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Identifying Critical Roles andIdentifying Critical Roles and
Future Leaders on a LimitedFuture Leaders on a Limited
BudgetBudget
Tim Weyland, Vice President Human Resources

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My backgroundMy background
• In Human Resources since 1989
• In several different HR roles, including: Talent Acquisition, HR
Generalist, Learning, Organization Development, HR Leader,
and Consultant
• Diverse work environments: McKesson, Clorox, Credence
Systems, TriNet, and Consulting
• MS in Counseling with an emphasis in Organizational Behavior
• Designed, implemented and lead Talent Management
processes in multiple organizations
Currently:
Vice President, Human Resources
Topcon America Corporation

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Information about TopconInformation about Topcon
• Global leader in developing and
manufacturing precision positioning
solutions
• Largest selection of innovative precision
GPS and GNSS systems, commercial
lasers, optical instruments, positioning
control and machine control products,
and software
• For survey, civil engineering,
construction and agriculture industries,
and other emerging markets
• Need to continue innovation while
building infrastructure
• $500M growing to $1B in revenue
• Medical Business in Americas $80M

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AgendaAgenda
• Background
• Overview
• Organization Review
• Talent Assessment
• Development

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BACKGROUNDBACKGROUND

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Trends driving Talent DevelopmentTrends driving Talent Development

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OVERVIEWOVERVIEW

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Org Review / Talent AssessmentOrg Review / Talent Assessment
Demand-side:
•Understand the organization capability needed for
company goal achievement
•Create a forum for collaborative organization design
and development
•Determine roles needed to drive business success
Supply-side:
•Develop shared view of leadership talent
•Ensure development actions take place
The goals is 3 Rights: Have the right person ready for
the right position at the right time!

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Org Review / Talent Development ProcessOrg Review / Talent Development Process
• Semi-annual review process and alignment meeting
• Do first time “top-down” with Exec team
• Going forward complete “bottom-up”
• Requires good preparation
• Review has two parts:
1. Organization and business / function review
• Key business drivers
• Organization design
• Outcomes: prioritized org changes, coordinated org redesign
plans, IDed key positions & gaps
1. Talent Assessment
• P2 grid placement
• Individual review
• Outcomes: Shared view of talent, development actions,
HIPOs, other personnel actions

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ORGANIZATION REVIEWORGANIZATION REVIEW

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Understanding the Two PartsUnderstanding the Two Parts
Key demand question: What organization is
needed to execute the business strategy?
Key supply questions: What talent do we
have currently? And, what do we need to do
to ensure we have the talent needed?
Business Strategy
Organization Review
Part 1: Org Needs
•Business drivers
•Current Org
•Changes in next 6 mo.
•Long-term vision
•Outcomes: Org changes, staff
additions, key positions & gaps
Part 2: Talent Assessment
•P2 Placement
•Performance and Potential
details for all those assessed
•Outcomes: Individual feedback,
development plans,
assignments, personnel actions

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Determining Critical RolesDetermining Critical Roles
1. Business strategy determines…
Organizational Capability required….which leads to
identifying….
Critical positions (leadership, technical)
2. High Value
Highly Unique
LLLL LHLH
HL HHHH
Uniqueness
Value

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TALENT ASSESSMENTTALENT ASSESSMENT

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Potential for Future RolesPotential for Future Roles
Performance vs. PotentialPerformance vs. Potential
2011 2012 2013 Future Potential
Performance is a look
back
Potential is a look
forward
• Defines success in current role
• Based on specific, annual objectives
• Short-term view of capability
• Defines success in future roles
• Based on holistic view of personal qualities
and behaviors
• Long-term view of capability

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Talent is assessed based onTalent is assessed based on
performance and potentialperformance and potential
Performance
• Demonstrated goal
achievement
• Positive performance trend
over time
• Demonstrates depth of
experience
• Delivers results and builds
teams and organization
capability
Potential
• Ability to take on more
• Capable of advancement
• Possesses key leadership
competencies
• Demonstrates motivation
and commitment
• Fit w/ vision and values
• Strong personal ethics

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Straightforward TemplatesStraightforward Templates
Present from template presentation
Prepare Talent Profiles

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Performance vs. Potential GridPerformance vs. Potential Grid
Turn – to the next level
Potential
Growth – bigger jobs on the same
“roadway”
Mastery – within the current position or function
Bigger execution of results & demonstrated proficiency of
the competencies for current level. Frequently learning &
using new skills. Aspiration to greater challenges.
Motivation to do more than is expected . Business
perspective beyond current position. Focus on success of
own area within larger business context.
Execution of results & competencies appropriate for
current position. Frequently learning & using new
skills. Enjoys growth available in current or similar
role. Motivation to perform at an exceptional level.
Business perspective effective for current role.
Focus on success of own area within larger business
context.
Performance
Contributor
Bottom 10%
Consistently
Exceptional
Top 20%
Full Performer
Middle 70%
Exceptional performer
capable of making
next turn immediately
or near-term.
Full performer capable of
making the next turn, but
can still grow on current
road. Needs at least 1 – 2
years in current position.
4–Hi Po New in Role
New to role and was
previously in box 1, 2 or 3.
May have further potential,
but needs at least 1 – 3
years in current position.
Full performer capable
of continued growth
along current road.
Has capability to grow
but current
performance is
inconsistent or
inadequate. Needs to
improve performance
in current position.
Reassign to lower
layer or transition from
role / employment
Full performer not
likely to grow beyond
scope of current
position.
Exceptional performer
not likely to grow
beyond scope of
current position.
2 – High Potential 1 – High Potential
5 – Expandable7–Attention Needed
9 – Action Required 8 – Well-Placed 6 – Pro in Position
Exceptional
performer capable of
continued growth
along current road.
3 – High Potential

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Alternate P2 GridAlternate P2 Grid
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Leadership definition exampleLeadership definition example
• Strong work ethic (fire in the belly)
• Global exposure/perspective
• Intellectual capability (but know limitations)
• Business acumen - financial/ownership
• Interpersonal/maturity/skills
• Sincere/trust/integrity
• Confidence above – inspiration below (team builder)
• Proactive problem solving – desire to learn/curiosity
• Positive/constructive

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Importance of ValuesImportance of Values
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DEVELOPMENTDEVELOPMENT
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Follow-up is keyFollow-up is key
• Ensure responsibility for all follow-up actions (org
changes, personnel actions, etc.)
• Individual feedback by managers
• Stretch assignments
• Development plans tied to gaps
• Mentoring program
• Functional training based on key gaps
• Leadership Summit
• Build into other people actions- variable comp, future
promotions
• Update every 6 months

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Development ProgramsDevelopment Programs
High Potential Development Program:
•Technical (Mentoring, Training, Project Assignments)
•Manager Development (360 with Online Learning)
•Senior Leader (360, Leadership Seminars, Executive Functional /
GM Development, Corporate Projects)

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SummarySummary
• Business plan determines critical roles
• Simple tools can get the job done
• Follow-up is key
• Proof is when supply meets demand

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Tim Weyland
tweyland@topcon.com
925-245-8539