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@ Strategic HR Summit, 1 st December 2011 Silicon India, Bangalore,

@ Strategic HR Summit, 1 st December 2011 Silicon India, Bangalore, . Ravi Mishra, Vice President – HR Birla Carbon. Talent Management in Challenging Time. The Opinion Expressed in this program is Personal. Reference & Context. Challenges to Survive, Sustain & Grow?.

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@ Strategic HR Summit, 1 st December 2011 Silicon India, Bangalore,

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  1. @ Strategic HR Summit, 1st December 2011 Silicon India,Bangalore, Ravi Mishra, Vice President – HR Birla Carbon Talent Management in Challenging Time The Opinion Expressed in this program is Personal

  2. Reference & Context

  3. Challenges to Survive, Sustain & Grow?

  4. Origin of Species > Charles Darwin Competition more fierce than ever before Talents do Understand the value of their stake in Organizational Growth Talent Gap Demand & Supply

  5. History 25 companies of fortune 500 have been closed in last 10 years !

  6. Learning Organizations

  7. Next / New Practices

  8. What did We learn Beat the Best : is it enough Incremental Changes without Transformational Changes Innovation Unknown Challenges Knowledge Management & Learning Organization

  9. Why Talent Management • Talent Management is essential for survival and growth. • Our growing businesses need talent with multiple capabilities. • Talent is the only competitive edge that our businesses will have; all else can get replicated. • Between the options of make vs. buy, we choose the former as it makes more business sense. • Most of our businesses derive their competitive edge from people capabilities. • We need to develop a robust pipeline of leaders to manage our current and future businesses.

  10. Talent Management framework & processes Career Stage Classification Talent Segmentation Potential Validation Consensus Discussion Individual Development Plan (IDP) Talent Review Discussion (TRD)

  11. Walt Mahler’s Career Stages Model Group Function Head Business Head General Management Career Path Functional Management Career Path Function Head – Company/Business Unit Head/SBU Head Function Head-Unit Manage Managers Manage Others Manage Self

  12. Competency Model A functional competency is the key knowledge and skill needed by a job holder for the effective performance of the job. They are necessary but not sufficient for outstanding performance of a job. A behavioural competency is an underlying, key characteristic needed for outstanding job performance, that leads to and predicts high performance. It describes how the job holder does a particular job. Both functional and behavioural competencies are observable and measurable. Functional Competencies Behavioural Competencies + Competencies 12

  13. Two criteria based on which talent pool is segmented are: Performance Potential The nine-box matrix is used to rate an employee’s performance and potential. Based on the performance and potential ratings, the individual will be placed in one of the nine boxes. Talent Segmentation

  14. Performance Is the result of the activities of an individual over a period of time. Consistency and trend in performance ratings. Potential Ability to move career stages within a given time span Based on ‘on- the- job’ demonstration of the current as well as next two career stage competencies Definition of Performance and Potential

  15. Potentials can be categorized like A, B & C Potential can change over a period of time with successful development Potential in the Organizational Context • Potential B - can move one career stages in 5-6 years. • Potential C - can stay in the current career stage. (could do more complex jobs from the same career stage) • Potential A - can move two career stages in 5-6 years.

  16. Performance – Potential matrix 1A 2A 3A A High Potential/ Medium Performance High Potential/ High Performance High Potential/ Low Performance High 1B 2B Medium Potential/ High Performance 3B Medium Potential/ Low Performance Medium Potential/ Medium Performance B Medium 1C 2C 3C C Low Potential/ Medium Performance Low Potential/ High Performance Low Potential/ Low Performance Low 1 2 3 Medium High Low

  17. Talent Validation: DAC DAC data, Work history, Special experiences/ Qualifications/ assignments Development Assessment Centre Performance – Potential inputs Input Talent Segmentation DAC’s IDP’s Implement IDP’s Process

  18. OUTCOME OF CONSENSUS DISCUSSION 18 The critical outcome of a consensus discussion is a unanimous agreement on the final potential assessment of an individual after a discussion with all parties concerned. The outcome is owned and shared jointly by all people involved.

  19. CONSENSUS -TEMPLATE This data should be presented in the above format during the Consensus Discussion for the committee to review and sign off 19

  20. Individual Development Plan

  21. Challenges / Hygiene Factors Work Environment Performance Management System Reward & Recognition Conflicts of Generations Quality of Life Career Growth Flexibility Demand & Supply Gap

  22. Thanks !

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