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 Workshop 8

Talent Management in Action:  Game of Thrones         

 
Presenters: Allan H. Church, PepsiCo, Janine Waclawski, Pepsi Beverage Company, and John Scott, APTMetrics
 
Coordinator: Erica Desrosiers, PepsiCo
 
Target Audience: This workshop should be of most interest to those internal and external practitioners with entry-level to intermediate-level experience in the talent management and succession planning process and/or others who have a general interest in moving into this area at some point in the future.
 
In today's business environment, talent management is both one of the hottest topics and one of the most sought after job experiences for human resource and I-O professionals. In general, talent management is the process of identifying, assessing, developing, planning, and moving talent throughout the entire employee lifecycle in order to satisfy critical and strategic business objectives. Although many aspects of talent management as we know it today have been part of the I-O practitioner's toolkit for years (e.g., succession planning, workplace assessment, selection, development, an emphasis on learning through experiences,), only in recent years has the term talent management taken hold. In fact, the last several years have seen the rise of talent management related sessions at SIOP from only 1 in 2005 to many well attended presentations and panels in recent years (e.g., Church, 2006), as well as emphasis on this area in the Professional Practice book series (e.g., Silzer & Dowell, 2010). What has changed in the marketplace is the notion that leaders in organizations are requiring a more holistic, systemic, regimented, and thoughtful approach to understanding their human capital needs and the current supply that they have in place to fill those gaps (including those in the succession pipeline). In short, the move away from specific practices to the broader concept of talent management has taken on a decidedly more integrated framework, and I-O practitioners would be well served to further understand and build their capability in this area if they are to remain fully relevant to their employers.
 
The purpose of this workshop is to provide a hands-on, realistic preview (and some decision making experience) of how an integrated talent management approach can be applied in an organizational setting. Rather than rely heavily on theoretical models (though key frameworks are important and will be covered), the presenters will put their over 70 years of collective experience regarding best practices and understanding of the key challenges inherent in the real world application of talent management processes into action. The discussion will incorporate a number of different perspectives and experiences including internal enterprise ownership of TM processes, HR line leadership implementation and ownership of the concepts with clients, and the role and contribution of external consulting and expertise. Workshop attendees will learn about (a) the basic tenets of talent management including some common misperceptions, (b) the actual nuts and bolts involved in implementing a talent management process in large complex organizational settings, (c) the role of assessment and development in the process, including what parts of the process need to be defensible, pros/cons of applying psychometrics to these practices etc., (d) different approaches to driving talent management including segmentation models, integration with performance management, 360 degree feedback, etc. and (e) industry benchmarks and best practices in this important area of practice. Case examples and hands-on exercises will be used to build capability in this area as well. The emphasis here will be on executing a talent management strategy within organizations at the mid- to senior-level executive (e.g., Director Level to Senior Vice President).
 
The subtitle of this session ("Game of Thrones") was selected given some of the challenges associated with implementing a holistic talent management process. Game of Thrones is the title of a popular fantasy fiction series by George Martin and a recent cable adaptation that chronicles the violent dynastic struggles among a kingdom's noble families for control of the Iron Throne (on Wikipedia this series has been described as the Sopranos in Middle Earth). In many ways, this description could be applied to talent management efforts in large, complex, global organizations where there is often a zero-sum game in leaderships' approach to grooming and moving talent across different business sectors or silos. We will address these issues and demonstrate ways to overcome these barriers in order to create a culture of talent development.
 

As a result of attending this session participants will be able to:

  • Describe the basic tenets of talent management and how it is applied in organizations to achieve strategic business objectives
  • Explain the role of assessment and development tools as part of the talent management process
  • Synthesize different approaches to talent management (e.g., segmentation, timing, linkages to performance management)
  • Evaluate talent management programs against industry examples and benchmark data
  • Build talent management capability through case examples and application exercises
 
References:
Church, A. H. (2006). Talent management. The Industrial-Organizational Psychologist, 44(1), 33-36. Silzer, R. & Dowell, B. (Eds.) (2010). Strategy-Driven Talent Management: A Leadership Imperative. SIOP Professional Practice Series. San Francisco: Jossey-Bass.
 
Allan H. Church is responsible for leading the enterprise wide talent management and people development agenda for PepsiCo. This includes responsibility for the People Planning process, high-potential identification programs, the Performance Management process, the Organizational Health and Engagement surveys, the 360-degree/Hogan and manager quality upward feedback processes, exit and new hire surveys, executive assessment efforts, c-suite succession planning, and non-financial external reporting regarding our human capital. He joined PepsiCo in December 2000. Previously, he spent nine years as an external OD consultant working for W. Warner Burke Associates. Allan also spent several years at IBM in the Communications Measurement and Research, and Corporate Personnel Research departments. On the side, he has served as an Adjunct Professor at Columbia University, and past Chair of the Mayflower Group. Currently, he is a Visiting Faculty Scholar at Benedictine University, a member of the Executive Committee of the Conference Board’s Council of Talent Management Executives, and on the Executive Board of the Human Capital Institute. He has also served as former editor of the Organization Development Journal, and The Industrial-Organizational Psychologist and co-editor of the Society for Industrial-Organizational Psychology’s Professional Practice Book Series. An active writer, he has authored 4 books, over 20 book chapters, and over 120 practitioner and scholarly articles. Allan received his MA and PhD in Organizational Psychology from Columbia University. In 1999, he received the OD Consultant of the Year award from the Organization Development Institute. He is a Fellow of the Society for Industrial-Organizational Psychology, the American Psychological Association, and the Association for Psychological Science.
 
Janine Waclawski is Vice President Human Resources for Pepsi Beverages Company (PBC) Sales, Foodservice, Finance, Strategy, and HR departments as well as the head of the facilities organization. In this capacity, she leads and manages a team of over 100 HR and facilities professionals and is the HR business partner to the Division Presidents of both PepsiCo Foodservice and PepsiCo North America Beverages Sales. PBC Sales is responsible for selling the entire beverage portfolio (the Pepsi, Mountain Dew, Sierra Mist, Aquafina, SoBe, Gatorade, Propel and Tropicana brands). The Foodservice division sells the complete PepsiCo portfolio (Beverages, Foods and Snacks (i.e., Quaker Oats, Fritos, Cheetos, Tostitos, Lays and SunChips)) in non-retail channels. These businesses deliver over $25 billion in annual sales for PepsiCo. Prior to this role, she was VP of HR for PepsiCo Foodservice and Director of HR for Pepsi Cola North America where she partnered with Marketing, several joint ventures, Public Affairs, Corporate Development, and Finance. Janine joined PepsiCo in June 2002 as Director of Organization and Management Development. Before joining Pepsi, Janine was a principal consultant in the Strategic Change practice of PriceWaterhouseCoopers and a senior consultant at W. Warner Burke Associates. Janine has published over 30 articles and book chapters and two books. She has served as co-editor of the Professional Practice book series for SIOP and a past editorial board member of Human Resource Development Quarterly. From 1998 to 2001, she was the editor of “The Real World,” a quarterly publication in The Industrial Organizational Psychologist. She has been an adjunct professor at Columbia University and Hunter College and an invited speaker, panel chair, and discussant at many conferences. Janine received her BA in psychology from the State University of New York at StonyBrook, and her PhD from Columbia University. She received the ASTD Donald Bullock Memorial Dissertation award for her research on large-scale organizational change and performance.
 
John C. Scott is Chief Operating Officer and co-founder of APTMetrics, Inc., a global human resources consulting firm that designs sophisticated Talent Management solutions for Fortune® 100 companies and market innovators. John has more than 25 years of experience designing and implementing human resources systems across a variety of global, high-stakes settings. For more than 15 years he has directed APTMetrics’ talent management practice areas to serve a broad range of client sectors including retail, pharmaceutical, telecommunications, entertainment, insurance, technology, hospitality, aerospace, utilities, and financial services. John is co-editor of the award-winning Handbook of Workplace Assessment: Selecting and Developing Organizational Talent published through SIOP. He is also co-editor of The Human Resources Program Evaluation Handbook and is co-author of Evaluating Human Resources Programs: A 6-Phase Approach for Optimizing Performance. He has authored numerous chapters and articles in the areas of assessment, selection, and organizational surveys. John is a Fellow of SIOP, serves as an APA Council Representative, was the 2009 SIOP conference program chair, and serves on the editorial boards of Wiley-Blackwell’s Talent Management Essentials series and SIOP’s Organizational Frontiers Series. In addition, he was recently appointed as SIOP’s representative to the United Nations. He received his PhD in industrial-organizational psychology from the Illinois Institute of Technology in 1985.