Post on 22-Jan-2015
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2. The Next 15 minutes...
3. Sector Overview Key Success Factors Macro-economic Legal & Regulatory Competition Process
Drivers of Change 4. Sector Overview-Lets Acknowledge Reality Create a higher order purpose The Five Lessons... And Specific People Issues Establish alignment and agility Build capabilities that address hearts and minds Talent Pipeline acceleration Drive organizational performance
5. The Value Creation Paradigm Distribution of wealth must be preceded by creation of wealth Organizations require social legitimacy/credibility to be attractiveIts a myth that old organizations cannot really change Organizations first create value for those they serve and then for those who own it Its a myth that organizational efficiencies invariably decrease when change is effected 6. Value Creation - People Issues For Addressal
7. Value Creation - Aligned & Adaptive Cultures Matters
1000% Revenues 0% 200% 400% 600% 800% 682% 166% Adaptive Companies Other Companies Return onShareholder Investment 0% 200% 400% 600% 800% 1000% 901% 74% Adaptive Companies Other Companies 8. Value Creation -Aligning organisation to business driversFrom Business Unit... To Opportunity Based Design
9. Value Creation - Define Performance Philosophy First Variable Enterprise-Business Mix Enterprise-wide Consensus Performance Focus Financial Results Business Unit Driven Customer Process Business Unit Chosen Capability Perception Usage Reward&Recognition Developmental Rater Constitution Single Rater Multi-Rater Unit of Measurement Individual Team Degree of Differentiation No Differentiation High Performers Low Performers Frequency-Depth Mix Project-based Review Quarterly Review with Lower Depth Annual Review with Greater Depth Options 10. Value Creation - Aligning Performance Metrics to business drivers Performance Scorecard
Value Drivers
Strategy
11. People issues require a proactive strategy for addressal
12. Aligning talent strategy to business BusinessStrategy Initial TalentStrategy Questions Focused TalentStrategy Questions Grow Revenues by 10% over FY02 through M&As and JVs Sourcing Do you have the necessary talent inside the company, or will you look outside ? Assessing What goals will the leadership team have to accomplish? Developing What skill sets and competencies are critical for success? Compensating What are the right target reward levels given this new challenge? Do these skills existin-house and with whom? Where these skills are missing, do we build internally or seek externally? For whom is this an ideal developmental assignment? How will we measure our success developing these skills and assess the need for other skills? 13. Manage talent proactively Who are your essential people? Crucial Employees Identification of the critical talent pool within the organisation is imperative to survive the War For Talent 14. Manage talent proactively What should we do with our most important people? Plan Engage Develop Deploy Reward By identifying the right levers for change within each employee group, we can adaptand orient talent to the changing business needs Critical Important Low Priority Optimise Productivity Link Performance to Rewards Optimise Workforce Recruit/ Train/ MentorSuccession Planning Knowledge Workers Middle Management Skilled Workers Less- Skilled Workers Top Executives 15. Align leadership to business strategy A firms Leadership strategy must align with its business strategy and the change required in their environment Growth Return Transformational Change Leadership systems reinforcing: Vision, Speed, Aggressiveness, Risk-taking, Managing Change, Driving Results Leadership systems reinforcing: Speed, Aggressiveness, Process Management, Risk-taking, Planning, Task Focus Leadership systems reinforcing: Vision, Decision-making, Financial Acumen, Managing Change, Risk Management, Cost Control Leadership systems reinforcing: Risk Management, Process Management, Financial Acumen, Cost Control, Rule Orientation, Task Focus Transactional Change 16. Align Capability Requirements To Business
Product Leadership Operational Excellence Customer Intimacy 17. Building Commitment- Providing Real-World Road Maps of Opportunities High-Level View of Next Career Move Architect 3People 2Sales 1Service 1Knowledge 2Culture Architect On a higher complexity engagement 3People 2Sales 1Service 1Knowledge 2Culture Technical StrategistOn an equal or lowercomplexity engagement 2People 1Sales 2Service 1Knowledge 2Culture Project Manager On an equal or lower complexity engagement 1People 3Sales 1Service 2Knowledge 3Culture Note: Numbers indicate mega -process focus for each role(1=highest significance) Designer 3People 3Sales 1Service 1Knowledge 2Culture On a higher complexity engagement Knowledge Manager On an equal or lower complexity engagement 4People 3Sales 2Service 1Knowledge 5Culture Team Leader On a higher complexity engagement 1People 2Sales 1Service 1Knowledge 3Culture You Are Here 18. Is There Training Without ROI Analysis? Sample Training ROI Analysis Tool 19. Is There Training Without ROI Analysis? Sample Training ROI Analysis Tool High-Level Findings 20. Aligning Your Workforce With Your Change Direction Fwd Rew Exploring Creating Home 21. Managing Change - From Insight to Action
Fwd Rew Exploring Navigating Creating Home 22. In summary, Five Lessons on What needs To Change1 Speed of change 2 Recognizing full impact of technology & customers 3 ROI on people - key measure for HR effectiveness 4 Distribution of wealth-competitive fixed,attractive variable 5 Drive organizational performance