LASHRM State Conference 2011
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Joe Sommers Managing Partner See Clearly Consulting “Engage – Develop – Optimize” Incorporating Organizational Culture & Values Into Talent and Performance Management – It’s Real & It Works! 1 LASHRM 2011 Conference on Human Resources
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Using organizational culture and values to enhance talent management and performance management.
Transcript of LASHRM State Conference 2011
Joe SommersManaging Partner
See Clearly Consulting“Engage – Develop – Optimize”
Incorporating Organizational Culture & Values Into Talent and Performance Management –
It’s Real & It Works!
1
LASHRM 2011 Conference on Human Resources
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
Resources
OverviewOverview
Culture, Values, Brand – What’s that really?
Connection to Talent & Performance Management
Employee engagement – beyond company picnics
Social Media or Social Meddling
Practical Steps
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
Resources
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To organize the world's information and make it universally accessible and useful.
To serve the needs of the communities in which 7-Eleven® stores operate.
Dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
See Clearly Consulting“Engage – Develop – Optimize”
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What is Culture?What is Culture?
Purpose Principles Alignment Who you are Values are the key
Performancerelative
practical
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
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Personal and unique. Seeing properties as timeless
Doing what’s best, most effective.
Seeing properties in present time
Ideas, Concepts, Goals: Defining.
Seeing properties in
future and past time
Intrinsic Value
Extrinsic Value
Systemic Value
Your Culture is full of Properties – tangible and intangible
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
Resources
Three Dimensions of Value
Individual Value – Empathy & Customer Service Individual Relationship with a person/object Feelings, unique nature No comparing, no fulfilling of concepts
Practical Value – Results & Decision Making Practical properties, characteristics; Comparisons, better & best, priority Social, professional, political, business relationships
Absolute Value – Adherence & Organization Data, facts, ideas Formal concepts, definitions, ideals, principles Fulfillment of rules, law, attainment of goals
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
Resources
Empathy,Communication,
Respect
Decisiveness,Detail Oriented,
Political Astuteness
Organization,Planning,
Adaptability
Self Awareness,Confidence, Initiative
Work Ethic,Integrity,
Commitment
Courage, Resiliency
Performancerelative
practical
See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
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See Clearly Consulting“Engage – Develop – Optimize”
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Core Competencies (Values) Accountability Customer Service Effective Communication Integrity/Ethics Winning Attitude
“Focused on our Employees' Success”
See Clearly Consulting“Engage – Develop – Optimize”
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Recruiting & Selection Employee Development Succession Planning Retention Culture Building (examples) “Best Places to Work in Rhode Island”
third consecutive year!
See Clearly Consulting“Engage – Develop – Optimize”
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Employee EngagementEmployee Engagement
Gallup Study – three types of employees
Engaged – passion, profound connection, drive innovation & business goals – 29%
Not-engaged – “checked out”, little or no energy or passion – 56%
Actively disengaged – acting out unhappiness, undermining engaged employees’ accomplishments – 15%
See Clearly Consulting“Engage – Develop – Optimize”
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Employee EngagementEmployee Engagement
#1 Engagement Factor – senior management’s interest in employee’s well-being (Towers Perrin – 2009)
Use of Competencies Vision & Goals expected employee behavior
Employee Development make a difference
Improved Hiring working with the best
Communication!
See Clearly Consulting“Engage – Develop – Optimize”
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Mayo Clinic CommunicationsMayo Clinic Communications
External (jobs) 20 videos!Internal – onboarding, benefits, employee relations
See Clearly Consulting“Engage – Develop – Optimize”
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Cisco Blog CommunicationsCisco Blog Communications
CEO – John Chambers
See Clearly Consulting“Engage – Develop – Optimize”
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Your Culture in Your Culture in Performance ManagementPerformance Management
Company goal alignment individual goals Company Values Set Expectations Process/Task goals S.M.A.R.T. goals
Specific Measurable Achievable Realistic Time - bound
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Ericsson TelecommunicationsEricsson Telecommunications
Competency-based Evaluations & Development
Human Competence Communication Creativity Leading Change Teambuilding Decision Making
Business Competence Customer Orientation Entrepreneurship Finance Strategic Thinking Operational Dev.
Technical/Professional Competence
Specific to role Planning/Organization Project Management
Individual Capacities Self Esteem Results Oriented Intellectual Ability
See Clearly Consulting“Engage – Develop – Optimize”
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EricssonEricssonPerformance ManagementPerformance Management
Intrinsic Values
Systemic Values
Extrinsic Values
Human Competence
Technical/ProfessionalBusiness Competence IndividualCapacities
See Clearly Consulting“Engage – Develop – Optimize”
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Your Culture in Your Culture in Performance ManagementPerformance Management
Key Competencies (Values) review process
University
of Toronto
“Performance Planning, Feedback and Development”
Incorporates Annual Review Process
Incorporates Expectations & Goals
See Clearly Consulting“Engage – Develop – Optimize”
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PART A: ACTIVITY REPORT
INSTRUCTIONS: To be completed by the staff member in reference to Part D (attached) previously agreed upon expectations and/or goals for the review period providing
information including: accomplishments; unanticipated constraints and opportunities that arose; as appropriate, contact information for anyone the Reviewer could contact
to obtain additional feedback; all professional development activities; and, service to the University beyond the requirements of the job.
Name and Title of Staff Member:
Name and Title of Reviewer:
For the Period: to
Key Accomplishments in Relation to Expectations and/or Goals
Other Accomplishments – Unplanned
Contact Information for Additional Feedback (List people the Reviewer could contact to obtain additional feedback on your performance – e.g. faculty, clients, colleagues, or students)
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but… the underlying (motivating) force is always thinking; Thinking leads to our behavior, thoughts, attitudes, feelings, choices…….
In business it’s behavior that counts, not intentions.
therefore… in order to encourage people to behave in the way that is most desirable, it is important to be able to know what motivates them.
Performance ManagementPerformance Management
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Where are we going?
21See Clearly Consulting
“Engage – Develop – Optimize”
See Clearly Consulting“Engage – Develop – Optimize”
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Choices on how to reach our goalsChoices on how to reach our goals
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Success With Your Culture & BrandSuccess With Your Culture & BrandChoices to reach your goals
MORE MORE EFFECTIVEEFFECTIVE
LESS LESS EFFECTIVEEFFECTIVE
Value ThinkingThinking diversityBehavioral assessment tools
All the sameConform to meEthnic diversityPersonality tools
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See Clearly Consulting“Engage – Develop – Optimize”
LASHRM 2011 Conference on Human
Resources
Thank You!
Joe SommersManaging Partner
See Clearly Consulting“Engage – Develop – Optimize”
www.linkedin.com/in/joecsommers
