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					Steps of the Talent Review Process
Managing talent movement is equally as important as managing
brands, finance, or any other key resource. The Talent Review
Process drives the Company’s global succession planning
activities, which are focused on putting the right people in the
right positions at the right time to build a sustainable Leadership
Pipeline.
To see how the steps of the Talent Review process fit into the bigger CareeR process
click on the CareeR process flow link to the right.

What are the five steps to succession planning success?
   1.   Identifying Talent = Assessing the Potential and Readiness for progression

   2.   Reviewing Identified Feeder Roles = Ensuring Critical Roles that “Feed” Talent to Senior
        Levels Provide Possible Successors with the Development Opportunities Needed to Progress
        through the Leadership Pipeline

   3.   Completing Talent Review Templates = Filling Out Standardized Forms to Ensure Global
        Consistency in the Succession Planning Process

   4.   Completing a Gap Analysis = Identifying Gaps in the Leadership Pipeline

   5.   Sharing Post-Talent Review Feedback with Employees = Communicating Discussion
        Outcomes about the Employee to the Employee


Overview
The goal of succession planning is to:
       Identify and prepare suitable employees as possible successors to incumbents in roles through
        job rotation, development, and mentoring, while aligning individual career aspirations with
        Company need as much as possible.

       Accomplish the critical task of helping companies to identify gaps in their short-and long-term
        Leadership Pipeline, then create action plans designed to fill those gaps.

Although the Succession Planning Process continues year-round, annual Talent
Review meetings are used as the primary forum for managing the total process from a
local to a global perspective.


The Talent Review Process:
BEFORE THE TALENT REVIEW MEETING
Managers should have a good understanding of their employees’ Career
Preferences and Strengths and Needs before Talent Review meetings take place.
Step 1: Identifying Talent
Assessing Potential
Each year, managers assess each direct report’s potential to perform at higher-level
roles based on:
      the individual’s demonstration of skills, knowledge, and behaviour in his/her current role and
       Leadership Passage

      the employee's performance against Leadership Capabilities and Functional Capabilities

The Talent Definition
Based on their current performance, if employees demonstrate the potential to
significantly stretch and perform two grades higher than their current grade
(their managers recommend they be identified as High Potential talent.
Nomination process requires managers to complete and submit a Recommendation
Form for consideration during the Talent Review meeting.

Assessing Readiness
Managers also need to assess the readiness of identified potential successors to
assume an identified role. Readiness is defined as how many additional roles—not
years—it will take for the potential successor to acquire the needed skills, knowledge,
and behaviour required by the identified role:
      Ready Now: Ready after completing current role

      Current + 1: Ready after com pleting curr ent role + one more role

      Current +2: Ready after completing current r ole + two more roles

Identifying High Potential talent-- and their state of readiness to succeed
incumbents-- is critical to senior managers as they conduct Leadership Pipeline
Metrics and Gap Analyses for presentation during the annual Talent Review
meetings.
Step 2: Identifying Feeder Roles
In order to have a sustainable, robust Leadership Pipeline, positions must be available
that will help successors develop the skills and capabilities necessary to progress to
senior roles and allow fluid progression through the pipeline.
Therefore, in every function, the Head of Function and his/her Top Team identify
positions below Top Team as Feeder Roles: roles with significant breadth of
opportunity for comprehensive development/experience/knowledge that High
Potential talent will need to assume more senior roles in the function/business.
Feeder Roles need to be flagged appropriately in TalenT for tracking and reporting
purposes so that Succession Planners will have this information during Talent Review
meetings.

Step 3: Completing Talent Review Templates
In preparation for all Talent Review meetings, end markets, functions, and regions
complete standardized forms (prepared and distributed by HR) that drive talent
discussions during the Succession Planning meeting.
These standard Talent Review templates allow information to be easily captured,
shared, and transferred when preparing materials for the next level of discussions,
which helps to ensure global consistency in the Succession Planning process.
Forms are partially completed by extracting data from Perform, Develop, and CareeR
forms in TalenT. That’s why it’s important to have relevant, updated data in the
TalenT system at all times—especially regarding an individual’s Mobility and Talent
status.

Step 4: Identifying Gaps in the Leadership Pipeline
In preparation for the Talent Review, end markets, functions, and regions use their
respective Succession Plans to prepare and present the results of a Gap Analysis: the
most important and accurately predictive tool used during Talent Reviews.
A Gap Analysis offers a clear picture of the current health of the Leadership Pipelines
at all levels of the organisation against Leadership Pipeline Programme Deliverables.
Each presentation should include a plan of action to address key issues discovered
during the analysis and a progress report against goals set at the previous year’s
Talent Review meeting.
Gap Analysis Processes and Templates have been developed for regions and business
units, and are available in the Identifying Gaps in Leadership Pipeline section.

DURING THE TALENT REVIEW MEETING
Senior leaders meet to review the Gap Analyses prepared by end
markets/functions/regions so they can:
      Identify gaps in the Leadership Pipeline

      Determine possible successors

      Plan the development of potential successors

      Align individual career aspirations with Company need as much as possible

      Predict the long-term health of the Leadership Pipeline

      Agree strategies and actions going forward.

An HR representative records Minutes during the meeting and later circulates to all
Talent Review meeting participants for review.

The Sequential Occurrence of Talent Review Meetings

Talent Review – Who attends                       Main Area of Focus (may vary,
                                                  depending on the size of the
                                                  organisation)

Functional Talent Review (referred to as G34, G35 managers and MTs and business
mini-Talent Review)                      support staff (up to G33)
Attended by Head of Function and his /
her direct reports
End market Tal ent Review                        G36 and G37 managers
Attended by the GM and all Heads of              G34 & G35 managers by exception, MTs
Function                                         by exception
                                                 MT recruitment plan to support future
                                                 pipeline

Area Talent Review (where                        Top team members of end markets
appropriate)
Attended by Area Directors

Regional Functional Talent Review                Regional Heads of Function
Attended by Regional Functional
Directors

Regional Talent Review                           GMs, Top team members
Area Director and EBD                            Other managers by exception

Global Functional Talent Review                  Functional Directors in markets, other
                                                 G37/38 managers
Main board functional director, regional
functional managers, staff planner and           G35 and G36 by exception
senior central managers

Main Board Talent Review                         GM population, Regional Teams and
                                                 senior line managers, normally G38 and
Main board of BAT                                above

Talent Review meetings focus predominantly on a certain population, usually
according to grade level. Information is fed from one Talent Review forum to the next.


AFTER THE TALENT REVIEW MEETING
Step 5: Sharing Post Talent Review Feedback with Employees
After the completion of the Talent Review Process:
      Managers read through the distributed Minutes of the meeting and review the talent decisions
       that were made

      HR notifies managers of the Talent Review Comments that will be entered into TalenT for
       each direct report, as well as the date they will appear in the system

      Managers give feedback to their employees before the Talent Review Comments are entered
       into an individual’s CareeR form in TalenT

NOTE: It is critical that employees receive feedback before Talent Review
Comments are entered into TalenT. HR will notify managers what comments will be
posted and when so that the feedback discussion can take place before employees see
Talent Review Comments prematurely. (Managers should check to make sure the
appropriate comments are attributed to each employee).
• Once Post Talent Review Feedback has been shared with employees, employees
update their CareeR and DeveloP forms as warranted in TalenT




Overview
Identifying High Potential Talent, Using One Potential Rating, Helps Ensure a
Healthy Leadership Pipeline.
During the Succession Planning process, it is critical to specifically identify
individuals who have the ability to progress rapidly to top leadership roles. This will
allow the organisation to tap the Company’s future leaders and ready them to assume
their place in the Leadership Pipeline as business needs arise.
By using just one Potential Rating, and only then to indicate these rapid risers, the
Company is able to quickly gauge the health of its Leadership Pipeline, reduce the
complexity of a multiple-rating system, and increase clarity for managers and
employees alike.
This is not to say those not identified are shut out of career progression opportunities.
On the contrary, every employee has equal opportunity for progression when
development opportunities are not doled out as rewards but are based on current and
future performance needs.

The First Step in the Talent Review Process: Assessing Potential and Readiness
In preparation for Talent Reviews, managers should assess their direct reports for
demonstrable indicators of the potential to perform at a two-grade stretch. Once they
have identified their High Potential talent, managers complete a Recommendation
Form.
Next, managers need to determine how many subsequent roles the candidate must
hold to develop the skills, knowledge, and behaviour required to move into an
identified future role.
      Ready Now: Ready after completing current role

      Current + 1: Ready after completing current role + one more role

      Current +2: Ready after completing current role + two more roles

Readying them for their next progression is critical to the sustainability of the
Leadership Pipeline. Therefore, managers should work with them to create a 10-year
Career Plan that will guide them in creating the most effective development plan to
accelerate progression.

Dispelling the Myths about talent Identification
       Talent identification It is used solely for Succession Planning purposes to view the
       sustainability of our Leadership Pipeline. It provides a snapshot that indicates at any given
        time whether the organisation has enough talent with the ability to progress to senior roles in
        the future.

       Being identified does not guarantee career progression; nor does it preclude non-Listers from
        advancing to senior levels.

       The Succession Planning Process includes the identification of any employee who has the
        ability to succeed incumbents in roles, not just those identified.

       Potential does not determine promotion, development, or “best job” offers. All employees are
        candidates for these opportunities based on current and future performance needs.

       Mobility is not a part of the talent criteria, nor does it impact an employee’s ability to be
        promoted or developed—although it may limit the opportunities available for progression.


Remember:
The TalenT system should be updated annually to reflect any changes to Talent
and/or Mobility Status.
How does a manager identify potential in an individual’s current performance?

Managers will look for how the individual is currently tackling significant aspects of
work done at the advance passage or grades. It is important that the individual is
performing well at their own level, but stronger indicator’s of potential lie in their
desire to conduct the responsibility of higher level roles, level of strategic thinking,
ability to continue to learn quickly more complex issues, and emotional level- ability
to learn from mistakes and build relationships. Attached is a report that reviews these
elements in detail, as well as a High Potential Interviewing Guide and the High
Potential Identification form to simplify and enhance your ability to identify high
potential within the organization.
How will this impact those not identified?

We believe this is a positive message for employees. The ambiguity of potential
ratings will be eliminated. In this scenario we are removing the labels except for one,
which is necessary to assess the health of the pipeline for the future. Everyone will
continue to be a part of a talent pool with opportunities for promotions and
development.
How does mobility impact the identification?

Mobility has been streamlined to three categories: Fully mobile, Not mobile and
Limited mobility (with an open field to record mobility limitations). Mobility is NOT
a part of the identification criteria nor does it impact an employee’s ability to be
promoted or developed, although it may limit the opportunities available for
progression. Employees will need to reflect their mobility using the new criteria in
preparation for the 2006 Talent Reviews.
How does this impact an individual’s readiness for progression?

Readiness is no longer identified in terms of years. This has not been helpful in
planning next steps to ready individuals- a certain number of years in current role or
new role? We will now identify readiness in terms of roles- ready now, ready after
current role, or after 1 or 2 more roles. This allows managers to appropriately think
through what skills, knowledge or experience is needing to be gained from one or two
more roles that will better ready them to succeed the position. This is the same for
every individual on a succession plan. However, it helps to ensure roles are being
identified in order to progress.

				
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