2014 LA Strategic HR + Innovation
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Transcript of 2014 LA Strategic HR + Innovation
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1 | © Metrus Group, Inc.
How Smart Organizations Unleash Talent for Optimal Performance
William A. SchiemannCEO, Metrus Group Inc.HRCI Strategic HR + Innovation Event February 2014
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Metrus Institute: A Source of HRResearch and Cases
We have learned a lot about Talent and creating Value...
Human Capital Study in over 2000 organizations (ASQ, 2010)
Executive interviews and extensive research reviews for Hidden Drivers of Success (2013), The ACE Advantage
(2012) and Reinventing Talent Management (2009)
Executive Thought Leader Forums
HR Benchmarking Studies of over 5000 firms
Many more (see library.metrus.com)
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The Times They Are A-Changin’
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The Winning Game is Value
How does your organization create value?
How does your function or team add value?
How do you add value?
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What’s Your
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ALIGNMENT
Goals
Brand
Customer
CAPABILITIES
Competencies
Information
Resources
ENGAGEMENT
Advocacy
Commitment
Satisfiers
What Leverages Human Capital Value?
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Organizations with high ACE
Were 2x more likely to be financial leaders
Were 3x more likely to be quality leaders
Averaged half the turnover of low ACE organizations
Sources: Kostman & Schiemann, People Equity: The Hidden Driver, Quality Progress, 2005Seibert & Lingle, Internal Customer Service: Has it Improved, Quality Progress, 2007
What do Leaders Need to Know?Metrus Institute/ASQ Research
Financial Quality0
10
20
30
40
50
60
70
80
90
100
Top Quartile PE OrganizationsBottom Quartile PE Organizations
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SecuritySales
R & DQuality
ProcurementMarketing
Mkt ResearchMfg/Ops
LegalI.T.
H.R.Finance
Customer SvcCommunications
0 10 20 30 40 50 60 70 80 90 100
Overall Quality of Service – Percent FavorableLow Engagement Organizations High Engagement Organizations High ACE
ACE and Great Functions
In low engagementorganisations, departments average 20% to 40% favorable
When engagement is highthe average is usually 35% to 60% favorable
But when Alignment,Capabilities and Engagementare high, the average is 75% - 90% favorable
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EAST
A C E
49 53 53
UNIT 1
A C E
29 56 53
WEST
A C E
61 84 76
CENTRAL
A C E
44 27 51
COMPANY
A C E
48 52 61
UNIT 3
A C E
56 52 63
UNIT 2
A C E
37 51 45
UNIT 1
A C E
54 26 54
UNIT 3
A C E
43 28 76
UNIT 2
A C E
34 25 40
UNIT 1
A C E
49 61 69
UNIT 3
A C E
66 84 83
UNIT 2
A C E
58 87 80
How Would Your Team Score?
WeakIntermediateStrength
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What Can You Do to Optimize Talent?
Ensure Alignment
Grow Capabilities
Nurture Engagement
Manage Talent
Lifecycle
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What Can You Do to Optimize Talent?
Ensure Alignment
Grow Capabilities
Nurture Engagement
Manage Talent Lifecycle
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ALIGNMENT
Goals
Brand
Customer
CAPABILITIES
Competencies
Information
Resources
ENGAGEMENT
Advocacy
Commitment
Satisfiers
What Actions Might Improve Alignment?
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Ensuring Alignment Conveying direction and priorities?
Providing clear unit/personal goals?
Aligning measures?
Giving helpful performance feedback and coaching?
Expecting accountability?
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What Can You Do to Optimize Talent?
Ensure Alignment
Grow Capabilities
Nurture Engagement
Manage Talent Lifecycle
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ALIGNMENT
Goals
Brand
Customer
CAPABILITIES
Competencies
Information
Resources
ENGAGEMENT
Advocacy
Commitment
Satisfiers
What Actions Might Improve Capabilities?
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Grow Capabilities (that Stakeholders Care About)?
People assigned to roles that fit them?
Building high teamwork?
Resources/tools?
“Right” information and technology
Developing skills for both today and tomorrow?
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What Can You Do to Optimize Talent?
Ensure Alignment
Grow Capabilities
Nurture Engagement
Manage Talent Lifecycle
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ALIGNMENT
Goals
Brand
Customer
CAPABILITIES
Competencies
Information
Resources
ENGAGEMENT
Advocacy
Commitment
Satisfiers
What Actions Might Improve Engagement?
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Improving Engagement? Recognizing people?
Providing growth and learning opportunities?
Transparent communication?
Treatment with respect?
Support vs. punitive relationship?
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What Actions Do You Take?
High Low
Alignment Capabilities Engagement Profile
Sub-Optimization
Optimized Talent
High Risk
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What Actions Do You Take?
High Low
Alignment Capabilities Engagement Profile
Sub-Optimization
Optimized TalentMisguided EnthusiasmStrategic Disconnect
High Risk
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What Actions Do You Take?
High Low
Alignment Capabilities Engagement Profile
Sub-Optimization
Optimized TalentMisguided EnthusiasmStrategic DisconnectUnder Equipped
High Risk
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Alignment Capabilities Engagement Profile
Sub-Optimization
Optimized TalentMisguided EnthusiasmStrategic DisconnectUnder EquippedDisengagedUnable/Unwilling
Wasted TalentHigh Risk
What Actions Do You Take?
High Low
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What Can You Do to Optimize Talent?
Ensure Alignment
Grow Capabilities
Nurture Engagement
Manage Talent Lifecycle
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Are You Managing the Entire Talent Lifecycle Well?
ATTRACTING
ACQUIRING
ON-BOARDING
TRAINING
MAXIMIZING PERFORMANCE
DEVELOPING & SUCCESSION
RETAINING
RECOVERING
ACE
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Acquiring Talent More Strategically Facts:
Hiring costly and often not effectiveOrganizations historically best on CWeakest on A and E
Question:Do you find and select talent that is high
on both A and E?
Potential Actions:Hone & calibrate interviews to detect A and E factorsBuild a powerful Talent Value Proposition!
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On-boarding or Acculturating Talent? Facts:
Timing is important: first impressions count!Acculturation as a goal is often missed
Questions:Are you acculturating new hires?
How do you know?Do new hires feel equipped to succeed?
Potential Actions:Acculturation starts BEFORE hireActively manage/measure early impressions
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Rethinking Performance Management Facts:
Performance Appraisals most frustrating area of talent management
Questions:Do you destroy Engagement while trying to create Alignment?Are Capabilities optimized?
Potential Actions: Make it part of daily lifeHelping employees “get an A”
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Developing Leaders & Succession Facts:
Performance: “What” strong; “How” weakSkills: Technical strong; people weakAccountability: Activities high; People Management low
Question: Are you optimizing your leadership talent?
Potential actions:Better leadership measures Invest in people management skills ID and recognize great role modelsBegins at top!
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What Can You Do Tomorrowor Today?
Diagnose/understand how well you create a
high ACE team
Enhance your leadership capabilities
Review talent processes against
ACE
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What ONE Thing Will You Do Differently Tomorrow To Make Yourself A Great Leader?
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For more informationwww.metrus.com
908-231-1900Email: [email protected]
Twitter: @wschiemann Linked-In: http://www.linkedin.com/in/wmschiemann
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Thank you!For more information call, email or leave your card:
Metrus Group908-231-1900
www.metrus.comEmail: [email protected]
Twitter: @wschiemann Linked-In: http://www.linkedin.com/in/wmschiemann