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Nikki Hall, Chief HR Officer

Succession Planning for Both Professionals & Leaders. Nikki Hall, Chief HR Officer. SHL vs. the World. SHL statistics Workforce: 1,000+ Countries: 50 Languages: 30+ Currencies: 15. Partners: 4,000+ Clients: 10,000 Sectors: 40. SHL reach Assessments: 25m Experience: 50 years

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Nikki Hall, Chief HR Officer

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  1. Succession Planning for Both Professionals & Leaders Nikki Hall, Chief HR Officer

  2. SHL vs.the World • SHL statistics • Workforce: 1,000+ • Countries: 50 • Languages: 30+ • Currencies: 15 • Partners: 4,000+ • Clients: 10,000 • Sectors: 40 • SHL reach • Assessments: 25m • Experience: 50 years • Alliances partners: 90 Global statistics • Population: 7bn • Countries: 196 • Languages: 180+ • Currencies: 182

  3. SHL Evolving • Consolidation, Centralisation & Merger • SHL’s Strategic Shift in 2012: • From test publisher to people experts • From operationally efficient to business-transforming • From talent administration to talent management • From market leader to global innovator Our vision…To enable better people decisions, creating high performing organisations Our mission…To be recognised as the world’s leading provider of people intelligence Our mantra…People Intelligence, Business Results

  4. SHL Talent Evolving Our Talent Strategy needed to change to fit our evolving business strategy Our challenges: • We have a flat structure with small local offices, how can we create meaningful career paths and succession to each level in our consultancy? • How do we keep our most senior consultants and develop them to provide a wider range of consulting to our clients, when leadership roles aren’t what they are best at? • Global Mobility is an issue, how can we align job titles and skills sets from one country to the next? • How do we identify who will be our next MDs globally? • How can we find out if our leaders of the future have the right skills to meet our changing business needs?

  5. Succession Planning Is Our Solution

  6. Career Paths & Role Profiles • Two paths with roles at each point in our 6 level model • Each Level has Skills, Knowledge, Accountabilities and Competencies identified which we are then using to level staff to ensure roles are consistent globally

  7. SHL’s Perspective on Identifying & Preparing Future Leaders Intellectual Agility Talent Pools Interpersonal Agility Capacity to Lead Drive to Achieve At each level of the pipeline To create high promise talent pools From which to assess and develop leaders for role readiness Early identification of potential

  8. Succession Ratings & 9-Box Analysis Results Action Potential “How does this role support the mission of the organisation?” “What are people doing to help us achieve these results?” “Where else might people add value?” Goals / KPIs / Accountabilities; Manager (“owner”) ratings, 1x-4x / year Multi-source Behavioral ratings (Competency roll-up); Feedback linked to Annual Progress Conferences • Assessments to learn more about people depending on job level • Leadership (Personality) • Career finder (Interests) • Motivation • Competency simulations • Job-based simulations 9-Box Analysis Contribution Report Development Report Capability Report Results Results Action Potential Action Potential

  9. Talent First Program Transparency of process and information accessibility are critical to the success of SHL’s Talent First Programme: • Self-managed career development program:SHL staff can identify their role and capabilities against their current role and next role in our Performance/Succession System • Capabilities Framework: SHL staff can access a framework that outlines the capabilities needed by Career Path and Role Level • Development: We have identified development activities such as in-role learning, mentoring and training that will help individuals progress from one level of a Consultant to another Talent First

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