Strategic employee development for slide share

Strategic Employee Development

Craig S. Juengling, PCCTheE2Coach.com

[email protected]

301-502-5005 cell

225-757-1559 office

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Strategic EmployeeDevelopment (SED)

Agenda

Why… beyond the obvious

Identifying the Gaps

Goal Setting

Strategies and

Tactics of SED

Drafting the IDP

Copyright Juengling & Associates, LLC 2014; All rights reserved

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Why, beyond the obvious…

Compelling megatrends and population shifts


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Succession planning imperatives


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Employee engagement*•Management sincerely interested in employee well-being•Organization’s reputation in the community

•Improved my skills and capabilities over the last year•Appropriate amount of decision-making authority to do my job well•Organization quickly resolves external customers’ concerns


5*Towers Watson

Absenteeism -37% Customer +10%

High Turnover Org -25% Productivity +21%

Low Turnover Org -65% PROFITS +22%

Shrinkage -28%

Safety/Incidents -48%

Pt. Safety Incidents -41%

Quality (Defects) -41%

Difference between Top and Bottom Quartile

Gallup Consulting: State of the American Workplace 2012

Engagement Critical Outcomes


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Employee engagement

Safety, regulations and compliance


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Employee engagement

Safety, regulations and compliance

Improved outcomes

and results


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Strategic Employee Development (SED)

70 - 20 - 10 Rule*

*Centers for Creative Leadership The Lessons of Experience

70% on the job20% relationships + feedback (boss)10% formal training opportunities


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70 - 20 - 10 Rule*

Where do you invest?Formal

Feedback

On the JobOR

Formal

Feedback

On the Job10


70 - 20 - 10 Rule*

*Centers for Creative Leadership The lessons of Experience

Where and howshould you invest?


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STRATEGIC EMPLOYEE DEVELOPMENT

Create the Path


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Create the PathAlice: Would you tell me, please, which way I ought to go from here?The Cat: That depends a good deal on where you want to get toAlice: I don't much care where.The Cat: Then it doesn't much matter which way you go.


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Identify the Gaps

Evaluation against core competencies

Tools to use

Tomorrow’s leaders: spend wisely –

use the 9 Box


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Core Competencies*

Individual Contributor

Manager

Leader/Executive

*Lominger, CCL, Employee Development by H. Azulay


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Individual Contributor

Initiative and action oriented

Creativity

Decision quality

Functional/Technical skills

Team capability

Influencing

Peer relationships

Task Management

Problem Solving

Drive for results

Following direction

Learning capacity

Organizing and planning

Standing Alone

*Lominger, CCL, Profiles, etc


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Manager

Initiative and action oriented

Command skillsConflict managementCreativity and innovationDecision quality and

timelinessCustomer orientation Functional/Technical skills Influencing Systems thinking

Integrity and TrustTeam capability and

leadershipDrive for resultsManagerial CourageOrganizing, planning and

time management Self-development +

learningMotivating othersBoss and peer

relationships


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Leader and Executive

Initiative and action oriented Command skills Conflict management Creativity, innovation and change Decision quality and timeliness Customer orientation Functional/Technical skills Influencing Systems thinking and business

acumen Dealing with ambiguity Strategic thinking Setting organizational priorities Inspiring; Vision and Purpose Developing Others

Integrity and Trust Team capability and leadership Drive for results Managerial Courage Organizing, planning and time

management Self-development + learning Motivating others Boss and peer relationships Negotiating Political Savvy and organizational

awareness Listening and communication Goal setting; stretch

BOLD = HBR; Are the Best People Promoted?Underline= additions from Manager’s competencies 18

Tools to Measure the Gap

Self Assessment

Performance evaluations… maybe?

Assessments

o Hogan Emotional Intelligence

o DISC Etc.

o Birkman

360 evaluations...

but done correctly


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Why 9 Box?Tool to focus development discussion

Often used in group setting; dynamic discussion of candidates

Axis may vary slightly

Part of a larger process

Can be used by individual

managers

Can reduce subjectivity and

bias… used correctly


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9 Box Definitions*

3 2 1

EnigmaHigh potential to advance although underperforming

Growth EmployeesDemonstrates high potential

to advance; valued talent

Future LeadersHighest Potentials; Ready

for next level assignment or more responsibility

A

DilemmaCurrently underperforming

but puts in great effort

Core EmployeesDelivers predictable and

valued results

High Impact Performers

Demonstrates strong performance skills; Has

future potential for more responsibility

B

Under PerformersHas reached job potential and is underperforming

Effective Performers

Specialized or expert talent

SpecialistsExpert Talent in functional

area of expertise

C

Cu

ltu

re

Performance

Shaping the culture

Cultural Norm

Culturally holding us back

*Stuller, Inc.21

Talent Management- 9 Box Grid Assessment

3 2 1

Enigma Growth Employees

Future LeadersA

Dilemma Core Employees High Impact Performers

B

UnderPerformers


SpecialistsC

Performance

Cu

ltu

re (

Val

ue

s an

d B

eh

avio

rs)

Highest Potential-

“Leaders of Tomorrow”


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9 Box- Potential Actions/ Outcomes3 2 1

EnigmaJob assessment- may be in

wrong job; may need intervention

Growth EmployeesChallenge, reward, recognize

and develop

Future LeadersReward, recognize,

promote and develop

A

DilemmaProvide performance

coaching

Core EmployeesMotivate, engage and

reward

High Impact Performers

Challenge, reward, grow and motivate

B

Under PerformersPerformance manage or

exit


Engage, focus and motivate

SpecialistsRetain, reward and use to

help develop others

C

Performance

Cu

ltu

re


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Goal Setting


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Easy Frame of Reference

“What do I want my resumeto look like in two to five years?


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Goal Setting

Try to make it objective

Goal should be framed as a positive

Narrow the focus and be realistic

Knowledge; doesn’t know

something

Skill; can’t do something

Attitude; doesn’t agree

with something

Personal Trait; can’t be

something

Which is the hardest to change?


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Development Needs

Knowledge; doesn’t know

something

Skill; can’t do something

Attitude; doesn’t agree

with something

Personal Trait; can’t be

something

Easiest toChange

Hardest toChange

Doesn’t know:•Strategy•Culture•Budget process

Can’t:•Set priorities•Handle conflict•Drive accountability

Won’t:•Agree w/ strategy•Company policy•Values

Can’t:•Be strategic•Accept change•Be EQ•Be selfless


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Strategies and Tactics of SED

Formal

Feedback

On the Job


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3 Phases of the Journey

1

• DISCOVERY

• Awareness, Acceptance, Grasping the Impact

2

• DEVELOPMENT

• Desire, Understanding, Capacity, Engaging

3

• DEMONSTRATION

• Practice, Seeking/Accepting Feedback, Exhibit


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10% - Formal Training Opportunities

Formal

Feedback

On the Job


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Conferences, Symposiums, Workshops,

Training, Continuing or Executive Ed, etc.o Unless practiced, minimal retention in six months

o Ask attendee to present and teach others

o Require routine use of the new

“learning”, i.e. demonstrate

the learning

o Great way to build your network

o Do we overdo it? Why?


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Degrees or Advanced Degrees; Certifications

oRequested or required?

oHuge time commitment, including the employer

oFuture executives and leaders only?

oWho’s buying?


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Formal

Feedback

On the Job

20% Relationships + Feedback


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Mentee; Company Sponsored?

o The Boss? Maybe, maybe not

o Structured

o Training and expectations

o Inside and outside your co.

o Used for various purposes

oMentees are twice as likely

to get promoted*


*Dr. Ellen F Eland; George Mason University


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Networking

o Collaboration and influence

o Internal networks

o External networks

o Builds visibility

o Relationships matter

o Learning becomes more informal

o Comfortable “push” to new content

o You must be intentional and have a plan



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Coaching

o Internal vs. External?

o Executives need

Executive Coaches

o Documented ROI

o 3 “ingredients” required for success

o Developmental or remedial

o Your speaker’s personal favorite…



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Educate

Remediate Motivate


Coaching Client Quadrant

LOW

HIGH

HIGH

Knowledge and Technical Expertise

Ab

ility

to

Ch

ange

an

d G

row

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Top 5 Areas of Improvementwith Executive Coaching

• People Management: 90%*

• Relationships with Other Managers: 79%*

• Goal Setting and Prioritization: 88%*

• Productivity and Engagement: 78%*

• Communications: 68%*

Kombarakaran et al, (2008) Executive Coaching: It works!


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Formal

Feedback

On the Job

70% On The Job and Structured*


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Become a Mentoro Volunteers only

o Structured

o Training and expectations

are a must

o Willing to commit long term

o Selflessness required

o Confidentiality is crucial

o Not the direct report?

70% On The Job


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Volunteering in the Communityo Givers gain philosophy; be “selfish

and selfless”

o Seek challenges unlike yours at work

o Different business model for your

development and growth

o Choose different industry

o Be very active on a Board

o Great way to build external network

70% On The Job


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“Field Trips”o “Similar” companies, competitors or “themes”

o “Plagiarize” ruthlessly? Learn from their learning

o Position yourself to learn and “ask advice”

o Set agenda before; what do

you want to learn from them?

o Explore their mistakes too

o Candidate to report back

o Build your network!

70% On The Job


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Company Sponsored Trainingo Use staff as faculty, carefullyo Be deliberate with your executives;

teaching not chest beatingo Your “real world” vs.

outsider’s view/perspectiveo Do you have sufficient internal

experts?o No company propagandao Powerful potential tie to

Mission, Vision and Values

70% On The Job


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Job Shadowing

o Rounding someone out;

not preparing for that job

o More than just watching

o Time limited; hours or days?

o Determine desired learning

o Structured with goals

o “Shadowed” employee must buy-in and be prepared

70% On The Job


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Reading/Book Study Groupso Led by a credible source

schooled in facilitating

o Intentional; how are books

chosen?

o Intentional; what is desired

learning from the book?

o Must be a safe environment to talk

o What about the hard discussions?

70% On The Job


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Cross Functional Teamso Be intentional; what is the desired

skill to be learned?

o Tactical or strategic?

o Usually temporary; ad hoc

o Improved problem solving skills

or expanding knowledge base

o Collaboration/network building

o Visibility

o One of the most powerful

tools in your tool box

70% On The Job


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Stretch Assignmentso Early in career is better

o Not in isolation; don’t leave them alone

o Longer term, not ad hoc teams and not always a new job

o If well done: confidence building

o Demonstration of skill, not just awareness

o Be intentional; what is

desired outcome?

o Not for everyone

70% On The Job


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Lateral strategic job moves

o Different from stretch assignments

o Manage the message; this is not

up or down

o Round ‘em out

o Easier w/ large employers

o Regenerating/rejuvenating

o Usually part of a longer journey

70% On The Job


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Games/Contests and Competitive Events

o Creative and interactive

o Board games, computer simulation, cards, puzzles

o Convey just about anything; what’s the desired learning?

o Collateral benefits: team building and collaboration

o Make it FUN!

o Not volleyball

70% On The Job

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The Future is Now

e Learning or Social Learning

oRequested or required?

oSelf-disciplined learners

oNot just for millennials anymore

oRemote learning

oSynchronous or asynchronous

oNumerous “venues”


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e Learning

Linear Learningo Computer based, self-paced

o Assessments at conclusion to test learning

o Basic to stimulating

o Very costly to customize

o Little human interaction

o Additive to other options

o Best for static process

learning


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e Learning

Collaborative Learning

o aka “e Learning 2.0”

o Multiple participants possible

o Can be highly interactive

o Classroom 2.0 – connect

multiple locations

o Intranets and company blogs

o Generational challenges?

o Appropriate for workplace?


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Drafting the IDP


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Don’t “Overthink” It

Action Items

Time Lines

Support/Resources


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3 Phases of the Journey

1

• DISCOVERY

• Awareness, Acceptance, Grasping the Impact

2

• DEVELOPMENT

• Desire, Understanding, Capacity, Engaging

3

• DEMONSTRATION

• Practice, Seeking/Accepting Feedback, Exhibit


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Drafting the IDP

Action Items (lots of overlap):o How to change or adopt a behavior Patience, Composure, Approachability, Motivating

Others, Listening, Professionalism, Trustworthiness

o How to understand and learn a processConflict Management, Problem Solving, Fairness,

Confronting Direct Reports

o How to gain knowledge AND demonstrate itDecision Making, Building Effective Teams, Time

Management, Managing Change

*Example CompetenciesCopyright Juengling & Associates, LLC 2014; All rights reserved

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Drafting the IDPSupport and Resources

o Review the Strategies and Tactics of SED o HR buy-in and supporto Budgeto Supervisor sign offo Colleagues, peers and direct reportso Internet, blogs, Harvard Business Review, etco Books

EMPLOYEES MUST TAKE RESPONSIBILITY AND ACCEPT

ACCOUNTABILITY FOR THEIR IDPCopyright Juengling & Associates, LLC 2014;

All rights reserved57

Thank You!

Craig S. Juengling, PCCTheE2Coach.com

[email protected]

301-502-5005 cell

225-757-1559 office58

Strategic employee development for slide share

Leadership & Management

Transcript of Strategic employee development for slide share