STEP Winter 03
Leadership Talent @ Solectron
LEADERSHIP TALENT MODEL
STRATEGIC DIRECTION
EVALUATE ORGANIZATIONAL TALENT
What do we need?  Where?  What do we have?  Are we aligned with strategy?
CREATE
FEEDBACKBASED PLANS
DEVELOP
TALENT
• What are our
strengths and
needs?
• How will we
develop our top
talent?
• What top talent
development is
needed?
• What resources
are needed?
• How will the
resources be
made available?
MANAGE
PERFORMANCE
PLACE TALENT
STRATEGICALLY
• How is our
top talent
performing?
– Results
– Values &
Behaviors
• Are incentives
aligned with
performance
goals?
• Are we placing
people to
maximize their
potential?
• Are our placement
actions aligned
with our strategy?
Infrastructure (Delivery, Communications, Integration) & Metrics
LEADERSHIP VALUES & BEHAVIORS
Lessons Learned:
Intent, Impact, and Integration
Senior Sponsorship
HR Partnership
Senior Leadership
Program Design v. Program Content
Tools of the Trade
Next Steps
Talent Review Process (TRP)
Performance Alignment Review (PAR)
Leadership Development (LPWS)
Strategic Leadership Model
Business Context
•
•
•
•
Business Challenges
Leadership
Responsibilities
Current state of business environment
Vision, mission, values
Future state vision
Strategy to attain vision
• Implications of future state
• Business priorities to attain future state
• Implications for leadership focus
• Implications for leadership capabilities
• Responsibilities required to create the future
Leadership Model
• Resulting leadership focus
• Skills & abilities required
• Today vs. Future
More than just competencies …
VALUES
+
BEHAVIORS
+
EXPERIENCES
Leadership Challenges
Functional Assignments
Growing a Mature Business
Joint Venture/Start-up
Renewal/Turnaround
Acquisition
Downsizing/Plant Closing
International Assignment
Represent SLR Externally
Leverage BOD Relations
Finance
Supply Chain Management
Manufacturing
Product Design
Customer Support or Field Services
Human Resources
Sales/Marketing/Account Mgmt
Information Technology
=
LEADERSHIP TALENT
The problem with traditional
talent reviews:
Can’t see the forest for the trees: focus on
individual competencies with weak link to
business strategy and total team capability
I’d rather be trimming my toenails: less than
engaging meeting dynamics
Evaluate Organizational Talent: The
Talent Review Process
• An annual company-wide process for
systematically identifying executive talent to
meet emerging business needs
• Talent reviews are conducted by business
units and corporate functions (matrix view
of talent)
• Data feeds to CEO review and Board of
Directors succession planning review of
officer positions
Key Process Steps
Web cast kick-off meetings from business lead
Resume and business strategy synopsis collection
Strategy implications and alignment pre-meeting
session
Optional: strategy alignment session
Off-site 1-day talent review
Organizational unit talent review with CEO
Cross business-unit review; regular updates
Tools: manager’s toolkit; rating guides;
performance/potential grid, talent database, etc.
Performance
Leadership Performance/Potential
Talent Matrix – Development Focus
Challenge,
Reward, &
Retain
High
Professional
Develop &
Retain
Develop &
Monitor
High Risk
Increase
Responsibility
Solid
Performer
Increase
Responsibility
& Scope
High Potential
Accelerate
Development
Solid
Performer
Develop &
Retain
Increase
Responsibility
High Promise
Potential
Accelerate
Development
Bench Strength Summary
Performance
Potential
Exercise: Finalize Talent Pools
Recommended Talent Pools
For your assigned talent pools, list recommended names on
flip chart (one chart per pool)
Agree on one health indicator (1-5) for the pool
Post charts on wall
Group Dialogue
Place a color dot (red, yellow, blue) beside appropriate names
RED = disagree with nomination
YELLOW = need more information
BLUE = addition for consideration
Group Consensus Voting
Pool names (thumbs up, down, side)
Health indicator (thumbs up, down, side)
Talent Review Process Outcomes
A listing of key talent pools necessary to
fulfill strategy
Any names in the talent pools factor into a
“regrettable loss” metric
Bench-strength ratings analysis
Management team rating of quality and quantity
of talent pool make-up
Action plan for developing identified talent
and addressing gaps in organizational
bench strength
4-5
3
1-2
Talent Imperatives -- sample
Do we have key people in key
positions?
If no, what can we do to change?
Do we need to increase responsibility
for some key people? How can we do
this?
Do we need to re-evaluate where we
have some people placed? What do
we need to do?
Policy issues
Results are not shared with incumbents or
talent pool members
Leadership Pathways workshop and
development planning is vehicle for
feedback
No forced distribution
Metrics – Business Unit level
Talent Pool bench strength score
improvement
Regrettable losses
Other metrics
Satisfaction with supervision survey results
improvement
Succession plan readiness index
Board confidence with management survey
results improvement
Sample slide from BoD criteria agenda:
Four Predictors of Executive Derailment
I.
Poor interpersonal skills (most cited reason)
•
Arrogant and intimidating
•
Insensitive to others
•
Manipulative
•
Overly critical
II. Failure to deliver on promises
•
Over committing and under delivering
•
Failed follow-through
•
Betrayal of trust
III. Not adaptable to change
•
Inability to alter behavior (rigid)
•
Inflexible
IV. Failure to build and lead an effective team
•
Micro management
•
Refusal to delegate
•
Isolated
return
Next Steps
Talent Review Process (TRP)
Performance Alignment Review (PAR)
Leadership Development (LPWS)