One Page Talent Management

Transcription

1 One Page Talent Management Secrets for Growing Better Talent Faster Presented by Marc Effron, President The Talent Strategy Group

2 A Quick Introduction Marc Effron President Build Build as as many many great great leaders leaders around around the the world world as as possible possible Writing Consulting Organizing 2

3 A Short Story... 3

4 CEOs (and HR) aren t happy with their co. s talent 4

5 We don t always realize the opportunities 5

6 Even HR Rates Its Performance Low 2010 State of Talent Management The New Talent Management Network State of Talent Management 2010 Less than 50% rate assessment, development planning, engagement and executive coaching as Effective New Talent Management Network Even lower ratings for simplicity, transparency and accountability 6

7 Why TM practices should work The Behavioral Science Is Sound Line Managers Want to Succeed 7

8 So What If We... Identified the business goal, then: Start with the Science Eliminate Complexity, Added Value What s actually proven to achieve the proposed business goal? How few steps and how little data will take us from the core science to the business outcome? How can this process/tool help managers make smarter business decisions? Create some cakemix? 33 Create Accountability & Transparency How will managerial accountability be enforced? How can the process be as transparent as possible? 8

9 One Page Talent Management Start with the Science Eliminate Complexity, Added Value Create Accountability & Transparency One Page Talent Management radically challenges conventional What s actually proven to achieve the proposed HR & TM thinking. It s driven by business goal? the belief that: Our practices are academically How few steps and correct how little but data practically will take deficient us from the core science to the business outcome? Only execution delivers value How can this process/tool help managers make smarter business decisions? Two things Create matter some (maybe cakemix? in each practice three) We have added complexity How will managerial without accountability adding value be enforced? How can the process be as transparent as possible? 9

10 The Heart of Our Approach The Value/Complexity Curve Value Added for Manager Continue Caution Stop Effort/Complexity Added 10

11 OPTM Performance Management Business Objective Align employee s efforts with the needs of the organization Individual Individual goal goal ratings ratings different different objectives objectives Competencybased Competencybased assessments assessments Impossible Impossible technology technology Harder goals produce higher Individual results Individual goal goal weights weights Goals should align with self interest A few goals is better than many Fancy Fancy goal goal labels labels 11

12 OPTM Performance Management Make it work by maximizing value/minimizing effort Reduce non-value adding complexity No more than four goals No crutches for able-bodied managers (i.e. happy labels) No competency ratings Remember that precision accuracy Delete goal ratings, goal weightings and calculated scores Stop doing what s not proven, i.e. employees set their own goals and rate themselves at year-end Don t be SMART be SIMple 12

13 OPTM Performance Management Performance Management Plan 2011 Focus on essential info What is the goal? How will you measure results? Was it achieved? 1 A B Associate Name: Title: Dept: Manager: HR Generalist: Describe the Associate s performance goals for the year (in order of priority) Goal Results Goal Results Keep it SIMple Specific, Important (business and employee), Measurable Metric Metric Maintain Balance of What/How C Goal Results Metric Behaviors critical to achieve these goals D Goal Results Metric Reduce unnecessary info Simple statement of what was achieved: Goals met, exceeded, etc Describe the two behaviors that are most critical to achieve the goals listed above. A. B. Summary Rating Met All Goals Signature & Date We have agreed to these objectives At goal setting Employee Manager Comments A performance evaluation was conducted Employee Manager At year-end review 13

14 Transparency and Accountability Accountability Time bomb communications Series of reminders increasing in importance Managed distributions CEO role modeling Transparency Full transparency about the process Everyone knows their ratings Distribution, if any, is known 14

15 OPTM Engagement Business Objective Increase business results by gaining extra effort from employees Unactionable questions 150 questions (or 12) Benchmarks/Norms Top 10/Bottom 10 results reporting 100 page reports More satisfaction means higher retention More commitment means stronger performance + + More emotional connection means extra effort 15

16 OPTM Associate Engagement Minimize Complexity Smallest number of questions to predict engagement and provide direction Every question should be simple and actionable Add Value On one page, tell the manager everything they need to know to take action 16

17 Results overview Engagement Summary for: Marketing Asia Your Score: 63% Your Change: 4% Your Goal: 3% Goal Met: Yes Which areas have the most power to increase engagement? Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong, Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change. Strong Focus Moderate Weak Dimension Power Focus on on essential essential info info My manager 1.5:1 What What was was our Senior our improvement Mgmt. improvement goal? 5:1 goal? What, Our strategy What, specifically specifically should should 2:1 How How the the did did manager manager Team my my group strength group score? score? 7:1 work work Growth on on opp s to to increase increase 3:1 engagement? engagement? Empowerment 7:1 How How did did the the company company score? score? Dimension Power Dimension Power Communication 12:1 Diversity 13:1 Work Environ. 13:1 What will drive engagement for your group? The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group. They are not necessarily How those items with the lowest scores. You should act on these questions before taking action on other survey questions. How Powerful Powerful are are The The Drivers? Drivers? (i.e. (i.e. where where should should a a manager manager focus focus Key drivers (shown in his order of priority for action) Item Score his or her her time) time) #23. My manager sets clear performance goals (My manager) 67% #12. I understand how my job contributes to the achievement of our business goals (Our strategy) 59% #4. I have sufficient opportunities for professional development (Growth Opportunities) 55% 17

18 Transparency and Accountability Accountability Transparency Hold leaders accountable for annual increase in score (not absolute score) as the key people metric in performance management All managers must share results within one month of receiving data; must have action plan within two months of receiving data All data shared at executive team meeting 18

19 OPTM 360 Business Objective Leaders behave how you want them to behave We resist feedback that conflicts with our self-image We don t like being compared to others (negatively) Your feedback experience predicts how much you change 19

20 The OPTM 360 Unique Unique Scale Scale Do Do much much more more Do Do much much less less What What should should change, change, not not are are you you proficient? proficient? 20

21 The OPTM 360 Clear Clear Priorities Priorities Focused Focused on on top top three three areas areas for for change change 21

22 The OPTM 360 Report (OK two pages) A one-page one-page summary summary of of your your Verbatim Verbatim advice advice about about top top three three priorities priorities for for change change specifically how how to to change change 22

23 Transparency and Accountability Accountability Transparency Formal or informal, but must have teeth (i.e. considered in criteria for promotion, moves, development opportunities) Use 360 information when making promotion and movement decisions Results shared widely (manager, HR leader, talent leader, maybe others) 23

24 Some Quick and Easy Metrics Simplicity Is Is it it embarrassingly easy? easy? Are Are managers out out of of excuses? excuses? Accountability Why Why should should they? they? What What are are you you going going to to do do if if they they don t? don t? Transparency: Can Can they they describe describe the the process? process? Do Do they they know know the the outcomes? 24

25 In Closing.... Simple works the facts prove it You can do it others have (and more will soon) Start today what one thing can you improve? Thank you! Questions please! For more information, 25