MANAGING HUMAN CAPITAL IN CHANGING TIMES
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Transcript of MANAGING HUMAN CAPITAL IN CHANGING TIMES
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Leading Change in Turbulent TimesExecutive Education Seminar
MANAGING HUMAN CAPITAL IN CHANGING TIMES
Edward B. Yost, PhD, SPHR April 2014
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BEM VINDO A OHIO UNIVERSITY
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Our Task Today – Three Levels of Analysis and Human Capital
#1 MACRO: Sustainability, Strategy, and the Business Model – Competent managers understand how value is created
#2 MESO: Talent Management, maximizing returns through human capital architectures – Talent pools, pivotal positions, differentiated human capital architecture that adds value
#3 MICRO: Employee Engagement – Crafting and leading for individual performance
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Level 1 MACRO: Sustainability, Strategy, and
the Business Model
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What is Strategic Success?
Delivering high value results to significant stakeholders
Financial SuccessOperational SuccessCustomer Success Workforce (People) Success
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Strategic Success Hierarchy
Industry
Firm/Company
Business Unit/Function
Position
Person
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Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
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Defining the Business Strategy
Strategy is:The central, integrated,
externally oriented concept of how we will achieve our objectives. (Hambrick & Fredrickson)
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Sharing our ExperiencesWhat is your
organization’s “STRATEGY”?
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Strategic Success Hierarchy
Pharmaceuticals
Firm/Business
Business Unit/Function
Position
Person
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Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Business Unit/Function
Position
Person
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Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
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What is “Strategic Competitive Advantage?”
Enacted or Utilized Distinctive Competency that:
1. Allows the organization to differentiate itself from competitors
2. Cannot be readily duplicated or imitated
3. Provides a positive economic benefit(s) – KPIs
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3 Roads to Strategy Execution & Competitive Advantage
Managers can select a path to follow1. Betting on the incompetence of competitors
– blind ambition2. Acquiring and utilizing the competencies of
others – merger, acquisition3. Using existing resources & competencies
efficiently, effectively and differently – resource based
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The Secret Revealed!
What is the SECRET of obtaining a Strategic Competitive Advantage?
Not just having a strategy and competencies but
executing the strategy.
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Strategy Execution
Competitive Advantage
Sustainability
Strategic Success Chain
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Sustainability
Pursuit of LONG TERM business success focusing on a triple bottom line:1. Economics - Profits2. Social - People3. Environmental - Planet
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Sustainability Defined
“The commitment by an organization to balance financial performance with contributions to the quality of life of their employees, the society at large and environmentally sensitive initiatives” SHRM
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Top 5 positive ($) outcomes from sustainability initiatives for stakeholders
1) Improved employee morale, 2) More efficient business processes, 3) Stronger public image, 4) Increased employee loyalty, 5) Increased brand recognition.Source: Advancing Sustainability: HR’s Role (SHRM, 2011)
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WHAT IS HUMAN CAPITAL?
Developing Human Capital in Changing
Times
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Human Capital Defined
The collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work. Weatherly 2003
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Human Capital Defined
The collective sum multiplicative product of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work. Weatherly 2003 with a little help from Ed
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Attributes of Human Capital Markets
Various levels of valueAppreciates and depreciatesMarkets are shifting from Closed
(balance sheet talent) to Open System (crowd sourcing)
Individually owned but collectively realized
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Human Capital: The Invisible Resource
• It is vested in the human resources often in the form of intellectual and social capital.
• It is acquired, developed, utilized, and sustained through the management practices.
• Being invisible it is harder to duplicate.
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Human Capital
Value inherent in the form of individuals collectively interacting in the context of formal and informal systems
Individuals are the repository for human capital
Systems, process, culture and context extract the value of individuals
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Human Capital Has Value“People are our most valuable asset”
PROVE IT! Must be demonstrated by management practices and actions that compose the Human Capital Architecture
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Sharing our Experiences
What do organizations you know value?
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Expectativas de Todos que Possuem Interesse Direto ou Indireto na Organização
• Acionistas(proprietários) desejam um retorno que consideram justo no investimento feito.
• Clientes desejam um alto valor agregado ao produto ou serviço que consomem, e uma manutenção(garantia) que mantenha seu valor.
• Empregados desejam uma relação de emprego que forneça compensações intrínsicas e extrínsicas em contrapartida às contribuiçoes que fazem.
• Publico espera que a organização tenha responsabilidade social e se preocupe também com o bem estar dos cidadãos (cidadania corporative)
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Escolher as partes interessadas em cada par que a sua organização iria considerar como a mais importante em termos de tempo e outras atribuições de recursos. 1. Cliente ___ Proprietário(acionista) ____ 2. Empregado ___ Cliente ___ 3. Empregado ___ Publico ___ 4. Proprietário(Acionista) ___ Empregado___ 5. Cliente ___ Publico ___ 6. Proprietário(Acionista) ___ Publico ___
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Instruções para o preenchimento das questões
Pense em uma organização com a qual você está familiarizado. Talvez a organização que você trabalha agora. Para cada par de partes interessadas selecionar o que você sente é mais importante para a organização que você escolheu. Pense sobre os recursos dedicados ou as políticas que afetam o grupo de partes interessadas. Quando você completar você irá gravar o número de vezes que você selecionou o grupo de partes interessadas e escrever o número no espaço fornecido.
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Stakeholder Importance
Vamos Compartilhar - Qual dos 4 stakeholders (clientes, proprietários, público e empregados) a sua organização seria mais provável em atender:Em primeiro lugar?Última?
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Importância das partes interessadas
Stakeholder Pesquisa
Em primeiro lugar Última
proprietários
clientes
público
empregados
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Knowing – Doing Gap
How Big is the Gap?“Only 1 in 10 of the 88,000 respondents in our Global Workforce Study agreed that their organization’s senior leaders treat employees as vital corporate assets. A larger percentage reported that their leaders act as if employees don’t matter.” Gebauer ad Lowman, 2008
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Level 2 #2 MESO: Talent management,
maximizing returns through human capital architectures
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MANAGING TALENT FOR STRATEGIC SUCCESS
Developing Human Capital in Changing
Times
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The Challenge for Managers
Human Capital IMPACTS the Bottom Line
To create value through Human Capital requires a fundamental change in how it is recognized and managed in most organizations.
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What is Strategy Execution?
• Value Creation – Enables the Value Proposition for all stakeholders
• The aggregated combination of the firm’s resources applied by the strategic business units
• Results from managerial decisions for resource allocations and tradeoffs
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Strategy ExecutionEnables the Value Proposition for Stakeholders
Application: Focus on a Strategic Business Unit -Primary Pharmaceutical Industry
Production
Marketing
Research & Development
Human Resources
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Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Position
Person
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Critical Outcomes for Strategy Execution
Research & Development Group in Primary Pharmaceuticals
1. New Product Applications 2. Reduce Time to Market
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Talent Management
• Talentship requires a redefinition of the traditional service role of HR managers in organizations.
• This involves a managerial focus on the process of "talent segmentation" and the need to focus managerial attention on "pivotal talent pools".
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Talent Segmentation
• Talent segmentation is as vital to strategic success as customer segmentation.
• Talent segmentation involves identifying pivotal talent pools where human capital makes the biggest difference to strategy execution
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Sharing our Experiences
How do organizations you know use segmentation?
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Customer Segmentation
1. Does your organization segment customers?
2. What are these customer segments?
3. How are they treated differently?
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Talent Segmentation
1. Does your organization identify specific talent pools?
2. What are these talent pools?3. How are the management practices
different for these talent pools?
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The Question Is….Why is customer
segmentation more common than talent
segmentation?
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Drilling Down in Human Capital
Pivotal Talent Pools
Pivotal PositionsDetermine the Pivotal Positions
to Deliver Strategy Execution
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Cast Members at Disney
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Sharing our Experiences
Which position, Characters or Sweepers
are most pivotal?
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Finding the Pivotal Position
Yield Curve - understanding where differences in quality or quantity of talent and organization have the greatest impact on strategy execution (steepness, elasticity, D, slope)
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Yield Curves = Pivotal Positions
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Providing a Delightful
Guest Experience
Being The Happiest Place on
Earth!
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What is a Pivotal Position?
• Not necessarily the highest paid/ranked position
• Not necessarily most critical• Not necessarily the most common/number• Not necessarily the most visible• Not necessarily the most obvious• Not ever a person
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Pivotal Positions in the R & D Talent Pool of Primary Pharmaceuticals
• What is the Pivotal Position for executing strategy?
• Provides the most significant (relative to others in the pivotal talent pool – R&D) improvement in strategy execution
• Research Scientist
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Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Research Scientist
Person
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Yield Curve Primary Pharmaceuticals
Best Sales Rep
Worst Sales Rep
Stra
tegy
Exe
cutio
n
Investment in Human Capital
Best RS
Worst RS
Sales Representative
Research Scientist
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Yield Curve Primary Pharmaceuticals
Investment in Human Capital
Research Scientist
Best Sales RepWorst Sales Rep
Stra
tegy
Exe
cutio
n Best RS
Worst RS
Sales Representative
20%
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Yield Curve Primary Pharmaceuticals
Investment in Human Capital
Research Scientist
Best Sales RepWorst Sales Rep
Stra
tegy
Exe
cutio
n
Best RS
Worst RS
Sales Representative
20%
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Same Industry - Different Business Model
Primary• High Margins• Sell to Physicians• Time to Market• New
Applications
Generic• Low Margins• Sell in Bulk• Low Cost• Manage
Distribution Channels
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Yield Curve Generic Pharmaceuticals
Investment in Human Capital
Sales Representative
Best RSWorst RS
Stra
tegy
Exe
cutio
n Best Sales Rep
Worst Sales Rep
Research Scientist
20%
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Level 3 #3 MICRO: Individual differentiation
and Employee engagement
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MANAGING THE INDIVIDUAL DIFFERENTIATION AND
ENGAGEMENT
Developing Human Capital in Changing Times
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There are only three measurements that tell you nearly everything you need to know about your organization’s overall
performance:
1. Employee engagement2. Customer satisfaction3. and Cash flowJack Welch, Business Week 2006AND - Ed says order is important
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The NEW Normal
“Employees are our most important asset
INVESTOR!”Requires an Employee Value
Proposition
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Managing Human Capital the Person
While the human capital architecture is designed to support the highest level of performance for pivotal positions it must ultimately be differentiated at the level of the person
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Strategic Success Hierarchy
Pharmaceuticals
Ach’e
Research/Development
Research Scientist
Richard or Mary
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Three Challenges to Leaders
1. The changing Employment Relationship (contract)
2. Individual positions in the Employment Lifecycle
3. Developing and supporting Employee Engagement
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Shifting Employment Relationship
• The employer/employee relationship is shifting to a contractual relationship that is more a partnership than economic exchange.
• Larger spans of control, fewer employees delivering more output.
• Decline in traditional communications increase in cyber communications.
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The Employee Lifecycle
1. Recruitment2. Hiring3. Onboarding4. Training5. Career development
6. Compensation7. Retention8. Promotion9. Separation
Savitz, 2013
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Employee Engagement: Examples in Practice
• “Engagement describes how an employee thinks and feels about, and acts toward his or her job, the work experience and the company.” Intuit
• “Employee engagement is the involvement with and enthusiasm for work.” Gallup
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Employee Engagement: Examples in Practice
• “Engagement is the extent of employees’ commitment, work effort, and desire to stay in an organization.” Caterpillar
• “Engagement: To compete today, companies need to win over the MINDS (rational commitment) and the HEARTS (emotional commitment) of employees in ways that lead to extraordinary effort.” Dell
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Three Levels of Engagement
1. Cognitive Engagement – Employee beliefs about the company the leaders and the culture
2. Emotional Engagement – Employee affect for the organization, leaders, colleagues
3. Behavioral Engagement – the value added component of effort exerted above required minimum.
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Three Key Behaviors of Engagement
1. Say: Employees speak positively about the Company to coworkers,potential coworkers, and current and future customers.
2. Stay: Employees strongly desire to continue working for the Company.
3. Serve: Employees exert extra effort and are dedicated to doing the best job to contribute to business success.
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Impacts of Employee Engagement
• The extent to which employees are committed to something or someone in the organization, how hard they work and how long they stay as a result of that commitment.
• Employees with high level of engagement are 87% less likely to leave and 20% more productive.
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Levels of Employee Engagement
• Engaged Employees (28%) – work with passion and exuberance, feel a profound connection to the organization can’t wait to contribute more – OCB organizational citizenship behaviors
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Levels of Employee Engagement
• Not Engaged (53%) – “checked out” of the organization, effort put forth is minimal and barely acceptable, lack passion and do not identify with the organization – often the majority of employees
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Levels of Employee Engagement
• Actively Disengaged (19%) – not just disconnect but unhappy, the behaviors are counterproductive and at times destructive, degenerates the culture and based on cognitive dissonance Fosters TIMJ and DGMGE
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Global Survey ResultsOnly 1 in 5 Workers are delivering their
full potential!The other 79%:41% are “enrolled” - capable and ready but not inspired30% are disenchanted 8% are disengaged Graber & Lowman, 2008
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What is your organization's ratio?
• In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57 engaged to 1 actively disengaged.
• In average organizations, the ratio of engaged to actively disengaged employees is 1.83 to 1.
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A Model of Employee Engagement
Serve
Stay
Say
EmployeeEngagement
OrganizationCulture/Purpose
TotalCompensation
Relationships
Quality of Work Life
CareerOpportunity
OrganizationLeadership
WorkActivities
Model used consistently over time to assess and track engagement
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Um Modelo de Obrigação d0 Funcionário
Serve
Fica
Diz
Obrigação do Funcionário
Organização Cultura / Objetivo
Total da remuneração
Relacionamentos
Qualidade de vida no trabalho
Oportunidade de carreira
Organização liderança
Atividades de Trabalho
Modelo usado de forma consistente ao longo do tempo para avaliar e acompanhar o engajamento
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Sharing our Experiences
Is Your Job Engaging?Take the Gallup survey
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Engagement Survey Respond Yes or No
1. Do you know what is expected of you at work?
2. At work do you have the opportunity to do what you do best every day?
3. In the past month have you received recognition or praise for doing good work?
4. Does your supervisor or someone in authority seem to care about you as a person?
5. At work do your opinions seem to count?
1. Voce sabe o que é esperado de voce no trabalho?
2. No trabalho lhe é dada a oportunidade de fazer o seu melhor todo dia?
3. No mês passado você recebeu reconhecimento ou elogios por fazer um bom trabalho?
4. O seu supervisor, ou alguém a quem se reporta, parece se importar com voce como pessoa?
5. No trabalho as suas opiniões parecem contar?
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On Flip chart tally scores5
4
3
2
1
0
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Practicing & Managing Employee Engagement
How Mary sees Mary
How Richard
sees Richard
Richard and Mary: The “Real” Story
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How Would Mary Respond?How Would Richard Respond?
1. Do you know what is expected of you at work?
2. At work do you have the opportunity to do what you do best every day?
3. In the past month have you received recognition or praise for doing good work?
4. Does your supervisor or someone in authority seem to care about you as a person?
5. At work do your opinions seem to count?
1. Voce sabe o que é esperado de voce no trabalho?
2. No trabalho lhe é dada a oportunidade de fazer o seu melhor todo dia?
3. No mês passado você recebeu reconhecimento ou elogios por fazer um bom trabalho?
4. O seu supervisor, ou alguém a quem se reporta, parece se importar com voce como pessoa?
5. No trabalho as suas opiniões parecem contar?
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Richard and Mary:Engagement Scorecard
Engagement Score# Yes Richard Mary
1
2
3
4
5
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Richard and Mary “Engaged???”
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3 Most Important for Richard? For Mary?
Serve
Stay
Say
EmployeeEngagement
1. OrganizationCulture/Purpose
7. TotalCompensation
2. Relationships
4. Quality of Work Life
5. CareerOpportunity
6. OrganizationLeadership
3. WorkActivities
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Quais são os três mais importantes para Richard? Para Mary?
Serve
Fica
Diz
Obrigação do Funcionário
1. Organização Cultura / Objetivo
7. Total da remuneração
2. Relacionamentos
4. Qualidade de vida no trabalho
5. Oportunidade de carreira
6. Organização liderança
3. Atividades de Trabalho
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Richard and Mary:Differentiators for Engagement
Rated in the top 3 itemsITEM Richard Mary1 Organization Culture 2 Relationships 3 Work Activities 4 Quality Work Life 5 Career Opportunity 6 Organizational Leadership 7 Total Compensation
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Performance Feedback
Mary, What do you want to tell Richard?
Richard, What do you want to tell Mary?
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“BAD” Bosses Impact Engagement
• 40% of workers in the business world think they work for bad bosses.
• 39% said their managers failed to keep promises.
• 37% said their bosses did not give them the credit they deserved.
• 31% indicated their supervisor gave them "the silent treatment."
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“BAD” Bosses Impact Engagement
• 27 % reported negative comments from their management.
• 24% claimed their bosses invaded their privacy.
• 23% stated that their supervisor blamed them or other workers to cover up personal mistakes.
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A Matter of RESPECT
To have sustained engagement, there has to be an environment of respectRespect impacts our emotional state and behaviors because of biological reactions
Menshanko, 2012
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Chemistry of Engagement
Respect• Positive and respectful
environments• Serotonin, Oxytocin and
Dopamine• Satisfaction and
willingness to perform
Disrespect• Domineering,
threatening, intimidating
• Cortisol and Adrenalin• Fight or flight responses
translated into workplace behaviors
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How Richard sees Mary
How Mary sees Richard
Your Team’s Creation Please
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Employee Engagement – 3 Challenges for Managers
1. Recognize the significance of the employment relationship.
2. Understand and adjust to the individual in their employee life cycle
3. Design & implement systems to fully engage the human capital (individuals) in the organization.
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Isn’t it COMMON SENSE?
Managers know that they should create functional Human Capital
Architecturesbut
They have elaborate excuses why they can’t
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Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will embrace the potential of the connection between Human Capital and Profit
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Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will engage minimal change
Half will engage comprehensive change
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Its Only Common Sense!
Half will never see the connection between Human Capital and Profits
Half will engage minimal change
Half won’t stay the course
Half will succeed
J
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It is Difficult to ImitateOnly about 1 in 8 even come close!Implementation of a viable human capital
architecture requires deep change and a commitment to “stay the course”.
It is often slow and paybacks are a long time coming
Most of the requirements defy “Conventional Wisdom”
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Your AssignmentWhen you return to Brazil:
A. Identify at least one pivotal talent pool, and then at least one pivotal position in your immediate work environment
B. Identify at least one human capital architecture component that is ineffective for required performance drivers for the position
C. Suggest a change to the current process and justify it to your superiors in “REAL” terms
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Just Do It?
Managers to succeed in the new normal must rely on a human
capital architecture that defies traditional practices and
conventional wisdom
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Obrigado pela sua atenção amável