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Talent Development in New Norm
Presented by Grace Chan
20 October 2021

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 High Impact Talent Management Framework
Talent Strategy & Business Alignment
Engagement Change Management Systems Integration
Strategy Strategy Strategy

Skills Development

Business Metrics & Scorecards

Capability & Competency • Competency Assessment & •
Development • Behaviour Alignment
Management • Job Success Profiles • Job Experiences
Organization & Governance

Talent Leadership • Executive Learning • IDP Total

• Coaching & Mentoring
Acquisition Development • Job Rotation
Rewards
• Rewards &
• Sourcing
• Talent Profiles • Talent Recognition
• Assessment
• Selection
Succession • HiPo Assessment Reviews • Pay for
Performance
• Onboarding Management • Talent Mobility • IDP
• Benefits
• Deployment
• Market
• Employment
• Professional & • Talent Benchmarking
Branding
Career Management Tracks Mobility
Management • Career Planning • IDP
• Coaching & Mentoring

• Evaluation • KPI Alignment

Performance • Calibration • Skills Gap
• Coaching & Analysis
Management Development • IDP

• Learning Strategy • Learning Architecture

• Learning Programs Talent Strategy & Business Alignment • Knowledge
• Learning Content Management

Source : Bersin & Associates Talent Management Framework 3

 What is Talent Management?
"Talent management” is a set of integrated organizational
processes designed to attract, manage, develop, motivate,
and retain key people.
The goal of a talent management program is to create a highly
responsive, high-performance, sustainable organization that
meets its business targets.”

Source : Bersin by Deloitte 4

 Talent Management
Functional Area

Performance & Succession &

Recruiting Onboarding Learning Compensation
Goals Development

Competencies | Skills. | Requirements

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Source : Josh Bersin 6
What is Talent?
We measure Talent in 2 dimensions: Potential & Performance

Potential Performance

Employees who have: Employees who have:

ü demonstrated willingness to ü met goals and targets
take on deliverables beyond set
expectation ü demonstrated core
ü focus to achieve important value behaviors
long-term business results
ü displayed personal
commitment and aspiration
to learn and develop

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 What is Potential?
u Demonstrate willingness to take on deliverables beyond expectation and have
focus to achieve important long term business results.
u Display personal commitment and aspirations to learn and develop.

Display commitment to learn

A measure of and develop self and show
employee skills and
case the learning to work
capabilities
Ability output quickly

Aspiration Agility

Aspire to take
on additional Potential
load to achieve
business results
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Why Classified Talent?
To classify employees from performance and potential
perspective which can assist to:
• Differentiate talent to develop, reward and retain them
accordingly
• Enable managers to identify leadership potential and take
necessary steps to retain them
• Identify suitable talent for accelerated development plan
• Plan targeted learning and development experiences that an
employee needs at a certain level
• Identify suitable candidate for critical positions
• Assess each employees readiness to move up the career ladder

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 Identification of Talents
• Should have a track record of significant, definable
accomplishments
• Are “consistent” strong performers
• Process strong leadership qualities
• Are innovative, independent decision-makers,
ambitious and aggressive
• Are capable in pushing forward and accomplish tasks
• Have expertise and abilities essential to the
organization
• Have been with the organization for more than 1 year

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 Talent Classification Matrix
Under Achiever (UA)
Has skills and abilities that
High
are a good fit for current role
and has potential to progress
upwards, however
performance in current role
is failing below expectation.
(IMPROVE IN CURRENT
ROLE OR REASSIGN)
Medium
Potential
Under Performer (UP)
Has low skills and abilities for
current role, and
Low
performance is continuously
below expectations/has
disciplinary issues.
(BAD HIRE/REPLACE)
Low Performance
Source: Adapted from the GE-McKinsey Nine-Box Model
Consistent Star (CS) Future Star (FS)
Has outstanding leadership Has outstanding leadership
capabilities and strong aspiration to capabilities and strong aspiration
move into senior position to move into senior position
Performance has consistently meets Performance has consistently
expectation. meets and exceeds expectation.
PREPARED FOR FUTURE ROLES
Model Citizen (MC) Upcoming Star (US)
Has critical skills, knowledge and Has critical skills, knowledge and
abilities but with limited potential
abilities but with limited potential
for larger leadership roles. for larger leadership roles.
Actively seeks improvement
Actively seeks improvement
opportunities and performance opportunities.
always meets expectation. Performance always exceeds
expectation.
Pro Citizen (PC)
A pro with skills, knowledge and abilities that are a perfect fits for current
role, possibly due to being in the same role for many number of years.
Limited potential to move upwards, but lateral move likely. A good
performer : achieving and sometimes exceed expectation.
(IMPROVE IN CURRENT ROLE/RECONSIDER)
Meets Expectation Outstanding Performance
Performance 11
 Assessment Tools

Competency
Personality tools Reasoning Tools
Assessment Tools

Personal attributes
Cognitive Style Leadership
(strengths , challenges,
motivation, etc) Competency

Types of Tools:
Types of Tools:
* Hogan Personality Inventory Types of Tools:
* Lominger Voices 360 Degree
* Thomas International’s PPA * Hogan Business Reasoning
* DDI’s Behavioural Event
(DISC) * Thomas International’s TST
Interview (BEI)
* Myers-Briggs Type Indicator * PreVisor Ability Tests
* Hay Group’s Targeted BEI &
(MBTI) * Hay Groups’ Verbal &
Case Studies
* Talent Q * Numerical Reasoning
* Wave
* Cut-e

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 Individual Development Plan
Learning & Development Activities
Projects/Task
Force
Mentoring &
Training/Education
Coaching

Feedback/360
Executive Visibility Degree
Assessment

“Stretch “ Job
Assignment
* Cross Functional Job Expansion
External (more
* Jumps in scope responsibility in
Involvement
* Start current job)
Ups/Turnarounds
* International

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 Approach to Talent Development

70% 20%
Work Experiences Feedback/
Relationship 10%
(On the job) Training
(Mentoring/
Coaching) (Formal)

ØExpanding Ø Mid-year and Ø Instructor led

current role year-end courses
Ø Stretch/ performance and Ø Self-study /
Challenging Career discussion online courses
assignment Ø Networking Ø Books/ Journals
Ø Special projects Ø Mentoring Ø Advanced
Ø Rotational Ø Coaching degree /
assignments ØProfessional or professional
Ø Volunteerism/ association Certification
community Ø Conference
involvement

Source : 70/20/10 Model –Center for Creative Leadership 14

 Structured Development Plan
Under Achiever (UA) Consistent Star (CS) Future Star (FS)
• Performance monitoring • Leadership training • Leadership Accelerated
High

• Performance • Mentoring and Coaching Program

Improvement Plan • Stretch Assignment • Mentoring and Coaching
• Counseling • Career Conversation • Stretch Assignment
• Job Rotation • Job Rotation
• Career Conversation
PREPARED FOR FUTURE ROLES
Model Citizen (MC) Upcoming Star (US)
• Mentoring and Coaching • Mentoring and Coaching
Medium

• Short term project • Short term project

• Job Rotation management
Potential

• Career Conversation • Job Rotation

• Career Conversation

Under Performer (UP) Pro Citizen (PC)

• Performance monitoring • Programs to develop at higher level
• Performance • Classroom training
Low

Improvement plan • Certification

• Coaching

Low Performance Meets Expectation Outstanding Performance

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Source: Adapted from the GE-McKinsey Nine-Box Model Performance
 Talent Development - Leadership Pipeline

Leadership Leadership Competency

Passage Role Requirement

Enterprise Visionary Leadership

CEO Leadership

Top Business Strategic Leadership > Functional

Mgmt Leadership

Senior Result Operational Leadership = Functional

Management Leadership

Middle Team People Leadership < Functional

Management Leadership

Self Self Functional

Executives Leadership

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Adapted from “The Leadership Pipeline” by Ram Charan, Stephen Drotter and James Noel (Jossey-Bass, 2001)
 Talent Development Program
Leadership Succession Interventions
Passage Pools

Enterprise
Leadership
CEO

Top Business
Mgmt Leadership Leadership

Assessment and
Succession
Tier 1

Development
Planning Development
Program
Heads of Result
Division Leadership Career Managerial
Tier 2 Development Development
Team Program
Middle
Management Leadership Executive
Career
Tier 3 Development Development
Program
Self
Executives Leadership

Adapted from “The Leadership Pipeline”by Ram Chran, Stephen Drotter and James Noel (Jossey-Bass, 2001) 17
Benefits of Establishing a Talent Development Plan
Provides framework to align leadership with strategic needs of
01 the organization, development of executive/management staff

Provides ongoing job analysis and opportunity for executive staff to

02 adjust role based on changing business conditions and strategic
initiatives

Strengthens relationship and information flow between the

03 board (if there is one) and senior management team through
regular contact that is part of the board’s review of candidates

04 Help prepare for unexpected vacancies

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Keys to Success For Talent Development Plan

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Involvement by Executive Management and Board is
critical for development and support for Succession plan

02 Understand this is a planned and structured process-

not a one time occurrence

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Does not have to be complicated – minimize
paperwork, minimize bureaucracy

Please insert your text here

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 Learning & Development Plan
for the New Norm
• Empathy
Soft Skills • Resilience
• Agility & Adaptability
• Innovation & Creativity
Cognitive Skills • Information processing
• Decision making
• Building existing role
Upskilling, Reskilling &
• Learn new skills of different role
Cross Functional skilling
• Overall knowledge-Multi Skills
• Work Life Integration
Mental Well-being • Emotional connect
• Social connect

• Digital Transformation
Technology • Artificial Intelligence, Machine Learning,
Data Analytics
• Automation
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 Keys to Success For Talent
Development Plan
Talent Development Plan Should include:
• Clearly defined specific goals
• Plans to align and support organizational mission, values
and strategic initiatives
• Identification of future talent requirements
• Logistics of how successors are chose, elected and replaced
• Roles of CEO, GM, Board, Executive Management, HR, etc.
• Honest assessment of internal strengths and identification
of external needs – clear path
• Investment in Plan, Investment in People

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Take Away
• Start planning – discuss with Executive Management
• Know your vulnerable spots
• Ensure strong job descriptions
• Ensure strong performance management
• Ensure compensation structure is competitive to
attract and retain appropriate talent
• Ensure rewards, recognition, and engagement are in
place to retain key talents

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