How To Keep Your Top Talent & Recap

MGT 4370:
STRATEGIC TALENT
MANAGEMENT
How To Keep Your Top

Talent
The Next Few Weeks

March 2 & 4 Spring Break
Today - Project Selection & Top Talent Retention
March 11th Special Guest Tiffany StickelCostner, Global Talent Leader, WHR GPO &
Destination Career Role Profiles Discussion
March 16th TMIS & Midterm Review
March 18th Midterm 2
Destination Career Path

Requirements
1. Your Best Thinking on Your Future Career
Path and Destination Role.
2. Three Career Scenarios
3. Your Current Experience and Preparation.
4. Your Anticipated Critical Developmental
Roles and, or experiences.
5. A Timeline.
6. A One Page Picture of Your Career Path.
7. Your Professional Picture.
CAREER COMPASS: Brian Schubmehl Potential

Career Paths
NAR
EXPRIENCES NEEDED:
Hire Date: 10/2008
Mentor: Ed Mohr
NAR IS HR
Leadership
5 months
6/13 pres.
Director,
Human
Resources GIS
Skills Gained:
1.Increased scope
broader team &
leaders
2. Operational
Excellence
HR
3. Grow Business
acumen
Leadership -
Expat
3 years
2010-2013
2 years
2008-2010
2 years
2006-2008
Director, Talent
Acquisition
Sr Mgr, Talent
Acquisition NAR
Operations
Director (Bus
Role ) M*Modal
3 years
2003-2006
Director of
Recruiting
M*Modal
2 years
2001-2003
Staffing
Manager,
M*Modal
Skills Gained:
1. Global strategic
planning and
execution
2. Increased role
complexity
3. Lead key HR and
Business initiatives
NAR Com HR
Leadership
Role
Skills Gained:
1. Expanded direct-line
HR Ops
2.Broaden business
acumen
3.Large scale business
impact and
CCvalue
HR delivery
Leadership
Role
Skills Gained:
1. Large scale
strategy
development
2. Increased scope
level team /
leaders
3. Leadership
Consumer
Business
Role
Skills Gained:
1.
2.
3.
Regional HR
Leader
Direct-line Operations
Broader execution of
Strategy/Vision
Business Partner for EC
member
ADDITIONAL
CONSIDERATIONS:
.
Skills Gained:
1.
2.
3.
Global
Talent
Leader
Skills Gained:
1.
2.
3.
Career Paths
Operations / Business Path: Stay in NAR path timing based on business

need
Regional HR Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3
years CC HR or NAR Commercial
Global Talent Leader: 2 years GIS, 2-3 years in ISC or Strategy / Expat, 2-3
2-3 years CC HR Leadership role
EDUCATION:
1997 Ohio University
Bachelor of Science in Organizational Communications
* Based upon consistent, outstanding performance & results
Group Project Topics

o Topics We Discussed:
Succession Planning
1. Early Leader Identification
2. Critical path development
3. Structured planning and
knowledge transfer for
Department Chairs, Executive
Leadership, etc.
Performance Development
Guide
Faculty Onboarding and
Mentoring Engagement
and Retention
Workforce Planning
Approach and Modeling
Collective Ambition Fosters

Engagement
Building
Engagement
Through:
The Glue Make
The Purpose
Personal
The Grease
Ensure Disciplined
Execution
Diversity Scaffolding Supports Engagement

o Top Leadership Strategy The Business Case
for Diversity
o Top Leaders as Role Models
o An Office of Diversity Expertise and Courage
o Employee Resource Groups (ERGs)
o Integrated and Aligned Human Resource
Processes and Systems
Talent Management
Performance Management
Managerial Accountability
Engagement Measurement
Data Analytics, Reporting and Governance
o Legal Compliance Reporting
Gallups Study Regarding

Engagement
Q#1 What do the most
talented employees need
from their workplace?
A#1Talent employees need
great managers: People
join companies, but quit
managers
Q#2 How do the worlds
greatest managers find,
focus and keep talent
employees? How do you turn
talent into performance?
A#2 Its not that simple,
and it transcends
conventional wisdom.
A Managers ability to do the critical

four welldrives Engagement.
Select for talent, not
simply experience,
intelligence, or
determination
Set expectations
define the right
outcomes, not the
specific steps
Motivate focus on
strengths, not on
weaknesses
Developfind the right
fit, not simply the next
rung on the ladder
Career Management Process

Identify
needs
realistic
to
develop
Reality
Check
Identify
opportuniti
es to
improve
Selfassessment
Ideal Self
Action
planning
Goal
Setting
Identify
goals &
methods
to
determine
progress
Identify
steps &
timetabl
e to
reach
goals
9-10
Developmental Plan
C
C
o
o
m
m
p
p
et
et
e
e
nc
nc
ie
ie
s/
s/
st
st
re
re
n
n
gt
gt
hs
hs
Competenc
ies &
Strengths
C
C
ar
ar
e
e
er
er
N
N
d
d
ex
ex
e
et
vt
v
as
as
el
el
si
si
o
o
g
g
p
p
n
n
m
m
m
m
e
e
e
e
nt
nt
nt
nt
g
g
s
s
o
o
al
al
s
s
Areas for
Improvemen
t
Career
Developmen
t Goals
Next
Assignments
Training &
Developmen
t Needs
9-12
A Few Research Findings Regarding:

Top Talent
Nearly 40% of Internal Job moves
end in failure.
1 in 3 Hi Pos admit not putting in
their full effort.
1 in 4 Hi Pos believe they will be
working for another employer in a
year.
1 in 5 Hi Pos believe their personal
aspirations are different from what
the organization has planned for
them.
4 in 10 have little confidence in their
co-workers or senior leadership.
Source: Corporate Leadership Council
What Management Action Appears

to Cause These Findings?
1. Assuming that Hi Pos are Highly Engaged.
2. Equating Current High Performance with Future
Potential.
3. Delegating Down the Management of Top
Talent.
4. Shielding Rising Stars from Early Derailment.
5. Expecting Star Employees to Share the Pain.
6. Failing to Link Your Stars to Your Corporate
Strategy.
nd, Outsized Expectations combined with Lots of Employment Alternative
As Talent Masters, What Actions Can

We Take?
1. Explicitly test for: Ability, Engagement & Aspiration.
2. Emphasize future competencies needed more than current
performance.
3. Manage top talent like Corporate Assets.
4. Forget rote functional or business unit rotations.
5. Assign Hi Pos to the most challenging assignments, live fire roles.
6. Link individual development plans directly to company growth
strategies.
7. Reevaluate top talent annually.
8. Offer significantly differentiated compensation and recognition.
9. Hold regular dialog sessions Hi Pos and Program Manager.
10.Share how company strategy will impact individual career
aspirations.
Reynolds Advise: Dont sugar-coated the message to Hi Pos, Expect
big results early, Provide stretch assignments, Listen to people about
their dreams, Remember your still running a business that people
What Attributes Best Define Rising

Stars?
Ability Intellectual,
Technical and Emotional Skills
to handle increasingly
complex challenges.
Engagement Level of
Personal Connection and
Commitment.
Aspiration Personal desire
for Recognition, Advancement
and Future Rewards. The
match between the company
and the employees wants and
needs.
High Performers Can Fall

Short
o Engaged Dreamers High
Engagement and Aspiration
with Low Ability.
o Disengaged Stars High
Ability and Aspiration with
Low Engagement for the
current Role or Company.
o Misaligned Stars High
Ability and Engagement with
Low Aspiration for the future
Roles or Personal Sacrifices.
Executive Board HIPO-ID

High-Potential
Identification
Diagnostic
Questions
Employee Name:
ABILITYAbility is a combination of the innate characteristics (mental/cognitive ability and emotional intelligence) and learned skills (functional skills and interpersonal skills) that an employee uses to carry out his or her
day-to-day work. The following questions help to identify those employees with high ability:
Ability Questions
Response
[Please select a response]
Does this individual gather information from all available sources before drawing conclusions?
Can this individual logically piece together a solution to a problem?
Does this individual absorb complex concepts and incorporate them into his or her work?
Can this individual effectively manage difficult employees and inspire others?
Does this individual remain calm under pressure at work?
ASPIRATIONAspiration is the extent to which an employee wants or desires prestige and recognition, advancement and influence, and financial rewards. The following questions help to identify those employees with
high aspiration. You can also ask these questions directly to the individual.
Aspiration Questions
Is it important to this individual to rise to a senior management position at his or her organization or another organization?
Is it important to this individual to receive at least two or more promotions in his or her career?
Is it important to this individual to be recognized as an expert in his or her field by people in and outside of the organization?
Is it important to this individual to receive greater and greater amounts of responsibility over the course of his or her career?
Is it important to this individual to receive large increases in financial compensation over the course of his or her career?
Response

ENGAGEMENTEngagement is the extent to which an employee values, enjoys, and believes in the organization and the extent to which he or she believes staying with the organization is in his or her best self-interest.
The following questions help to identify those individuals with high engagement:
Engagement Questions
Is this individual proud to work for the organization?
Does this individual speak highly of the organization when speaking to others?
Does the organization have a great deal of personal meaning for this individual?
Does this individual believe that the best way to advance in his or her career is to stay with the organization?
Does this individual frequently try to help others who have heavy workloads?
Response

Being noted as a high potential talent is not primarily about past

performance but mainly an assessment of future consideration.

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MGT 4370:

How To Keep Your Top

The Next Few Weeks

Destination Career Path

CAREER COMPASS: Brian Schubmehl Potential

Operations / Business Path: Stay in NAR path timing based on business

Group Project Topics

Collective Ambition Fosters

Diversity Scaffolding Supports Engagement

o Legal Compliance Reporting

Gallups Study Regarding

A Managers ability to do the critical

Career Management Process

A Few Research Findings Regarding:

Source: Corporate Leadership Council

What Management Action Appears

nd, Outsized Expectations combined with Lots of Employment Alternative

As Talent Masters, What Actions Can

What Attributes Best Define Rising

High Performers Can Fall

Executive Board HIPO-ID

[Please select a response]

[Please select a response]

Being noted as a high potential talent is not primarily about past

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