Kinetic

Alignment

Agility

Potential

ENERGY

The 4 A Model - Ability

Ability

Architecture

Human

Organizational

RESOURCES

Strategic Success Hierarchy

Industry
Firm/Company

Business Unit/Function
Position
Person

Strategy Execution
Enacted responses (behaviors) to internal
requirements and external constraints by
individuals and teams based on the
existing capabilities in the workforce
moderated by the underlying culture of
the organization that drives
organizational performance

Human Capital
Components

Strategy
Execution
Competitive
Advantage
Sustainability

Human Capital Capabilities

Human Capital Behaviors
Workforce Culture
(Performance Drivers)

Pivotal Positions

Pivotal Talent Pools

Human Capital & Strategy Execution

A. Resources + Capabilities = Human
Capital
B. Systems + Processes + Practices =
Human Capital Architecture
C. Human Capital X Human Capital
Architecture = Strategy Execution

Constructing Human Capital Architecture

Strategic Direction

Strategy
Execution

Pivotal Talent
Pool(s)
Talent segmentation is as
vital as customer
segmentation
Pivotal Talent Pools are
embedded in the Primary
and Support activities of
the Value Chain

Implement &
Adjust HCA

Congruence and
Consistency of
Human Capital
Architecture
Components

Pivotal
Position

Pivotal Role
Challenges

Capabilities
Behaviors
Culture

Pivotal Positions
Positions in the
organization where
quality or availability of
human capital makes
the biggest difference to
strategy execution
Positions that leverage
the strategy execution
Within that position look
for the pivotal role
challenges
Identify the specific
capabilities, behaviors
and culture necessary to
succeed at the pivotal
role challenge.
Determine the most
critical Capabilities,
Behaviors, and Culture
to support Strategy
Execution for the
Pivotal Position

Procurement & Retention, Performance Management

Compensation & Rewards , Knowledge Management

The 4 A Model - Ability

Questions to consider:
Are People the most
important asset?

Why do firms face talent

shortages?
What does best practice look
like?

Objectives
We will be able to.
Identify the pitfalls firms make
resulting in a recurring talent
syndrome .
Assess where the key talent
pools exist to execute strategy.
Evaluate the current talent
system in terms of its
functionality and vitality.

The Talent Syndrome

Patterns of symptoms occurring
together
1. Chronically short of talent
2. Sr. executives spend preponderance
of time reacting to people issues.
3. Not a Top 3 strategic investment
(first expense to be cut)
4. Unable to execute growth
strategies.

Can you guess the company?

General Electric
Conglomerate

300,000+ employees
170+ countries

Requirements for strategy

execution
General managers
Cultural integration

Talent Management

Investment in leadership bench

Total system = Hire, develop, rotation,
coach/feedback, succession, career,
rewards etc.

The Academy

What does it take?

If I need more engineers to
execute my strategy, I will
go hire more engineers to
execute my strategy
Sr. Manager, Union carbide

What does it take?

We need to think of talent
management, not as filling
jobs, but as creating the
strategic capability for
tomorrow
John Hofmeister, Royal Dutch Shell

What does it take?

A good hockey player
skates to where the puck
is. A great hockey player
skates to where the puck
is going to be
Wyne Gretzky

Keys to Execution Ability

Identify strategic talent
pools
Develop a robust talent
system
Vitality build the talent
pipeline

Identify Strategic Talent Pools

Develop a Robust Talent System

Retention
-Turnover
-Dismissal

Engagement
-Attitudes
-Behavior

Rewards
-Pay
-Recognition
Performance Mgmt
-Goal setting
-evaluation
-feedback

Sourcing
-Recruitment
-Staffing
Assimilation
-on-boarding
-Culture (values)

Development
-Assignment
-Coaching
-Training
Career Management
-Succession
-Path planning

Develop a Robust Talent System

Retention
-Turnover
-Dismissal

Engagement
-Attitudes
-Behavior

Rewards
-Pay
-Recognition
Performance Mgmt
-Goal setting
-evaluation
-feedback

Sourcing
-Recruitment
-Staffing
Assimilation
-on-boarding
-Culture (values)

Development
-Assignment
-Coaching
-Training
Career Management
-Succession
-Path planning

Develop a Robust Talent System

Retention
-Turnover
-Dismissal

Engagement
-Attitudes
-Behavior

Rewards
-Pay
-Recognition
Performance Mgmt
-Goal setting
-evaluation
-feedback

Sourcing
-Recruitment
-Staffing
Assimilation
-on-boarding
-Culture (values)

Development
-Assignment
-Coaching
-Training
Career Management
-Succession
-Path planning

Develop a Robust Talent System

Functionality
Are the processes useful and usable?
Is the system mutually reinforcing?
Does it produce A players in A positions?
(Caution: Results vs behavior/values

Vitality: Build Talent Pipeline

Commitment
Engagement
Accountability

Without vitality, firms

disconnect talent from
strategy execution