Bell Atlantic
Managing Talent in Transition
Yolan Williams
September 1999
The New Bell Atlantic

1996
 1997
 1998
 1999 and beyond
Requirements For Success

Knowledge Workers
 Managerial talent

Leadership talent

High learning agility

High complexity
Industry - Talent Flux

Information Services Industry

Males = 2.8 years

Females = 3.1 years

New careers every 3-4 years
Talent Review Goals

Framework to identify and assess
 Small group of high potentials/professionals f
 Tools for organization evelopment
 Systematic, rigorous and inclusive
Senior Management Model

Strategic Results

Influence

Large Team Leadership

Personal Effectiveness
Middle Management Leadership Model

Strategic Results

Communication and Influence

Team Leadership

Personal Effectiveness
Dimensions of Potential - Learning Agility

Mental

Personal

Change

Communication

Learning Sources

10% high learning agile

30% passive learners
® Lominger, Limited
Talent Categories

High potentials - develop horizontally (across
functions); ability to be successful across multiple
functions

High Professionals - develop vertically (within
same function); valued subject matter experts;
teach others

High Contribution - broader development; ready
soon and ready later; likely to find greater
diversity
Challenge is to determine best development to
increase value and retain...
Talent Review Outcomes

Strategic Partnerships for Development
•
•
•
•
•
•
•

CCL
Brookings
USC
Darden
Hill and Associates
National Leadership Institute
Jim Anderson
Strategic Assessments for Development
• 360
• Complexity of Mental Processes
CMP Assessment
 Present Potential
 Long Distance Potential
 Role Fit
 Relationship with Boss and Organization
Talent Management

Leadership Advisory Board
– SP Oversight
– Funding
– Cross-functional movement
– Action learning
– Leader to Leaders
Next Steps

Focus on FrontLine Leaders

Anatomy of Moves

Ambiguity Research

Mergers

Demographic Shifts

Dynamic Industry

People