Steven Woods, PhD LCSR Consulting, LLC SHRM Lehigh Valley 2013 Annual Conference “Predict the Future by Creating It Today”
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Overview of Talent Management Today
Where we are headed
Connecting the Dots: Corporate Strategy and Talent Management
Talent Management Mission: A Broader View
Leadership Capacity
Organizational Capabilities: ◦ A New Set of Questions
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Where we are today…
Managers develop talent locally
Business units select competencies
Talent developed informally
Development plans sporadic
Rotational assignments infrequent
Not always linked to staffing decisions
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Where companies are heading
Refocusing their Talent Management missions
Getting greater buy-in and agreement at the Executive Level on roles and responsibilities
Providing additional focus on organization capabilities required for success
Greater emphasis on succession planning ◦ Key talent discussed and calibrated from a broader perspective
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Where companies are heading
Greater “discipline” around career pathing plans
Development and tracking over time of Talent Management success criteria
Consistent competencies used companywide
Talent Management linked to staffing decisions
Critical positions for organization success identified and tracked
◦ Development Plans target key competency gaps
TM is a disciplined process, not an event Lcsrconsulting.com 5
To ensure that the organization possesses the leadership and people capacity (leaders and employees with diverse backgrounds and experiences) and organizational capabilities required to successfully execute its strategies and realize its vision and growth goals.
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What is Leadership Capacity? ◦ Leadership Capacity is the ability of an individual to: Lead and manage in increasingly complex and changing environments By being able and willing to apply multiple competencies
◦ An organization’s leadership capacity is the collective potential of all employees ◦ Leadership capacity is made up of five key factors:
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In its simplest terms, organizational capability is …
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• “anything an organization does well that drives meaningful business results” (e.g. Southwest customer service). •
They are unique to an organization.
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They define the skills, knowledge, processes, and systems that are fundamental to the organization’s strategy and performance. They differentiate an organization in the marketplace.
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They create a focus on internal processes and systems needed to meet the needs of the company’s customers.
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They create organization-specific competencies that differentiate the organization from its competition.
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They ensure that employee skills and efforts are directed toward achieving the company’s goals and strategies.
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What will the company need to be great at to win in the marketplace? ◦ That is, what are the core organizational capabilities needed (the 4-6 knowledge, skills and capabilities) to achieve the strategy and mission? What does the company need to do better than its competition? What does the company need to be capable of to achieve its strategy? What will differentiate the company in the marketplace? ◦ How will the company build or acquire those capabilities? What systems and processes need to be put in place or changed to ensure those organizational capabilities are developed? What are the current knowledge and skill gaps? Lcsrconsulting.com 10
Talent: Acquisition and Development
Work/Life Integration
Total Rewards (Pay/Incentives, Benefits, Recognition)
HR Mission
Culture, Change and Diversity Advancement Employee Communication
Employee Relations
Executional Excellence: Administrative and Employee Services
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Steven Woods, PhD President, LCSR Consulting, LLC
[email protected]; 610-730-7012 Steven Woods is President of LCSR Consulting, a consultancy dedicated to increasing the effectiveness and performance of leaders, employees and organizations. As an executive and business leader with over 20 years of experience in Human Resources and line management, Steven brings an indepth understanding of people and what it takes to develop great leaders, build your desired culture and facilitate the change necessary to drive an organization forward. He specializes in Talent Management and Organization Development, Executive Coaching/Leadership Development, Change Management, and HR Operational Excellence. His experience spans several industries, in large and small organizations, at corporate headquarters and subsidiaries, in both public and privately held companies. Steven has international experience, held positions with P&L responsibility, supported mergers and acquisitions, and interacted regularly with Boards of Directors. The breadth and depth of Steven’s background enables him to work collaboratively with leaders and employees at all levels to drive organizational effectiveness, solve business problems, and achieve results. Prior to forming LCSR Consulting, Steven was Executive Vice President of Human Resources and Administration for Selective Insurance. Previously, Steven served as Vice President Human Resources, Corporate Affairs and Administration and VP of International for Crayola, where working collaboratively with the Executive Team they transformed the talent and culture of the organization leading to record growth and profits. In addition, Steven spent several years at Whirlpool Corporation, American Express and The St. Paul Companies in senior level Human Resources roles. Steven holds a Doctorate in Industrial Organizational Psychology and a Masters in Psychology from Old Dominion University. He received a BA from Southeastern Massachusetts University in Psychology with High Honors. He is certified by the Society of Human Resources with a PHR certificate.
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