1. <Insert Picture Here>
Handling Workforce Development
Dave Wilkins, Head of Taleo Research
John Moxley, Director of Leadership Development, Cricket Communications
Chris Cimitile, title?

2. Handling Workforce Development
at Cricket Communications
confidential/proprietary

3. Today’s Topics
• Intros and Agenda
• Leadership Development at
Cricket Communications
• Succession Planning across the Organization
o How Technology Helps
• Preparing Employees for Future Demands
confidential/proprietary

4. TALENT INTELLIGENCE
confidential/proprietary

5. TALENT INTELLIGENCE
confidential/proprietary

6. Education, Workforce Mismatch
Percent Growth Over Past 10 Years
100
90
80
70
60
50
40
30
20
10
0
College Grads Jobs Needing College
Grads
confidential/proprietary

7. Education, Workforce Mismatch
Percent Growth Over Past 10 Years
100
90
80
70
60
50
40
30
20
10
0
College Grads Jobs Needing College
Grads
confidential/proprietary

8. Cricket Communications
• Nationwide wireless provider – wide range of services, affordable prices
o Unlimited rate plans voice, text, web, broadband– no contracts
o Muve Music – unlimited music downloads, 600,000 subscribers
• Offer both simple and smart phones, including Android and Blackberry
• Company stores, Dealers, National Partners (e.g. Best
Buy, Target, Walmart, Dollar General, HSN)
http://www.mycricket.com
confidential/proprietary

9. Cricket’s
Leadership Pipeline Model*
• 5 Leadership levels with unique
expectations, competencies, values
• Turns are major transitions a leader must
make to be successful at the next level
• Advancement requires changes in
– Competencies
– Values
– Time Allocation
• Competency sets define focus for each
level, used in Performance Management
& Succession Planning Process
• Model applies to everyone in the enterprise
• Validated for large & small organizations
* Based on The Leadership Pipeline* Charan, Drotter, Noel, 2001
9
confidential/proprietary

10. Leadership Competency Framework
• 4 Mission Critical Behaviors apply to everyone
• Unique Competency sets for each of 5 Leadership
Levels
• Intended to guide development focus for a given
leadership level
• Competencies are cumulative as one advances in level,
e.g. a Mid-Level (Level 3) leader should be proficient in
all competencies for levels 1-3
• Used in Performance Management and Development
Planning
confidential/proprietary

11. Example of a Leadership Profile
confidential/proprietary

12. Leadership Profile in Cricket U
confidential/proprietary

13. Poll Question: What’s Your Learning Mix for Leaders?
• Mostly formal with some on-the-job development and coaching
• Mostly on-the-job development with some formal and coaching
• Mostly coaching with some on-the-job development and formal
confidential/proprietary

14. Learning Plan for the
Frontline Leader
Formal Training (10%)
On-the-job Development (70%)
CORE = 16.5 hrs
(Activities dependent on individual and
• New Manager Orientation (WBT 2.0) competencies/experience to develop)
• Effective Supervision (WBT 2.0)
• Stretch assignments
• Getting Started as a New Leader (WBT 2.0) • Job Shadowing
• Frontline Leader at Cricket (WBT 0.5) • Job-rotations
• New Manager FastStart (ILT 8.0) • Toastmasters
• Conflict Resolution (WBT 2.0) • Leadership Resources (Manager
• Situational Leadership (ILT 16.0) Tools, Podcasts, getAbstract)
• Participate on cross-functional team
• Essentials of Leadership (WBT 3.0)
• Conferences
• Developing Others (WBT 3.0)
Core Courses: in bold
Elective Courses: not in bold
Coaching (20%)
• Peer coaching
• Weekly 1:1 meetings with manager
• Ad Hoc Manager Feedback and Coaching
• Mentoring (internal/external to Cricket)
14
confidential/proprietary

15. Are you ready
to Lead?
Get ready at Leader U:
• Know your Leadership Level
• Review your Leadership Profile
• Start your Learning Plan
Click a at
confidential/proprietary

16. confidential/proprietary

17. Developing a Leadership Culture
• 45 Videos Produced and delivered Via Cricket U
confidential/proprietary

18. Embedding Leadership into Retail Curriculum
Core Branded COS Retail Dealer Retail
Retail Management Management
Retail New Hire Smart Store Store Ops
Onboarding Operations 101 Best Practices
New Manager
Smart Selling Smart Coaching
FastStart
SL II/ InsideOut Smart Sales and
Smart Service
Coaching Service Coaching
Smart
Team Sales & Service
Foundation
Coaching
Muve Smart Consulting Leader U
Leader U
Certification with Dealers
course
courses
Business Acumen
Data Certification
for Frontline
CID Certification
confidential/proprietary

19. Poll Question: How Deep Do You Plan Succession?
• Executives Only
• VP and Senior Leaders
• Director and Managers
• Critical Roles
• All Employees
confidential/proprietary

20. Succession Planning Across the Organization
confidential/proprietary

21. Succession Planning across the Organization
• We focus at the Mid-Level
Leader & Senior Leader
segments
o Not Executives; essentially
Directors and above, and
successors
• Start with Manager Ratings of
Employees
o Potential, Risk and Impact of
Loss, and Suggested Next
Moves
• Calibrate manager ratings across
organization groups
confidential/proprietary

22. Succession Planning across the Organization
• Identify successors for Key Talent
o HIPO and High Impact of Loss
individuals
o Critical roles (including feeder
roles to critical senior roles)
o Stack ranked talent pools
• Identify gaps in successors and
successor capabilities
• Highlight workforce and
development planning
requirements
• Accelerate successor readiness
confidential/proprietary

23. How Technology Helps with Succession Planning
• Creates a centralized data repository,
easily updated and maintained –
if user-friendly with an intuitive
configuration
o But GIGO, and the information
can get stale
• Enables integration with HRMS
and other data sources
• Allows Managers and HR Business Partners to
access information on
individuals, teams, business segments and the
enterprise in order to better inform decisions
confidential/proprietary

24. How Technology Helps with Succession Planning
• Graphics-based, succession org
charts give “at a glance” big
picture for teams, and can
highlight diversity and inclusion
successes and/or issues
• Reporting capabilities allow easy
data extraction and analysis
• Search for talent based on
objective criteria
confidential/proprietary

25. Preparing Employees
for Future Needs
confidential/proprietary

26. Preparing Employees for Future Demands
• Assessing needs
o Successor readiness
o Business direction / revenue opportunity
o Employee career aspirations
• Focused Development
o New products & key offerings: e.g., Muve Music
o Key level: e.g., Frontline Manager
o Key jobs: e.g., Indirect Account Mgrs.
o Key competencies / Certifications
 Functional: Selling and customer service
 Technical: LTE (Long-Term Evolution) aka 4G
confidential/proprietary

27. Preparing Employees for Future Demands, continued
• Versatility
o Cross-training for different competencies,
certifications
o Highly transferable skills
(coaching, business acumen. . . .)
• Managing the Process
o Tracking assignment completions
o Online assessments
o Tracking development goal creation & progress
o Qualitative analysis of development goal quality
o Job profiles show development & transition activities
confidential/proprietary

28. How Learning Plans Fit Together
Groups defined
in CU Integration
feed
confidential/proprietary

29. Job Titles vs. Roles
• Versatile Jobs that are customized to different Roles or
functions:
• Role Rotation and certifications enable specialization
and development without changing job title
JOB TITLES TECHNICAL CERTIFICATION
• General Responsibilities • Technical Responsibilities/tasks
• Key Competencies • Technical skills
• Level -> Span of Control • Technical/functional
• Required/Desired Experience Development Activities
29
confidential/proprietary

30. Certifications
• Certifications enable consistency in skills,
and concrete development opportunities
• Platform Certifications
• Tool Certifications
• Functional Certifications
• Certification choice enables Career Paths
to be Deep/Specialized vs. Broad/Versatile
• Employees earn badges for their certifications,
badges influence Job qualifications, advancement, compensation
• Some may require recertification, e.g. new CID software release
• Certification requires approval by Mentor and Assessor
• Those that are certified mentor others
• Career Paths can be Deep/Specialized vs. Broad/Versatile
30
confidential/proprietary

31. Roles in Individual
Development
• Provides curricula, learning resources, tuition reimbursement
• Assigns learning based on level, function, and job
• Provides tools and guidance regarding development paths
• Cricket U infrastructure
• Tracks Progress
Organization
• Assesses employee’s
strengths &
weaknesses • Assesses Career
• Facilitates development Interests, competencies
planning discussion • Creates Individual
• Provides development Development Plan
opportunities • Initiates career development
• Provides resources Manager Employee discussion with Manager
(time, budget ) • Ask for development
• Suggests career options opportunities
• Provides feedback • Takes WBTs,
and coaching • Enrolls in Cricket U courses
31
confidential/proprietary

32. Reinforcement with Social Networking
TALENT INTELLIGENCE
confidential/proprietary

33. Learn Anywhere, Anytime
• Available Now
• Access via smart phone browser
• Access to all online
assessments and
course evaluations
• Access to product information
• Mobile ready courses
33
confidential/proprietary

34. QUESTIONS?
confidential/proprietary