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Talent management
1. The Logic of Talent Management
– And How to Accomplish It
Julie Radlin
March 25, 2010
2. Agenda
About Green Shield Canada
Talent Management Defined
Step 1 - Focus
Step 2 - Functionality
Step 3 - Vitality
Measuring Impact
Wrap Up
3. Who We Are
• Founded in 1957 - Pioneer
• Specialist in health & dental
claims administration
• Annual revenue $1.2 Billion
• Servicing over 1.3 million
Canadians
• 18 million claims processed
• 475 employees
• Leadership priority
• Employer of choice
• Social responsibility
4. Talent Management Defined
A. Jackson
C. Thomas
J. Damon M. Ordonez
R. Raburn
R. Raburn C. Thomas
D. Kelly
C. Guillen R. Raburn
C. Thomas D. Kelly
W. Ramirez W. Ramirez
A. Everett
R. Santiago S. Sizemore
B. Dlugach R. Santiago Bullpen – 11 players
B. Dlugach DH – 3 players
J. Verlander
R. Porcello
M. Scherzer
B. Inge J. Bonderman
D. Kelly A. Galarraga M. Cabrera
J. Larish E. Bonine C. Guillen
R. Santiago N. Robertson D. Kelly
D. Willis
G. Laird
A. Avila
Depth Chart R. Diaz
5. Why Talent Management?
-businesses are humans!
-the talent shortage is real
-GenY talent are less likely to be
Managers
-strong leadership is essential
-ROI to nurture internal talent
-peak performance of talent is
required for peak performance of a
business! Do it…your success depends on it!
7. Talent Management Defined
B B
U U
S H.R. PLANNING S
I I
N N
E TOTAL RECRUITMENT
REWARDS E
S S
S TALENT S
MANAGEMENT
S R
T PERFORMANCE EMPLOYEE E
R MANAGEMENT DEVELOPMENT
S
A U
T SUCCESSION
L
PLANNING
E T
G S
Y
8. Step 1 - Focus
“concentrated effort or attention”
Focus on “A” Positions
-positions that are essential to achieve
or sustain strategic business objectives
9. Step 1 - Focus
“concentrated effort or attention”
A B or C Position - Finance
Questions?
5 - High Impact
Regulatory and
4 - Medium/High Impact Vice President, Cost Supervisor,
Controller Audit
3 - Medium Impact Finance Specialist Finance
Specialist
2 - Low/Medium Impact
1 - Low Impact
What is the impact of this position with
respect to Company strategy:
A) Revenue Growth 4 3 2 4 2
B) Innovation 4 3 2 3 2
C) Customer Service 5 3 2 5 3
What is the impact of this position to
influence key stakeholders?
5 3 1 5 2
What is the impact if this position was
vacant for an extended time or filled by 5 3 3 4 2
the wrong person?
What is the risk that the required
competencies are difficult to recruit / 4 3 1 5 1
find?
What is the level of variability in
performance in this position? (5 - High; 1 5 4 2 5 2
- Low)
Overall, how would you rate this
position with respect to organization 5 3 1 4 1
impact?
TOTAL POINTS 37 25 14 35 15
A = 31 to 40 points A B C A C
B = 21 to 30 points
C = up to 20 points
10. Step 1 - Focus
“concentrated effort or attention”
Focus on “A” Positions
-positions that are known to be created
or vacated in the upcoming two years
11. Step 1 - Focus
“concentrated effort or attention”
V.P., Finance
Regulatory & Audit Supervisor,
Controller Specialist Finance
Cost Specialist Jr. Accountant
A/P & A/R Clerk
Succession
Plan Required
12. Step 2 - Functionality
“serving a purpose well”
Taking Action
-best practices in recruitment
and selection
-organization design and role
“tweaking” (start? stop? continue?)
-investment in training and
development (individual or team)
-mentoring and coaching for
performance and succession
Remember – focus on “A” Positions
13. Step 2 - Functionality
“serving a purpose well”
Succession Planning Evaluation
-strategy
-tactics
-execution
-operations
-leadership
Ratings include: Strong (S); Potential (P);
Development Required (DR); and Weak (W)
14. Step 3 - Vitality
“the capacity to survive and grow”
Role of the HR Leader
-be a “business Leader with
HR expertise”
-prioritize talent
management projects based
on value to the business
-be proactive and
demonstrate excellent
project management skills
-measure and communicate
results/impact
15. Measuring Impact
Questions to ask
-what business/department metrics
exist for that position?
-how is performance in that position
assessed as part of performance
management processes?
# invoices processed/month; # complaints
resolved in 24 hrs (%); # calls/hr.; systems
up-time (%); % accuracy; # on-boarding
training hours
-is there positive impact that is less
tangible
employee engagement, leadership “bench
strength”, participation in team meetings
-readiness/business capability
