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Menlo Talent...the heart of high performance.

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by

Kari Lawry

on 3 December 2014

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Transcript of Menlo Talent...the heart of high performance.

Thank You!
Start With The End In Mind...
Assume this Menlo Leadership team is traveling together somewhere in the Ural Mountains in Russia looking for our next big logistics customer! You are ground zero when a meteorite hits! It is impossible to reach any of you...we hope for the best but fear the worst.
WHAT HAPPENS NOW?
How will we DEFINE SUCCESS today?
Aligned & Calibrated 9 box
Development Planning (Lean Tools)
Inventories for Key Positions:
Succession
Diversity
Retention
Ideal 9 Box Review & Year Over Year Comparison
Introduce Enterprise Talent Concepts:
Talent Philosophy
Definitions for Performance & Potential

Strategically align on 3 - 5 Immediate Talent Needs
Missing anything?
HIGH COMMITMENT,
HIGH PERFORMANCE
High Commitment /High Performance companies are able to deliver sustained performance because they have developed
three organizational pillars:
2014 Talking Talent/Menlo TDR
Menlo Talent at Con-way ...the HEART of High Performance.
Performance Alignment
Psychological Alignment
Capacity for learning and change
"PERFORMANCE ALIGNMENT occurs when the total organization system - structure, systems, people and culture - fits performance philosophy, goals and strategy."
That defines our work today...
1. Who can take your job over today and are they a short term or long term solution?

2. What specific development would be required of your internal successor?

3. If you don't have an internal successor, are there any external candidates identified?

4. In your world...do you have talent in
key succession positions
that have strong limitations? Any potential blockers?


QUESTIONS?
Defined "At This Level"
Alignment: Performance & Potential
ELT Aligned...
PERFORMANCE ALIGNMENT = DELIBERATE WORK
We must work through definitions that fit Menlo's strategy and then practice, practice, practice...
Geoff Colvin
PERFORMANCE
ALIGNMENT = ORGANIZATIONAL TALENT PHILOSOPHY
What's Menlo's Talent Philosophy?
Consistent, strategic guidelines to inform our talent decisions
Agreement among the ELT about how to differentiate our investment in talent
Reduce "personal preference"
Builds specific capabilities & delivers a consistent employee experience
Makes our job easier
Increases our ROI on talent
CRITERIA 9 BOX
DEVELOPMENT SOLUTIONS 9 BOX
THE POWER OF "AT"
"Stay" INTERVIEWS
DEVELOPMENT SOLUTIONS
How TRANSPARENT
are we with our talent?
...clear, consistent, actionable feedback
aligned with our Talent Philosophy
Rocky
9 BOX CRITERIA
~
High Commitment, High Performance
by
Mike Beer & Russ Eisenstat
From ETDR
to EDTR
New Lean Tools to Help Simplify & Align
Customized for the work done here today
Tied to competencies
Laser focus on RELATED development based upon Best Practices in High Performance/High Commitment Companies
All speak same language
Easy to track progress
Easy to report out through out the year
Easy to share with leaders
Performance
Alignment =
Define High Potential
"POTENTIAL"
DEFINED BY:

ABILITY
ASPIRATION
ENGAGEMENT
HIGH POTENTIAL
"DEMONSTRATES THE ABILITY AND ASPIRATION TO MOVE TO A MORE SENIOR AND/OR EXPANDED ROLE IN THE NEAR FUTURE."
"FULL POTENTIAL"
"DEMONSTRATES THE ABILITY AND ASPIRATION TO MOVE LATERALLY IN THE NEAR FUTURE. FOCUS SHOULD BE ON STRENGTHENING PERFORMANCE, ABILITY & DEFINING ASPIRATION."
"AT POTENTIAL"
"WELL PLACED IN CURRENT ROLE. SHOULD REMAIN IN CURRENT OR SIMILAR ROLE FOR THE NEAR FUTURE."
WHICH SENIOR/MORE EXPANDED ROLE(S)?
HOW NEAR IN THE FUTURE?
DO THEY WORK FOR 'AT POTENTIAL' OR ARE THEY BLOCKED?
WHAT DO THEY WANT TO DO?
WHICH LATERAL ROLE(S)?
CAN THEY MOVE INTO EXPANDED ROLE(S)?
HOW NEAR IN THE FUTURE?
DO THEY MANAGE 'HIGH POTENTIAL' OR WORK FOR 'AT POTENTIAL'...IS CHANGE NEEDED?
ARE THEY IN A KEY POSITION?
HOW LONG HAVE THEY BEEN IN CURRENT ROLE...IS CHANGE NEEDED?
ARE THEY COACHING/MENTORING OTHERS?
HOW DO WE KNOWLEDGE TRANSFER?
ELT
TALENT PHILOSOPHY
PERFORMANCE:
We believe in a strong, consistent performance from all employees. Those in critical roles will be held to a higher standard.

BEHAVIORS:
We expect our employees to deliver superior results while demonstrating behaviors aligned with our values.

TRANSPARENCY:
We will be open with employees about thier career and what it takes to succeed at Con-way.
Advancement and compensation will depend upon results and behaviors aligned with our core values.

DIFFERENTIATION:
We will always look to ensure that those with the highest performance receive a greater allocation of resources and rewards.

ACCOUNTABILITY:
We will hold our leaders accountable for developing individuals and building teams in ways that drive performance and support our culture.
What can WE commit to?
PERFORMANCE
ALIGNMENT:
IDEAL 9 BOX
IDEAL 9 BOX:
DOES THIS STILL ALIGN WITH OUR BUSINESS STRATEGY?
2013 & 2014 ACTUAL 9 BOXES
WHERE DID WE MOVE THE NEEDLE?
WERE WE INTENTIONAL IN OUR DEVELOPMENT & TALENT ACQUISITION?
STAY INTERVIEWS!
CHE RIVERA
Evita Peron
Walt Disney
MINNIE MOUSE
DONALD DUCK
Full transcript