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					Integrated Talent Portfolio Review
Standard Chartered PLC
An integrated, structured talent portfolio review that engages leaders in identifying and addressing critical talent management risks to their business objectives




                        Standard Chartered PLC                                           Action
                                                                                         Standard Chartered designs a simple talent
                                                                                         portfolio review process, led by business leaders,
                                                                                         that provides them with a prioritized, integrated
                        Industry: Banking                                                talent plan.

                        Assets: US$329.2 Billion                                         Key Components
                                                                                          • Component #1: Integrated Talent Assessment
                        Employees: 73,000
                                                                                          • Component #2: Leader-Led Strategic Talent
                        Headquarters: London, UK                                            Planning Meeting
                        Situation                                                         • Component #3: Talent Review Anchored in
                                                                                            Business Challenges
                        Organizations fail to engage leaders in business-
                        relevant talent review sessions due to a lack of                  • Component #4: Integrated Business Unit and
                        connection across multiple talent activities, poor                  Corporate HR Plan
                        quality talent planning discussions, a focus on
                        individuals in isolation of business needs, and                  Results
                        inadequate execution support.                                    CEO, business leaders, and HR report high value
                                                                                         and impact from Strategic People Agenda (SPA)
                                                                                         process.




                                                                                                                       Source: Standard Chartered PLC; Corporate Leadership Council research.

CLC1ABSPK8                                                                                                  Build Relevance of Talent Management Programs                                 33
CLC1ABSPK8                                                                    Creating Talent Champions (Volume II)   34




                                             Addressing the Four Failures
Business-Anchored, Integrated Sessions
Standard Chartered addresses the four barriers to business-relevant talent
reviews by creating a separate 90-minute review between business leaders
and the CEO for an integrated discussion of talent and business objectives.
The following four components are a part of the SPA process:
  • Component #1: Integrated Talent Assessment—Prioritization of talent
    needs across all talent management areas
  • Component #2: Leader-Led Strategic Talent Planning Meeting—Clear
    definition of expectations of leaders’ ownership of business unit–level
    talent plan
  • Component #3: Talent Review Anchored in Business Challenges—
    Discussion focused first on business challenges and talent capabilities
    necessary to achieve business results
  • Component #4: Integrated Business Unit and Corporate HR Plan—
    Creation of clear action steps by all parties and infusion of SPA plans
    into corporate HR agenda
Practice in Context


       Overcoming the Barriers to Business-Relevant Talent Reviews
                                Standard Chartered overcomes key barriers to business-relevant talent
                         planning by engaging leaders in a business-anchored, integrated talent review process
               Failure Points in Conducting                                               Key Components of
             Business-Relevant Talent Reviews                                      Standard Chartered’s SPA Process

             1                                        Component #1: Integrated Talent Assessment                                          SPA Preparation Pack
                                                                                                                                                         Employee Engagement Summary
                                                                                                                                                               Lines represent the percentage of teams with a GrandMean in the range marked on the horizontal axis.


                                                                                                                                                                                                   GrandMean 3.88       GrandMean 4.16       GrandMean 4.47
                                                                                                                                                                                                    Exec database        Exec database        Exec database
                                                                                                                                                                   Your 10 HIPO Bets percentile
                                                                                                                                                                                  25                  th
                                                                                                                                                                                                                         50th percentile      75th percentile




                                                        • Prioritize talent needs for business leaders through an integrated
                                                                                                                                                                                                         X%
                                                                                                                                                                           Discuss 10 individuals you have decided to fast track from H3 / H2 population; if
                                                                                                                                                                                                         (X teams)
                                                                                                                                                                           women are not in this list, pls discuss top 3 high potential women in your
                                                                                                                                                                                                    x%
                                                                                                                                                                           business / function and your plans for them
                                                                                                                                                                                              (X teams)




                     Disjointed Talent
                                                                                                                                                                                                   below the
                                                                                                                                                                                          25 pctl     th
                                                                                                                                                                                  Key Succession Risks                                        X% (X teams)
                                                                                                                                                                                                                                              at/above the
                                                                                                                                                                        Name                          Development Plan                     Next role and timing
                                                                                                                                                                                                                                             75th pctl                   Any other comments



                                                                                                                                                                                            Please submit the progress update against the Succession
                                                                                                                                                                                                             X%
                                                                                                                                                                                                             (X teams)
                                                                                                                                                                                            Planning action plan that was submitted to the GMC in Dec
                                                                                                                                                                                                    Your Talent Pipeline
                                                                                                                                                               Indicate YOY trend in positioning of teams in quartiles
                                                                                                                                                               Discuss challenges for the business / function and specifically provide commentary update
                                                                                                                                                                                                                                        •Provide general
                                                                                                                                                               on the teams between 25th percentile and 75Th percentile if the YOY trend hasn t




                                                          review across all talent management areas.
                                                                                                                                                               been positive.                                                           •What are the critical business talent pools / global pools that
                                                                                                                                                               Include score on Q12 question I know what is expected of me              require focused attention in order for you to achieve your
                                                                                                                                                                                                                                                                      business / functional goals
                                                                                                                                                                                                                      Maximum 1 & Inclusion
                                                                                                                                                                                                                      Diversity slide for this section
                                                                                                                                                                                                                                    H4s
                                                                                                                                                                                                                                                                                                                            H3s




                    Activities and Plans
                                                                                                                                                                                                           International                   G6 & below
                                                                                                                                                                                                                                                                                                                                                          H2s
                                                                                                                                                                                                            Graduates                           (X)                        MBAs                                            B4 & G5
                                                                                                                                                                                                                                                                                                                                                          (X)
                                                                                                                                                                                                                (X)                                                         (X)                                              (X)
                                                                                                                                                                                                      2006 and 2007 intake
                                                                                                                                                                                                           YOY increase
                                                                                                                                                                                                                                  Discuss your gender and nationality challenges and your positive
                                                                                                                                                                                                                                                                                    YOY increase       YOY increase
                                                                                                                                                                                                                                          YOY increase          YOY increase
                                                                                                                                                                                                  Key measures                       Team address these.
                                                                                                                                                                                                                                  actions toCapability Review
                                                                                                                                                                                                 • How many IGs retained since
                                                                                                                                                                                                 2000
                                                                                                                                                                                                                                  Comment on the following measures in 2007 &
                                                                                                                                                                                                                                   • Attrition in 2007 • Attrition in 2007
                                                                                                                                                                                                                                                                             • Attrition
                                                                                                                                                                                                                                                                             • Percentage of male
                                                                                                                                                                                                                                                                                                  • Attrition in 2007
                                                                                                                                                                                                                                                                                                  • Percentage of male &
                                                                                                                                                                                                                                    • Percentage of male &     • Percentage of male &
                                                                                                                                                                                                                                                                B1 to
                                                                                                                                                                                                                                    female – % of women at female 3
                                                                                                                                                                                                 • Please comment on retention                                                            female                                                 female
                                                                                                                                                                                                 and progression of IGs in 2000                                                           • Percentage promoted in
                                                                                                                                                                                                                                    • Percentage promoted in   • Performance distribution
                                                                                                                                                                                                                                           – % of key nationality groups in B1 to 3
                                                                                                                                                                                                 to 2002 pool ( Pam Jackson can                                                           2007
                                                                                                                                                                                                                                    2007                       in 2007
                                                                                                                                                                                                 provide this data as they have                         Koreans                           • Number of Arabs,
                                                                                                                                                                                                 recently completed some
                                                                                                                                                                                                 analysis)
                                                                                                                                                                                                                                                      Progress to date                    Koreans and Mainland
                                                                                                                                                                                                                                                          Maximum of 2 slides for this section
                                                                                                                                                                                                                                                        Mainland Chinese                  Chinese

                                                                                                                                                                                                 Key challenges
                                                                                                                                                                                                                                                       Leadership
                                                                                                                                                                                                                                                      Plan for 2008Capability Building Plans
                                                                                                                                                                                                                                                       Arabs

                                                                                                                                                                                                                                                                As you think about your business goals, what leadership capabilities do you need to develop in your




                                                        • Simple templates for review preparation enables line ownership.
                                                                                                                                                                                                                                                                      – Top leaders – B1 & B2
                                                                                                                                                                                                                                                                      – Senior leaders – B3 & B4
                                                                                                                                                                                                                                                                      – Emerging leaders – B5 and below
                                                                                                                                                                                                                                                                What leadership capabilities will need to be developed at B4 and above by 2011, which may or may not
                                                                                                                                                                                                                                                                be covered by the executive development programmes and therefore may need some specific
                                                                                                                                                                                                                                                                interventions or programmes. ( pls refer to the Appendix in the last slide for suggestions on future
                                                                                                                                                                                                                                                                leadership capabilities)
                                                                                                                                                                                                                                                                How do you see the revised executive and management development programmes being targeted and
                                                                                                                                                                                                                                                                utilized within your business or function?
                                                                                                                                                                                                                                                                                      p
                                                                                                                                                                                                                                                                Are you looking to sponsor any specific development activities as an attach or field activity for your
                                                                                                                                                                                                                                                                leaders




                                                                                                                                                                                                                                                                                                                                                                        Development
                                                                                                                                                                                                                                                                                                                                                                         In Context
                                                                                                                                                                                                                                                                                                 Great Manager Programme




                                                                                                                                                                                                                                                                                                                                                                                      Professional Development
                                                                                                                                                                                                                                                                                                                                                Leading Through
                                                                                                                                                                                                                                                                                                                                                    Crucial
                                                                                                                                                                                                                                                                                                                                                 Conversations
                                                                                                                                                                                                                                                                                                                                   Talent




                                                                                                                                                                                                                                                                                                                                                                                                                 Global English
                                                                                                                                                                                                                                                                                                                                   Planet




                                                                                                                                                                                                                                                                                      Lead On
                                                                                                                                                                                                                                                                                                                                            Leading Across Boundaries
                                                                                                                                                                                                                                                                                                                                                     (GMEL)


                                                                                                                                                                                                                                                                                                                                             Rethinking Leadership
                                                                                                                                                                                                                                                                                                                                                (From Q2 2008)

                                                                                                                                                                                                                                                                                                                                            Leading For Performance
                                                                                                                                                                                                                                                                                                                                                 (From Q2 2008)


                                                                                                                                                                                                                                                                                                                                             Leadership Essentials




             2                                        Component #2: Leader-Led Strategic Talent Planning Meeting                                                SPA Meeting
                                                        • Clearly define roles and expectations for business leaders.                                                                                                                                                                                                         General Manager
                      Poor Quality of                   • Structured review session enables line ownership of business                   HRBP                                                                                                                                                                                                                                                               CEO
                   Talent Review Session                  unit–level talent plan.
                                                                                                                                                            Head of HR



                                                      Component #3: Talent Review Anchored in Business Challenges
             3                                                                                                                             Talent SWOT Analysis
                                                        • Initiate talent discussion with explicit focus on business challenges.                Your People Priorities Across Next Three Years



                     Talent Discussions                 • Activate leaders’ business skills by applying business frameworks                        Please refer to material presented in 2007 in SWOT analysis and provide
                                                                                                                                                   update on those. This will help to set the context for the rest of the SPA
                                                                                                                                                   discussion and key issues maybe explored in more detail later on
                                                                                                                                                                                                                               SWOT Analysis




                       Isolated from
                                                                                                                                                       SWOT                                  2008                                                     2011                                                            Expected People                                                                                             Update
                                                                                                                                                                                                                                                                                                                          Action




                                                          to talent management.                                                                    Strengths                   Expanded into two
                                                                                                                                                                               new countries and
                                                                                                                                                                               hired over 200 new
                                                                                                                                                                               employees
                                                                                                                                                                                                                               Campus recruiting
                                                                                                                                                                                                                               programs launching in 6
                                                                                                                                                                                                                               more regions in next two
                                                                                                                                                                                                                               years
                                                                                                                                                                                                                                                                                                Review relevance of
                                                                                                                                                                                                                                                                                                programs to different
                                                                                                                                                                                                                                                                                                talent pools and identify
                                                                                                                                                                                                                                                                                                new opportunities
                                                                                                                                                                                                                                                                                                                                                                            Reviews currently
                                                                                                                                                                                                                                                                                                                                                                            underway




                    Business Challenges
                                                                                                                                                   Weaknesses                  IT staff shortage in                            Loss of organizational                                           Reexamine EVP for IT                                                        Mentor program
                                                                                                                                                                               Business Unit A                                 knowledge as a result of                                         group                                                                       launching in May
                                                                                                                                                                                                                               retirements of key staff                                         Create upskilling and
                                                                                                                                                                                                                                                                                                mentoring opportunities
                                                                                                                                                                                                                                                                                                for knowledge transition




                                                        • Focus on needed capabilities to drive business objectives,
                                                                                                                                                   Opportunities               Opportunity                                     Additional business                                              Create task force to learn                                                  Identifying individuals for
                                                                                                                                                                               identified to move                               opportunities in new                                             about attracting talent in                                                  taskforce, launching in
                                                                                                                                                                               into new                                        markets and new talent                                           new markets                                                                 July
                                                                                                                                                                               geographical region                             pools

                                                                                                                                                   Threats / Risks             Pending retirements                             Retirements across                                               Create plan for more                                                        Jun-Getting country-wide
                                                                                                                                                                               of three key                                    executive level                                                  flexible/part-time work                                                      approvals for flexible
                                                                                                                                                                               executives                                                                                                       options                                                                     work plans




                                                          not on individual people.


             4                                        Component #4: Integrated Business Unit and Corporate HR Plan                           Corporate HR Plan

                         Inadequate                     • Follow-up actions embedded into direct reports’ objectives.                             Corporate HR Talent Initiatives
                                                                                                                                                Q1: Pilot to help managers develop

                      Execution Support                 • SPA plans inform corporate HR agenda.                                                     junior talent
                                                                                                                                                Q2: Retention management project to
                                                                                                                                                    understand root causes of attrition
                                                                                                                                                Q3: Campus recruiting program in
                                                                                                                                                    United Kingdom




                                                                                                                         Source: Standard Chartered PLC; Corporate Leadership Council research.
CLC1ABSPK8                                                                                                 Build Relevance of Talent Management Programs                                                                                                                                                                                                                                                                                   35
CLC1ABSPK8                                                                                                          Creating Talent Champions (Volume II)       36




                   Business Leaders Own and Drive Their Talent Plans
Talent Planning Integrated with the Business and Strategy Planning Cycle           Small Number of Attendees Critical
Standard Chartered’s SPA process is a key input into strategic and business        Only four people participate in the SPA process: the general manager, the
planning and provides business leaders with an integrated and strategic view of    CEO, the head of HR, and the GM’s HR business partner. Standard Chartered
their talent needs to meet business objectives. There are four key features that   purposefully keeps the session small so that it maintains a discussion format,
differentiate Standard Chartered’s SPA process from most talent reviews:           as opposed to turning into a presentation by the GM.
 1. Business Leader Owned—The simple and standardized assessment
    templates, in conjunction with a high degree of CEO involvement, drives
    business leaders to own and lead the talent assessment.
 2. Business Outlook First—The talent assessment always begins with a
    review of the business outlook to ensure the session is relevant to
    business priorities.
 3. Holistic Talent Assessment—The assessment integrates all strategic talent
    areas to provide a holistic assessment of business-driven talent needs.
 4. Prioritized Action Plan—The assessment produces one action plan for
    leaders with prioritized talent needs.
 Component #1: Integrated Talent Assessment


Providing Leaders an Integrated Understanding of Talent Challenges
                                                  Standard Chartered’s SPA process is a key input to the business and
                                        strategy planning cycle and engages leaders in prioritizing talent issues for their business
                                                                       Standard Chartered’s Annual Strategic, Budgetary, and Leadership Timeline*

                  June                 July              August           September            October       November   December      January     February     March               April              May
             Strategy                                                      Budget Setting                                                                                   Strategy Planning
           Board Meeting
                  Interim Performance                                                     Succession   Engagement       Performance   Objective
                         Reviews                                                           Planning      Survey           Reviews      Setting
                                                                                                                                                                                              SPA Process
                                                                                        List of Key Slides Required for Preparation
                                                                                            by General Manager for SPA Review                                                              SPA Review Session
                                                                                                                                                                                                             General
                                                                                                                                                                                                             Manager


                                                                                                                                                                                        HRBP                    CEO
                                                                                                                                                                                                 Head of HR
      Integrated Assessment                                                                                                                                                         Background: Annual, structured
     Across All Talent Areas                                                                                                                                                        talent assessment anchored in
  Assessment across talent areas                                                                                                                                                    business context led by business
  provides business leaders                                                                                                                                                         leaders
  with a strategic and integrated
  understanding of talent challenges.                                                                                                                                               Objective: To deliver a strategic,
                                                                                                                                                                                    integrated view of talent
                                                                                                                                                                                    priorities—across talent areas—
                                                                                                                                                                                    required to achieve business
                                                                                                                                                                                    objectives




  * The exact timing of Standard Chartered’s business and talent planning events may differ.                                                                 Source: Standard Chartered PLC; Corporate Leadership Council research.
 CLC1ABSPK8                                                                                                                                       Build Relevance of Talent Management Programs                                37
CLC1ABSPK8                                                                        Creating Talent Champions (Volume II)   38




                 Structured and Business-Driven Talent Conversation
Ensure Relevant, High-Quality Conversations
During Standard Chartered’s 90-minute SPA meetings, business leaders and
their HR partners review their business unit talent assessments with the CEO
and head of HR and discuss talent-related risks, opportunities, implications,
and follow-up actions for achievement of business goals. There are five critical
inputs that ensure a high-quality conversation:
 1. Limited Participants—As previously mentioned, the only participants in
    the room for the conversation include the general manager, the CEO, the
    head of HR, and the HR business partner, enabling a more focused, in-
    depth, and rigorous discussion.
 2. Business-Anchored Discussion, Not Presentation—The talent review is
    always initiated by a discussion of the business outlook and objectives. In
    addition, all participants understand that the prepared slides are designed
    to inform the conversation and are not to be used as a presentation.
 3. Clear Role Expectations—The roles for each participant in the SPA
    process are clearly defined. In particular, business leaders are responsible
    for the creation of the SPA pack, have full ownership over their talent
    strategy, and lead the talent discussion during the review.
 4. CEO Involvement—The CEO’s involvement and expectations drive
    urgency for the business leader to take full ownership of the assessment
    and follow-up actions. In particular, the CEO provides in advance a set of
    three specific talent-related questions to be discussed, in addition to the
    information included in the SPA pack.
 5. High-Quality Preparation—The central HR team reviews each SPA pack
    for comprehensiveness and quality prior to the presentation.
Component #2: Leader-Led Strategic Talent Planning Meeting


                              Engineering a High-Quality Talent Discussion
                                         Standard Chartered’s SPA process engages leaders in a high-quality
                                    talent review through a brief, structured, and business-driven talent discussion
                                                                Five Critical Inputs to Ensure
                      SPA Meeting Agenda                       High-Quality Talent Discussions                                Key Roles in SPA Process
                                    General Manager
               HRBP                     CEO                  1. Include Small Group in Discussion.
                                                             The small group of the general manager, the               CEO Role: To prepare three talent-related questions
                                                             CEO, business leader, head of HR, and the                 for each GM and challenge GMs on talent concerns
                       Head of HR                            HR business partner enables a more rigorous               about achieving business and organizational goals
                                                             discussion rather than a one-way presentation
                                                             to a large group.
                  SPA Meeting Agenda                                                                                   GM Role: To assess and present an integrated view of
                                                             2. Begin with the Business Outlook.                       critical talent areas in the business unit and to propose
   8:00–8:15     Opening Remarks (GM)                        The strategic talent discussion begins by                 and execute on a follow-up talent action plan
                 • Progress on Previous Year’s SPA Actions
                                                             establishing a common understanding around
   8:15–9:15     Focused Strategic Talent Discussion         the table of the business leader’s business               Head of HR Role: To probe on talent areas of
                 (GM, CEO, Head of HR, HRBP)                 outlook.                                                  concern and to provide suggestions for follow-up
                 • GM’s Business Outlook
                                                                                                                       and improvement strategies
                 • Response to CEO’s Top Three Questions     3. Drive Leader Ownership Through
                                                                CEO Expectations.                                      HRBP Role: To provide support to the GM in
                 • GM’s Assessment of Key Talent Areas
                                                             The CEO holds leaders responsible for                     preparation and follow-up and provide unique
                  –   Employee Engagement
                  –   Diversity and Inclusion                preparation, presentation, and follow-up                  perspective on talent issues and implications in the
                  –   10 Best HIPO Bets                      activities, increasing urgency on the leader              business unit
                  –   Talent Pipeline                        for ownership.
                  –   Key Succession Risks                                                                             Central HR Role: To conduct a quality
                  –   Team Capability Review
                  –   Leadership Capability Plans            4. Clearly Define Roles.                                   check of preparation materials for accuracy
                                                             The roles for each constituent in the                     and comprehensiveness
                 • GM’s People Priorities Across Next
                   Three Years                               SPA process are explicitly defined and
                                                             communicated in advance.
                 • Table Discussion of Talent Risks to
                   Achieving Business Objectives
                                                             5. Institute HR–Led “Quality Check.”
   9:15–9:30     Agreement on Talent Action Plan             The central HR team reviews SPA packs prior
                 (GM, CEO, Head of HR, HRBP)                 to the meeting for quality, comprehensiveness,
                 • GM Proposes Action Plan                   and calibration across all business units and
                 • Table Discussion and Agreement            functions.
                                                                                                                       Source: Standard Chartered PLC; Corporate Leadership Council research.
CLC1ABSPK8                                                                                                    Build Relevance of Talent Management Programs                               39
CLC1ABSPK8                                                                         Creating Talent Champions (Volume II)   40




       Ensuring Talent Reviews Are Anchored in Business Challenges
Integrating Talent Management Priorities into the Business Context
Standard Chartered focuses talent reviews on achieving business goals and
assessing future challenges by applying three insights:
 1. Anchor Talent Review in Current Business Outlook—Begin talent
    reviews with a common understanding of the business outlook and
    objectives to deduct talent implications.
 2. Apply Business Planning Tools to Talent Planning—Provide business
    leaders with familiar frameworks and tools (such as SWOT Analysis) used
    for business planning to activate their business skills for talent planning.
 3. Focus on Business-Critical Capabilities—Ensure the discussion is
    focused on the capabilities needed to achieve future business objectives
    rather than on individual people.
Component #3: Talent Review Anchored in Business Challenges


                                Enabling a Business-Driven Talent Discussion
                       The SPA sessions enable a business-relevant talent discussion by anchoring the conversation in
                     forward-looking business outlook, using business frameworks, and focusing on critical capabilities
                                                        Three Ways to Focus the Talent Portfolio Review on Business Needs

 1. Anchor Talent Review in Current Business Outlook.             2. Apply Business Planning Tools to Talent Planning.                                                                                         3. Focus on Business-Critical Capabilities.
       Key Insight: Initiate talent discussion by focusing       Key Insight: Activate leaders’ business skills and knowledge                                                                           Key Insight: Focus on needed capabilities to drive business
       on business challenges, not just people challenges.        by applying business planning tools to talent management.                                                                                objectives rather than focusing on individual people.

                                                                  Your People Priorities Across Next Three Years                                                                                         Leadership Capability Building Plans
                                                                                                                                                                                                           As you think about your business goals, what leadership capabilities do you need to develop in your
                                                                                                              SWOT Analysis                                                                                      – Top leaders
                                                                                                                                                                                                                 – Senior leaders
                                                                     Please refer to material presented in 2007 in SWOT analysis and provide                                                                     – Emerging leaders
                                                                     update on those. This will help to set the context for the rest of the SPA                                                            What leadership capabilities will need to be developed at B4 and above by 2011, which may or may not
                                                                     discussion and key issues maybe explored in more detail later on                                                                      be covered by the executive development programmes and therefore may need some specific
                                                                                                                                                                                                           interventions or programmes.
                                                                         SWOT                 2008                     2011                Expected People                     Update
                                                                                                                                                                                                           How do you see the revised executive and management development programmes being targeted and
                                                                                                                                               Action
                                                                                                                                                                                                           utilized within your business or function?
                                                                                                                                                                                                           Are you looking to sponsor any specific development activities as an attach or field activity for your
                                                                     Strengths         Expanded into two      Campus recruiting          Review relevance of          Reviews currently                    leaders
                                                                                       new countries and      programs launching in 6    programs to different        underway
                                                                                       hired over 200 new     more regions in next two   talent pools and identify                                                                                                                Global                  Leadership




                                                                                                                                                                                                                                                                                                                       Development
                                                                                                                                                                                                                                                                                                                        In Context
                                                                                       employees              years                      new opportunities




                                                                                                                                                                                                                                                                  Fast Start
                                                                                                                                                                                                                                        Great Manager Programme




                                                                                                                                                                                                                                                                                                                                     Professional Development
                                                                                                                                                                                                                                                                                            Leading Through
                                                                                                                                                                                                                                                                                                Crucial
                                                                     Weaknesses        IT staff shortage in   Loss of organizational     Reexamine EVP for IT         Mentor program                                                                                                         Conversations
                                                                                                                                                                                                                                                                               Talent




                                                                                                                                                                                                                                                                                                                                                                Global English
                                                                                       Business Unit A        knowledge as a result of   group                        launching in May
                                                                                                                                                                                                                                                                               Planet
                                                                                                              retirements of key staff                                                                                                                                                  Leading Across Boundaries




                                                                                                                                                                                                                              Lead On
                                                                                                                                         Create upskilling and
                                                                                                                                                                                                                                                                                                 (GMEL)
                                                                                                                                         mentoring opportunities
                                                                                                                                         for knowledge transition
                                                                                                                                                                                                                                                                                         Rethinking Leadership

                                                                     Opportunities     Opportunity            Additional business        Create task force to learn   Identifying individuals for                                                                                           (From Q2 2008)
                                                                                       identified to move      opportunities in new       about attracting talent in   taskforce, launching in
                                                                                                                                                                                                                                                                                        Leading For Performance
                                                                                       into new               markets and new talent     new markets                  July
                                                                                                                                                                                                                                                                                             (From Q2 2008)
                                                                                       geographical region    pools

                                                                                                                                                                                                                                                                                         Leadership Essentials
                                                                     Threats / Risks   Pending retirements    Retirements across         Create plan for more         Jun-Getting country-wide
                                                                                       of three key           executive level            flexible/part-time work       approvals for flexible
                                                                                       executives                                        options                      work plans




                  Key Discussion Points:                                                         Key Discussion Points:                                                                                                                 Key Discussion Points:
      • What is your current business/functional strategy?           • Given your business strategy, what are the                                                                                          • What leadership capabilities do you need to develop
                                                                       strengths, weaknesses, opportunities, and risks                                                                                       to achieve your current business objectives?
                                                                       across the next three years to your talent portfolio?
      • How will the size, shape, and mix of your business                                                                                                                                                 • How do you plan to develop those capabilities in
        change across the next three years?                          • What actions will you take to build on your                                                                                           your current leadership population?
                                                                       strengths and opportunities, improve your
                                                                       weaknesses, and overcome identified risks?


                                                                                                                                                                                                                 Source: Standard Chartered PLC; Corporate Leadership Council research.

CLC1ABSPK8                                                                                                                                                                                          Build Relevance of Talent Management Programs                                                                                                                                41
CLC1ABSPK8                                                                            Creating Talent Champions (Volume II)   42




       Improved HR Alignment and GM Accountability for Execution
Embedding SPA Plans into Future Workflow
The output of the SPA conversations are business-relevant talent priorities and
action items for both business leaders and HR. Business leaders’ talent plans
are cascaded throughout their organization, and action items are written into
their and their direct reports’ MBOs to ensure execution. HR uses the SPA
sessions to identify business-specific needs as well as companywide trends and
priorities. The latter allows them to adjust their corporate talent initiatives and
resource plans to support the most important action items across the business,
ensuring that HR’s plans and priorities are directly aligned to the business’s
needs.
Component #4: Integrated Business Unit and Corporate HR Plan


             Generating Integrated and Business-Relevant Talent Plans
                                    The SPA session enables business leaders and HR to create targeted
                                  and prioritized talent action plans that align with key business objectives
                                          Individual Business Unit                                  Talent Goal Cascade from
                                      Integrated Talent Action Plans                                 GM to Direct Reports

                          Integrated Talent Action Plan for Business Unit C



                                Increase recruiting efforts for for graduates
                             1.Integrated Talent Action PlanMBABusiness Unit B
    Business Leader                HR to organize campus recruitment program
                                   Leaders to allocate budget and speak at events
                                      Increase recruiting efforts for for graduates
                                   1.Integrated Talent Action PlanMBABusiness Unit A
Output from SPA Session                  HR to organize campus recruitment program                         MBOs                       MBOs

                                         Leaders to
                                                    development program at events
                             2. Launch leadership allocate budget and speak MBA graduates
                                         1. Increase recruiting efforts for in India
  Focused, Integrated                           HR to organize campus recruitment program
                                               Leaders to
                                   2. Launch leadership allocate budget and speak at events
                                                          development program in India
  Talent Action Plans        3. Develop improved sales capabilities for mid-level
                                 associates
                                         2. Launch leadership development program in India
                                   3. Develop improved sales capabilities for mid-level
                                       associates

                                         3. Develop improved sales capabilities for mid-level
                                                                                                MBOs                    MBOs
                                                                                                                                                        Executive Team Review
                                             associates                                                                                              of Progress on Action Items



                                                                                                                                                            Quarterly Executive
                                                                                                                                                              Team Reviews
                                          Corporate HR Agenda
                                      Informed by SPA Action Items                              HR Resource Allocation Plan

                                                                                                       HR budget allocated to key talent
       HR Output                       Corporate HR Talent Initiatives                          $      priorities for the business
    from SPA Session             Q1: Pilot to help managers develop
                                     junior talent                                                     HR staff deployed to work on
   HR Agenda That                                                                                      talent areas most critical for
Responds to Challenges           Q2: Retention management project to                                   business
 Across Business Units              understand root causes of attrition
                                 Q3: Campus recruiting program in                                      HR tools and systems supplied to
                                     United Kingdom                                                    key SPA programs for business
                                                                                                                     Source: Standard Chartered PLC; Corporate Leadership Council research.

CLC1ABSPK8                                                                                                Build Relevance of Talent Management Programs                                       43
CLC1ABSPK8                                                                        Creating Talent Champions (Volume II)   44




                         High Impact for CEO, Business Leaders, and HR
Result: Talent Management Responsive to Business Needs
The introduction of the SPA process two years ago resulted in strong
endorsements from the CEO, HR, and business leaders. In particular, CEO
engagement and involvement in strategic talent planning has increased. In
addition, the CEO reports that the SPA process reinforces the importance
of effective talent management to leaders through the structured and
standardized assessment.
In addition, general managers report that the process enables them to connect
the importance of key talent activities with the management of their businesses
and quantifies their talent risks to enable improved talent decision making.
Finally, as a result of the SPA process, the corporate HR function has an HR
agenda that can more proactively and effectively support business needs and is
very clearly aligned and driven by business priorities.
Results


   Engaging Key Stakeholders in Business-Relevant Talent Planning
               The SPA process engages the CEO in                                                          …clarifies the linkage between business
        strategic talent planning across the organization…                                                and talent activities for business leaders…

                  CEO Reports High Value in                                                                           Visualizing the Link
             Standardized and Structured Approach                                                                 Between Talent and Business
      “The SPA provides a standardized approach, through which we discuss                         “The SPA process forces you to quantify your talent risks and see the costs
       the ‘people plans’ on the basis of facts rather than subjective, ill-formed                 to the business, which you could not get by just talking about people. It
       views. The process has reinforced the need to pick the right people,                        drives you to make decisions about talent that might otherwise not have
       empower leaders, and put the right structure in place to help them. It                      been on your radar.”
       has been instrumental to getting our top leaders engaged in thinking                                                            John Lorimer
       about key talent issues, using a simple approach, and explaining how it                                                         Group Head, Compliance
       will make their jobs easier.”                                                                                                     and Regulatory Risk
                                              Mervyn Davies                                                                            Standard Chartered PLC
                                              Chairman and Former
                                                Chief Executive Officer
                                              Standard Chartered PLC




                                              …and enables HR to create a business-relevant talent agenda

                                                          Aligning the HR Agenda to Business Needs
                                                     “The SPA process enables the HR function to see the key talent priorities
                                                      for each of the businesses and functions and then pull together the
                                                      collective HR agenda based on the information coming out of the
                                                      meetings. The HR services we are delivering now have a much greater
                                                      alignment to the business needs.”
                                                                                           Geraldine Haley
                                                                                           Group Head, Talent Management
                                                                                            and Leadership Development
                                                                                           Standard Chartered PLC


                                                                                                                                  Source: Standard Chartered PLC; Corporate Leadership Council research.


CLC1ABSPK8                                                                                                            Build Relevance of Talent Management Programs                                  45
CLC1ABSPK8                                                                                                                Creating Talent Champions (Volume II)                              46




                         Practice Q&A with Geraldine Haley, Group Head,
                         Talent Management and Leadership Development
                                                  Commentary and Implementation Tips from Standard Chartered PLC




             1. How has the process evolved since it was first introduced?
              “When the process was first introduced, we had to ease leaders into it. We had them fill out lists of names of their top 50 people, and we had
                conversations that focused on individuals, the top teams, and the succession plans. It was a very important but tactical conversation. Now that
                we are in the third year of the SPA process, we are no longer looking at names but looking at broader trends. The focus of the meeting is now
                on the capabilities needed to grow the business, how the business is changing, and the talent needed to meet those changing demands. If you
                are going to do something like this, start with something that isn’t too challenging, yet enables leaders to see the value.”

             2. In hindsight, what would you have done differently when you first implemented the process?
               “The first year we had too many people in the room for the SPA meetings. It became too much of a presentation by the leader rather than a real
                conversation. Now we limit the people in the room to just the CEO, the head of HR, the leader, and the HR business leader. This enables a real
                dialogue to take place between the four people around the table.”

             3. What was hardest about implementing this practice, and how did you deal with that obstacle?
               “What’s hardest is ensuring that the limited time each leader has with the CEO is maximized so that all of the important themes are covered
                and all of the key issues are surfaced. The structure and discipline of the process are instrumental by providing the templates for a limited
                number of slides that help focus leaders on the critical areas. In addition, HR reviews the pack before the meeting for quality and focus.”




                                                                                                                           Source: Standard Chartered PLC; Corporate Leadership Council research.
Implementation Support


                  Standard Chartered: Implementation Road Map
             The Council recommends the following steps to begin implementing Standard Chartered’s practice


                                              First Steps: Integrated Talent Portfolio Review



                               Step #1: Obtain CEO and Business Leader Support for Involvement in Integrated
                               Talent Assessment—Set clear expectations for roles and responsibilities, time
                               investment, and returns and benefits for leader-led integrated talent assessments.

                               Step #2: Provide Business Leaders with Simple Templates to Assess Strategic Talent
                               Areas—Customize Standard Chartered’s templates for your organization and provide
                               business leaders with simple instructions to assess business-driven challenges and
                               opportunities across key strategic talent management areas.

                               Step #3: Ensure That Talent Assessments Are Based in Business Strategy—Begin
                               talent reviews by establishing a common understanding of the business outlook,
                               incorporate familiar business planning tools into talent planning assessment, and
                               focus on capabilities required to achieve business objectives.

                               Step #4: Create a Dedicated Opportunity for a CEO–HR–Business Leader Talent
                               Discussion—Drive urgency for business leader ownership and enable a high-quality
                               talent discussion through CEO participation in brief, structured sessions that focus
                               solely on business leaders’ talent plans and progress.

                               Step #5: Inform Corporate HR’s Agenda with Business Leaders’ Priorities—Identify
                               trends across business leaders’ stated challenges and integrate those into corporate
                               HR’s agenda for the year.




                                                                                                          Source: Standard Chartered PLC; Corporate Leadership Council research.


CLC1ABSPK8                                                                                      Build Relevance of Talent Management Programs                               47

				
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