2/29/2016 Strategies for Identifying, Developing & Engaging - PDF document

2/29/2016 Strategies for Identifying, Developing & Engaging Talent - Best Practices at Nissan Ruth Miller, Talent Management Key Takeaway…  Process of Identifying Talent  Calibration Meeting Discussions/Outcomes  High Potential Performer (HPP) identification  Who is ready and when for next moves  Steps used in Developing Talent  Individual Development Plans (IDP)  Leadership Readiness Assessments  Training and/or Stretch Job Assignments  Engagement tools for Retaining Talent  Executive Chats  Skip Levels  Career Path/Plans 2 How does Nissan identify talent? 3 3 1

2/29/2016 4 Right skillset, place & time Nissan Career Vision all employees competency matches leadership matches career desire matches readiness for new role & challenges 5 Purpose of Career Vision  Provides employees…  a structured CONVERSATION with their manager on short and long-term career goals.  a chance to level-set CAREER EXPECTATIONS .  a WORKABLE PLAN FOR PERSONAL IMPROVEMENT (Individual Development Plan)  Provides management…  a chance to hear about CAREER ASPIRATIONS , strengths, weaknesses, and development needs — both present and future. 6 2

2/29/2016 7 7 8 9 Demonstrates excellent Leadership Potential Demonstrates excellent Six months or less in current performance and leadership Six months or less in current leadership potential and potential. Understands & utilizes position and has demonstrated position and has demonstrated performance is dependable and High NISSAN WAY mindsets and high leadership potential in high leadership potential in steady. Needs to gain knowledge previous Nissan position(s). actions. Prime candidate for previous Nissan position(s). and experiences to maximize promotion to the next higher level performance in current role. of leadership within the year. 4 4 5 6 Performance is dependable Moderate Six months or less at Nissan and steady. Consistently adds Demonstrates excellent Six months or less at Nissan or in current position. value to the organization. Needs performance. Needs additional or in current position. 9-Block Calibrations Demonstrated leadership potential developmental assignments to leadership experience/exposure or Demonstrated leadership potential is moderate or has not yet been opportunities to increase skills and better define leadership potential is moderate or has not yet been demonstrated. and willingness to maximize readiness for promotion to the next demonstrated. performance. (no more than 2 higher level of leadership. years in 5-block) 1 2 3 Demonstrates excellent Performance is below Performance is dependable and performance. Highly motivated, expectations and/or employee is in steady. Consistently adds value actively seeks new tasks & the wrong job. Requires Exit Plan, Low to the organization. Demonstrates challenges, considered a SME. Performance Improvement Plan limited leadership potential or has Well positioned. Demonstrates (PIP), and/or reassignment to area low interest in leading others. limited leadership potential or has of strength. low interest in leading others. Low Moderate High Demonstrated Performance 7 9Block Rating 7 8 9 Demonstrates excellent Demonstrates excellent Leadership Potential performance and leadership Six months or less in current Six months or less in current leadership potential and potential. Understands & utilizes position and has demonstrated performance is dependable and position and has demonstrated High NISSAN WAY mindsets and high leadership potential in high leadership potential in steady. Needs to gain knowledge actions. Prime candidate for previous Nissan position(s). previous Nissan position(s). and experiences to maximize promotion to the next higher level performance in current role. of leadership within the year. 4 5 6 Performance is dependable Six months or less at Nissan and steady. Consistently adds Demonstrates excellent Moderate Six months or less at Nissan performance. Needs additional or in current position. value to the organization. Needs or in current position. Demonstrated leadership potential developmental assignments to leadership experience/exposure or Demonstrated leadership potential is moderate or has not yet been better define leadership potential opportunities to increase skills and is moderate or has not yet been demonstrated. and willingness to maximize readiness for promotion to the next demonstrated. performance. (no more than 2 higher level of leadership. years in 5-block) 1 2 3 Demonstrates excellent Performance is below Performance is dependable and performance. Highly motivated, expectations and/or employee is in steady. Consistently adds value actively seeks new tasks & Low the wrong job. Requires Exit Plan, to the organization. Demonstrates challenges, considered a SME. Performance Improvement Plan limited leadership potential or has Well positioned. Demonstrates (PIP), and/or reassignment to area low interest in leading others. limited leadership potential or has of strength. low interest in leading others. Low Moderate High Demonstrated Performance 8 8 Calibration Meetings… Vera Wang Will Smith Tom Hanks Jennifer Lawrence Lady Gaga Mark Harmon George Clooney 9 3

2/29/2016 3 Aspects of a High Potential Person Promotability & Promotability & Leadership Qualities Leadership Qualities Character Character Proven Strong Proven Strong Upward motivation • Open & receptive to feedback Performer Performer • Highly regarded by peers • Sought after for assignments • Challenges status quo • Raises issues 1-2 levels • beyond current scope 10 10 Talent Propellers… 11 NISSAN Date ： Verdana Bold 18pt Developing Talent 12 4

2/29/2016 13 The 70/20/10 model - The most effective leadership developmental activities : 70% of learning and development is achieved Assessment/Feedback Assessment/Feedback through real-life experiences, both on-the-job 20% 20% and off-the-job 70% 70% Experience Experience On-the-Job 55% On-the-Job 55% 20% of learning and development comes from Off-the-Job 15% Off-the-Job 15% 10% 10% assessment, feedback, & from observing role Formal Training Formal Training models Center for Creative Leadership 10% of learning comes from formal training classes  Most of the knowledge, skills, and abilities you target for improvement should incorporate your actual everyday work and/or on-the-job projects. 14 What is an Individual Development Plan (IDP)? An IDP is a development tool that provides structure to the process of identifying specific goals and activities needed to help you enhance your knowledge and skills. 15 5

2/29/2016 ALL ABOUT YOU… 4 Key Questions …Personal Development… 1 2 3 4 1. Where are you now and where do you want to be in 3-5 years? And WHY? Where do you see yourself in the near future?  2. What do you need to be successful?  What areas need improvement or to be developed? 3. Do you have the required knowledge, skills & abilities?  What activities, training, education is needed to develop in those areas? 4. What are your plans for leveraging your strengths and developing weaknesses?  Job shadow, seek coaching, attend presentations, research experts, read books, articles, executive summaries, attend training, etc. 16 The process of making an effective IDP involves answering the following questions: • What direction is the organization/department going and what will be needed from its employees in the future? • What are my goals over the next three to five years? (This question is crucial to providing a motivational focus for everything you do.) • What are my greatest strengths and how can I build on them more effectively? • Do I have any serious weaknesses that make it difficult to do my current roles, move to the next role, or will prevent me from reaching my career goals? The IDP should not be a "wish list," but a realistic action plan. It should reflect your personal needs and interests in the context of departmental and organizational needs. 17 6

2/29/2016 Engaging & Retaining Talent 19 20 FY15 Talent Engagement Summary Purpose: (1) To impact employee motivation, commitment, and engagement (2) To improve the strategic alignment between talent and business needs Skip-Levels Career Path Plans Career Advisement Executive Chats (CPP) Conversations (CAC) 1:1 or small group 1:1 conversation 1:1 conversation about Small group conversation What conversation to gain about specific career Nissan’s leadership to gain executive exposure executive exposure, input path with a business philosophy and and recognition with a on career development, leader expectations, and discussion cross-functional and recognition with a of talent goals, and business leader skip level or cross- developmental opportunities functional business with an HR professional leader EV4/5/97 Key Talent E-HPP Female EV5s E-HPP Female EV5s N-HPPs EV4 with VP Who N-HPPs N-HPPs E-HPPs and key talent meet C-HPPs C-HPPs with Director When Ongoing Beginning July Ongoing Ongoing Talent potential, Insight into talent’s Qualitative data surrounding Attendance Outputs interests, commitment career path and talent strengths & interests opportunities, career aspirations, mobility, retention risk Follow- Business shares outputs Business shares TM/HR shares outputs TM/HR shares outputs with HR outputs with HR; up update plans accordingly 21 10 7