CSTD Beijing
Organization Development
Beijing, May 5th 2012
Content
 Introduction
 Objective and expectations
 What is OD?
 Why OD?
 What are the benefits?
 Top 100s Best Practices & Cases
 The China Practices:
 Misconception in the market place
 Why?
 OD - Where does it start? What does it link to?
1
Content
 Critical parts of OD
 Organization Structure and Processes
 Workforce Planning (Job Families and Role Competencies)
 Talent Management (Career and Succession management)
 Management Development – “filling the Gaps”

Top 100s’ Practices
2
Objective & Expectation
All participants to learn about Organization Development:
 What is it?
 How is it being done? What to focus?
 Processes and Steps
Sharing the Best Practices and methodology
 Take away some tools
3
Your Expectations
 希望能对OD有一个全面的了解，
 建立OD意识和思维模式 OD的理论基础、
 实际操作工具及对OD从业人员的职业要求
 国内OD的发展情况
 实践案例——世界100强的OD发展, 尤其是在领导力发展
方面
4
Question
What is the greatest challenge(s) that
your Organization is facing today?
Greatest challenge(s) ?
 Is it Shortage of Talents?
 Is it Business Strategies?
 Or …….
Quick Exercise:
 Take 5 minutes
 Discuss in your group/table
 Share findings with all
6
Organization Development
-What is it?
- Why OD?
- What are the benefits of doing OD?
-Top 100s Best Practices
-The China market place Misconception – why?
Exercise:
 At your table / group
 Discuss for 10 minutes on What is OD? Include in your
discussion:
1. What does it include?
2. How are you doing it?
3. Do you have dedicated resources (team or individual)
assigned to it?
4. Where and how is it being initiated?
5. Who is the owner?
6. Are your senior leadership aligned to it?
 Representative report to big group
8
What is OD?
Organization Development is defined as:
 A systematic methodology that companies use to develop their
organization structure and people based on their medium to long term
business strategies (normally for periods of 5-10 years)
 This includes the consideration of the companies’:
 Business Strategic Priorities
 Products
 Target Markets
 Customers
 Sales Channels
 Internal Management Capabilities
 Market Availability of Talents
 Etc….
9
Why OD?
Organization Development is critically important to companies.
Given the abovementioned criterions, in order to succeed now
and in the future, companies must:
 Be able to determine what kind of structure they need and
management practice to match to it
 Clear about what do they currently have and what is needed to
achieve the business strategies in the future, including:
 How many?
 What kind?
 When?
 Where?
 As well the sources (i.e. internal or external) of these
required Talents
10
Benefits of OD?
Major benefits of OD are:
 Clearly Understand our current and future HR needs
which in turn enable companies to maximize their
Human Resources capabilities
 Minimize unnecessary wastage of man-power and
enhance the efficiency of the HR $
 Anticipates up coming excess and/or shortages of
required Talents
 Identify critical Gaps in Talent supply (both internally
and externally) thereby establish strategic priorities to
recruit, train, develop
 More…..
11
Top 100s Best Practices
 All Top 100s companies have an OD function and this is at
their WW HQs
 Many of them are tied-in with MD (due to its close
relationship)
 Both centralized and de-centralized OD operations are
commonly found i.e. TOP down from HQ and regionalized
OD operations in say GRC (Greater China), Latin America,
Eastern Europe, Indian and South ASIA, etc….
 Recently, some of the Biggest Conglomerates re-structured
their organizations and have their WW HQs relocated to ASIA
e.g. GE in HK
12
The China Market
 Majority of the MNC China operations are performing an MD
function rather than “OD”
 Mostly in response to HQs’ directions
 Focus on “Current” issues / problems
 Tied to Talent Management and/or Succession/Career
Management
 HR is lacking Capabilities due to inadequate business
understanding, OD/MD function training, etc.
 Loosely or no linkage to business strategies
 Minimal and/or no Senior Management involvement and/or
support
 Etc….
13
Organization Development
OD - Where does it start? What does it link to? Typical Process
Critical parts of OD
Organization Structure and Management Practice
Workforce Planning (Job Families and Role Competencies)
Talent Management (Career and Succession management)
 Training and Development – “filling the Gaps”
OD – The Starting Point & Linkages
Organization Mission / Vision / Values / Strategies
Leadership &Top Team Alignment
Organization Development
HR Policy and Procedure & HRIS
H
A
R
D
W
A
R
E
Organization
Structure &
Processes
Workforce
Planning
Organization
Culture
Reward
Job Analysis/Role
Clarification
(KRA / KPI)
Training /
Development
Performance
Management
Target Role
Competencies
Job Evaluation
Grading / Leveling
Career Ladder or
Job Family
MD - Talent,
Career &
Succession
Planning
Recruitment &
Selection
S
O
F
T
W
A
R
E
Individual & Role
Competencies
match
EMPLOYEE ENGAGEMENT
COMMUNICATION
15
Typical Process
1. Derive from the Business Medium or Long Term
Strategies (typically 5-10year plans), decide on…
 Organization Structure required, building on :
—Business Functions, geographic location, customer
segmentations, etc…
—Organization Desired Culture and Role Competencies
 Work Processes – decision on what kind of work being
perform where?
2. Overall Workforce Planning based on the above
3. Then Talent Management – review of what we have, do
not have and define Training/Development needs
4. Then Recruit or Train and develop …….
5.
16
Organization Structure
and
Management Practices
Decision-making Process to develop an
appropriate structure for your organization
1. Clarify strategic intent
2. Define work culture and management practices
3. Determine your customer segments
4. Identify core business processes
5. Evaluate the basic options
6. Check with a decision criteria
7. 3 more questions to consider
18
1. Clarify Strategic Intent

Strategic Objectives: what are the key outcomes your
business must achieve in the marketplace? The strategic
objectives should define success for your business relative to
your customers, competitors, and stakeholders.

Critical Success Factors: what are the key things the
business must “get right” internally in order to achieve its
strategic objectives? The critical success factors should
define the company’s core competence that must be built from
within to give it competitive advantage.
19
2. Define Desired Work Culture and
Management Practices
Work Culture:
 How is work being done?
 Expectation of how our people should behave
 How we will treat our business partners i.e. customers,
suppliers, etc….
Management Practices:
 Centralization vs De-centralization
 Where decisions will be made i.e. what work being
done where?
20
From Values... To Culture
… are an integral feature of our
mission statement, which has
already been rolled out
worldwide,
… form the link to the new
Leadership Principles,
… form the basis for a strong
common corporate and
management culture,
… are therefore essential for our
success.
21
Management Practices
 Centralized vs de-centralized
 Decision levels and points:
—Set Direction and Policy
—Organization and Planning
—Implementation & Execution
—Administration
22
3. Determine Customer Segments
Typical options for market segmentation include:
 Type of customer or business volume (individual
consumer; small, medium, large commercial customers)
 Type of buying pattern (standard, customized,
integrated)
 Geographic location (city, region, country)
 Sales channel (web-based, telephone, in-person)
 Some combination of the above
23
4. Identify Core Business Processes
le s
r
me
s to
C u r v ic e
Se
Sa
in g
g
tu r
tin
fa c
rk e
nu
Ma
Ma
ve
t
uc
nt
od
Pr
me
lo p
De
F in a n ce
H u m a n R e so u rce s
In fo rm a tio n T e ch n o lo g y
P u rch a sin g
Classic Business Process Design
24
5. Evaluate the Basic Options
There are 6 basic design options for any business
Functional
Product
Market/customer
segment
Matrix
Process
Hybrid
25
basic design options
Functional Structure
Product Structure
Typically Used:
Typically Used:
 Small organization
 Distinct products/services exist
 Simple product line
 Product line volume allows for efficiency of scale
 Stable markets and products
 Product technology distinct
 Efficiency focus
Advantages
Advantages
 Clear responsibility for product line success
 Clear responsibility within functions
 Resources are managed within a product line
 Technical specialists are managed
 Product expertise is developed
within a function
 Efficiencies of scale
 General management within a product line can
be developed
Disadvantages:
Disadvantages:
 Lack of accountability for profit/loss
 Duplication of resources across product lines
 Harder to support cross-functional
 Harder to coordinate marketing of multiple
problem solving and coordination
 Harder to develop general management
experience
products to same customer
 Difficult to obtain synergies(innovation, expertise,
financial) across products
26
basic design options
Market/Customer Segment Structure
Matrix Structure
Typically Used:
Typically Used:
 Market/customer requirements vary greatly
 Both technical expertise and market/customer
 Depth of knowledge of market segments critical
 Volume exists within each market
Advantages
 Market/customer knowledge and expertise can be
developed
 Products/services can be tailored to respond to
market segment need
 Easier to coordinate delivery of product/service to
customer
Disadvantages:
 Duplication of resources across market/customer
lines
 Harder to coordinate resource allocation across
market segments
 Difficult to obtain synergies (innovation, expertise,
financial) across market segments
expertise required
 Integration across functions and markets is required
 Large scope and scale across products and markets
exists
Advantages
 Integrates both technical expertise and
market/customer expertise
 Technical resources can be flexibly allocated to
project teams to serve specific markets
 Synergies can be realized across market segments
Disadvantages:
 High degree of horizontal and vertical coordination
and communication required
 High degree of management talent required to resolve
conflicting priorities
 Clarity of accountabilities and career paths required to
maintain employee satisfaction
27
basic design options
Process Structure
Typically Used:
 Customer service priority
 Managerial capability is mature to work across
boundaries
 Employee competence is highly developed to
work across functions
Advantages
 Highly responsive to changing customer
requirements
 Employees focused on clear accountabilities to
meet customer requirements
 Cross-functional teams allow for broad employee
development
 Lean management
Disadvantages:
 High degree of horizontal and vertical coordination
and communication required
 May require high degree of investment in
information technology
 High degree of leadership and employee
competency required
Hybrid Structure
Typically Used:
 Large markets
 Complex products
 Growing customer base
 Distinct business lines
Advantages
 Structure flexibly designed based on product
and market/customer requirements
Disadvantages:
 Harder to create clarity of accountabilities for
profit/loss
 Harder for customers and employees to
understand mission and vision of company
 Requires high degree of management talent to
integrate and coordinate resources
 Difficult to create clear career paths
28
6. Check with Decision Criteria
Supports strategic intent of the business
Supports the desired work culture
Reflects core business processes
Represents a logical grouping of functions and activities
Supports effective interface with customers and markets
Reasonable spans of control exist
Reporting lines and relationships are clear
Levels of authority are clear to support management
control and decision making
Encourages effective employee communications
Resources are allocated efficiently
…
29
7. More questions to answer
 What
level of decision making authority do you
want delegated?
 How
broadly do you want to define job
accountabilities?
 What
is the existing management capability
within the organization?
30
Workforce Planning
Strategic Workforce Planning
Long-term
business
plan
1. Project
workforce
requirements of
the business plan
2. Identify
gaps and
optimize Workforce Supply
Workforce Demand
workforce
Workforce
Workforce
currently in
mix
required
place and
available
in the market
to execute
business plan
3. Implement action
plans to execute
workforce strategy
Source/Attract
Develop
Retain
Engage
Contract/Outsource
4. Optimize programs
to drive desired behavior
People processes
and programs
32
Strategic Workforce Planning is a process owned
and leveraged by a range of people within HR
It is critical to target the project against specific workforce issues!
Lines of Business/HRBP
How do I create a
process and tools to
determine the talent
requirements of my
business?
What is the demand,
supply and cost of
talent?
In what way do the
assumptions impact the
forecast?
Heads of Staffing/
Workforce Planning
What are the best
locations for certain
types of jobs?
Have I maxed out in
a certain market?
How do I convert the
long-term plan into an
operational plan that
can be executed?
Rewards
As part of Total Rewards
Strategy, what does our
current and future
workforce look like?
What will be the cost
of the programs?
How do I design
a transition strategy?
33
The questions that companies are
asking and evolving in sophistication
Enduring Areas of
Business Focus
Evolving “Next Practice”
Business Focus
Growth
Demand Planning
How do I quantify the number of people
I need?
Based on business drivers, how do
I forecast future talent needs?
Labor Mix
Labor Optimization
How can I evaluate current state of types
of workforce being used
How do I drive towards the optimal mix of
full-time, part-time, contract or offshore labor?
Geographic Sourcing
Global Sourcing
What does the current state of key
markets we operate in look like?
What are the best locations to find
available cost at the right cost?
Tools and Process
Connected Thinking
Enabling ongoing analysis and functions
Analyze, deliver, measure and quantify
across a range of areas
HR Capability
HR Business Partner
Attract, develop, engage and retain talent
Assessment and development of systemic
solutions from a BU and enterprise perspective
*Sources: Towers Perrin best practices
34
Based on the questions from clients during
2006, significant upgrades have been made
to all areas of the SWP offer
Key Component
of SWP
Workforce Scan
Major Updates
External Labor Scan
Major Updates
Workforce Projection
Model
New Features
Client Issues
“How does the workforce change in
terms of headcount, cost or new
employees?”
 Turnover analysis to compare prior-year
“What do the demographics of my
workforce look like compared to the
available market? Should we
consider alternative sourcing
strategies?”
 Expanded U.S. data and functionality, including
“What are the future staffing needs,
demographics and cost of the
workforce?”
 Better connections to business planning, in
“What are the operational impacts
of staffing? How many recruiters
will I need? What is the impact of
internal transfers?”
 New standard integrated application for operational
Brand New!
Staffing Planning
What’s new?
and current-year workforce
“Best Locations” analysis
 New global country data
 Model templates for summarizing output
particular
for health care and energy companies
 Projections of more data attributes, such as
diversity
 More robust scenario analysis, including contract
labor vs. FTEs or maximum hiring capacity
staffing reviews focused on 18-month to 2-year plan
 Modeling of internal and external hires
 Recruiting resources and budget requirements
35
1. Workforce Scan:
Mining current state PLUS turnover trend data
Turnover by Job Type
Major Updates
Turnover by Year of Service and Region
Major Updates
 New processes and online tool enable the
loading of current data and prior year data to
get automated reports on turnover segmented
by
 Business unit
 Location
 Job type
 Pay grade
 Age
 Gender
 Pay
 Ethnicity
 Review of hiring, turnover and retirement
experience
 Value to client
 Easy analysis and reports on turnover trend
data
 Given cost of turnover of 0.5 to 1.5 or more of
salary, analysis provides critical information
36
2. External labor scan: U.S.
 For U.S., whole new upgraded
interface that enables
 Selecting multiple cities
 Viewing a range of statistics on
cost, quality of life, education,
language skills
 “Best locations” analysis that
allow you to sort on headcount,
cost, diversity or overall ranking
Major Updates
Major Updates
 Value to client
C ult ur e
In de x
E d uc atio n
In de x
E A SI T o ta l
C r im e I nde x
(U S
Avg=100;
A = H ig h)
State
M SA
TX
A ustin -R oun d R ock, T X
M SA
162
148
64
MA
B oston -C am bridgeQ uin cy, M A -N H M S A
182
184
47
CT
B ridgeport-S tam ford N orw alk, C T M S A
185
175
54
NC
C h arlotte-G astonia C on cord, N C -SC M S A
160
155
139
AZ
P h oen ix -M esa S cottsdale, A Z M S A
154
146
106
 Am I tapped out in my current
geography?
 Is there a better place for
this kind of work?
 As I think about acquisition,
what are the local labor
market issues?
37
2. External labor scan:
New model reports
New Features
 New labor market maps that can be
created by Tillinghast colleagues
 Use for key jobs like technology,
engineering, call center, nursing
 Can also be applied to internal
data
to understand recruiting zones
and opportunities for
improvement
High
Tech Market of choice
5
New Features
 Multi-source data can be organized
City 7
4
City 11
New City 8
features City 12
3
City 4
City 1
City 9
City 2
City 6
City 10
City 5
2
City 3
1
1
Low
2
3
4
Overall Market of Choice
5
in model reports and charts to help
compare locations in terms of being
an “overall” market of choice vs.
a great city for certain specific types
of talent
High
38
2. Global templates have also been created and
new global data have been loaded into the tools
 The online tool has data for Canada,
High
U.K., France and Germany on highlevel availability and ethnic diversity
City 1: U.K.
City 2: U.K.
 More data to come (Japan and
New Features
Netherlands are next for the
developed countries)
Cost
City 2: U.S.
City 1: U.S.
City 3: U.K.
City 1: Philippines
 Model reports help to summarize
key output in decision framework
 GCG contacts Emma Carter and
City 1,: India
City 2: India
Low
Low
High
Melissa Marvan can help to compile
data for developing countries
Availability
39
Exercise
 Your client has just acquired a company that needs to
centralize operations to a number of cities for IT positions
 Look at the current workforce and turnover patterns
by age, gender and years of service
 The initial choices are Austin, Boston, Chicago
and Paris
 What are the key pros and cons of each city?
 What other data do you need beyond what is in
the tool? Where will you get the data from?
 What are the follow-up opportunities from
this process?
40
3. Translate business plan demand
to workforce requirements
New Features
M e d / S u rg / O b s
C ritic a l C a re
E m e rg e n c y
P e rio p e ra tiv e
N IC U
O u tp a tie n t
O b s te tric s / W o m e n 's H e a lth
S k ille d R e h a b ilita tio n
P s yc h ia tric
O th e r R N
P e d ia tric s *
2007
2008
2009
2010
2011
2012
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
2 .6 %
4 .6 %
4 .4 %
3 .9 %
3 .4 %
3 .4 %
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
2 .6 %
4 .6 %
4 .4 %
3 .9 %
3 .4 %
3 .4 %
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
7 .0 %
8 .4 %
1 .7 %
1 .7 %
0 .3 %
0 .3 %
2 .6 %
4 .6 %
4 .4 %
3 .9 %
3 .4 %
3 .4 %
2 .6 %
4 .6 %
4 .4 %
3 .9 %
3 .4 %
3 .4 %
4 .6 %
6 .3 %
0 .1 %
0 .1 %
0 .0 %
0 .0 %
 In health care and energy, more
case work and tools for the
translation of business plan
to headcount requirements
 Standard interview guides
for assumptions
 Ability to model business
drivers in online tools
 Value to client
My outpatient caregiver needs are growing
faster than inpatient needs I can align
business with staffing volume drivers
 Based on changes in business
volumes, what is the future
staffing needed?
 How can I get business plan
input on the future direction?
J o b F a m ily
BRC
F a r m in g t o n
M i d - C o n t in e n t
In t 'l / U K
Low er 48E
E n g in e e rs
G r o s s n e w w e lls d r ille d
G r o s s o p e r a t e d w e lls
C a p it a l e x p e n d it u r e
S ta ff g r o w th
0 .6 7
1 /1 5 0
---
0 .6 7
1 /1 5 0
---
0 .6 7
1 /1 5 0
---
0 .6 7
1 /1 5 0
---
0 .6 7
1 /1 5 0
---
P a r e n t /t e c h n ic a l
V e g a /C r a d d o c k
V e g a /C r a d d o c k
V e g a /C ra d d o c k
V e g a / F r a s ie r
Sponsor
C o rp /F t
41
0 .6
1 /1
---
V e g a /C r
3. Workforce projection model:
Understand the future requirements
 New scenario capability to look at
 Short service, mid-career and
retirements separately
 FTEs vs. contract
 Maximum hiring capacity
 Vacancies
 Modifying hiring capacity to reflect
 Pipeline of new graduate talent
 Ability to absorb and train new employees
 Value to client
 Understanding of future headcount, cost,
demographics and sources of loss of talent
 Enables aligned strategies
— Recruiting partnerships
— Onboarding
— Phased retirement
— Rewards work
42
4. “Operationalizing” the forecast:
Staffing Planning Tool
 Focuses on 18- to 24-month plan
Brand New!
 Enables analysis of more operational
aspects of staffing including






Internal vs. external hires
Time to fill
Time to train
Number of recruiters required
Expected cost of hiring
Monitoring of monthly projected versus
actual staffing requirements
 Diversity targets
 Integrated with the SWP suite of tools
 Demos available online
 Value to client
 Creates an operational view of long-range
planning for the staffing group
 Provides key ongoing measurement
and targets
43
Market updates
Towers Perrin is focusing in SWP worldwide but fail to deliver in China
and Asia markets due to inability of local consultants and lack of data.
(This is true for all other major consulting firms as well)
 Mercer appears to be directly positioning itself to compete against
Mercer
TPs SWP offering
 Workforce Forecaster — brand new Web-based tool for workforce
planning that analyzes current workforce and prior trends and models
future workforce; does not analyze external labor
 These tools appear to be still fragmented internally; however, Mercer
appears to be offering solutions, not just strategies for companies to follow
Wyatt
CLC/Inform
 Wyatt: Has workforce planning but no major move or updates for 2007;
can be a strong competitor in the marketplace
 CLC: Has workforce planning and metrics in its spin-off called Inform
(used to be CLC metrics)
46
Case Studies
1. Guangzhou MTR
2. HP (Asean)
3. Pepsi-cola (China)
4. EDS (China) – a case of failure
47
Career Ladder / Job Family
What is Career Management?
Career Map
Talent Applications
Recruitment
and Selection
+
Career Ladder
Functional
Competencies
Learning and
Development
Career Pathing
& Planning
The career ladders
describe the progression
of organization-wide
competencies-- Talent
requirements and
expectations at each
level are clearly stated
Functional competencies
clarify technical
requirements and
responsibilities unique to
a function
Performance
Management
Rewards & Job
Evaluation
The organization-wide competencies define expectations that are common for all jobs across the company.
Functional competencies define the unique set of competencies for employees in a specific function. The
two sets of competencies are complimentary and are not intended to overlap.
49
Career Ladder Framework
Professional
Senior Expert
Expert
Support
Specialist
Career
Lead
Senior
Associate
Lead
Entry
Intermediate
Advanced
Entry
Intermediate
Senior
Manager
Manager
Team
Leader
Group
Manager
Consulting
Manager
Expert
Senior
Manager
Career
Manager
Associate
Supervisor
Entry
Entry
Managers
Individual Contributors
50
Career management
Becomes Transparent
Managerial Ladder
Individual Career Ladder
Guiding
Guiding/Shaping
M4
P6
M3
M2
P5
M1
P4
Guiding
Applying/Guiding
Competency Level Characteristics
P3
Shaping — Leading Through Vision
Applying P2
Guiding — Contributing Through Others
Applying
Applying — Contributing Independently
Learning — Helping and Learning
Learning
P1
Learning
51
Career Management “Managerial” and “Individual Contributor” Career Paths...
 Both these career paths share some common characteristics:
 Positions in each career path are respectively equivalent
 Individuals in each career path may require a combination of “people” and technical skills,
but one area is emphasized more than the other
 The number of incumbents needed by the organization decreases at higher levels
 Generally, Managerial career paths include roles where individuals
 Manage people (e.g., hiring, performance management, compensation, development)
 Implement processes to achieve strategic goals and objectives
 Maintain responsibility for operational aspects of the organization (e.g., budgeting,
planning, profitability, resource allocation)
 Emphasize the acquisition and development of management skills while maintaining a
broad technical skill foundation
 Individual Contributor paths include roles where individuals
 Focus on contributing to the organization primarily on an individual basis through the
application of in-depth technical expertise
 May include some emphasis on providing informal guidance and performance feedback
 Allows for the majority of time to be spent on performing and providing advice on technical
activities/issues
52
Role Competencies
Competencies
… were developed on the basis of
our values, and help us to live
our values in our everyday work,
… describe how managers are
expected to behave,
… support and guide managers in
their leadership tasks,
… provide a yardstick to measure
development and leadership
performance.
54
Competencies
Competency are critical for:
 Aligning how employees deliver results with the organization strategy
and values
 Establishing common criteria for hiring, training, measuring and
rewarding employees
 Communicating a consistent language about performance
 Emphasizing how someone performs in addition to what they achieve
 Identifying gaps between current capabilities and future
requirements
 Focusing training and development efforts on areas with greatest
need and/or impact
 Encouraging development.
55
Competencies
Organizational Competencies
 Critical to realizing organizational
business goals
Functional/Technical Competencies
 Necessary for success in a
particular function, role, or job
1. General/Core
 Generally
common across the
Competencies
2. Functional/Technical
 Not applicable
to all employees but
Competencies
 Often reflect the organization’s
 Usually involve knowledge in a
organization and apply to all
employees
Core Values and tie to its culture
Examples:
 Leadership
 Teamwork
 Customer Orientation
specific to a particular domain (eg.
sales, finance, HR,…)
technical, professional or process
area
Examples:
 Finance and accounting
 Risk management
 Auditing
 Labor regulations
 Problem Solving
56
Competencies
Example of a scaled competency
ILLUSTRATIVE
Competency
Negotiation Skills
Effectively persuades customers and colleagues in order to reach mutually beneficial agreements and influence important
outcomes
Generic
Foundational
Negotiates simple, shorttermLevel
offersofand handles minor
Contribution
objections;
seeks assistance
with more difficult negotiations
Arms self with information
prior to negotiating with a
customer; learns to ask the
right questions to understand
the other party’s position
Learns to ask for a
commitment and persists
despite initial rejection
Intermediate
Advanced
Negotiates standard
contracts with confidence;
builds rapport and trust with
the negotiating party,
effectively predicts and
responds to objections and
knows when to ask for a
commitment
Negotiates complex
contracts (multi-year, high
dollar volume) maximizing the
full value for all parts of the
offering; optimizes long-term
value by recognizing that
negotiations are an on-going
event
Creates a common ground
by recognizing areas of
agreement and focusing on
areas of disagreement in a
negotiation
Adapts to different
negotiation styles (cultural
and behavioral) within an
organization and resolves
issues without negative
impact on the relationship
Captures the full value of an
offer, accounting for all factors
in a negotiation (e.g., brand,
freight, consulting services)
Keeps all stakeholders
informed and in alignment on
difficult or complex
negotiation terms
Definition
Strategic
Negotiates global or multiregional arrangements;
develops negotiation
strategies based on an indepth understanding of the
deal
Understands how to
approach negotiations at
different tiers in the value
chain
Positions self and company
for the future; knows the key
influencers in an organization
and “pre-sells” an
arrangement
behavioral
Anchors
57
Competencies
Linking competencies to career framework
Management
Professional
Career
Ladder
P6
Support
Career
Level
P5
B4
B3
O4
O3
P4
P3
M5
Defined to
meet unique
client
requirements
M4
E3
S4
M3
S3
E2
M2
B2
O2
P2
S2
B1
O1
P1
S1
Business
Support
Services
Production
and
Operations
Professional/
Technical
Sales
Individual Contributor Roles
M1
E1
Supervisory/
Management
Executive
Management Roles
58
Competencies
To be Effective, the Competency Model Needs to be
Integrated into Broader HR and Talent Management
Programs
Succession
Planning
Compensation
and
Rewards
Training
Development
Competency
Model
Career
Management
Recruitment
Selection
(internal and
external)
Performance
Management
59
Talent Management
The China Market Environment
Employees will be a source of
competitive advantage
我们最重要的投资
Our Most Important
Investors
我们最高的资产
Our Greatest Asset
我们最高的成本
Our Highest Cost
What does the
employee cost the
organization?
(Focus on reducing
total labor costs)
1980s
What is the employee
worth to the
organization?
(Focus on
maximizing human
capital ROI)
1990s
What is the
organization worth to
the employee?
(Focus on
engagement —
unleashing
discretionary effort)
Real competitive
advantage…
2000s
61
Younger Workers in China are
looking for Career Opportunities…
Top drivers of attraction by age group*
China
Overall
Ages 18
to 29
Ages 30
to 44
Ages 45
to 54
Learning and development opportunities
1
1
2
8
Career advancement opportunities
2
2
3
5
Competitive base pay
3
4
1
2
Competitive benefits
4
3
4
10
Vacation/paid time off N
5
5
5
3
Reputation of the organization as a good
employer
6
6
6
—
Long-term incentives
7
10
7
—
Innovative environment N
8
8
9
9
Challenging work
9
7
—
—
Strong senior leadership
10
—
8
4
Organization’s mission and vision N
—
9
—
—
Competitive retirement benefits
—
—
10
1
High level of autonomy
—
—
—
6
Reasonable workload N
—
—
—
7
Attraction Drivers
* Insufficient base size to run driver analysis for age 55 or older group.
Source: Towers Perrin 2007 Workforce Study — China.
62
The “Talent War” is on-going……
Non-availability of Leadership in China
 Among all Asian countries, China has the highest shortage of local
Leadership:
 Companies reporting suffering from shortage of local leadership:
China
- 50%
Malaysia
- 30%
Australia
- 23%
Indonesia
- 19%
Singapore
- 15%
Philippines - 15%
Thailand
- 13%
Taiwan
- 12%
Hong Kong - 10%
Korea
- 7%
Sources: Talent surveys by Conference Board, Hewitt, Wyatt, Mercer during 2003 - 2006
63
Shortages of Local Talents
in China
 Multiple studies during the last 5 years indicated:
—Top Executives / General Management (50-60%)
—Functional / Department Heads (50%)
—Professionals (30-45%)
* This will continue……..
64
Turnover:
a major concern & issue for all
Depending on industry and location:
 Turnover for Senior Management and
Functional/Technical Experts (20-35%)
 Professional (15-25%)
 Front-line workings (50-60%)
 Young Graduates, Management Trainees (40-60%)
65
Evolution in Talent Management
In China Managing Talent is A Core Concept
For HR:
 Talent is being recognized as a key area of HR practice
 Chinese & Multinational companies have moderate
confidence in the ability of their HR to manage talent
and support line managers
 There is plenty of scope for HR to improve its own skills
so as to further the talent management agenda
66
A Snapshot Of The China
Talent Management Environment
 Significant progress has been made in China in
establishing talent management systems
 Strong interest by senior leaders
 Talent management viewed to be an important issue in
China
 HR is confident in approaches to and effectiveness of
talent management
 Major gaps in talent management
 Retention
 Leadership
 Mobility
67
In China - Senior Management consider
Talent Management as Critical
Importance of Managing Talent
HK
Asia
China
68
Top challenges in
talent management
Current
Mainland
China
Future
1.
Forecasting talent needs,
gaps & surpluses
1.
Retaining the right key
contributor
2.
Developing existing talent
2.
3.
Attracting the right
leadership talent
Attracting the right
leadership talent
3.
Attracting the key
contributor
Forecasting talent needs,
gaps & surpluses
4.
Retaining the right key
contributor
Ensuring a diverse talent
pool
5.
Deploying existing talent
4.
5.
69
Talent Management






What is it?
Why is important?
Who/what is Talent?
What to measure?
How to assess?
How to manage them?
Talent Management: What is it?
71
The productivity differential between
high and average performers can be significant
50%
 Superior performers in white-
collar jobs deliver 32% to 48%
more value-added discretionary
performance than average
performers
-1 S.D.
+1 S.D.
Represents
top 16%
0%
100%
Productivity value of one standard deviation
Moderate-complexity jobs
High-complexity jobs
Sales jobs
32%
48%
up to 120%
Source: Journal of Applied Psychology, 75 (1990): 28-42
72
Who is Talent –
different perspectives
Employee Groups Considered “Talent”
HK
Asia
China
73
What / Who is Talent?
Employee Groups Considered “Talent”
74
Measuring What?
Factors Used to Determine Inclusion in Talent Pools
Importance of Factors
75
Criteria for Talent Selection
HK
Asia
China
Factors Used to Determine Inclusion in Talent Pools
Importance of Factors
76
领导者对组织的影响
 智力、情绪智力与逆境商关注行为中最基本的元素
 胜任力是建立在智力、情绪智力和逆境商的基础之上的
 好消息：我们能够改变这些行为
可习得的
容易
技能
知识
可 改 变 性
经验
性格 *
决策风格 *
个人潜能
IQ,EQ,AQ,LQ
员工敬业度
行为和
胜任力
能量水平 *
价值观
特性 *
困难
组织绩效
功能的
技术的
商业的
胜任力
其他人看到
的领导风格
内在
动力
影响
工作环境
动机
冰山模型 by Dr. David McClelland
人才测评模型



心理学界研究已发现：决定个人成功的关键要素是其潜能、动机、性格特质和价值观
过去十年里不同HR顾问公司的很多调研显示：组合测评能最大效度地提高招聘选才的成功机会
尚贤进邦经过历年的研发，成功开发出基于潜能模型的组合式测评的人才测评模型
潜能与能力倾向
—智商IQ
潜能
SCS - 社会能力测试
心理 SJTP- 情境测试
资本
SMS - 社会动机测试
性格
特质
人生 PDP -特质动力系统
哲学 PVI - 价值观测验
价值
观
动机
AC –评价中心
—情商EQ
—逆境商AQ
—领导潜能 LQ
—心理资本PC
人生哲学与价值观
社会动机
—成就动机
—亲和动机
—影响动机
—权力动机
性格特质
—性格
—决策风格
—工作方式
—能量水平
How to Assess Talents?
80
Assessing Talents:
Are we equipped ?
 Interviewing: are we trained? (BEI Targeted Selection)
 Do we have clear expectations including managerial,
functional and technical competencies?
 Reference to the desired competencies, do we have the
tools and methodologies to assess them? Are we
trained on these? (Competency Models and 360 rating
systems)
 Other additional information we need to know about the
Talents? ( individual characteristics, traits, work energy,
psychological capital i.e. IQ,EQ,AQ, LQ ;motives,
personal values & life philosophies,
81
How to Manage Talents?
Planned Talent Development Practices
82
Best in Class Practices
What are best in class
companies doing…?
Ensure senior
leadership
alignment, talent
pipeline and
communication
 More visible
ownership of
talent agenda
 Clearer
articulation of
mission, vision
and growth
strategy
 More rigorous
succession
planning process
 Earlier
identification,
deployment and
management of
high potentials
Enhance
learning and
career development
framework
 Review of core and
functional
competencies
 Explore career
ladders to clarify
paths and calibrate
rewards
 Revisit learning/
development
purpose, process
and resources
Improve
front-line
manager
effectiveness
 Ensure better goal-
setting and
informal
recognition, and
richer
performance
assessments
 Equip to engage in
more productive
career
development
discussions
Align
total rewards
strategy
 Optimize
investments against
key attraction,
retention and
engagement drivers
 Adopt segmented
strategy to address
key talent pools
(e.g., technical,
sales, future
leaders)
Refocus
organization
communications
 Emphasis on
internalizing the
brand/value
proposition,
focusing on
customers
 More compelling
communication of
vision and
strategy
 Focus on
“Engaging team
management” —
better involvement,
communication and
collaboration
84
Overview:
Talent Management Framework
Review talent
requirements
 One definition (e.g. high
potential) or two (e.g.
high potential and
technical experts)
Create
definition(s) of talent
incorporating
competencies
Talent survey
– ensuring
alignment
• Performance
management
• Development
 Review stretch qualities
vs competencies
 Define stretch and
ambition factors
 Define expert criteria if
required
Develop talent
review process
• Talent reviews &
strategic staffing
Critical:
Determine
what and
how to
assess
Talents’
“Ability and
Potentials”
 Principles
 Detailed process steps
 Fit with business planning
and performance
management processes
 Define scope/corporate
interest group
 Agree responsibilities
Develop tools
Illustrative
Build skills
 Build board and senior
management capability
 Train HR facilitators
 Manager assessment
 Talent review session
 Reporting
 Database
• Rewards
Build board/senior management engagement; communication planning
85
Steps for Successful Talent
Management Implementation
1. A Business Case – gaining line and senior management ownership
2. Clarify Objective and Expected Results – what and why Talent Management?
3. Communicate throughout the organization
4. The Talent/Succession Management Framework:
 Definition – What is Talent? Who is Talent?
 Establishing the Criteria – competencies, behaviors, abilities and potentials
 Establish standard review processes:
• Setting the criteria and
• Define methodologies for assessment / selection
• Finding gaps
 Finding out what Talent wants – match and align with organization needs
 Development – structured programs and tools
 Build internal skills to Manage Talents
5. A holistic approach – ensuring linkage to HR systems e.g. Career Ladder,
Competencies , Training, Reward, Performance Management, etc.
86
Succession Management
A connection to Talent Management
Succession Management
 The question is do you have the “Back-ups” or
“Bench” for your critical roles
 In each of your critical roles, you should have at
least 2 “back-ups”
 Do you know your “People Risk”?
 Succession Management is more than just putting
names in boxes
88
Succession Management
Why is it important?
 It ensures no management gaps for the organization
 No or less interruption to business operations
 Employees understand their career paths and
development
 A positive Employer branding
89
Succession Planning
Critical
Roles
HR Director
Within 12
months
13 to 24
months
25 to 36
months
ABC
VP
Commercial
More than 3
years
ABD
XYZ
VP
Corporate &
Legal Affairs
DDC
VP Finance
DFG
Sales
Director
REG
90
People “Risk” Management
Name
Position
Time in
Position ,
Company
Performance
for last 2
years
Potential
for next
level
Career
Aspiration /
Development
Plan
Discussion
Risk
Level
ABC
Fin Mgr
2/5
1,2
Yes, 1
Yes, 3 months
H/M
DEF
F&B Mgr
3/8
2,2
Yes, 1
Yes, 6 months
M/L
GHI
Houseke
eping
MGr
1/7
3,2
No
no
L
MNO
GR/PR
Mgr
2/4
3,3
TBO
No
M/L
PQS
HR Mgr
1/5
2,3
Yes,2
Yes, 4 months
M
XYZ
Sales
Mgr
1/2
1,1
Yes, 1 to 2 Yes, 2 months
M/H
91
Exercise
 Individually, take 5-10 minutes to think about your own
Management Team:
Part one:
Do you have “Back-ups” for these critical roles?
How “Ready” are your bench?
Part Two:
What are the “Risk Levels” for these critical talents?
What needed or can be done to accelerate them?
92
Leadership and Management
Development
 Focus on the Intrinsic i.e. the “Drivers”
 Primary Skill - Coaching
 Complement with Function / Technical Skills
 Prepare ahead of time
 Uphold accountability
 Tie to Performance and Reward
93
What do you see?
94
Leader’s Impact on Organization
Easy
Individual Leader’s
Can be acquired
Skills
Ability to change
Improved
Business
Performance
Knowledge
Experience
Character *
Psych
Capital
Decision Style *
Functional
Technical
Business
Competencies
Exhibited as
behaviors &
competencies
Intrinsic
IQ
Difficult
EQ
AQ
LQ
Employee
Engagement
Energy level *
Values
View by others
as Leadership
Styles
Traits *
Motives
Impact
Work
Environment
* Tested by PDP
Source: Ice-berg concept by Dr. David McClelland
人才测评模型



心理学界研究已发现：决定个人成功的关键要素是其潜能、动机、性格特质和价值观
过去十年里不同HR顾问公司的很多调研显示：组合测评能最大效度地提高招聘选才的成功机会
尚贤进邦经过历年的研发，成功开发出基于潜能模型的组合式测评的人才测评模型
潜能
SCS - 社会能力测试
心理 SJTP- 情境测试
资本
SMS - 社会动机测试
性格
特质
人生 PDP -特质动力系统
哲学 PVI - 价值观测验
价值
观
动机
AC –评价中心
潜能与能力倾向
—智商IQ
—情商EQ
—逆境商AQ
—领导潜能 LQ
人生哲学
与
价值观
社会动机
—成就动机
—亲和动机
—影响动机
—权力动机
性格特质
—性格
—决策风格
—工作方式
—能量水平
Successful Management
 Self Awareness –
 The Wisdom of Leaders
 Understanding Others –
 The Route to Success
Successful Management –
Self Awareness & Understand Others
• Controlling your own
behaviors especially when
you are challenged
• Being open to new ideas
• Riding with ambiguity
Actions
• Confidence about your
own expertise
• Awareness about your
limitations
• Being aware of your
positive and negative
biases
Awareness
Self
Others
Self
Awareness
Social
Awareness
Self
Management
Social
Skills
Positive
Impact on
People
• Really listening to people
who have other
experience, expertise and
background
• Understanding others’
perspective and the
reasons for the ongoing
behavior of others
• Expressing positive
expectations
• Establishing relationships
and networks
人才发展是长期的投入
制定一项全面的培养计划并非易事。许多公司文化过分沉迷于短期
项目，无法忍受把资金投入到不能马上见效的新项目上。但是，视野最重
要。大部分《财富》最具领导力的公司都生存了很长时间。那些存在时间
不长的公司，比如 Infosys（第 24 位），表现出了很强的可以长久持续
的迹象。它们的管理者都知道，领导力培养是一种长期比赛。迪尔的麦克
纳利说，“我们无法不这么做。我们有 172 年历史，我们不仅着眼于下
一年，还要着眼于今后几十年。”
---《怎样打造伟大的领导人》
www.fortunechina.com
2010年02月04日
创造辅导文化是值得的
70%的人力资源专业人士认为，教练比传统的人才发展方法作用更大。*1
*2
教练的回报6倍于其他培训和发展投入的资源。
教练辅导能改善跟其他人的关系:
*2
下属：77%
同事 ：63%
老板 ：71%
客户： 37%
教练辅导的结果可提高： *3
生产率：
53%
生产质量：48%
增加了企业优势 ：48% 。
资料来源：
*1，《周日泰晤士报》20, 2002
*2，《财富杂志》 2.19, 2001, 143卷第4册
*3， www.manchesterus.com
员工与职业导师的收益分析
员工收益：
职业导师收益 ：
绩效提升: +35%
忠诚度 : +6%
为员工的进步感到骄傲: +16%
更好地处理人际关系: +13%
增加自信: +13%
从年轻人视角看问题 : +10%
提升管理与技术能力：+13%
有效辅导受到认可 : +6%
加强自我认知: +9%
成为好的职业导师，是帮助他人
学习解决问题方法: +9%
掌握工作的方法: +9%
理解自己的组织: +5%
--数据源于
的心理需要
导师制对绩效的影响
自我意识
启发
心理支持
职业发展
任务绩效
0.37
情境绩效
角色规范
研究表明：导师的四项功能中自我意识启发和角色规范对于员工的任务绩效有显
著的正向影响；自我意识启发心理支持、职业发展和角色规范四项功能对于员工
的情境绩效都存在着显著的正向影响。
导师制对工作满意度的影响
自我意识
启发
心理支持
工作满意
度
0.28
-0.27
离职倾向
职业发展
研究表明: 导师的功能中，自我意识启发、心理支持和职业发展都
对工作满意度具有正向的影响作用；
而心理支持和职业发展对离职倾向具有负向的影响；
职业导师制发展框架
高层岗位-外部教练
中高层岗位-内部培养+外部教练
中层岗位-内部导师
基层岗位-内部导师
多赢-职业导师制的好处
企业
1.
2.
3.
4.
5.
6.
7.
更快很好的适应环境
感受光大的组织文化
融入团队，增加自信
掌握工作方法，提升
绩效
更好地处理人际关系
加强自我认知
学习解决问题方法
员工
1.
2.
3.
4.
5.
6.
职业导师
有利于光大银行文化传承；
有利于企业人才保留；
有利于后备人才培养
有利于知识资产转化
有利于员工胜任工作
有利于客户资源公有化
1.
2.
3.
4.
5.
学会为人师表的方法
提升影响力与领导力
提升自己认知能力
教学相长
为将来职业生涯发展打
下基础
Summary and Conclusion
A few questions:
 Who is the owner?
 Do you have Senior Management buy-in, involvement,
support , etc….
 Are you equipped?
 What can and should you do in China? IS Talent
Management enough?
106
CONTACT US
Address：Room408-1,Jin Feng He Building, 8Xin Jie Kou Wai
Stress,Beijing,100088,China
Tel：010-62020069
Fax：010-62020058
Beijing: 15012508919 （Michael Chan）
Shenzhen: 13602559869(Amy guo）
Zhuhai: 13570609708 (Sabrina Hu)
首席顾问 陈国涛 Michael Chan

陈国涛先生曾是韬睿咨询（Towers Perrin）公司高级咨询专家。此前，
他曾在美世（William Mercer）和合益（HAY group）的国际咨询公司内
先后担任大中华区总监和总裁职务。

从事顾问之前，陈国涛先生在世界顶级跨国企业内部从事业务管理经验已
经超过25年，其任职的业务领域包括人力资源管理、财务和运营、销售和
市场推广以及业务发展等。

陈国涛先生是高级管理层咨询方面的专家，其主要咨询领域包括领导力评
估和发展、招聘及人员选拔、高管人员团队培训、变革管理、和组织设计
及架构。同时他在处理以薪酬设计为基础的项目中也有非常丰富的经验。

陈国涛先生曾获美国华盛顿大学会计学学士学位和美国西雅图大学工商管
理硕士学位。