Creating a strong talent pipeline how ready are you23072014

74th NHRDN Webinar: 23.07.2014
Creating a strong talent pipeline How ready are you?Creating a strong talent pipeline How ready are you?Creating a strong talent pipeline: How ready are you?Creating a strong talent pipeline: How ready are you?
A KrishnaA Krishna
Sr. Vice President - HR
Bosch LimitedBosch Limited
A Krishna | Sr. Vice President - HR | 23.07.2014 | © Bosch Limited 2014. All rights reserved, also regarding any disposal, exploitation,
reproduction, editing, distribution, as well as in the event of applications for industrial property rights.
1

Creating a strong talent pipeline
Presentation overview
Introduction
Four dimensions of talent management
How ready are you?
2

Introduction
How ready are you?
3

Talent Management – most critical HR topic!Talent Management most critical HR topic!
As per BCG’sp
report ‘Creating
People
Advantage 2013’,Advantage 2013 ,
talent management
and leadership are
the most criticalthe most critical
topics for HR
4

Talent Management has a low ROE!!??Talent Management has a low ROE!!??
5
From BCG’s report ‘Creating People Advantage 2013’

Other Global TrendsOther Global Trends
6
From Deloitte’s Report: “Global Human Capital Trends 2014 – Engaging the 21st Century workforce”

Creating a strong Talent Pipeline
Other Global Trends: Key Focus areas for HROther Global Trends: Key Focus areas for HR
7
From Deloitte’s Report: “Global Human Capital Trends 2014 – Engaging the 21st Century workforce”

HR at “Crossroads”HR at Crossroads
Securing the
Leadership
pipeline
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From PWC’s report: “ Managing in uncertain times: HR at crossroads”

SummarySummary
Several international and national studiesSeveral international and national studies
emphasise talent building as the most crucial
task for organisationsg
9

Introduction
How ready are you?
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Why?
• Quantity comes before quality!Quantity comes before quality!
• Talent is needed in leadership, functional and expert roles!
11

The Four dimensions of Talent ManagementThe Four dimensions of Talent Management
Performance
Creation of
talent
pipeline
Competency
Organisational
framework
pipeline
Potential
12

Performance
Creation of
talent
pipeline
Competency
Organisational
framework
pipeline
Potential
13

The First Dimension: PerformanceThe First Dimension: Performance
H,H • Rewards focus primarily on ‘Stars’
• High differentiation could lead to
widespread de-motivation
Q1
H,L H,H
ewards
Q1Q2
HIGH
widespread de motivation
• Can erode talent pipeline build-up in the
long run, unless engagement measures
are strong
H L Att ti b k t f N tQ2
L L L H
onetaryRe
Q1Q2 H,L • Attractive basket of Non-monetary
rewards necessary
• Median compensation levels would have
to be kept above market levels, to avoid
attrition; can make business
Q2
L,L L,H
NonMo
Q3Q4
LOW HIGH
LOW
attrition; can make business
uncompetitive
• Non-monetary rewards to focus on
development of individuals, to be effective
fQ3
Monetary Rewards
LOW HIGH
L,H • Focus on monetary rewards is self-
limiting in the long run – promotes
mercenary culture?
L L • Recipe for talent exodus!
Q3
Q4
Organisations have to make conscious, well thought out choices
regarding performance management and stick to them; not be swayed
b i t d
14
L,L pQ4by passing trends

Performance
Creation of
talent
pipeline
Competency
Organisational
framework
pipeline
Potential
15

The Second Dimension: CompetencyThe Second Dimension: Competency
Two aspects of competency
frameworkframework
l
Functional
Organisational-
role / level
Clarity needed on both aspects!
Clarity needed on both aspects!
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Competence framework: example from BoschCompetence framework: example from Bosch
Hard skills
ConfidentialConfidential
Soft skills
17

Bosch Leadership Competence frameworkBosch Leadership Competence framework
Confidential
18

Bosch rating scale for competencies
Degree
Competence Field Technology
Competence Field Business Administration
Entrepreneurial
Mindset, Leadership,
Social Competence
Bosch rating scale for competencies
Competence Field Business Administration Social Competence
1 No knowledge, skills, and abilities / Not requested No Degree/Not Requested
2
Basic:
A person with a low level of a competence has theoretical knowledge
ith littl ti l i i l i it H h d t t
Less Developed
with little practical experience in applying it. He or she needs support to
solve problems and reach goals.
3
Advanced:
A person with an advanced level of a competence has a lot of
experience in applying his/her knowledge. She/he is able to apply the
biliti i d h i t t
Well Developed
Confidential
abilities in new and changing contexts.
4
Specialist:
A person with a high level of a competence is able to work
independently, solve problems intuitively and find new solutions. She/he
can coach and instruct others to come to a specific solution. The depth
f h /hi k l d ll h /hi l l d k
Very Well Developed
of her/his knowledge allows her/him to solve complex and new tasks.
5
Champion:
The depth and breadth of his competence is outstanding. He/she has a
technical and methodological overview and sets
technical/methodological standards for companies and industry.
Excellently Developed
19 A Krishna | Sr. Vice President - HR | 23.07.2014 | © Bosch Limited 2014. All rights reserved, also regarding any disposal, exploitation,

Performance
Creation of
talent
pipeline
Competency
Organisational
framework
pipeline
Potential
20

The Third Dimension: PotentialThe Third Dimension: Potential
Does the organisation have a clear written definition of
potential?
Is this definition of potential only “vertical” oriented or is it
broad based ?
A clear definition of ‘Potential’ is essential to get the right results!
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A clear definition of Potential is essential to get the right results!

Definition of “Potential” in Bosch
Definition of Potential in Bosch
Therefore, potential is:
 a forecast on the strength of previous job performance (“projected reserves”)
Confidentiala o ecast o t e st e gt o p e ous job pe o a ce ( p ojected ese es )
 an anticipated predisposition (manifestation of “key and meta-competencies”)
 always an aptitude relating to a particular set of demands, not a value in itself (e.g. potential
for leadership of a particular group or for management of a particular project)
 subject to change, just as demands are subject to change:
potential e.g. through learning, experience, motivation
demands e.g. through new tasks, organization, environment
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Performance
Creation of
talent
pipeline
Competency
Organisational
framework
pipeline
Potential
23

Organisational frameworkOrganisational framework
Clearly articulated overall framework for HR policies is essential
Talent pipeline creation is a sub-set of such framework
Key elements of talent development to be clearly spelt out
Talent pipeline to be matched to needs arising from current and
f t i ti t tfuture organisation structures
24

HRM Guidelines at BoschHRM Guidelines at Bosch
 Promotion of managers from within
 Deployment of associates according
to their abilities
 Job-related training opportunities
 Promotion of managers from within
our own ranks
 Continuity of employment (not necessarily
in same position)g pp
 Advancement of associates willing to
take on greater responsibilities
 Job opportunities worldwide
in same position)
 Pay for position and performance
 Fair treatment of associates by
Confidential
 Job opportunities worldwide
 Priority of corporate interests over
divisional and local
supervisors
 Good working conditions
 Good working relations to Works Councils
g
and unions
25

Influence of salary levels on performance standardsInfluence of salary levels on performance standards
Confidential
Assessment standards depend on salary level!
Assessment standards depend on salary level!
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Career paths in Bosch: 3 routes are available…
Leadership
Head of Department
Executive Management
p
Manager, Group Leader
… in line mgt.
Project Leader (A projects)
Projekt-
leiter
Project Leader (C projects)
… in projects Project Leader (B projects)
Confidential
leiter
Expert,
Specialist with GB-wide impact
with RB-wide impact
within division
Top mgtSenior mgtMiddle MgtJunior Mgt.
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It is possible to switch between career paths

Bosch Career elements for line and project management

Required Experience GM/SGM VP
Cross Divisional move
Sr. VP

Bosch Career elements for line and project management






Cross Divisional move
(GB-GB, GB-C)
Cross Function Move
I t ti l E i



thereof
1
thereof
2




International Experience
(> 2 years)
Employee Leadership Experience

thereof thereof thereof
Confidential

Project Leadership Experience* 
Minimum Criteria met 2 3 4
thereof
1
thereof
1
thereof
1
Minimum Criteria met 2 3 4
 Criterion must be met to reach respective Salary level (with promotion at the latest); experiences made in other companies
will be considered.
Cross Divisional Move, Cross Function Move and International Experience may be acquired before taking on a leadership
position
28
position.

Introduction
How ready are you?
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How ready are you?How ready are you?
Clear metrics necessary to keep organisation on track!
Examples of metrics:
 N b f f h iti Number of successors for each position
 Readiness of talent pipeline
 Attrition among high performers
 Versatility of talent pipe-line Versatility of talent pipe line
Periodical measurement and review
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Building leaders for future: KPIs@ Bosch
Define Number :
 Talent pipeline = % gap of > Middle management positions v/s potential
Building leaders for future: KPIs@ Bosch
successors identified (horizon : 24 months for Middle Mgt, 36 months for Senior Mgt)
KPI _1a : % gap 2014 2015 2016Year
Position_ g p
Mid.
Mgt.
Senior
Mgt.
SL2 Xx %
SL3 Yy %
KPI_1b : Just identified / Development started
(Readiness beyond 12 months)
Development in progress
g g
a% b%
Development in progress
(Readiness < 12months)
Development completed
c% d%
e% f%
DS/NE-IN | 23.07.2014 | © Bosch Limited 2014. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution,
as well as in the event of applications for industrial property rights.
(Ready to take up immediately)
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Th k f tt ti !Thank you for your attention!
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Creating a strong talent pipeline how ready are you23072014

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