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Fy12 talent review toolkit final
1.
FY12 Talent Reviews Talent
Review Toolkit Global Talent February 2012 Final Version © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
2.
Content • Talent Review
Program Overview • FY 12 Talent Review Timeline • Calibration Toolkit • Appendix 2 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
3.
HPCO Talent Review
Program The annual Talent Review is HP’s core process for identifying internal successors for HP positions Our key focus for FY12 is to: 1. Develop leaders internally and promote from within 2. Develop ―ready now‖ successors to assume key positions 3. Secure HP’s future by building a pipeline for leadership talent from within the company 4. Focus on our employees’ career aspirations and the development needed for continued career growth 5. Begin introducing Potential as a key talent measure starting at the Executive level in FY12 to full integration into the FY13 Talent Reviews 3 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
4.
FY 12 Talent
Review Timeline Activity JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Executive Talent Review with full EC All day meeting with full leadership team reviewing global top 200+leaders. Quarterly People Reviews In depth sessions with each business (Business Group/Function Leader and HR leader attend) with CEO and EVP HR. ETR Updates Update meetings (1 hour) with all Business Group/Function Leaders updating development progress of key leaders. Succession Planning Review with Board CEO & EVP HR lead discussion with full Board on top global talent with focus on succession. Business Group/Global Function Talent Reviews Business led Talent Reviews Specific scope and timelines will be determined by each Business/Global Function Group. Mid-Year Performance and Career Development Conversations Employee & Manager performance and career conversations 4 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
5.
Calibration Toolkit © Copyright
2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
6.
Calibration Session Desired
Output and Expectations Desire Output – Calibrate on Talent – Identify and document action items – Vet succession plans Expectations of the day: – All data and discussions to be kept confidential – Discussions to be fact based; try to provide specific examples to support feedback – Respect input from others; be willing to change views – Create clear development plans and be committed to following up on actions 6 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
7.
Sample Calibration Session
Agenda 1. Review the business strategy, challenges, and the people implications 2. Calibrate on Potential using the 9-Box 3. Review the Org/Succession Chart 4. Review High Potentials further in the organization 5. Review Talent Profiles as required 7 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
8.
1: [BG/GF] Business
Strategy, Challenges, People Implications (Sample) Strategy Challenges People Implications • Grow could-based document-centric • Unable to run differentiated operating • 18% of talent base is Gen Y who are commercial solutions and services models for premium vs. volume attracted to and retained by • Drive web and mobile content • Product BUs isolated from market CI alternative workplace benefits and solutions in installed base • Increased complexity and short-term reward strategies • Accelerate analog-to-digital focus from region influence • Limited talent with ability to strategize transformation graphics • Lack of operational synergies in & execute across the enterprise • Grow long-term, high-value recurring supply chain across product BUs • Lack of leadership to drive innovation businesses & execution • Complete organizational design and alignment for optimal performance 8 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
9.
• High Potential
(HiPo): Boxes 1, 4, 2 2: [BG/GF] 9-Box • Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP, can be noted as Too New 3 2 1 Significantly Exceeds) High (Exceeds, Current Performance 6 5 4 (Achieves) Medium 9 8 7 Low (Does Not Achieve, Partially Achieves) Diversity Key Well-Placed/Low Medium High Female US Ethnicity Growth Potential Female & US Ethnicity Too New to Rate: 9 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
10.
Diversity Lens:
Successor Readiness: Female = Ready Now 3: [BG/GF] Org/Succession Chart US Ethnicity = Female & US Ethnicity = Ready 1 – 2 Years Ready 3 – 5 Years External Hire Name Business Group: Title Report(Span): 99 (99,999) Perf/Pot/Risk: NA/NA/TBD Ready Now Coverage Hired On: mm/dd/yyyy XX % Nationality: USA 3 Successors Jane Employee Jane Doe John Doe Name Name Name Name Name Title Title Title Title Title Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USA Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Jane Employee Jane Employee Jane Employee Jane Employee Jane Employee Jane Doe Jane Doe Jane Doe Jane Doe Jane Doe John Doe John Doe John Doe John Doe John Doe Name Name Name Name Name Title Title Title Title Title Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Report(Span): 99 (99,999) Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Perf/Pot/Risk: H/M/L Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Hired On: mm/dd/yyyy Nationality: USA Nationality: USA Nationality: USA Nationality: USA Nationality: USA Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Repetition 2 Successors Jane Employee Jane Employee Jane Employee Jane Employee Jane Employee Jane Doe Jane Doe Jane Doe Jane Doe Jane Doe John Doe John Doe John Doe John Doe John Doe 10 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
11.
4: [BG/GF] High
Potential List (L3s and select others) Current Name Role/BU/GF Strengths/Accomplishments Development/Actions 11 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
12.
Appendix © Copyright 2011
Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
13.
9-Box Place Employees in
9-Box based on Performance and Growth Potential Definitions Potential ratings and review in Calibration Sessions to High: Potential to move 2 levels within 3- determine final Potential Rating. 5 years, 1 level within 3-5 years for L2+, or lateral move with increased responsibility or scope. Medium: Potential to progress at least 1 job level or laterally with increased responsibility or scope in the organization over time. Low/Well Placed: Appropriately placed, may move laterally to apply their expertise in other positions with similar scope but unlikely to move into broader role or role with greater scope of responsibilities. • High Potential (HiPo): Boxes 1, 4, 2 • Well Placed (WP): Boxes 3, 5, 6 • Individuals with <6 months at HP, can be noted as Too New Diversity Key Too New: 13 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Female contained herein is subject to change without notice. Confidentiality label goes here US Ethnicity Female & US Ethnicity
14.
9-Box Descriptions
Significantly Exceeds) 3 2 1 High (Exceeds, Well-placed, valued performer. Subject matter Highest performer. Potential to rapidly Highest performing, experts. May move laterally to apply their progress to increasingly higher levels of current and future leaders. expertise in other positions with similar scope. leadership. Performance 6 5 4 Current (Achieves) Medium Well-placed, effective performer. Likely in the Effective performer with future potential to take Potential for rapid or near-term growth to a right role for now, but may assume greater on expanded role within the same level and/or key leadership position within the Company. expansion in the future based on performance advancement based on demonstrated and development. performance. 9 8 7 Achieve, Partially Low (Does Not Achieves) Under performers with limited advancement Potential for expanded scope/responsibility Ability to progress directly tied to improved potential. May not be able to keep up with exists only with improved performance. May performance. Not a likely combination. changes to their present role. Consider include those recently stretched into a new appropriate actions. and/or misaligned role. Well Placed/Low Medium High 14 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information Growth Potential contained herein is subject to change without notice. Confidentiality label goes here
15.
High-Level Development Action
Guidelines Significantly Exceeds) • Develop in role or lateral move • Consider promotion or put in stretch role • Consider promotion and global move • • • High (Exceeds, Action Learning Action Learning Action Learning • Strategic Projects/Assignments • Business Problem Solving Forum • Business Problem Solving Forum • Exposure/Networking • Strategic Projects/Assignments • Strategic Projects/Assignments • Internal or external technical training • Internal or External Coaching • External Coaching • Exposure/Networking • Exposure/Networking with Sr. Leaders • Consider for Key Talent Program • Key Talent Program • Internal or external training • Internal or external training (e.g., MBA) • Consider promotion or put in stretch role Performance • Develop in role or lateral move • Consider promotion or lateral move • Action Learning • Action Learning • (Achieves) Current Action Learning • Business Problem Solving Forum Medium • Strategic Projects/Assignments • Strategic Projects/Assignments • Strategic Projects/Assignments • Internal training • Internal Coaching • Internal or External Coaching • Exposure/Networking • Exposure/Networking • Internal training • Consider for Key Talent Program • Internal or external training • Move out of role/organization • Redeploy w/ performance improvement plan • Develop in role or move to new role Achieve, Partially Low (Does Not • Performance improvement plan • Action Learning • Action Learning Achieves) • Internal training • Internal training • Internal Coaching • Exposure/Networking • Internal or external training Well Placed/Low Medium High 15 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here Growth Potential
16.
Why Move to
Potential Rating? Current Future • Performance • Performance Talent Criteria Talent Criteria • Promotability • Potential • Differentiation • Market Calibration • Promotability focuses on readiness to take on the next position; Potential focuses on the employees’ ability and aspiration for longer-term growth in more than one position • Simplifies talent assessment process, which provides better quality data and decision making; moves from four lenses to two while still considering relative performance and potential 16 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
17.
Guiding Principles 1.
Define Potential by future runway; performance is the price of entry 2. Develop all talent, with an increased focus and investment in our High Potentials 3. Ensure diverse representation in High Potential pool 4. View High Potentials as HPCo. talent 5. Hold leaders accountable for developing and ensuring success of High Potentials at all levels (i.e., IC to Executive) with support from HR and Talent Managers 6. View High Potential label as fluid (allow for flexibility in career stages and life events)—not permanent—and continue to invest in identified High Potentials over a sustainable period of time 7. Take calculated risks to stretch High Potentials for development and career growth. Increase risk tolerance and provide support to enable their success 8. Communicate how we define Potential transparently to all talent review participants 17 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
18.
2As of Potential
Ability Aspiration To determine Potential, consider the following questions. Ability Aspiration Does this person… 1. What do they want to do in the near-term or long-term? 1. Make decisions and take actions based on the HP values? 2. Do they desire to move into a more senior position within HP? 2. Achieve objectives by influencing others, even without direct 3. Do they proactively seek out ways to contribute beyond their authority? defined role? 3. Inspire, engage, develop and empower others? 4. How well do they learn from experiences and work to 4. Anticipate future trends and challenges? continuously better themselves? 5. Create and contribute to breakthrough strategies that advance the 5. Are they willing to relocate, travel, or work on a short-term growth of HP and compellingly communicate them? global project now or in the future? 6. Deliver outstanding value and exceed the expectations of internal and external customers and partners? 7. Build trusting, long-term relationships with customers and partners? Key Inputs • End-of-year One Conversation • Mid-Year Performance & Career Conversation • Employee’s aspirations from Talent2Win employee profile • EEI and MQI VoW scores Note: Adapted from research by Hewitt Associates and Corporate Leadership Council (CLC). 18 © Copyright 2011 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. Confidentiality label goes here
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