Lecture by Mario Derba at Master Human Resources Pisa University
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Transcript of Lecture by Mario Derba at Master Human Resources Pisa University
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La sfida di valorizzare
e motivare le risorse umane
in un’Azienda nazionale o
globale,
realizzando
il miglior posto in cui
lavorare
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Background: 25+ years IT sales & services international experience
1984-2005: IBM
2005-2008: Microsoft Italy: EPG Lead, then Managing Director, then Western Europe
Since January 7, 2009 at Hewlett-Packard
Why I work here: Great company & culture
Fantastic people
Exciting environment
making the difference
every day!
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3
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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4
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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Simplifying technology experiences around the world
As A Company, And As Individuals, We Value:
Integrity And Honesty
Passion For Customers, For Our Partners, And For Technology
Openness And Respectfulness
Taking On Big Challenges And Seeing Them Through
Constructive Self-Criticism, Self-Improvement, And Personal Excellence
Accountability To Customers, Shareholders, Partners, And Employees For Commitments, Results, And Quality
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Start up?
Fast growing?
Recession?
Recovery?
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Ispirare le persone
Essere “giovani” e aperti
I nostri valori
Strumenti informatici
Investire sulle persone
Prendersi cura dei dipendenti
Premiare il contributo
Impegno sociale
MOTIVAZIONE
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8
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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1.It’s the basis for being selective
(G.E. philosophy)
2.It’s the basis for a merit culture
3.More important, it’s the basis for
motivating your best people
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• Reflect the company’s values and business
strategy
• Continuous feedback
• Be consistent
• Develop S.M.A.R.T. objectives
• Management role is key
• Adapt it but not frequently
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Evaluate people based on the requirements of the job—Don’t evaluate people on their potential or what you think they are capable of doing. Set expectations for the job, and then hold people accountable for the job. What you say and how you say it is not nearly as important as what is heard. Focus on the core message/both in documented/written and verbal form. Ideally, give feedback throughout the year. No Surprises at Review time. Make sure to have the employee do a meaningful and insightful self-assessment. Review time is the perfect time to ensure that everyone’s definition of “reality” is the same. Challenge the employee that turns in a self-assessment that has all meets or exceeds expectations on every item. Always give the Review to the employee at least 1-2 hours before the sit down Review so that they have had a chance to read it prior to the Review. Be honest, truthful, direct and candid. Differentiate on performance. Reviews should be based on results and observations. Be specific. Give praise where praise is due. Reinforce the good things verbally and in the final Review. The sit down Review process is a good time for you as a leader to listen by asking open-ended questions.
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S=Specific, M=Measurable, A=Attainable by Stretching, R=Relevant, and T= Time-Bound. All goals and objectives must be in the final Review.
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17
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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1.Reflect the company’s values and business
strategy
2.Be developed with the employees’
involvement
3.Involve cash, noncash or both
4.Be various
5.Be changed frequently
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1. Match the reward to the person
2. Match the reward to the achievement
3. Be timely and specific
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“The key to developing people is to catch them
doing something right” (Ken Blanchard)
Informal rewards: “Recognition for a job well
done is the top motivator of employee
performance” (Bob Nelson)
Carefully design reward and recognition
programs
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• Sincere. Be genuine. "Token" acknowledgments are seen for what they are.
• Meaningful. Align rewards with the values, priorities, and goals that matter the most.
• Adaptable. The workplace has become diverse. Consider creative options. One size doesn’t fit all.
• Relevant. Inject a personal dimension. The relevance of any recognition is improved with a personal touch.
• Timely. Rewards should reinforce good behaviors. Don’t let too much time pass or the reward will be devalued and credibility eroded.
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22
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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BU Requirements
Planning
Recruitment
Development
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Planning Attracting Selecting
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Business Acumen
Thought Leadership
Customer Centric
Results & Performance Driven
Team Leadership & Personal Effectiveness
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Make or buy?
Define the process
Define the engagement model
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Company’s own Compensation Guidelines
Base Pay
Sign-on Bonus
Bonuses/Incentives
On-Hire & Annual Stock or SO Awards
Benefits: tangible & intangible
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28
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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6 Climate Dimensions example
Clarity
Standards
Responsibility
Flexibility
Rewards
Team Commitment
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6 Managerial Styles example:
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
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©Copyright Hay Acquisition Company
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* Based on: survey to 82 graduates
working in HP and Generation Y
Characteristics
(Web & Literature Research)
• Understand graduates point of view
• Give meaning to action, projects
• Answer graduate‘s questions
• Keen to talk to graduate
• Be very open and straight in providing feedbacks
• Give financial reward for good work
• Give warm thanks for good work
• Act as a coach
• Put graduate on challenging projects
• Set clear objectives in line with HP strategy
• Caring for the graduate‘s career
• Believe and trust in the graduate
• Send out graduate to customers within the first weeks
• Take graduate as a professional
• Provide autonomy and flexibility
• Be available for the graduate
• Listen carefully and value graduate's thoughts and ideas
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Personal Development
Manager is available and close to graduate
Giving advices and
hints to graduate
Continuous expansion of
responsibilities and possibilities
Support in Career
development
Discussion of graduate professional
goals
Work Management
Responsibilities + Challenges
Job Rotation
Integration + Teamwork
Work according to
skills
monthly informal feedback
+ quarterly formal performance
reviews
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From Culture
Features and technology
Product focus
Last minute heroics
Activity-focus
Solve for my P&L
Individual-focused
Opacity
“Aspire To” Culture
Solutions and services
Customer focus
Disciplined execution
Results-focus
Solve for the Company
Collaborative
Transparency
Management Excellence
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CAREER EVENTS
Manager Ramp Up
Manager (M1)
Foundation
Midterm
Pivotal
Manager of Managers (M2)
Foundation
Midterm
Pivotal
CONNECTIONS
Management Excellence Community (MEC)
Leaders who Teach
Mentors and Coaches
Community Events
MEC Web
CONTINUOUS LEARNING
Recommended Readings
ME OneNote Notebook
Job Aids
Tip of the Week
E-Coaching
Online training
Classroom training
Best Practices
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37 18 June 2012
Development is more than training
Education 10% •Professional journals
•Conferences/seminars
•E-learning/Blended Learning
•Books
•Formal “Training”
Relationships 20% •Role models
•Coaching
•Ongoing 360 feedback
•Career Planning
•Mentoring
Experience 70% •Cross-functional teamwork
•Start-up/Shut-down assignments
•Job change/rotation
•Special projects/taskforces
•Development in role “on the job”
10%
70%
20%
Learn
ing &
Develo
pm
ent C
ontin
uum
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Only 10% of your managers will make a difference
Develop Focus & Energy
Source: "Beware the Busy Manager," by Heike Bruch and
Sumantra Ghoshal
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39
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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41 18 June 2012
Building careers at HP
• Offers career development opportunities across many business models, customer segments, geographies & functional roles
• Delivers career development policies, tools and resources:
−Grow @HP
−Career Development Resource Center
−Career Development Frameworks
−HP Professions program
−FPR process
• Drives staffing solutions to optimize internal placement, e.g., hpFirst
• Takes responsibility for career
• Regularly seeks feedback
• Assesses his or her strengths, opportunities, goals, and aspirations
• Identifies career goals, development needs and potential next jobs
• Prepares for and initiates career dialogue with manager
• Co-develops actions with manager and executes plans
• Creates career profile and applies to new jobs when ready
HP
ENABLES
Employee
OWNS
• Commits to career growth for employees
• Hires the best talent
• Communicates strategy, goals and performance feedback
• Encourages open, candid dialogue on career options
• Discusses potential future roles, opportunities, fit
• Co-develops actions, enters development plan into FPR tool
• Provides guidance, timely feedback, support and removes barriers to growth
Manager
SUPPORTS
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42 18 June 2012
Talent Calendar
Q1
Q2 Q3
Q4
Annual Talent
Operating Cycle
Begin defining
new year
performance
goals
Annual
Performance
Review Total
Rewards
Differentiation
Career
Dialogue
Begin
Talent
Reviews
End
Talent
Reviews
End of year
Mid-Year
Goal Check-In
& Career Dialogue
Managed Year-Round
• Performance Management
• Career Development
• Talent Management
Right-click icon to view web
content for each area
VOW
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What competencies
enable better results?
What results are
expected?
How do I get to the next
stage?
What stage am I in? What path am I on?
Where do I want to go?
Take Assessment
Where are my
development gaps?
ONE
Development
Plan
Choose Development
Activities What development activities
and experiences will meet
my development and career
objectives?
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Experiences
Building blocks for learning and growth
44
Career Stage Profiles (CSPs)
What is expected in current stage and how to get to next stage on chosen career path
Competencies
Set of behaviors that differentiate outstanding performance
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Talent Assessment Terms
and Definitions
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46
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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Providing a Competitive Advantage through more Productive Work Environments
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Drive and apply Business Excellence in our daily activity
More the External Vs Internal
“Show case”
External : for partner, friends, clients, community
Internal : within your Company
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Actions
Branding
Surveys
Mostra progetto
Sito intranet
Newletter
Visite guidate
Eventi
Media Emails
Intranet
Eventi
Audience Team progetto
Gruppi pilota
Italy employees
Community
Emea/Corp
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50
The Human Resour
ces Role Perfor
mance Manage
ment
Rewarding &
Recognition
Hiring
Management
Excellence
Talent Manage
ment
Workplace
Advantage
Off-the-record
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Role-modeling Fostering
understanding
and conviction
Developing
talent
and skills
Reinforcing
with formal
mechanisms
Behavior
and mindset
shifts
Direction
Coordination &
Control
Account-ability
Leadership External
Orientation Innovation
Capability Motivation
Environment &
Vaues
Where are you today and
where do you want to go?
What do you need to
do to get there?
How do you lead the
implementation?
Performance Profile
Understand current
performance and set
aspirations for the future
based on a diagnosis of
the nine elements of
organizational
performance
Tailored
Implementation
Architect an
implementation program
and make choices
around tailoring the
changes
Influence Model
Develop a set of initiatives required to
change mindsets and
behaviors and close the
existing performance
gaps
The Influence Model forms the second phase of the Performance Leadership approach
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The Influence Model consists of four change levers designed to shift mindset and behaviors
"I will change my own behavior if…"
Role-modeling
“I see superiors, peers
and subordinates
behaving in the new
way”
Fostering
understanding and
conviction
“I know what is
expected of me – I
agree with it, and it is
meaningful”
Developing talent and
skills
“I have the skills and
competencies to behave
in the new way”
Reinforcing with
formal mechanisms “The structures,
processes and systems
reinforce the change in
behavior I am being
asked to make”
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Sharing some basic ethic values is fundamentally
relevant for a complex business success, especially in
tough times
Ethics is a pragmatic discipline related to acting and
decision making: to make sound business decisions
one must develop criteria based on experience
The key is to evaluate the effect of a given behavior
not only from a pure economic perspective or by
comparing it to theoretical ethical values: it’s
fundamental to assess if a given action is pursuing the
good of the human being
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Be your Company’s Champion
Take a pragmatic standing
Be consistent
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Ispirare le persone
Essere “giovani” e aperti
I nostri valori
Strumenti informatici
Investire sulle persone
Prendersi cura dei dipendenti
Premiare il contributo
Impegno sociale
MOTIVAZIONE
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Learn Everyday!
Give Feedback
What’s Important – Mission & Values
Build Relationships/Connect Broadly
Impact & Accountability
Be Compliant with all Policies
Own your career
Be aware of your work/life balance !
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“What motivates people is what motivates people”
(Ken Blanchard)
And, finally…
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BIBLIOGRAFIA “The secrets to successful strategy execution” - HBR, June 2008 “The heart of a leader” by Ken Blanchard “One more time: how do you motivate employees?” by Frederick Herzberg “1001 ways to reward employees” by Bob Nelson