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© 2017 Ameriprise Financial, Inc. All rights reserved.
Developing Our High
Potentials
Ameriprise’s Journey to Success
Twanya Hood Hill
VP, Leadership Development & Talent
Management
Agenda
1.  About Ameriprise
2.  How We Define High Potential
3.  Our Approach to High Potential Development
4.  The Solution
5.  Is it Working?
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 6
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 7
Our mission is to help people feel confident about their financial future.
Who We Are
What We Know
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 88
Sources: Deloitte Human Capital Trends 2017; Corporate
Leadership Council 2010; Petrie, 2014
High performing leaders today need different skills
than in the past
High potential employees are more than 50%
valuable than an average employee
The business landscape is more complex, volatile
and fast-paced while development programs have
lagged behind
Companies that
develop concrete plans
to prepare HiPos for
other critical roles and
ensure those plans are
completed have much
more effective
succession
management
programs.
High impact Succession
Management: Key Findings and
Maturity Model, Bersin by Deloitte/
Kim Lamoureux, 2014	
  
	
  	
  
Defining High Potential
HiPo * Source: CEB, The HR Guide to Identify High Potentials, 2014
1.  Aspiration- To rise to senior roles
2.  Ability-To be effective in more responsible and senior
roles
3.  Engagement- To commit to the organization and remain
in challenging roles
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 9
HiPos with low engagement are prone to leave the organization
	
  	
  
Our Version of the “9 Box”
Learning Agility
“ The measurement of potential can be
strengthened by adding another concept… The
willingness and ability to learn new competencies in
order to perform under first-time, tough, or different
conditions.”
* Michael M. Lombardo & Robert Eichenger, 2002.
Characteristics of the Learning Agile
§  Seeking and having more experience to learn from
§  Enjoying complex first-time problems and challenges
§  Getting more out of these experiences because they have an interest in making sense of them
§  Performing better because they incorporate new skills into their repertoire
New in Role
Focus on coaching and a solid
development plan. If an individual
has been in the role for some time,
there may be a serious issue.
DEVELOP
High Potential
Provide greater scale and/or scope
or a new assignment which will
stretch them in a significant way or
will provide new or missing skills.
Retention is critical.
PREPARE
Potential with
Development
Opportunities
Focus on reasons for low
performance and actions to improve
it. If there isn’t an improvement,
potential should be reassessed and
a performance improvement plan
put in place.
IMPROVE AND CHALLENGE
Strong Potential
Employee development should
focus on specific gaps – i.e. what is
needed to broaden or to move to
the next level of responsibility.
STRETCH
Low Performer
Focus should be on significant
performance improvement or
finding a more suitable role
elsewhere. Should remain in this
category no more than 6 months.
IMPROVE OR EXIT
Solid Performer
Maintain high levels of
engagement, motivation and
performance. Opportunities to
develop others may result in greater
retention.
RETAIN
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 10
Recognizing High Potentials
Innovating- questioning the status quo and challenging
long-held assumptions
Performing- remaining present and engaged; handling the
stress brought on by ambiguity and ultimately adapting
quickly in order to perform… picking up new skills more
quickly and performing better
Reflecting- hungry for feedback and spend focused energy
processing information so as to better understand their
own assumptions and behavior
Risking- venturing into unknown territory and putting
oneself “out there” to try new things... pioneers-
adventurous and comfortable with progressive risk;
stretching themselves outside their comfort zone
Improve Your Ability to Learn, Harvard Business Review, J.P. Flaum and Becky Winkler, June 8, 2015
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 11
Learning
Agility
is…”knowing
what to do
when you
don’t know
what to do.”
The Five Dimensions
of Learning – Agile
Leaders Kevin
Cashman, Korn Ferry
Interational, 2017
Forbes.com LLC	
  
	
  	
  
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 12
Our Approach to High Potential Development
Key Ingredients
•  Peer Exchange
•  Visibility
•  Self Insight
•  Talent Developers
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 13
Learning & Development Framework
Learning on
Demand
Multi-Pronged High-Potential Development
Signature Programs by Level: Focused on Transition
Visibility Programs
•  Executive Leader Lunches
•  Discussion in Talent Meetings
•  Officer Meetings / Town Halls
Peer Learning Groups
•  Enterprise / Virtual / Women’s
•  Employee Networks
•  Field Leadership Academies
Individual
Contributor
First-Level
Leader
Mid-Level
Leader
VP
Officer
On-the-Job Development
•  Internal or Executive Coaching
•  Mentoring
•  Structured Assignments
Value Proposition
Retain and accelerate development of key
talent so they are prepared and ready for
pivotal roles when needed
Build an engaged, deep bench faster
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 14
Officer
Senior
Leader
Mid-Level
Leader
First-Level
Leader
Individual
Contributor
Signature programs for transition success
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 15
Officer Development Program (in design)
Senior Leader Development Program (in design)
Accelerated Development Program (ADP)
Peak Performance Leadership Workshop
Emerging Leaders
The Evidence
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 16
More Evidence
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 17
Our Continued Evolution…
For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 18
•  Action Learning
•  Global interaction and immersion
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Register for the next webinar!
Leadership Development Using
Experiential Learning
Thursday, April 5, 2018
Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for all upcoming Chief Learning Officer Webinars at
clomedia.com/webinars

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BUILDING OUR BENCH AND SECURING OUR FUTURE: AMERIPRISE FINANCIAL INC.’S JOURNEY INTO HIGH POTENTIAL DEVELOPMENT

  • 1. #CLOwebinar Sponsored By: The presentation will begin at the top of the hour. A dial in number will not be provided. Listen to today’s webinar using your computer’s speakers or headphones. Welcome to the webinar!
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  • 5. <<Insert disclosures here>> © 2017 Ameriprise Financial, Inc. All rights reserved. Developing Our High Potentials Ameriprise’s Journey to Success Twanya Hood Hill VP, Leadership Development & Talent Management
  • 6. Agenda 1.  About Ameriprise 2.  How We Define High Potential 3.  Our Approach to High Potential Development 4.  The Solution 5.  Is it Working? For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 6
  • 7. For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 7 Our mission is to help people feel confident about their financial future. Who We Are
  • 8. What We Know For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 88 Sources: Deloitte Human Capital Trends 2017; Corporate Leadership Council 2010; Petrie, 2014 High performing leaders today need different skills than in the past High potential employees are more than 50% valuable than an average employee The business landscape is more complex, volatile and fast-paced while development programs have lagged behind Companies that develop concrete plans to prepare HiPos for other critical roles and ensure those plans are completed have much more effective succession management programs. High impact Succession Management: Key Findings and Maturity Model, Bersin by Deloitte/ Kim Lamoureux, 2014      
  • 9. Defining High Potential HiPo * Source: CEB, The HR Guide to Identify High Potentials, 2014 1.  Aspiration- To rise to senior roles 2.  Ability-To be effective in more responsible and senior roles 3.  Engagement- To commit to the organization and remain in challenging roles For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 9 HiPos with low engagement are prone to leave the organization    
  • 10. Our Version of the “9 Box” Learning Agility “ The measurement of potential can be strengthened by adding another concept… The willingness and ability to learn new competencies in order to perform under first-time, tough, or different conditions.” * Michael M. Lombardo & Robert Eichenger, 2002. Characteristics of the Learning Agile §  Seeking and having more experience to learn from §  Enjoying complex first-time problems and challenges §  Getting more out of these experiences because they have an interest in making sense of them §  Performing better because they incorporate new skills into their repertoire New in Role Focus on coaching and a solid development plan. If an individual has been in the role for some time, there may be a serious issue. DEVELOP High Potential Provide greater scale and/or scope or a new assignment which will stretch them in a significant way or will provide new or missing skills. Retention is critical. PREPARE Potential with Development Opportunities Focus on reasons for low performance and actions to improve it. If there isn’t an improvement, potential should be reassessed and a performance improvement plan put in place. IMPROVE AND CHALLENGE Strong Potential Employee development should focus on specific gaps – i.e. what is needed to broaden or to move to the next level of responsibility. STRETCH Low Performer Focus should be on significant performance improvement or finding a more suitable role elsewhere. Should remain in this category no more than 6 months. IMPROVE OR EXIT Solid Performer Maintain high levels of engagement, motivation and performance. Opportunities to develop others may result in greater retention. RETAIN For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 10
  • 11. Recognizing High Potentials Innovating- questioning the status quo and challenging long-held assumptions Performing- remaining present and engaged; handling the stress brought on by ambiguity and ultimately adapting quickly in order to perform… picking up new skills more quickly and performing better Reflecting- hungry for feedback and spend focused energy processing information so as to better understand their own assumptions and behavior Risking- venturing into unknown territory and putting oneself “out there” to try new things... pioneers- adventurous and comfortable with progressive risk; stretching themselves outside their comfort zone Improve Your Ability to Learn, Harvard Business Review, J.P. Flaum and Becky Winkler, June 8, 2015 For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 11 Learning Agility is…”knowing what to do when you don’t know what to do.” The Five Dimensions of Learning – Agile Leaders Kevin Cashman, Korn Ferry Interational, 2017 Forbes.com LLC      
  • 12. For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 12 Our Approach to High Potential Development Key Ingredients •  Peer Exchange •  Visibility •  Self Insight •  Talent Developers
  • 13. For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 13 Learning & Development Framework Learning on Demand
  • 14. Multi-Pronged High-Potential Development Signature Programs by Level: Focused on Transition Visibility Programs •  Executive Leader Lunches •  Discussion in Talent Meetings •  Officer Meetings / Town Halls Peer Learning Groups •  Enterprise / Virtual / Women’s •  Employee Networks •  Field Leadership Academies Individual Contributor First-Level Leader Mid-Level Leader VP Officer On-the-Job Development •  Internal or Executive Coaching •  Mentoring •  Structured Assignments Value Proposition Retain and accelerate development of key talent so they are prepared and ready for pivotal roles when needed Build an engaged, deep bench faster For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 14
  • 15. Officer Senior Leader Mid-Level Leader First-Level Leader Individual Contributor Signature programs for transition success For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 15 Officer Development Program (in design) Senior Leader Development Program (in design) Accelerated Development Program (ADP) Peak Performance Leadership Workshop Emerging Leaders
  • 16. The Evidence For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 16
  • 17. More Evidence For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 17
  • 18. Our Continued Evolution… For internal use only. Not intended for inspection by, or distribution or quotation to the general public. 18 •  Action Learning •  Global interaction and immersion
  • 19. #CLOwebinar         Register for the next webinar! Leadership Development Using Experiential Learning Thursday, April 5, 2018 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Chief Learning Officer Webinars at clomedia.com/webinars