Talent Management - January 2009 - (Page 41)

Part of it bubbled up from our people expressing concerns about how we could be more productive. We put a stake in the ground over two years ago to become a high-performing organization. It’s a lofty goal, but we started to dissect that into components about expectations for leaders, people, rewards, capability, and what does all that look like? We discovered we needed certain levels of development to lead people to be more innovative and effective. So we put in place expectation setting, and we made individuals accountable for that. We put in learning and development capabilities at various levels in our organization to align that. We published corporate-wide goals and then set up the capability to align those goals with individual goals. This is one of the reasons we chose an individual talent management approach with Authoria; we’re allowed to do most of it on a screen. Individuals have access to this information in a single place. Shuman: zation. We spent a lot of time aligning our values, our competencies and our particular business drivers. That focus has led to certain levels of training and development, certain coaching and assessments that we’ve done for our people to make sure we have a common view of where we’re going as a company. As we look at organization design and succession, it allows us to see who has the skill sets and the capabilities to help propel us forward. TM: top talent? What processes or programs have you established to attract, recruit and retain TM: titudes? How does Harris develop organizational culture and high-performing employee at- We believe our reputation stands by itself, but we go after all levels of recruiting. For college recruiting, we groom individuals from co-ops and interns, as well as go after the best schools we can to attract talent and teach them what life is like at Harris. We’ve done that in a nontraditional method. We don’t just go college recruiting: We refer to it as “university relations.” We get a university where we can do research, technology transfer and partner with the university. Students see us as part of the university, and they want to be part of our particular company. That’s one way we’ve been able to attract Millennials. January 2009 Shuman: It starts with our values as a company. We took those values and tied them to the competencies that we as a leadership team expect of ourselves and our people as we look at becoming a high-performing global organi- Shuman: INSIGHT continued on page 45 talent management magazine www.talentmgt.com 41 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - January 2009

Talent Management - January 2009 Editor’s Letter Contents Human Performance Leading Edge Learning Connections Integrate Web 2.0 Into the On-Boarding Experience Show ’Em the Money: Compensation Trends 2009 Transition at the Top How Hollywood Manages Talent and What You Can Learn Get the Most Bang With Limited Training Bucks Life After Layoffs Attract Specific Talent Groups Performance Management: Its Time Is Now Helping the Helpers Advertisers’ Index Editorial Resources Full Potential

Talent Management - January 2009

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