Talent Management: People Planning For Growth

Neil Meyrick

EMEA Organisational Development Manager, Dell

EMEA Day at Dell – 26 & 27 April, 2010Dell Small Business Excellence Award

Our People Strategy Foundation–Great Company and Great Place to Work

Executing the Strategy– Assess, Plan & Develop

Lessons we have learnt

Questions

DISCUSSION AGENDA

DELL’S COMMITMENT

Dell is committed to making the company a

great place to work and build a career.

Dell will remain successful and

meet its ambitious growth goals

only if we provide a

positive and compelling work experience.

1. Invest time in your talent strategy as you do with your business and product strategy

2. Select or promote talent from within before hiring externally

3. Approach career development of your talent with a goal in mind

TENETS OF OUR TALENT PHILOSOPHY

RANK WHAT YOU THINK AS MOST IMPORTANT TO EMPLOYEES

TALENT MANAGEMENT AT DELL

TALENT MANAGEMENT FRAMEWORK AND TOOLS

ASSESS• Organization & Talent Review (OHRP)• Tell Dell• Performance reviews• Development Dialogues

PLAN• Organization Level : People Planning• Individual Level : IDPs

DEVELOP• Leadership Development Curriculum• Key Talent Development• Job rotations / on the job learning• Cross functional projects

ASSESS

10

OHRP (ORGANISATIONAL HUMAN RESOURCE PLANNING)

SUCCESSION PLANNING

Position – GM etc.

Ready Now

Talent PoolTalent Pool

Ready Now

Talent Pool

Incumbent

Key Talent

Minority / Female

Successor outside organisation

Key:

Talent PoolTalent PoolTalent Pool

Wheel of life: what do you value?

Friends and family

Physical environment

Health

Personal growthPartner / relationship

Fun / recreation

Career Money0

10

5

The 8 sections of this “wheel of life” represent a balanced wheel. Taking the outer edge of this wheel as totally satisfied and the hub as totally dissatisfied, rank the value you place on each area of your life by putting a cross on the relevant spoke between 0 and 10. Now join the crosses to form a line.

Now rate your current level of satisfaction with each area and draw a new line.

Compare the two lines.

What does it tell you?

What do I need to develop? The Johari Window

“Market Place” “Secret Garden”

“Blind Spot”“The Unknown”

“Potential”

Myself

Others

Known

NotKnown

Known Not Known

PLAN

ORGANIZATION PLANNINGOHRP AND PEOPLE PLANNING PROCESS

• Review summary of existing talent• Strengths &

development opportunities

• Potential Career Preferences

• Mobility • Next potential

job(s)• Readiness/

availability

• Succession Plans

• Review summary of existing talent• Strengths &

development opportunities

• Potential Career Preferences

• Mobility • Next potential

job(s)• Readiness/

availability

• Succession Plans

• Identify Critical positions expected to be open in next 6-8 months

• Identify Key Talent who are “Ready To Move”

• Strategically match Talent Development Needs to open positions

• Identify Critical positions expected to be open in next 6-8 months

• Identify Key Talent who are “Ready To Move”

• Strategically match Talent Development Needs to open positions

Tailored development plans for each employee aimed at – Identifying potential direction for growth at Dell

– Appropriate job experiences or training to ensure employee is ready for growth, and promotion opportunities

INDIVIDUAL PLANNINGOHRP AND DEVELOPMENT PLANS

DEVELOP

70 – 20 – 10 DEVELOPMENT MODEL

Formal Trainin

g

Learning through Others

On-the-Job Experiences & Career Moves

• Core Development

• High Potential (HiPo) Programmes10%

20%

70%

• 3600 Feedback Process

• Mentor Match

• Coaching (Manager-driven & Executive Coaching)

• Development Panels

• Planned job moves – based on IDP discussion

• Cross-functional projects

• Special projects or assignments

• Structured OJT

ROLE OF THE IDP

Assessment Challenge

Support

Development!

“I know my strengths & development opportunities”

“I have the support I need to achieve my development goals”

“I have mapped out experiences that will help me

develop”

and…….all of this is

documented in my IDP

MEASURING SUCCESS: TELL DELL

MEASURING SUCCESS – TELL DELLINDICATOR OF ENGAGEMENT AND MANAGER EFFECTIVENESS

EMPLOYEE EXPERIENCE

PERFORMANCE

RETENTION

THINK :“It makes sense for me to be here”

FEEL:“I am proud to work at Dell”

DO:“I intend to stay at Dell”

OUTCOMESEMPLOYEE PERCEPTIONS

(ENGAGEMENT)

MY MANAGER CoachingFeedbackCareer Development Ethical etc

DELL CULTUREVision/StrategyWork & OpportunitiesLink with overall business etc

WHAT TELL DELL MEASURES

IN CLOSING…

Link all your initiatives back to your business strategy.

Define a critical few (priorities or initiatives) and drive for perfection in execution – Less is better when it comes to driving TM initiatives

Leadership Development must be owned by Leaders, not HR– Build accountability for leaders to develop leaders.

Develop your talent faster than the growth of the business– Identify your key talent early on put your best people in most

critical positions

– Develop talent internally, to take on leadership roles

HR tools, processes, and systems must be integrated to sustain leadership development

SOME LESSONS LEARNT…

QUESTIONS