Page 48 - Early Winter 2014

The Talent Review Session hospitality business rather than hire from outside. Promoting Harrison was a win-win, Solimano To set up your own talent review, plan enough time for an honest, introspec- says. For Harrison, it created an opportunity for tive, and thorough discussion with key leaders of each functional area. Prepare lateral mobility and professional development; questions for each leader to answer about existing talent in each departmental pipeline. Set up awareness and understanding that some leaders will be caught for the lodging division, it brought the benefits of off guard when the candid opinion of a colleague differs from what they have much-needed stability. observed about someone they have hired and supervised. Killington, in particular, has a distinctly You may choose to place employees into four classifications of people who bottom-up approach, preparing students to share similar levels of performance and potential for advancement. work part-time while they are still in school. t i"w QMBZFST PS iIJHI QPUFOUJBMT w are the rock stars that need to be noticed before they are cherry-picked by a competitor. The goal is to immediately Green Mountain College in nearby Poultney set the wheels in motion to match their potential with the right opportu- has a satellite campus at the resort where the nity, enhance their learning, and align their goals with leadership and resort students live and attend classes on a variety of priorities. ski operations disciplines. Members of manage- t i#w QMBZFST PS iHSFBUFS QPUFOUJBMT w are those who possess more tal- ment foster the 10-year relationship with the ent than their current position requires. The goal is to convert their poten- tial into reality with job enrichment opportunities such as cross-functional school and its students by actively teaching assignments. classes. This year there are 22 graduates among t i$w QMBZFST PS iTPMJE DPOUSJCVUPST w are perfectly satisfied with consis- Killington’s year-round staff. tently doing an excellent job in their current position and have no intention Solimano says there has been a more struc- of advancing. The development goal for them is to provide positive affirma- tured and systematic approach to succession tion and an engaging work environment. planning at both resorts since Chris Nyberg was t i%w QMBZFST PS iMJNJUFE QPUFOUJBMT w consistently fall short of expecta- tions. You’ll want to consider whether the current role is even a good match, promoted to president and COO at POWDR coach for performance, and address engagement. Keep in mind that when Corp. in the fall of 2012. Bachelor’s Dave Rath- managers spend too much time and energy on non-performers they are bun adds that “all of the general managers at our distracted from focusing on those with greater potential. Don’t delay, it’s resorts have a little different DNA, coming from time to invite the “D Player” to work somewhere else. —LM all of the respected functional disciplines includ- ing HR, finance, snowsports school, hospitality, marketing and sales, with Nyberg representing Talent Review Score Sheet Example operations.” To further the diversity, a conscious effort was made to balance male and female perspectives on the resort executive teams, which $BOEJEBUFT XJUI HSFBUFTU $BOEJEBUFT XJUI IJHIFTU QPUFOUJBM UP XBUDI BOE HSPX preparedness. “Identifying these HPs early and # A QPUFOUJBM GPS TVDDFTT are traditionally male-dominated. “At our first collective GM meeting we 3 focused on long-term strategic planning and 2 succession planning,” Nyberg says. The group 6 committed to instituting a company-wide 10 7 program that identifies high performers (HPs), their development needs, and the next best positions within the company to enhance their providing work experiences and training is a 9 management material is to set up a formal talent D C critical success factor in our succession planning 5 program,” he adds. Developing Talent and 8 Offering Mobility LEADERSHIP POTENTIAL 1 An effective way to identify high performers 4 and construct a plan for developing them into review session (see “The Talent Review Session” $BOEJEBUFT XIP OFFE B $BOEJEBUFT XIP DBO and “Score Sheet,” right). At the talent review, SPMF DIBOHF DPOUSJCVUF CFTU JO UIFJS FYJTUJOH SPMF “you can’t just go by your gut feeling,” advises Judy Geiger, HR director for Killington and CURRENT PERFORMANCE Pico. “Evaluating performance against defined G 46 | NSAA Journal | EARLY WINTER 2014 w w w.nsaa. org NSAA Early Winter 2014 prepressed v5c.indd 46 11/5/14 11:51 AM