Talent Review & Succession Planning Guide
2023
PEOPLE ARE THE KEY TO SUCCESS.
What is talent review?
A talent review is a formal assessment of worker performance and potential across MCC. Talent reviews help leaders discover top performers, determine promotability, highlight areas for improvement, flag turnover risks, and identify skills gaps.
What is succession planning?
Succession planning is the process of mapping key roles & skills within an organization and identifying and developing workers to take on critical positions when team members transition out of the team. This approach comes into play when workers leave the organization for any number of reasons, such as resignation, termination, retirement, a leave of absence, or illness.
Succession planning may also be needed in anticipation of workers moving to another team or receiving internal promotions. Effective succession planning requires both supporting workers so they can make successful career transitions and taking proactive steps to minimize lost productivity when a worker leaves their role.
It is at your discretion to determine whether an employee is too new to rate on any or all of the talent factors. You have the ability to rate an employee on any of the factors you feel appropriate. If an employee is too new to rate on a talent factor, you may leave the rating blank.
PHILOSOPHY GUIDE
TALENT ASSESSMENT FRAMEWORK
RESULTS
Results: Results are the goals and the results of the goals that you set for the year, which would historically be called performance.
Employee does not consistently meet the performance expectations and/or demonstrates only a moderate level of proficiency. Additional training or commitment is required.
Below Target At Target
Employee consistently meets and may occasionally exceed performance expectations while demonstrating proficiency.
The rating describes the employee who meets only the very minimum position requirements and whose performance could be improved through development, experience and/or application.
The rating describes the employee whose overall performance is satisfactory and any minor areas where performance should've been better were counterbalanced by performance beyond expectations.
Above Target
Employee consistently exceeds performance expectations while demonstrating a high level of proficiency.
The rating describes the employee who consistently exceeds performance expectations while demonstrating a high level of proficiency.
TRUE COLORS
MCC’s True Colors are the five behaviors that are key to our success. Our True Colors embody the best of our MCC culture and are a touchstone for how we achieve results beyond strictly financial or business measures.
Does not display true colors frequently or overdoes as a detriment.
Most of the time displays true colors. Displays true colors consistently.
TRUE COLORS
Now, let's explore some instances where our True Colors are Not
In the instance of a teammate Not Demonstrating True Colors, it may create negative outcomes if not corrected. In the instance of a teammate that is Overdone, their strengths may become weaknesses. Overdone behaviors are easy to correct.
PERFORMANCE
Results
Innovation + Team Player Rate True Colors + Accountability + Customer Focus + Drive for Results
Now that you have assessed Results and True Colors, it is time to rate Performance overall. The Performance rating will be a combination of the Results + True Colors. The rating you determine will then appear on the 9-box.
In order for an employee to qualify as exceeds, they would need to have received an "AboveTarget" for their Results rating and an "Often" or "Consistently" rating for each and every of their True Colors. In other words, if there are one or more true colors rated as “Rarely,” then the highest performance rating possible is “MeetsExpectations.”
The employee is not consistent in meeting established expectations such as quality of work and results. Rarely or never lives true colors when opportunities arise.
The employee provides satisfactory work. Lives true colors more often than not.
The employee sets the standard for excellence across all aspects of their job. Often or Consistently lives true colors when opportunities arise and/or actively seeks opportunities to effectively engage in and demonstrate.
POTENTIAL
Lateral and Upward
Lateral: Potential to do “new and different things”
General Intelligence (IQ)
Emotional Intelligence (EQ) Career Motivation
Upward: Potential to move up in the organization + Ability Experiences x Learning Agility =
Work Experiences Life Experiences Development Activities
The ability to learn from past experiences and apply the knowledge gained to new and different situations.
Leadership Promise
• Propensity to Lead
• Brings Out The Best in People
• Authenticity
Balance of Values and Results
• Culture Fit
• Passion for Results
Upward Potential Factors = Upward Potential
Personal Development Orientation
• Receptivity to Feedback
• Learning Agility
Mastery of Complexity
• Adaptability
• Conceptual Thinking
• Navigates Ambiguity Lateral Potential
Rating Scale for Lateral/Upward Potential:
• Low: Minimal Potential for movement
• Medium: Moderate Potential for movement
• High: High potential for movement
SUCCESSION READINESS
Successor: Someone who can be promoted to a specific Key Position (interim or long-term).
RATING SCALE
<1 YEAR
1-3 YEARS
Ready with minimal or no development/experience needed
Ready with moderate development/experience
3+ YEARS
Ready with longer term development/experience
FLIGHT RISK
What is the likelihood that the person will leave the organization? Losing some people may be a good thing… losing the best people, at the wrong time could be devastating. Do you really understand the risk you have of losing a member of your team?
HIGH, <6 MONTHS
It's likely that the employee is actively applying / interviewing for positions and or has voiced extreme dissatisfaction with the organization. This should also include an employee who may be close to retirement.
MEDIUM, 1 YEAR
It's likely that the employee is not actively looking for new positions but could be enticed with the right opportunity.
LOW, 1+ YEARS
It's likely that the employee is not looking for new positions and is content with their current and future prospects at MCC.
IMPACT OF LOSS
How much or to what extent, could the employee's departure impact the organization (department, project, business unit, etc.)?
Some things to consider include:
•
• Whether the person is in a critical role
Revenue impact
Influence in the organization
Difficulty to replace
MEDIUM
MOBILITY
Willingness to move to another site at MCC.
MEDIUM LOW HIGH
Not likely to move to another site/ not willing to travel. Notbutopposed, willingunsure/ to travel at least 20%.
Open to move to another site/willing to travel extensively or commute.
CRITICAL TALENT (TALENT POOL)
Critical Talent: Employee that could cause a severe impact on the success of the business if they were no longer with the organization. The employee is just "that” good no matter what role they are in (superstar).
To be considered in the Talent Pool:
• Needs visibility/exposure to higher levels in the organization
• Works, or should work, on critical initiatives
• High flight risk successors
• Interim successors
CRITICAL ROLES
Critical Role: As you are reviewing your function/team, think about roles that are critical for success. This may include a role:
•That we cannot afford to have vacant
•That generates revenue
As part of your calibration, be prepared to discuss the critical roles and assessing the talent in these roles.
Role=Roleinthecompany Talent=Employee
SYSTEM GUIDE
CERIDIAN DAYFORCE - LEADER INSTRUCTIONS
TALENT REVIEW
1. Log into Dayforce using your MUL company credentials; use your Manager role when logging in.
2. Click on Mgr-Spvsr Toolbox to access the Mgr-Spvsr Resource Page. Then, scroll down to My Talent Matrix on the left-hand side of your screen.
3. You will now be in the Talent Matrix section. Your direct reports will be listed on the right side of your screen.
TALENT REVIEW
4. You may begin your Talent Ratings by selecting an employee. Then, move the radio button to rate the employee for each Talent Factor, if applicable.
Use the scrollbar to view all the Talent Factors and complete your ratings.
Please disregard the icon next to Performance and Flight Risk.
Once you are done, click Save.
5. Repeat step 4 for all of your direct reports. Once ratings are completed, you will see your team on the 9-box.
NOTE: If you have a team member that is too new to the organization to rate, they will remain in the Not Rated Yet section. No further action is required.
TALENT REVIEW
6. You can change which 9-Box is viewed by choosing it from the drop-down, Performance vs. Potential (Upward) or Performance vs. Potential (Lateral).
7. To change the rating for a direct report(s), you can click directly on the employee on the 9-box. Slide the radio button to update the rating and click Save.
SUCCESSION PLANNING
1. Click on Mgr-Spvsr Toolbox to access the Mgr-Spvsr Resource Page. Then, scroll down and select My Team's Succession Plans on the left-hand side of your screen.
2. Click on your Succession Plan. You will see your direct reports listed here:
If you would like to Delete a direct report (you do not feel they are a successor for this role), you can do so by clicking the check box by the employee name, Delete, and then Save.
If you would like to Add* a direct report in your function, you can do so by clicking the Add button.
* If you would like to add an employee that is outside of your function, you will need to talk with their Manager prior to adding them to your Succession Plan. HR will then add the employee to your Succession Plan.
SUCCESSION PLANNING
Type the employee name. Click Apply Filter.
Click Save.
Then, after your employee is selected, click Add.
You may skip this step if there are no changes needed to your Succession Plan.
The Compare feature tool will show a side-by-side view of up to five direct reports. Click each name you would like to compare, a check box will appear to confirm your selection. Then, select Compare.
By clicking the Talent Matrix section, you can modify the Succession Readiness rating.
SUCCESSION PLANNING
Here is the Compare screen. You CANNOT make changes in the Compare section. If you would like to make changes to ratings after reviewing comparisons, review pages 16-17.
You may click Close after you are done in the Compare section.
NOTE: You can add notes for your direct report(s) by click the note icon:
9-BOX MATRIX
DESCRIPTIONS AND ACTIONS
4 - Deep Pro (TopPerformer)
Usually this cell contains the very deep technical professionals or functional managers who do what they do extremely well, but don't want to or can't do anything else. These pros are very valuable to the organization as long as that technology or unit or function is mission critical. If there's is a shift in technology or emphasis, the people in this cell would be in jeopardy to move to cell 2 or even cell 1.
Possible Action: Help keep current in specialty and have a treatment and retention plan.
2 - Solid Performer
Performance
Probably sold performers in current roles. Could progress higher in specialty and become a 4. Could enhance potential and become a 5.
Possible Action: Steep in their technology.
1 - Take Action (BadFit)
Not doing well now or in the past, and do- ing significantly better in the future is not likely. It would take a major skill building program.
Possible Action: Probably need to take some action, remove from the organiza- tion, or find a role that better suits his/her skill set
7 - Utility Pro (TopPerformer)
This is a very valuable person to the organ- ization. Does extremely well at what she or he is doing today, plus has potential to do more.
Possible Action: Place in mission critical jobs, and see if you can interest the person in working on a learning enhancement plan to move to a 9. Apply a treatment plan so the person has no reason to leave the organization.
5 - Utility Player
Can probably fill in a number of roles at a rea- sonable level of performance. Could become a7ormove to the 8-9 path.
Possible Action: Use in temporary and key positions until a 7, 8 or 9 becomes available. Have the person work on a learning enhance- ment plan to try to move over to an 8 or develop deeper skill and knowledge in his/her field to move to a 7.
3 - Future Utility
May be in a new assignment, may not be well known, may be new to company. Has some potential, possible 5 in the near-term future.
Possible Action: Careful next assignment to increase performance and some learning en- hancement work to improve potential.
9 - Consistent Star (TopPerformer)
This is the star everyone is looking for. Consistently performs well in anything the organization puts him or her in, with room to grow more.
Possible Action: Apply a treatment and retention plan and continue to challenge with a succession of diverse assignments.
8 - Future Star (HighPotential)
This person may also be new to the organization or new to the job.
Possible Action: Continue to move through diverse developmental assignments and ap- ply a retention plan to make sure the person stays with the organization.
6 - Rough Diamond
Maybe a new hire with lots of potential, new in assignment, or possibly misplaced. They may have done well in previous jobs, but are really struggling with this one. Organizations sometimes report that this cell ID's minorities languishing in the wrong role or with a less- than-stellar boss.
Possible Action: Place next in a very developmental job and keep there longer than usual, so he/she can increase along the per- formance dimension and become an 8.
