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Pagina 1
Talent Management in Corporates – Wat werkt? Sharing experiences, lessons learned and dilemma’s….
NFMD 15 januari 2013 Renske Paans-Over KPN - Group HR Talent Development & Learning
Together Each Achieves More
Agenda
1. Voorstelrondje 2. Mijn ervaringen delen op het gebied van Talent Management • ABN Amro : • KPN:
Talent Mgt beleid in vogelvlucht TD&L beleid & invoeren nieuw Leadership Profile
3. Onze ervaringen delen met elkaar: wat werkt (niet)? • Wat zijn jullie ervaringen met leadership reviews? • Wat zijn jullie ervaringen met invoeren competentie frameworks? • Wat waren de consequenties? • Hoe ging je om met weerstand? • Wat zijn je lessons learned? Pagina 3
ABN AMRO Talent Management
Creating a high performance organisation, by actively identifying, developing and allocating talent to enable promotion to key strategic positions from within.
A global Talent Management approach across the matrix -
HR facilitating management by using the same tools and processes
Tools: Key position & successionplanning forms, 9-box grid,
(S) VP Leadership Profiles, Career Development Interviews (CDI),
Personal Development Plans, Assessment Tools
Process: bottom-up talent reviews held in MTs
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ABN AMRO Talent Triangle (CDI tool) Corporate Values & Business Principles:
Respect and live the corporate values
Corporate Values & Business Principles
Performance:
Demonstrates track-record of high performance
- Consistently high performance ratings relative to peers
Performance
Leadership
- Have, or actively seek for required skills, knowledge and experience
Leadership:
Ambition
Demonstrates required behaviours against leadership profile & functional competencies
Ambition:
willingness to grow further and accept consequences Potential
of investing in development
Potential:
Growing ability to take decision in the face of increasing levels of ambiguity, uncertainty & complexity associated with more senior positions
9-Box Grid ABN AMRO
Performance
Valued Specialist
Emerging Specialist
Underperformer
Emerging Potential
Top Talent
Solid Contributor
Rising Star
At Risk Potential
Potential
…
…
New to Role
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ABN AMRO Leadership Profiles Lead (2 routes)
Engaging leadership / Collaborative leadership
- Leading others*
- Working collaboratively
- Drive to win*
- Adaptibility
Self management (Core)
Set direction:
- Applying market thinking
- Creating future value*
Build Support:
- Client driven
- Influencing
Optimise performance:
- Courage & resilience*
- Focus on delivery
Business
People
Optimise
Performance
Lead
Set direction
Build support
Self management
Strategic Context
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Pagina 8
KPN Talent Development is…
“Het beleidsmatig en structureel opsporen, in kaart brengen, ontwikkelen en doeltreffend inzetten van talent gericht op het behalen van de bedrijfsdoelstellingen.”
De toegevoegde waarde van HR hierin is: Vinden, Vasthouden, Verder ontwikkelen en Volgen
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KPN Talent Development & Learning Doelstellingen
TD&L faciliteert de organisatie in de transitie naar nieuw leiderschap voor individuen en teams teneinde de KPN strategie te realiseren
De “Leadership Pipeline” voortdurend optimaal gevuld houden met talent ~75% van de sleutelposities intern opvullen Ontwikkelgesprekken met potentials en B+, Successie Planning en Matching
Ontwikkelen van Leiderschap ondersteunend aan de strategie van KPN Creëren van “high performing climate” Alle management en leiderschapsprogramma’s te vinden in KPN Academy
Ontwikkelen van potentials en medewerkers in lijn met de behoeften van het bedrijf Professionele ontwikkeling op leiderschap, persoonlijke ontwikkeling en vakmanschap Te vinden in de KPN Academy 10
Twee stromingen in Talent Development De organisatie investeert gelijkmatig verdeeld in de talenten van alle medewerkers
versus
De organisatie ziet talenten als een groep van medewerkers met specifieke eigenschappen, die apart worden behandeld en gefaciliteerd
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KPN: we investeren in ontwikkeling van talent van alle medewerkers (focus van manager en HR) en geven specifieke aandacht aan een benoemde talent pool (focus manager en TD&L )
Leadership Pipeline Wat gebeurt er?
Gestructureerde aanpak voor het (i) identificeren, (ii) monitoren en (iii) matchen van talent
Ontwikkeling van (i) effectief Leiderschap en (ii) vakmanschap bij talent
1. Jaarlijkse Potential Review
1. Potential Programma
2. Jaarlijkse People Review
2. Opvolging van competentie gerichte assessments in ontwikkelgesprekken MD
–
–
Tot en met PAO A
PAO B en hoger
3. Competentie gerichte assessments (MD) 4. Succession Planning – –
Halfjaarlijkse update Top management posities en sleutelposities op lager niveau
5. Matching van kandidaten op vacatures – – –
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Op heldere criteria en in lijn met Succession Planning In gestructureerd Operationeel TD overleg (TD en Directeuren HR) Op individuele basis
3. Fast Forward Mentoring programma 4. Leiderschap- en Management ontwikkeling binnen de KPN Academy 5. Aansluiting met andere vakmanschappen binnen de KPN Academy
KPN potential populatie 2012
Totaal van ~ 356 potentials t/m PAO A
Individuele TD begeleiding
RvB PAO B +
Potential
Top 150 uit doorstroom en zij instroom
~ 111 High Potentials uit doorstroom en zij instroom
CAO 13 / PAO A
Programma
CAO 11/12 CAO 9/10 13
~125 High Potentials uit doorstroom en zij instroom ~ 120 Young Potentials, waarvan ~ 97 externe Strategische Instroom
Aanbod KPN Potential Programma Young Potentials
High Potentials
High Potentials
Schaal 9/10
Schaal 11/12
Schaal 13/A
Leading self:
Leading others:
Leading the business:
- Feedback geven
- Managing Change
- Personal Development
- Effectief functioneren
- KIM voor potentials
- Inspirerend leiderschap
- Managing Performance
- Authentiek presenteren
- Inspirerend spreken
- Pyramid Principle
- Beïnvloeden besluitvorming
- Inzicht in invloed KPN in de breedte kennen: - Masterclasses - Assignments
KPN in de breedte kennen:
KPN in breedte kennen:
- Masterclasses
- Masterclasses
- Assignments
- Pegasus assignment
- Stages 14 Persoonlijkheid in balans; stijlvariatie invloed en leiderschap; kent KPN
KPN’s external environment – Macro developments & industry trends Changing customer behavior
Technological opportunities
Growing data demand
Smartphones and tablets
Single access (triple/quad play packages)
HSPA evolved, LTE
Shift voice / SMS to data
Fiber Pair bonding, vectoring Cloud services
Regulation MTA Roaming
European debt crisis / looming recession KPN relatively well positioned with North West European footprint
Spectrum Business and Corporate Market impacted, consumer confidence declining
Our strategic priorities
Strenghten
Market positions in the Netherlands Cost leadership Financial framework Reputation & Quality
Simplify
Portfolio of businesses & Innovation Customer offerings and processes Organizational structure
Grow
Mobile challenger businesses Data opportunities on mobile and fixed Dividend per share
Different analyses have been done
Organisational Diagnostics
Assessment Results
People Review & Succession Planning
§ Interviews Board / Top Management
§ Leadership Styles and Hay Organisational Climate
§ Leadership focus groups
§ 360 Feedback
§ MBO
§ Assessment Center Results
§ Lacking bench strength in our leadership pipeline § Need for leadership development and engagement
§ E-Plus Cultural Analysis 2011 § E-Plus Book of Words and People Strategy § Egon Zehnder, McKinsey (Leadership Review, TTE, OHI)
In-depth analysis over the past period confirms conclusions
▪ What leadership behaviour do we need to realise our business strategy? ▪ What interventions do we need to improve our current climate? ▪ Use these focus groups of diverse leaders (level, segment) to validate changes in our profile and proposed interventions
Focus Groups
In-Depth Interviews
Assessment data PAO A leadership & high potentials: Hay S&C, 360/Competencies, OHI, EZI, Real Drives, Mgt panels, interviews BoM & Top Mgt members
make a step from A tot B-level?
▪ What do you need to realise your (leadership) potential?
▪ Use these interviewees to validate changes in our profile and proposed interventions
Business Strategy & Client focus
MBO analysis Workforce Analysis & Succession Planning
▪ What leadership is needed to
▪ Sources: focus groups, interviews and analysis.
Analysis
Feedback on competency profiles
▪ Use our existing competency framework (tweak, do not create from scratch) to make a leadership profile that is well understood and accepted (with clear, day-to-day examples) and can be used for recruitment, promotion and development
From analysis to ACTION
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Our new strategy & internal analyses show increasing and changing leadership requirements 1. Achieving growth in a more and more complex market environment with strong customer centricity 2. Ensuring current business success and ensuring sustainability 3. Identifying, developing, inspiring and retaining the right people 4. Increasing (inter)national cooperation & communication 5. Making tough decisions with respect and reliability
Summarising we need excellence in: Ø Leading current business Ø People & relationship management Ø Driving future success factors to remain sustainable
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Impact new model on current Competency Framework KPN NL Current Competency model NL
KPN Group Leadership Profile
1. Strategic Orientation
Priority
2. Customer Impact
Customer Team Influence
Key Leadership behaviours at the right level for KPN Group
Result Change
3. Team & People Development 4. Influencing & Relationship Management 5. Accountability for Results
7. Outside-In Thinking & Learning 8. Communication & Authenticity 9. Focus & Decisiveness
6. Leading Change
Relabel & focus
Raise the bar
Include
A new context à an aligned leadership profile Current Competency model KPN NL
Current Competency model E-Plus
“Head”
“Heart”
“Hands”
(business)
(people)
(impact)
Priorities
The team
Base Competence Sense Senseofof
Responsibility
Responsibility
Results
Performance
Performance
Determination
Determination
Frankness
Frankness
The customer
Influence
Change
New KPN Group Leadership Profile for teams and individuals
(for executives)
Change of our leadership profile is needed to support our new strategy
Sustainability and Growth Competency
• Key Words
• Example behaviours
Strategic Orientation
• Balancing short- and long-term view
• Integrates information to translate into medium and long term strategy for business area/product/function and its chain across the company • Focuses discussions at the appropriate strategic level • Effectively anticipates and inspires people to focus on future opportunities and new business within his scope • Monitors regulatory changes in the industry, competitor developments and their impact on the company or function • Asks questions which open up new ways of seeing own business and its future within context of industry
• Framing strategic options for the future • Compelling & sustainable vision for business area • Focus on (new ) business development • Stepping beyond accepted thinking
Outside-In Thinking & Learning
• Learning from the best in the industry by active benchmarking • Identifying key market trends and customer segments • Seeking for strategic partnerships • Drive for improvement • Self-awareness & Openness • Focus on learning for self & the organisation
Leading Change
• Change advocate / Challenger of status quo • Building group momentum for change • Focus on sustainable outcome of change • Seeing change through and measuring results • Agility
• Develops a fact-based understanding of environment • Actively tries to learn from people outside the company and challenges own ideas and ways of working by looking at market trends • Is open-minded and willing to learn from people in- and outside the company • Is open to and actively asks for feedback • Learns from his own mistakes and those of others • Reflects own strengths and weaknesses • Exhibits composure and is able to cope with emotions in a variety of situations • Stretches oneself professionally and as a leader to learn new skills and shares expertise with others • Communicates a clear compelling new direction, whether originated by himself or not • Publicly tracks progress of change to keep others engaged • Engages with people throughout to understand impact and maintain commitment • Combines redesign of structures, process and systems with building understanding & engagement. • Thrives in ambiguous situations (demonstrates flexibility when needed)
Leading Current Business Competency
• Key Words
• Example behaviours
Accountability for Results
• Focus on results
• Always evaluates tasks on the basis of results
• Looking beyond own area of responsibility
• Creates an environment where people focus on the larger good (avoids sub-optimisation or “turfism”)
• Defining challenging but realistic targets
• Continuously strives to exceed goals
• Compliance & responsible citizenship • Taking ownership
Focus & Decisiveness
• Demonstrates ethical behaviour in all interactions, safeguarding what is best for the company as a whole
• Personal engagement & drive
• Asssumes responsibility for his own actions and the results of his area, within the framework of the overall company goals
• Driving for operational excellence
• Is self-motivated, pro-active and assures end-to-end problem solving
• Overseeing and managing complexity • Integrating data to gain overview
• Identifies the various critical issues & priorities and draws appropriate conclusions when integrating complex, incomplete or conflicting data
• Keeping it simple
• Knows when to make a decision, and is willing to take calculated risks
• Well-timed decision-making
• Understands how the business makes money and applies financial insight to address business issues
• Business acumen
• Is keen & quick in understanding and dealing with a situation • Works smarter not just harder • Ensures efficiency and simple structures and procedures
Customer Impact
• Understanding customer & market needs • Customer centricity • Service orientation • Inspiring for high levels of customer satisfaction
• Regularly seeks customer input and/or manages NPS • Puts himself in the shoes of the customer to assess the impact during planning for market actions & process redesign • Views business processes from the ultimate (end-to-end) customer perspective. • Focuses on adding value to the customer and/or internal business
People Management & Cooperation Competency
• Key Words
• Example behaviours
Team & People
• Leading through others
Development
• Empowerment of people & teams
• Actively engages the team to develop plans and resolve issues making use of complementary talents in the team • Agrees responsibilities based on insight into people’s competencies and understands their motives, • Gives talent exposure, encourages talent sharing across the company and develops suitable successors • Creates a team spirit and rewards for collective goals • Creates a culture of honest feedback and differentiates the level of performance among employees • Recognizes the value of diverse views and opinions • Actively involves people with strengths he does not possess
• Talent & succession management • Giving people room to develop and play to their strengths • Teamwork • Celebration of successes • Appreciativeness & Diversity
Leadership Communication
• Aligning people’s motivation to strategy
& Authenticity
• Integrity
• Walk the talk • Ethical Conduct • Courage & Resilience • Being predictable and reliable • Executing unpopular decisions with respect
Influencing &
• Cooperation & Trust
Relationship
• Enforcing dialogue, constructive and challenging debate
Management
• Building sustainable relationships • Connecting with people • Social awareness • Convincing and inspiring others
• Puts corporate decisions into a clear overall context • Adapts communication to audience • Engages people by showing how each team member can contribute to the company’s vision and goals • Resists group pressure, is forthright when values are challenged • Is a role model for living the organisational’s values • Is able to bounce back during adversity and resistance • Expresses thoughts and feelings truthfully, openly and directly, explains his considerations for decisions • Is clear and open about his views, challenges with tact and treats peers and reports in a respectful manner • Brings people together across boundaries to achieve sustainable results • Makes a real connection with people, invests in building trust • Develops & maintains effective and open relationships • Actively seeks input in decision-making • Builds informal networks as part of the creation process • Asks questions, tests assumptions and openly discusses issues • Strives to understand the other person’s frame of reference • Shows genuine interest and truly listens to others
Objective: our new leadership profile has real business impact New KPN Group Leadership Profile is the fundament for our performance management & how we select and develop our current and future leaders
• Talent & Leadership Development Programs • Assessment, selection & promotion criteria • Yearly potential & performance appraisals • 360°feedback • Individual development planning • Yearly People Review & Succession Planning
By using our HR instruments and processes business puts new leadership priorities into practice
Vertaling Leadership Profile in Learning: Vakmanschap Management •
Het vakmanschap Management is de link tussen de strategie van de onderneming en (de prestaties, het gedrag en de ontwikkeling van) de leidinggevenden die het waar moeten maken. Belangrijke ambities zijn: aansluiten bij de business doelstellingen en het inrichten van leeractiviteiten zodanig dat het niet een eenmalige gebeurtenis, maar een continu leerproces wordt • Het vakmanschap Management moet beantwoorden aan de ontwikkelkant van de leadership pipeline en succession planning, (mede door het gebruik van het KPN Group Leadership Competency framework voor een deel van de programma’s) • De inrichting van het vakmanschap Management draagt bij aan het leveren van een eenvoudig en overzichtelijk aanbod van programma’s, gebaseerd en gericht op de leerbehoeften van de doelgroep(en) • Daarnaast is een belangrijke doelstelling: kwaliteit omhoog & kosten omlaag.
Ontwerp Vakmanschap Management Specifiek
Specifieke bijeenkomsten bv. strategiesessies per afdeling/MT
Startend management
Voor iedereen
Zittend management
> PAO B
Open aanbod/ POP
TEAM Essentials
Open aanbod/ POP
Generiek
PAO A
Management Essentials
(Refresh) Management Essentials
12-13
Management Essentials
Management Essentials
Open aanbod/ POP
Management Essentials
Management Essentials
Open aanbod/ POP
Management Essentials
Management Essentials
Open aanbod/ POP
10-11
(6)7 - 9
Leadership Essentials (mgt & prof)
TEAM Essentials
Masterclasses Actuele thema’s
New HiPo programmes:
Potentials PAO-A/B: IMD OWPP & Ashridge KPN Leadership Prog Op uitnodiging
International stream HiPo (11/12)
Customized in-company programma’s Management
‘On boarding’: korte intro-middag , workshop Atrium, e-learnings zoals HR for managers, compliance etc)
KPN breed
Intro
Inschrijven via LMS KPN Academy in 2013
Globale opzet programma’s Management Essentials T1 T0 Feedback op competenties Kick-off
Persoonlijke intake
Module 2 Module 1 Thema omtrent Persoonlijk Leiderschap
Module 3
Sportschool
Thema omtrent managen team/ train de trainer
Met keuzes op basis van persoonlijke intake
Business game
Feedback op competenties Persoonlijk transfergesprek met manager
Personal Training/ coaching
Incl. PM aspecten als Feedback en Feedforward
Personal Training/ Coaching
Personal Console: Skilldrills / @-learning / Traintool/ Artikelen
Totale doorloop+jd: ca. 15 weken
Programma’s voor: - Alle schalen van 6 (7) t/m PAO A, nieuwe en zittende managers - De programma’s 12-13 en PAO A hebben als basis het Leadership Framework - In de programma’s zijn de Wow tools verwerkt - In co-creatie met VDS & Gooi Consult
KPN Academy Uitgangspunten
Opleiding en Ontwikkeling ondersteunt de strategische doelstellingen van KPN We hebben één KPN Academy als platform voor alle doelgroepen en alle vormen van leren binnen KPN We organiseren leren en opleiden over bedrijfsonderdelen en doelgroepen heen. KPN NL biedt één uniform L&D systeem, programma’s en organisatie We brengen eenvoud in het opleidingsaanbod wat resulteert in betere kwaliteit en lagere kosten We hebben één professionele L&D organisatie om opleidingsprogramma’s te ontwikkelen en hierover te adviseren
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Vertaling van ons Leadership Profile: People Review - challenging questions Leading current business
• Accepteert hij verantwoordelijkheid en is hij gedreven resultaat te halen?
• Is hij snel van begrip en werkt hij slimmer in plaats van steeds harder? Maakt hij keuzes en houdt hij de focus vast. Kan hij complexe zaken simpel weergeven?
• Stelt hij de klant altijd centraal ook als de druk hoog is en er onvoldoende ondersteuning van collega’s is?
Sustainability & Growth
• Kan hij een eigen visie ontwikkelen en verkopen met de juiste balans tussen korte en lange termijn ontwikkeling? Kan hij dit planmatig vertalen en aanpassen indien de situatie dat eist?
• Staat hij open voor nieuwe ideeën? Is hij zich bewust van eigen strengths en needs en staat hij open voor feedback?
• Stelt hij de de status quo ter discussie? Weet hij de veranderingen blijvend te verankeren in gedrag van mensen, in processen en in werkwijzen?
People Management & Cooperation
• Weet hij zaken voor elkaar te krijgen via zijn team? Geeft hij zijn mensen de ruimte zich te ontwikkelen en weet hij ze in hun kracht te zetten? Geeft hij z’n mensen het podium? Weet hij mensen aan het doel en als team te verbinden?
• Heeft hij een eigen netwerk gebouwd op basis van vertrouwen, constructieve dialoog en debat?
• Weet hij mensen te motiveren? Is hij integer, toont hij moed en is hij weerbaar?
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Vertaling van ons Leadership Profile: KPN NL Medewerkersprofiel
Vertaling van Leadership & Medewerker Profiel: Performance Management
