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Global Talent Management at AECOM - Agile, Holistic and High Performing
May, 2014
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
2
3
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
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
4
Our Evolving Culture
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
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
7
• 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
• 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
8
DEVELOP
Develop, engage and retain flexible, agile, global workforce
9
• 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
10
• 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
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 +
11
Continue to transform culture to one where key talent is known, developed, shared and retained.
Q & A
Making the World a Better Place12