Helping Your CEO Understand Talent Management

© Development Dimensions International, Inc., MMXIV. All rights reserved.
Helping Your CEO
Understand Talent
Management
1

© Development Dimensions International, Inc., MMXIV. All rights reserved.2
No one better understands the
importance of talent to an organization
than the CEO.

But CEOs are stretched—they can
underestimate the
time, commitment, and personal
involvement required for talent initiatives.

CEOs can benefit from the expertise
that HR can bring to the table.

What guidance do
CEOs need most?
Here are
things you can
share with your
CEO.
5

Talent Strategy Doesn’t
Automatically Support
Business Goals
#1
6

Talent Strategy Doesn’t Automatically
Support Business Goals
#1
You may have the positioning, the
capital, and the processes to
accomplish business outcomes, but
without the needed quantity and quality
of talent, execution simply won’t
happen.
7

#1
Start by answering some critical
questions:
• What future challenges will leaders need
to address?
• What kind of leaders do you need and
how many?
• What knowledge, skills, experience, and personal
attributes will be critical to their success?
Talent Strategy Doesn’t Automatically
Support Business Goals
8

Talent Management
Isn’t (Just)
Succession Planning
#2
9

Here is how to make the jump with your
CEO to a broader talent management
strategy.
#2 Talent Management Isn’t (Just) Succession Planning
10

Focus on the critical positions and key
players to support leadership transitions
at every level.
11

Direct your energy at building a pipeline
of ready leaders, not just matching
individuals to specific roles.
12

Don’t treat all roles alike—there are
business-critical roles that are harder to fill
and where lower performance will have
the largest consequence.
13

Potential Isn’t
Everything
#3
14

#3 Potential Isn’t Everything
It’s easy to confuse
performance, potential, and readiness, so it’s
important to note the distinction between
them.
15

Performance is how someone is
performing in their current role.
16

Potential is someone’s
likelihood for leadership growth.
17

Readiness is someone’s
fit with a specific role or job.
18

Confusing these will lead to bad
decisions about talent.
19

For example, someone performing
successfully in their current job, may not be
ready for a role at the next level.
20

Identifying someone with potential is only part
of the equation—they may still not be ready
for the role and will benefit from development
to fill those readiness gaps.
21

Your Eye
for Talent Isn’t
That Good
#4
22

#4 Your Eye for Talent Isn’t That Good
Your CEO may be very confident about
spotting talent. But talent decisions have
to be about more than judgment.
23

Organizations are complex and CEOs don’t
have as many opportunities to work with
people as they may have in a prior role. So
judgments are made on a few interactions.
24

Look for more objective data to uncover
talent capability and gaps when it comes
to promotion decisions.
25

All Leaders Should Be
Responsible for
Developing Their
People—and They Need
The Skills To Do It
#5
26

#5 All Leaders Should Be Responsible for Developing Their
People—and They Need the Skills To Do It
Start by thinking of your leaders as
talent advocates.
27

They may have bypassed key career
transitions, leaving them with leadership
skill deficits—so don’t let them place this
as a low priority.
28

So what should you expect
from senior leaders?
29

#5 All Leaders Should Be Responsible for Developing
Their People—and They Need the Skills To Do It
If every leader has the skills to:
• Scout for potential
• Have meaningful performance discussions
• Coach for success
• Build creative development plans
• Make effective hiring and promotion decisions
Then talent management processes will have
momentum of their own.
30

LET’S RECAP!
31

1. Talent strategy doesn’t automatically support
business goals
2. Talent management isn’t (just) succession planning
3. Potential isn’t everything
4. Your eye for talent isn’t that good
5. All leaders should be responsible for developing
their people—and they need the skills to do so
points for your next
conversation with the CEO

Questions
to
about talent
33

Can you articulate
your talent strategy
and how it supports
your business
strategy?
Questions to shift your CEO’s thinking about talent
34

Where will your senior
leaders of tomorrow
come from if you
aren’t strong at the
front line?
35

Do you make talent
decisions based on
gut instinct?
36

How many of your
recent promotions
have been based on
job performance—and
how many of them
have failed?
37

Do you have leaders
destined for great things
who don’t develop as
you need them to?
38

As the chief talent champion,
the CEO needs to be
behind talent initiatives.
Download the CEO’s Guide to Talent Management
for more straight talk about Talent Management.
Help them be that champion.

Helping Your CEO Understand Talent Management

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