or demonstrated Leadership Imperative Behaviors
Business Results
Critical Positions + Talent
Select critical jobs to Assess talent differentially focus against position upon and create requirements succession plans & assess strength of pipeline
Our leaders are accountable for
• Attracting and recruiting talent • Managing performance and development • Building a pipeline of Global and diverse leaders
Realizing the Potential of Our People
2013 Succession Planning
Employee and Manager Training Material
Our Talent Philosophy
Delivers business value by developing a robust and diverse pipeline of leaders globally; high performing and engaged employees and culture; and business continuity and growth.
Our employees are active participants in their development
• Employees navigate and own their career development. They have the opportunity, tools and resources to develop and grow. • Employees are accountable for knowing where they stand and what is expected of them in terms of performance and dev.
J&J: All Managers and above should have a Target Job
Target Job(s) are identified for the purpose of focusing development and it is not a guarantee or promise of a position A Target Job refers to a job grouping not a single position (e.g., Marketing Director) Target Jobs should be selected using the global job catalog
• Calibrate and Confirm Target Job(s) and Readiness • Review bench strength for management team and critical positions • Define actions to fill talent gaps Private &
Business Strategy + Succession Planning
Business Priorities
Deepen understanding about the Business Priorities
+ Targeted Action Development Action
Identify actions that build capability essential to driving organization success