2/29/2016 Strategies for Identifying, Developing & Engaging - - PDF document

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Ruth Miller, Talent Management

Strategies for Identifying, Developing & Engaging Talent

• Best Practices at Nissan

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Key Takeaway…

 Process of Identifying Talent

• Calibration Meeting Discussions/Outcomes
• High Potential Performer (HPP) identification
• Who is ready and when for next moves

 Steps used in Developing Talent

• Individual Development Plans (IDP)
• Leadership Readiness Assessments
• Training and/or Stretch Job Assignments

 Engagement tools for Retaining Talent

• Executive Chats
• Skip Levels
• Career Path/Plans

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How does Nissan identify talent?

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Right skillset, place & time

career desire matches readiness for new role & challenges all employees competency matches leadership matches

Nissan Career Vision

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 Provides employees…

• a structured CONVERSATION

with their manager on short and long-term career goals.

• a chance to level-set CAREER

EXPECTATIONS.

• a WORKABLE PLAN FOR

PERSONAL IMPROVEMENT (Individual Development Plan)

 Provides management…

• a chance to hear about CAREER

ASPIRATIONS, strengths, weaknesses, and development needs — both present and future.

Purpose of Career Vision

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Low

Demonstrated Performance Leadership Potential

High Low Moderate Moderate High

Six months or less in current position and has demonstrated high leadership potential in previous Nissan position(s). Demonstrates excellent leadership potential and performance is dependable and

• steady. Needs to gain knowledge

and experiences to maximize performance in current role. Demonstrates excellent performance and leadership

• potential. Understands & utilizes

NISSAN WAY mindsets and

• actions. Prime candidate for

promotion to the next higher level

• f leadership within the year.

Six months or less at Nissan

• r in current position.

Demonstrated leadership potential is moderate or has not yet been demonstrated. Performance is dependable and steady. Consistently adds value to the organization. Needs developmental assignments to better define leadership potential and willingness to maximize

• performance. (no more than 2

years in 5-block) Demonstrates excellent

• performance. Needs additional

leadership experience/exposure or

• pportunities to increase skills and

readiness for promotion to the next higher level of leadership. Performance is below expectations and/or employee is in the wrong job. Requires Exit Plan, Performance Improvement Plan (PIP), and/or reassignment to area

• f strength.

Performance is dependable and

• steady. Consistently adds value

to the organization. Demonstrates limited leadership potential or has low interest in leading others. Demonstrates excellent

• performance. Highly motivated,

actively seeks new tasks & challenges, considered a SME. Well positioned. Demonstrates limited leadership potential or has low interest in leading others.

7 4 1 2 5 8 9 6 3

Six months or less in current position and has demonstrated high leadership potential in previous Nissan position(s). Six months or less at Nissan

• r in current position.

Demonstrated leadership potential is moderate or has not yet been demonstrated.

7 4

9-Block Calibrations

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Low

Demonstrated Performance Leadership Potential

High Low Moderate Moderate High

Six months or less in current position and has demonstrated high leadership potential in previous Nissan position(s). Demonstrates excellent leadership potential and performance is dependable and

• steady. Needs to gain knowledge

and experiences to maximize performance in current role. Demonstrates excellent performance and leadership

• potential. Understands & utilizes

NISSAN WAY mindsets and

• actions. Prime candidate for

promotion to the next higher level

• f leadership within the year.

Six months or less at Nissan

• r in current position.

Demonstrated leadership potential is moderate or has not yet been demonstrated. Performance is dependable and steady. Consistently adds value to the organization. Needs developmental assignments to better define leadership potential and willingness to maximize

• performance. (no more than 2

years in 5-block) Demonstrates excellent

• performance. Needs additional

leadership experience/exposure or

• pportunities to increase skills and

readiness for promotion to the next higher level of leadership. Performance is below expectations and/or employee is in the wrong job. Requires Exit Plan, Performance Improvement Plan (PIP), and/or reassignment to area

• f strength.

Performance is dependable and

• steady. Consistently adds value

to the organization. Demonstrates limited leadership potential or has low interest in leading others. Demonstrates excellent

• performance. Highly motivated,

actively seeks new tasks & challenges, considered a SME. Well positioned. Demonstrates limited leadership potential or has low interest in leading others.

1 2 5 8 9 6 3

Six months or less in current position and has demonstrated high leadership potential in previous Nissan position(s). Six months or less at Nissan

• r in current position.

Demonstrated leadership potential is moderate or has not yet been demonstrated.

7 4

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9Block Rating

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Calibration Meetings…

George Clooney Jennifer Lawrence Lady Gaga Vera Wang Will Smith Tom Hanks Mark Harmon

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Promotability & Leadership Qualities Proven Strong Performer Character Character

• Upward motivation
• Open & receptive to feedback
• Highly regarded by peers
• Sought after for assignments
• Challenges status quo
• Raises issues 1-2 levels

beyond current scope

Promotability & Leadership Qualities Proven Strong Performer 3 Aspects of a High Potential Person

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Talent Propellers…

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NISSAN

Date： Verdana Bold 18pt

Developing Talent

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 Most of the knowledge, skills, and abilities you target for improvement should incorporate your actual everyday work and/or on-the-job projects. 10% 70% 20%

Experience

On-the-Job 55% Off-the-Job 15%

Assessment/Feedback Formal Training

10% 70% 20%

Experience

On-the-Job 55% Off-the-Job 15%

Assessment/Feedback Formal Training

70% of learning and development is achieved

through real-life experiences, both on-the-job and off-the-job

20% of learning and development comes from

assessment, feedback, & from observing role models

10% of learning comes from formal training

classes

The 70/20/10 model - The most effective

leadership developmental activities :

Center for Creative Leadership

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What is an Individual Development Plan (IDP)?

An IDP is a development tool that provides structure to the process of identifying specific goals and activities needed to help you enhance your knowledge and skills.

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…Personal Development…

1 2 3 4

1. Where are you now and where do you want to be in 3-5 years? And WHY?

• Where do you see yourself in the near future?

2. What do you need to be successful?

• What areas need improvement or to be developed?
• 3. Do you have the required knowledge, skills & abilities?
• What activities, training, education is needed to develop in those

areas?

• 4. What are your plans for leveraging your strengths and developing

weaknesses?

• Job shadow, seek coaching, attend presentations, research experts,

read books, articles, executive summaries, attend training, etc.

ALL ABOUT YOU… 4 Key Questions

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The process of making an effective IDP involves answering the following questions:

• What direction is the organization/department going and

what will be needed from its employees in the future?

• What are my goals over the next three to five years? (This

question is crucial to providing a motivational focus for everything you do.)

• What are my greatest strengths and how can I build on

them more effectively?

• Do I have any serious weaknesses that make it difficult to

do my current roles, move to the next role, or will prevent me from reaching my career goals?

The IDP should not be a "wish list," but a realistic action plan. It should reflect your personal needs and interests in the context of departmental and organizational needs.

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Engaging & Retaining Talent

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(1) To impact employee motivation, commitment, and engagement (2) To improve the strategic alignment between talent and business needs

FY15 Talent Engagement Summary

Skip-Levels Career Path Plans (CPP) Career Advisement Conversations (CAC) Executive Chats 1:1 or small group conversation to gain executive exposure, input

• n career development,

and recognition with a skip level or cross- functional business leader 1:1 conversation about specific career path with a business leader 1:1 conversation about Nissan’s leadership philosophy and expectations, and discussion

• f talent goals, and

developmental opportunities with an HR professional Small group conversation to gain executive exposure and recognition with a cross-functional business leader EV4/5/97 Key Talent E-HPP Female EV5s N-HPPs C-HPPs E-HPP Female EV5s N-HPPs C-HPPs N-HPPs EV4 with VP E-HPPs and key talent meet with Director Ongoing Beginning July Ongoing Ongoing Talent potential, interests, commitment Insight into talent’s career path and interests Qualitative data surrounding talent strengths &

• pportunities, career

aspirations, mobility, retention risk Attendance Business shares outputs with HR Business shares

• utputs with HR;

update plans accordingly TM/HR shares outputs TM/HR shares outputs

What Who When Outputs Follow- up

Purpose:

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Executive Summary

• To motivate key talent by:

 Providing intimate conversations with executive leaders regarding:  strengthen of leadership skills

• To inspire stronger QofM actions

through executive stories

• To capitalize on executive travel by:

 Providing executives exposure to key talent that they do not work with normally  To expose key talent to executives not in their direct functional line

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Questions