Hiring internally is a cost and time-effective way to recruit, yet many companies fail to move employees through the organization. We spoke with Brandon Curry, director of global talent management at Federal-Mogul Holdings Corporation, about the approach his company has begun utilizing to make career succession and development planning more integrated with business management, rather than a stand-alone HR task. As a result, the company has seen more internal hires and a greater focus on developing employees to follow their ideal career path. Here, Curry shares his insights on how the company changed its talent processes and several tips for companies looking to do the same.
How does your company approach talent reviews?
We’ve adopted leadership team-based reviews, so the decisions that are made become the leadership team’s decision. Our bottom up approach drives a level of ownership, accountability and visibility to an individual manager’s peers and their manager around how are they doing at managing their talent.
Many organizations identify succession candidates solely based on managers’ ratings of employees’ performance and some competencies identified as HR’s criteria. In these cases, the leaders may have some confidence in the criteria because they trust the criteria concepts, but if it’s not a team decision, then they don’t necessarily all feel accountable for the decision. What we’re trying to do is bring the best of both perspectives together, where we have strong criteria and a strong process that engages the leadership teams. The goal is to ensure that when people are broadened to new roles and are onboarded into the organization, that they have support from their peers and their leader for continued development. The process also brings out quality developmental feedback on how individuals are impacting the organization and reveals areas where we lack the bench-strength desired to execute and grow in the future.
What was the process like before it became team-driven?
In the past it wasn’t nearly as inclusive. Previously, leaders from the top two levels of the organization prepared a succession report as an HR process, and each business or functional leader reviewed it with the CEO, HR leader and me. There wasn’t much visibility on who were the key talents across groups and we lacked the diverse perspectives and options for how to deploy talent. As a result of that, it reinforced silos, and we didn’t have many cross-moves for development purposes.
What results have you seen from the new succession planning process?
We now have a broader talent pool, and the talent in the organization sees more opportunity because they see more people moving across the organization. We’re able to identify better leads internally before we look outside. When a position becomes open in the organization, employees are able to search for opportunities in the system. We also receive requests from hiring managers and HR Managers to search internally such as, "We have this number of candidates identified as successors, who else do you have in mind?" We’re able to go into the system and do searches based on career preferences — who has identified that role as their next logical position and, based on succession plans, who is ready to move into that role.
We’re also seeing improved development planning because of increased visibility. If an employee has a development gap for a planned career change, it’s much more visible now because we have this series of discussions during which managers have to present this information to their peers and their manager.
Talent Management is clearly a priority for our leaders as they have a growing demand for resources to operate and grow their businesses. As the process becomes more socialized within the organization, it will become more of a cultural element and less of a tool. Succession planning and talent management is now considered a legitimate business conversation.
What advice do you have for companies that are having trouble making talent management part of the business discussion?
Start with the end in mind and think about basic objectives. At Federal-Mogul, we want critical positions to be filled internally and that drives a lot of our development action. Too often, in the past, we identified a need too late with not enough time to develop an internal candidate, requiring us to hire someone from the outside. This can cause resentment from employees who are not developed and given the opportunity and, ultimately, may leave the company. That’s a major objective of our process: that we’re good stewards of our talent.
Another piece of advice is to keep it simple. We have made leadership team-based reviews a recurring event on the calendar, so it’s integrated with our business process of budgeting, business planning and quarterly reviews.
Finally, make your leaders the owners. We enable line managers to take ownership, accountable for doing the work and presenting it, and human resources is supportive by providing them counsel, tools and resources. Previously, HR performed this function for or to the organization; now business leaders own it and HR facilitates this process.
Brandon will be one of the featured client speakers at next month’s Converge Live Minneapolis, scheduled for Tuesday, September 10 at the W Minneapolis – The Foshay. Hosted by Cornerstone, these complimentary, one-day events provide a valuable opportunity for learning and HR executives to network with peers in the region and gain inspiration for fostering a work environment where employees have the resources to grow, develop and perform at their very best. To register, go here.
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[Infographic] The Modern Faces of Mobility
With mobile devices offering on-the-go access to everything from emails to work files, and video meetings connecting colleagues across the globe, the world is the new workplace. In fact, experts predict more than half of all full-time workers could be working remotely by 2020—just four years from now. Employees are craving the independence that comes with project-based freelance work and the option to work remotely—but offering more flexibility has benefits for employers, too. A recent Gallup State of the American Workplace report found that employees who spend just 20 percent of their time working remotely are more engaged than in-office employees. They get the best of both worlds: time spent collaborating with coworkers in the office and a sense of independence. So what does this new mobile, remote workforce actually look like? Let's take a closer look at the modern faces of mobility. How To Support A Mobile Workforce To best support this new mobile workforce, start by taking a look at how your organization invests in technology. Whether your employees are calling into a video conference from home, checking a mobile device for field assignments or responding to emails at the airport, technology is what's keeping them connected to their colleagues. "Technology can be a double-edged sword—it's certainly increases workplace pressures, but it can also be a part of the solution," said Phyllis Moen, a University of Minnesota sociologist who studies careers, families and well-being. Be thoughtful about how mobile devices can be used to increase workplace flexibility—and set boundaries so that expectations of availability don't create more stress. With video chat, email, conference calls and WiFi it is easy to constantly stay connected with remote employees. When investing in your office's physical space, keep flexibility in mind as well. Create spaces where employees can find focus or privacy, such as small phone rooms. Empower—and trust—your employees to choose when, where and how they work and you could see increased engagement and performance. Allowing employees to work from home occasionally can help increase productivity and decrease stress. There is no doubt that remote work is changing the workforce. And while there is no one size fits all solution, companies that embrace new mobile technology and workplace flexibility to support their remote workers can benefit from increased productivity and profitability, decreased employee stress and an overall more satisfied and loyal workforce. Photo: Twenty20
September 2014 Product Release: Mobility Made Easy
Today there has been a radical change in the way people work. The workforce has redefined where work is done and how business related content is consumed. This next generation workforce no longer needs an office environment to be productive. The availability of new devices and services are empowering the mobile workforce to work where, when and how they choose. Empowering the Mobile Workforce Our September ’14 Product Release delivers the technology that provides employees with the flexibility and mobility they desire. With the new features, organizations can maximize employee productivity, agility and job satisfaction. Mobile Video Learning – Users can now launch and view video learning courses from their transcript on the Cornerstone mobile app, providing easy access to learning on-the-go, at the time and place that is convenient for users. Employees can now take advantage of downtime during travel, in between meetings, or in the evenings or weekends – dramatically increasing adoption and impact of training initiatives. Mobile Single Sign-On – With SSO, users can now leverage their SSO username and portal information to quickly access the mobile app without the need for a password. Users can be authenticated using system credentials or network credentials that are validated against a client-configured SAML server, eliminating the need for multiple login information. This kind of behind-the-scenes enhancement is important for driving adoption and usage of mobile talent management tools. Cornerstone Mobile Video Learning: access training anywhere, at any time, at the exact moment required Learn more about Cornerstone Mobile and our September ’14 Product Release next month at HR Technology Conference in Las Vegas.
6 Ways To Promote Internal Talent Mobility in Your Organization
There are many different reasons for people to want to leave their current job, whether it’s to expand their skillset or flex their existing skills in a new environment. In a nutshell, people want to do what they're good at. The challenge for employers is finding ways to keep employees from getting bored and losing them in a competitive talent market. To keep its best and brightest talent, organizations need to foster career advancement and provide opportunities for employees to grow and enhance their knowledge, skills and experience. Introducing the Concept of Internal Talent Mobility The answer to retaining your top talent is not necessarily a move up the corporate ladder. Rather than upward mobility, many employees are searching for internal mobility. This fresh take on performance management plays a key part in successful talent acquisition, employee retention, and overall business success. Ensuring employees feel that they have a future within your organization is crucial for maximizing productivity and employee engagement. Having career management discussions and providing opportunities for employees to progress in their careers and to grow and enhance their knowledge, skills and experience is critical for job satisfaction, performance, recruiting and retention. Promoting Internal Talent Mobility in Your Organization So, what does internal mobility look like? Here are six tips to help your organization build its internal mobility programs: 1. Set Clear Goals and Metrics: Identify one or two specific goals that you want your internal mobility program to address, such as improving engagement or reducing high potential employee turnover. Next, settle on metrics that track back to goals and identify what data you will need to track and analyze in order to measure success. Then follow through. 2. Be Transparent: Clearly articulate that internal mobility is important to your organization and why by translating your goals into a policy. 3. Make it Part of Your Culture: Build and invest in career transition, learning, mentoring and coaching in order to ensure sustainability and the long-term success of your internal mobility initiatives. 4. Help Managers Identify High Potential Employees: High potential employees have the ability, aspiration, values and commitment to grow within your organization and be successful in more critical positions. However, not everyone wants to manage people. By identifying who the high potentials and high performers are in your organization, leaders and HR can best identify which type of mobility will best suit their development needs, respectively. 5. Provide Learning Opportunities that Make Sense: Lateral or internal moves often require additional training to prepare an employee for new responsibilities and skills. Ensure that these learning opportunities are flexible and agile so your employees can really take advantage of them. 6. Encourage Multi-Directional Career Transitions: Up is not the only way to go. As the organizational chart becomes flatter with more collaboration and cross-functional teams, enable your employees to apply their skills and talents where they make the most sense. Develop Your Own Internal Mobility Program Internal mobility is a win-win for employers and employees alike - employees are able to continue to expand and enhance their careers while the organization is able to retain top talent. Work with employees to create a career path that meets the needs and goals of both the organization and the employee. If an employee within your organization is looking for a change, don't wait for them to go looking somewhere else. Show them the possibilities you have right within your organization.