Talent Planning Nicole Stephen, Dir Talent ...
Talent Planning Nicole Stephen, Dir Talent Performance Engagement Phyllis Bowman, HRBP
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Three Conversations
How do you define Talent Planning in your organization and what objectives are you driving? What are your key challenges? What are best practices or learnings you can share? Look into The FUTURE: Talent Planning in a boundaryless world
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Games is big biz! Hit games bigger than most hit films
Game biz exploding
Most highly engaging form of entertainment
Exceeds FIFA16
20M
$95B
players
Games are
vs
INTERACTIVE , SOCIAL, ONLINE
Minions or Jurassic Park
Powered by
PORTFOLIO OF TOP GAMES
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PLATFORMS
BUSINESS MODELS
GENRES
PLAYERS
GEOGRAPHIES
COMPETITORS
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Alignment: PURPOSE, beliefs, strategies
WE EXIST TO
WE STRIVE TO BE
WE VALUE
INSPIRE THE WORLD TO PLAY
THE WORLD’S GREATEST GAMES COMPANY
CREATIVITY PIONEERING PASSION DETERMINATION LEARNING
STRATEGIES
TEAMWORK
Players First
Digital Transformation
One Team
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Talent Planning at EA Talent Planning – Objectives Talent Review The process by which we review and assess our talent within the context of the business goals and determine opportunities for movement and development.
Succession Planning The process for identifying and developing internal people to fill leadership positions in the company and potentially building an external pipeline.
•
Support high quality conversations about our talent within the function and across EA
•
Enable better planning of promotions and movement that align to business needs
•
Help individuals realize their career plans and aspirations
•
Accelerate employee development and build bench strength in the skill and capability areas needed for future business success
•
Identify critical roles, critical teams, key talent, and top diverse talent to invest in through hiring, development and retention strategies
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Conversation #1: How do you define Tal Planning in your org and what objectives are you driving?
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Key Takeaways
Align with Bus Strategy and Drive the Objectives
Understand the Landscape Using Data
Align on Yearly or Quarterly Focus areas
Deepen Partnerships
Continuously Improve Tools, Resources, and Skill-Building
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Conversation #2: What are your key challenges? What are best practices or learnings you can share?
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Learnings to Share… Align with Bus Strategy and Drive the Objectives
Know your business strategy Know the HR and/or Talent strategy (if you have one!) Know what you are trying to accomplish and align everyone and measure actions against those
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Formed Talent Planning Advisory Council (TPAC) with HR Bus Partners Globally Conducted Talent Planning needs assessment
Learnings to Share Understand the Landscape Using Data
Reviewed best practices in the industry – content and tools Piloted to ‘test’ out new definitions, concepts, tools and resources
Powered by
For example:
Learnings to Share Align on Yearly or Quarterly Focus areas
Automate and Standardize Emphasize Development and Movement of Talent Align with Business and HR Talent Strategies Maximize use of Assessments
Powered by
Exec Staff - Own the talent and understand their role in driving culture change Analytics – what are the important stories?
Learnings to Share
HRBPs- Strategic talent partners
Deepen Partnerships
Talent Acquisition- Talent stewards D&I - System level plans Mgmt and Leadership Dev - Use Talent Data to determine priorities for groups and individuals
Team Effectiveness - Succession and resourcing
Powered by
For example: Placemat
Learnings to Share Continuously Improve Tools, Resources, and Skill-Building
Online Talent Cards Online Development Plans Succession Planning in Workday Manager & HR Guides and Skill-building Assessment Practice
Powered by
TALENT PLANNING AT EA Objectives
FY18 Focus Areas
Tools and Resources
• Support high quality conversations
about our talent within the function and across EA
Standardize and Automate
Placemat
• Enable better planning of
promotions and movement that align to business needs • Help individuals realize their career
plans and aspirations
Emphasize development and movement of talent •
Separate talent development sessions
Online XP Development Plans
• Accelerate employee development
and build bench strength in the skill and capability areas needed for future business success
Online Talent Cards
Integrate HR Talent Pools strategy and COE priorities •
Pilot strategic team succession
Succession Planning in Workday
• Identify critical roles, critical
teams, key talent, and top diverse talent to invest in through hiring, development and retention strategies
Manager & HR Guide Assessment Practice
TOOLS AND RESOURCES: PLACEMAT To guide Calibration discussions: ● Talent Planning Objectives ● Definitions of performance and potential ● 9-Box descriptors ● Promotion Considerations
To guide Development discussions: ● 9-box placement idea starters to consider how to engage, retain and develop employees
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TOOLS AND RESOURCES: TALENT PLANNING GUIDE TABLE OF CONTENTS TALENT PLANNING OBJECTIVES
P. X
FAQ
P. X
CALIBRATION BENCHMARK PRACTICE EXAMPLES
P. X
FACILITATING A TALENT CALIBRATION DISCUSSION ● Bringing diversity into calibration, development and movement conversations
P. X
FACILITATING A TALENT DEV CONVERSATION ● Dev standards for specific talent (H/H, L/L, Succession Candidates)
P. X
SUCCESSION PLANNING
WORKDAY GUIDE
P. X
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Conversation #3: The Future Talent Planning in a Boundaryless World
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PLATFORMS
BUSINESS MODELS
GENRES
PLAYERS
GEOGRAPHIES
COMPETITORS
Powered by
REMOVING FRUSTRATIONS
ENHANCING EXPERIENCES
PROVIDING NEW SERVICES Powered by
What does the opportunity look like?
PC
Mobile growing globally by 18% annually
VR growing by over 500%
77% growth in five years
Powered by
THE NETWORK
Powered by
Driving Value by Building Scale Grow the Network
Grow Engagement
Acquire new players and connect all players to our network
Foster more engagement
Drive Digital
Grow Profitability
Invest in digital Drive higher margins products and services
Powered by
Reference: CHREATE Summary of the Future of HR Project Summit May 21, 2015 By John Boudreau, Ian Ziskin, Carolyn Rearick and Andrew Schmidt
Reference: CHREATE Summary of the Future of HR Project Summit May 21, 2015 By John Boudreau, Ian Ziskin, Carolyn Rearick and Andrew Schmidt
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The Future:
Deloitte Global Human Capital Trends 2016 and 2017
Org Ecosystems and Networks
Digital HR Revolution
Careers and Learning
The Rise of Teams
People Analytics
Employee Experience
Powered by
Implications for Talent Planning at EA ● Targeted Talent Pool Strategies ● Drive Employee ‘Movement’ and Curated Experiences ● Internal/External Pipelines ● Team Based Succession Planning
Key Takeaways
Align with Bus Strategy and Drive the Objectives
Understand the Landscape Using Data
Align on Yearly or Quarterly Focus areas
Deepen Partnerships
Continuously Improve Tools, Resources, and Skill-Building
Powered by
THANK YOU Powered by
Powered by
Three Conversations
How do you define Talent Planning in your organization and what objectives are you driving? What are your key challenges? What are best practices or learnings you can share? Look into The FUTURE: Talent Planning in a boundaryless world
Powered by
Powered by
Games is big biz! Hit games bigger than most hit films
Game biz exploding
Most highly engaging form of entertainment
Exceeds FIFA16
20M
$95B
players
Games are
vs
INTERACTIVE , SOCIAL, ONLINE
Minions or Jurassic Park
Powered by
PORTFOLIO OF TOP GAMES
Powered by
PLATFORMS
BUSINESS MODELS
GENRES
PLAYERS
GEOGRAPHIES
COMPETITORS
Powered by
Alignment: PURPOSE, beliefs, strategies
WE EXIST TO
WE STRIVE TO BE
WE VALUE
INSPIRE THE WORLD TO PLAY
THE WORLD’S GREATEST GAMES COMPANY
CREATIVITY PIONEERING PASSION DETERMINATION LEARNING
STRATEGIES
TEAMWORK
Players First
Digital Transformation
One Team
Powered by
Talent Planning at EA Talent Planning – Objectives Talent Review The process by which we review and assess our talent within the context of the business goals and determine opportunities for movement and development.
Succession Planning The process for identifying and developing internal people to fill leadership positions in the company and potentially building an external pipeline.
•
Support high quality conversations about our talent within the function and across EA
•
Enable better planning of promotions and movement that align to business needs
•
Help individuals realize their career plans and aspirations
•
Accelerate employee development and build bench strength in the skill and capability areas needed for future business success
•
Identify critical roles, critical teams, key talent, and top diverse talent to invest in through hiring, development and retention strategies
Powered by
Conversation #1: How do you define Tal Planning in your org and what objectives are you driving?
Powered by
Key Takeaways
Align with Bus Strategy and Drive the Objectives
Understand the Landscape Using Data
Align on Yearly or Quarterly Focus areas
Deepen Partnerships
Continuously Improve Tools, Resources, and Skill-Building
Powered by
Conversation #2: What are your key challenges? What are best practices or learnings you can share?
Powered by
Learnings to Share… Align with Bus Strategy and Drive the Objectives
Know your business strategy Know the HR and/or Talent strategy (if you have one!) Know what you are trying to accomplish and align everyone and measure actions against those
Powered by
Formed Talent Planning Advisory Council (TPAC) with HR Bus Partners Globally Conducted Talent Planning needs assessment
Learnings to Share Understand the Landscape Using Data
Reviewed best practices in the industry – content and tools Piloted to ‘test’ out new definitions, concepts, tools and resources
Powered by
For example:
Learnings to Share Align on Yearly or Quarterly Focus areas
Automate and Standardize Emphasize Development and Movement of Talent Align with Business and HR Talent Strategies Maximize use of Assessments
Powered by
Exec Staff - Own the talent and understand their role in driving culture change Analytics – what are the important stories?
Learnings to Share
HRBPs- Strategic talent partners
Deepen Partnerships
Talent Acquisition- Talent stewards D&I - System level plans Mgmt and Leadership Dev - Use Talent Data to determine priorities for groups and individuals
Team Effectiveness - Succession and resourcing
Powered by
For example: Placemat
Learnings to Share Continuously Improve Tools, Resources, and Skill-Building
Online Talent Cards Online Development Plans Succession Planning in Workday Manager & HR Guides and Skill-building Assessment Practice
Powered by
TALENT PLANNING AT EA Objectives
FY18 Focus Areas
Tools and Resources
• Support high quality conversations
about our talent within the function and across EA
Standardize and Automate
Placemat
• Enable better planning of
promotions and movement that align to business needs • Help individuals realize their career
plans and aspirations
Emphasize development and movement of talent •
Separate talent development sessions
Online XP Development Plans
• Accelerate employee development
and build bench strength in the skill and capability areas needed for future business success
Online Talent Cards
Integrate HR Talent Pools strategy and COE priorities •
Pilot strategic team succession
Succession Planning in Workday
• Identify critical roles, critical
teams, key talent, and top diverse talent to invest in through hiring, development and retention strategies
Manager & HR Guide Assessment Practice
TOOLS AND RESOURCES: PLACEMAT To guide Calibration discussions: ● Talent Planning Objectives ● Definitions of performance and potential ● 9-Box descriptors ● Promotion Considerations
To guide Development discussions: ● 9-box placement idea starters to consider how to engage, retain and develop employees
Powered by
TOOLS AND RESOURCES: TALENT PLANNING GUIDE TABLE OF CONTENTS TALENT PLANNING OBJECTIVES
P. X
FAQ
P. X
CALIBRATION BENCHMARK PRACTICE EXAMPLES
P. X
FACILITATING A TALENT CALIBRATION DISCUSSION ● Bringing diversity into calibration, development and movement conversations
P. X
FACILITATING A TALENT DEV CONVERSATION ● Dev standards for specific talent (H/H, L/L, Succession Candidates)
P. X
SUCCESSION PLANNING
WORKDAY GUIDE
P. X
Powered by
Conversation #3: The Future Talent Planning in a Boundaryless World
Powered by
PLATFORMS
BUSINESS MODELS
GENRES
PLAYERS
GEOGRAPHIES
COMPETITORS
Powered by
REMOVING FRUSTRATIONS
ENHANCING EXPERIENCES
PROVIDING NEW SERVICES Powered by
What does the opportunity look like?
PC
Mobile growing globally by 18% annually
VR growing by over 500%
77% growth in five years
Powered by
THE NETWORK
Powered by
Driving Value by Building Scale Grow the Network
Grow Engagement
Acquire new players and connect all players to our network
Foster more engagement
Drive Digital
Grow Profitability
Invest in digital Drive higher margins products and services
Powered by
Reference: CHREATE Summary of the Future of HR Project Summit May 21, 2015 By John Boudreau, Ian Ziskin, Carolyn Rearick and Andrew Schmidt
Reference: CHREATE Summary of the Future of HR Project Summit May 21, 2015 By John Boudreau, Ian Ziskin, Carolyn Rearick and Andrew Schmidt
Powered by
The Future:
Deloitte Global Human Capital Trends 2016 and 2017
Org Ecosystems and Networks
Digital HR Revolution
Careers and Learning
The Rise of Teams
People Analytics
Employee Experience
Powered by
Implications for Talent Planning at EA ● Targeted Talent Pool Strategies ● Drive Employee ‘Movement’ and Curated Experiences ● Internal/External Pipelines ● Team Based Succession Planning
Key Takeaways
Align with Bus Strategy and Drive the Objectives
Understand the Landscape Using Data
Align on Yearly or Quarterly Focus areas
Deepen Partnerships
Continuously Improve Tools, Resources, and Skill-Building
Powered by
THANK YOU Powered by
