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Global Talent Management at AECOM - Agile, Holistic and High Performing May, 2014

Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

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Page 1: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

Global Talent Management at AECOM - Agile, Holistic and High Performing

May, 2014

                                                                                                                                                     

Page 2: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

AECOM Overview

AECOM’S Supply Chain – Global Talent- Business Strategy Driven- Executive Succession- Leadership Development- Performance Management- Key Talent Deployment

Executive Succession Highlights

Q & A

Contents

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Page 3: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

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AECOM: Leading Global Provider of Professional Technical and Management Support Services

Delivering solutions that create, enhance and sustain the world’s built, natural and social environments.

2013 Engineering News Record (ENR) #1 Top 150 Global Design Firms#1 Top 500 Design Firms#1 Pure Design#1 Transportation#1 General Building

Key End Markets Transportation Water Environment Facilities Government Energy

Page 4: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

Our AECOM2013 and Beyond

Continue to evolve and establish an overarching AECOM culture, which leverages best practices of 60 heritage companies and supports our leadership vision and global business growth

Operating CompaniesPre-2009

26 unique operating companies with different cultures

Embrace AECOM’s core values and purpose

Private companies adjusting to public company environment

One AECOM2009-2012

Reorganization to matrix structure bringing 26 operating companies into one AECOM

Beginnings of a shared AECOM culture

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Our Evolving Culture

Page 5: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

PLANBusiness Strategy

Driven

IDENTIFYInternal Successors &

External Talent Globally

DEVELOPLeadership Skills to

Deliver Business Results

MEASUREPerformance Against

Goals & Drive Efficiency

DEPLOYRight Talent, Right Role,

Right Time

AECOM’s Supply Chain: Global Talent

Driving Organic Growth 5

Page 6: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

Business Strategy Driven

Ensure human capital portfolio is aligned to current & future business needs 6

PLAN

• Consider strategic value to business and skills needed

• Understand incumbents and successor bench

Key Enablers Executive sponsorship

Partnership & communication

Agility

Page 7: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

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• Identify leaders globally with potential to develop into key roles to fuel growth of organization

• Evaluate performance and leadership behaviors with talent reviews

• Maintain strong external global bench

Executive SuccessionIDENTIFY

Outputs• Increased collaboration

• Increased depth and validity of bench

• Strong customer confidence

• Business growth

Page 8: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

• Create development opportunities through experiential learning, coaching and targeted programs

• Provide resources to leadership to develop skills and drive employee engagement initiatives

• Increase retention

Leadership

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DEVELOP

Develop, engage and retain flexible, agile, global workforce

Page 9: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

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• Simplified process aligned to business cycle and strategy

• Assess performance and behaviors

• Calibrated approach to provide objective evaluation

• Open two-way dialogue throughout year

• Rewards linked to performance

MEASURE Performance

Outputs• High-performance culture

• Holistic view of talent

• Focus on coaching and recognition

• Transparency and talent differentiation

• Trust

• Innovation to drive growth

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• Effective on-boarding of new talent

• Strengthen global mobility and broaden capability to address growth

• Timely decisions on redeployment and replacement

DEPLOY

Deliver Right Talent, in Right Role, at Right Time

Key Talent

Page 11: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

FOUNDATION

Identify Executive Successors

Conduct Key Talent Assessments

Improve Key Performance Indicators

ALIGNMENT

Coordinated Talent Reviews

Simplified & Enhanced Performance Management

Develop Strong Skills and Core Behaviors

GROWTH

Cultural Change

Innovative High Quality Solutions for Our Clients

Continued Business Growth & Competitive Advantage

Highlights & Next Steps

2012 / 2013 2014 2015 +

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Continue to transform culture to one where key talent is known, developed, shared and retained.

Page 12: Driving Global Talent Management at AECOM - Agile, Holistic and High Performing

Q & A

Making the World a Better Place12