reflection 111
tao
class15-people.pptxPeople
Designing Effective Organizations
BUAD 422
Nathan A. Bragaw, PhD
1
Administrivia
Reflection 3 should be turned in by now
Swapping People & Rewards sections
2
Star Model of Organization
Structure
People
Rewards
Processes & Lateral Capability
Strategy
3
The Mix of Human Talents in the Business
People
Key positions
Talent identification
Career development
Performance Management
4
Key Positions
Topgrading
Always seek the best talent for every position
Portfolio Approach
Strategic focus on role to identify key positions
Match the talent to the role
A positions – Strategic
B positions – Support
C positions – Surplus
People
A talent – Leaders
B talent – Contributors
C talent – Laggards
5
Human Capital
Knowledge, skills, & abilities possessed by individuals
Candidate “Potential”
Can they handle the role
Can they handle greater roles
Can they be a leader
Identifying talent
General
Industry
Firm
Human Capital
People
6
Managing the pool of talent
Breadth – can you cover your strategic positions?
Depth – can you back fill internally?
Not enough talent leads limits company growth & profits
Too much talent limits career opportunities for employees
Developing talent pools
General
Industry
Firm
Human Capital
People
7
Entry points
What KSAs are expected upon entry?
Role expectations
What is expected to be developed?
How will it be developed (trained vs. learned)?
Role progression
What is the trajectory of the path?
How formal is the path?
What are the likely exit points?
Developing talent
People
8
Officers
VPs
Dir
Shift Supervisor
Team Lead
Executive
Upper Mgmt
Management
Line
Research Scientists
Mgmt
Sr. Engineer
Engineer
Team members
One of the most undesirable exercises performed
Most people view themselves as “above average”
Most people want affirmation of that appraisal
Most people avoid conflict
Effective feedback systems
Frequency of appraisal should match the role
Feedback should not be a surprise
Less about ratings and more about development
Should set expectations for next evaluation
Performance Management
People
10
Role Transitions
Career Paths
Career Trajectories
Expectations
Feedback Loops
Career Development
Knowledge, Skills, Abilities
Training Opportunities
On the Job Learning
Human Capital
Performance Management
Career Progression
Key Takeaways from Class
Every organization requires people to succeed
Talent management is about selecting, developing, & retaining the right portfolio of people
Poor talent management is a real cost to the company
12
For Next Class
Read ch 7 – Rewards
13
