Talent Management - October 2008 - (Page 45)

we have a rigorous talent assessment discussion with our population. I really don’t think it’s about doing a lot of fancy stuff. Speaking of fancy stuff, have you established any programs speciﬁcally to leverage your workforce? We use what are called career development frameworks. We’ve collapsed all of our jobs into 400 job categories, and then we’ve analyzed those job categories. What are the business experiences that somebody has to have if they move up that career ladder? What are the functional experiences that they have to have? What are the business skills that they have to have, and what are the customer experiences that they have to have? We use that as the bedrock to determine what the next role for an employee should be. We use it as a bedrock to have career discussions with employees around what skill sets they need to develop and where they need to go to get a more broadened experience. Then we have in place a program called HP-First, where we use those career development frameworks. We have internal recruiters who look at our database of HP employees and skill sets to ﬁll internal jobs ﬁrst with HP people. That’s for the general population. Our hit rate has been pretty good around that. Then at our mid-career level, we have what we call the Executive Committee rotation program, where we’re taking di- TM: rector-level employees who are high potential, and we are putting them into rotational jobs in other parts of the business, other geographies or other customer segments so they can begin to get that experience. And then at the very senior levels, we have what we call managed stafﬁng. We put them through the interview process and select our internal talent to go into speciﬁc roles we see are developmental for them. There are three dimensions to this: the processes that we have in place, which are HP-First, the rotation program and the managed slating process at the vice president level; the career development frameworks that help people see what their move should be in order to stay vital and current; and alignment with career development discussions and performance management discussions. SHARKEY: TM: SHARKEY: How do you measure performance at HP? We do it in a variety of ways. We look at VOW [Voice of the Workforce survey] scores, and we’ve correlated our VOW scores to what we see as high performance. Because if you look at the literature, you know that if employees are working to their fullest potential, they tend to be much more engaged. Therefore, they tend to be much more satisﬁed, and they tend to be retained. So those VOW scores are something that we absolutely look at. October 2008 talent management magazine www.talentmgt.com 45 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - October 2008

Talent Management - October 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The Three Pillars of Executive On-Boarding Role-Based Assessment: Thinking Inside the Box Who's Going to Speak Up for Health Care? Obey the Push to Automate Managing the Star Performer No One Wants to Work With Adopting a Mutual-Funds Model for Talent Management Hewlett-Packard: Simple Talent Management in a Technical World Team Effort Pays in Talent at London Business School The Employee Survey: What’s in It for Me? Why Most Managers Are Stuck Advertisers’ Index Editorial Resources Full Potential

Talent Management - October 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.