From the Goldsmith & Carter textbook, select the Porter Novelli (Chapter 12) case study for this assignment.
Write a seven - nine (7-9) page paper in which you:
- Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy.
- Develop a five (5) point criteria for evaluating the effectiveness of the talent management strategy and how the data could be collected.
- Critique the components of your talent management strategy and suggest alternative ways to achieve effective results.
- Outline the functional expertise component of this strategy and how it optimizes the company’s ability to identify highly qualified individuals.
- Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.
Your assignment must follow these formatting requirements:
- Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions.
- Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date.
- The cover page and the reference page are not included in the required page length.
225 CHAPTER 12 PORTER NOVELLI GREG WALDRON Applying the Drotter “ results - based ” Leadership Pipeline approach to create a per- formance management system in a professional service fi rm. Introduction Business Diagnosis and Assessment Feedback Program Design Considerations Program Implementation Design Considerations Chosen Approach, Format Development, and Introduction Performance Management System Development Tailored Leadership Pipeline Development Evaluation Business Results Employee Climate Survey Results Turnover Results Anecdotal Evidence ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ c12.indd 225c12.indd 225 10/30/09 5:39:50 PM10/30/09 5:39:50 PM C o p y r i g h t 2 0 1 0 . P f e i f f e r . A l l r i g h t s r e s e r v e d . M a y n o t b e r e p r o d u c e d i n a n y f o r m w i t h o u t p e r m i s s i o n f r o m t h e p u b l i s h e r , e x c e p t f a i r u s e s p e r m i t t e d u n d e r U . S . o r a p p l i c a b l e c o p y r i g h t l a w . EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 5/28/2020 10:17 AM via STRAYER UNIVERSITY AN: 305508 ; Carter, Louis, Goldsmith, Marshall.; Best Practices in Talent Management : How the World's Leading Corporations Manage, Develop, and Retain Top Talent Account: strayer.main.eds-live 226 Best Practices in Talent Management INTRODUCTION The Drotter results - based approach is tailored to a professional services fi rm structure and applied in the development of a performance management system aligned with the business ’ s strategy. Drotter ’ s Leadership Pipeline approach is implemented, with the full performance defi nitions for each leadership level in the tailored pipeline becoming the basis for a new organization - wide performance management applica- tion. The Drotter full performance defi nitions subsequently become the “ source code ” for selection, talent management, and training planning applications. The focus of this paper is the fi rst application, performance management. Business Diagnosis and Assessment In 2004, Porter Novelli, a leading global marketing communications fi rm, undertook a fundamental strategic assessment and visioning process to guide it through the next fi ve years. The fi rm ’ s CEO, president, and chief strategy offi cer led this process. The vision focused on a new approach to client account planning, a more client - centric structure, and a greater emphasis on operating interdependence between the globally dispersed offi ces in the service of multinational clients. It was felt that these three ini- tiatives would dramatically increase the fi rm ’ s capacity to win and grow large, com- plex, and geographically dispersed client accounts — the fi rm ’ s strategic market target. The senior management group identifi ed the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The fi rm proceeded to hire a chief talent offi cer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business - focused human resources management process. In the CTO ’ s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term — by providing people throughout the fi rm with a clear, specifi c understanding of what the business strategy meant for them. His metaphor for engagement was specifying the “ four entitlements of all employ- ees. ” The CTO ’ s experience with corporate change efforts had led him to the conclu- sion that specifi c answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function: 1. What specifi cally do you expect of me? 2. How will you defi ne success (and measure me)? 3. What ’ s in it for me if I deliver the results you expect? 4. Will you provide me the resources I need/eliminate the barriers I face to achieve these results? Individual role clarity and clear performance expectations are absolute require- ments for these questions to be addressed. It was clear that the fi rm ’ s current approaches, c12.indd 226c12.indd 226 10/30/09 5:39:51 PM10/30/09 5:39:51 PM EBSCOhost - printed on 5/28/2020 10:17 AM via STRAYER UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use Porter Novelli 227 although based on current practice and invested with signifi cant effort, were not meet- ing these requirements. The CTO had previously become familiar with Stephen Drotter ’ s Leadership Pipeline work, both as a client and as a consultant working with Drotter Human Resources. Drotter ’ s primary focus has been executive succession and the related proc- esses: executive assessment; organization and job design; succession planning; and tailored individual development plans. However, his core concepts add signifi cant value in broader application, particularly for performance management, selection, and development planning at all levels. The emphasis on specifi c results required, as well as the positioning of management and leadership results as measurable business out- comes, aligned well with the needs of the fi rm. Performance management practice was spotty at best, as the fi rm ’ s current system — based on generic competencies — was complex and process - heavy. A leadership com- petency model upon which to base the system was missing. Professional development was considered important, and a full curriculum of professional training was offered. In the absence of a common “ source code, ” the various HR processes did not align well, and therefore opportunities for mutual reinforcement were being missed. Clearly, there were opportunities for human resources to make a business impact through better practice application. Management Interviews Discussions with the CEO, president, chief strategy offi cer, and other senior managers both before and after the CTO commenced employment confi rmed the need for a set of management processes that strongly reinforced individ- ual accountability as well as the increasingly interconnected nature of the company ’ s operations. Senior managers in all offi ces around the world would be asked to place global priorities over individual offi ce considerations as multi - offi ce and multi - region client accounts became the strategic imperative for growth. The “ Vision ” Process “ Vision 2004 ” was a combined business planning and senior management team - building exercise that involved detailed reviews of internal and competitive analysis, discussion of strategic alternatives, and development of the new client account planning approach for the company. A small internal team facilitated the process, which involved a global management meeting outside New York City, as well as a number of regional follow - up sessions. It provided the starting point for the strat- egy implementation effort. There were several signifi cant outputs: Agreement on a new core client account planning perspective — that is, a new method for assessing a client ’ s business situation and challenges and for develop- ing solutions for the client; Management training in this new methodology; Confi rmation of an emphasis on acquiring and growing large, complex client relationships; ■ ■ ■ c12.indd 227c12.indd 227 10/30/09 5:39:52 PM10/30/09 5:39:52 PM EBSCOhost - printed on 5/28/2020 10:17 AM via STRAYER UNIVERSITY. All use subject to https://www.ebsco.com/terms-of-use 228 Best Practices in Talent Management Commitment to a closely coordinated “ interdependent ” operating approach across the global network; and A project management structure to move these initiatives forward. This set the stage for the communication and implementation effort. The chief tal- ent offi cer joined the organization shortly after the fi rst implementation projects had begun and moved quickly to review and recast the talent management portion of the overall plan. Business Results A key assumption underlying the visioning logic was robust busi- ness growth over the strategic plan period. The company was solidly profi table, and the business was growing. The senior management group was confi dent that the enhanced focus on larger, more complex client relationships would take revenue and margin growth to new, sustainable levels. The bar was set higher. Climate Measurement The company administers a biannual staff climate survey that measures operating culture along thirteen dimensions: teamwork; organizational cul- ture; strategic planning; leadership; long - term focus; stake in the outcome; quality; cli- ent satisfaction; learning orientation; empowerment; communication; morale and loyalty; and survey results implementation. Scores in 2004 were on track with parent organization averages, but management wished to improve these scores on both a trend and relative basis. This would be an important metric for the effectiveness of the leadership and human resource management interventions being developed. Feedback As a member of the senior leadership team, the chief talent offi cer had abundant access to the other members of the group — the