Developing 2Day s Employees into 2Morrow s Managers. NYS SHRM Annual Conference Monday, September 25, 2017

Transcription

1 Developing 2Day s Employees into 2Morrow s Managers NYS SHRM Annual Conference Monday, September 25, 2017

2 What s keeping HR up at night? What s keeping your CEO up at night?

3 CEOs say: Human Capital is their TOP CHALLENGE Conference Board CEO Challenge Attribution: AnaBGD

4 HR and Non HR C-SUITE say: Developing the NEXT GENERATION OF LEADERS is the top Human Capital Challenge SHRM Business and Human Capital Challenges Today and In the Future Attribution: AnaBGD

5 CHALLENGES TO THE NEXT GENERATION OF LEADERS Five Generations Virtual Workplace (Dis) Engagement VUCA World Technology Skills Gap

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7 WHY Employee Development? Create a Pipeline of Ready Candidates Attract and Retain Great Talent Uncover Employee Potential Increase Productivity Keep Employees Engaged Encourage Companies to Focus Forward

8 MEETING THE CHALLENGE: Developing the Next Generation of Leaders

9 DEVELOPING THE NEXT GENERATION OF LEADERS INTERNSHIPS ON-BOARDING CAREER PATHS SKILL DEVELOPMENT COACHING AND MENTORING SUCCESSION PLANNING TRUSTING RELATIONSHIPS

10 INTERNSHIPS Benefits Brand Ambassadors New Perspectives Test Drive the Talent READY pipeline of trained candidates Tips Begin with the End in Mind Educate Your Current Leaders Resources Right Fit for your Program Orient and Follow Up

11 INTERNSHIPS Best Practices GE 83 locations, 42 companies 25% in leadership training are former interns Facebook Impact work along side engineers Offsite events, Hack-a-thons, Q & A with executives Newell Brands #4 in Internships for 2017 E-commerce, design, research Lunch and learn with execs Teambuilding and mentors

12 ON-BOARDING Organizations with a standard onboarding process experience 54% greater new hire productivity. ~Urbanbound New employees who went through a structured on-boarding program were 58% more likely to be with the organization after three years. ~ The Wynhurst Group12 83% of high-performing companies begin their onboarding process before an employee s first day. ~ Aberdeen Study

13 BOSS - DIRECT REPORT MEETING ADDRESS RELATIONSHIP SHIFTS

14 LISTEN AND LEARN BE A ROLE MODEL

15 BUILD PARTNERSHIPS CREATE A PLAN Attribution: ltenney1225

16 ON-BOARDING Best Practices Netflix Top Execs meet with new hires Mentors Ready workspace Real life projects right away Buffer Starts at yes Six week boot camp Leader, role and culture buddy Zappos Five week course about culture and values $2000 to leave Amazon - $5000 to leave Valve New hire handbook Created by current employees Humor

17 CAREER PATHS Career progression is the top priority for millennials who expect to rise rapidly through the organization. 52% said this was the main attraction in an employer, coming ahead of competitive salaries in second place (44%). - PwC Millennials at Work Global Study, 2012

18 CAREER PATHS Attracts new hourly and management candidates Better engagement and motivation Drives performance Increases retention Motivates hourly employees to consider a career with the company Encourages ownership of their own development

19 CAREER PATHS Up is NOT the Only WAY Beverly Kaye Lindy Williams Lynn Cowart

20 CAREER PATHS Up is NOT the Only Way Lateral Moves Job Enrichment Vertical Exploration Realignment Relocation Maximizes resources Increases back up Increased communication, innovation and collaboration Better morale Less misplacement Improve quality of life Honest, transparent conversations

21 SKILL DEVELOPMENT YESTERDAY Functional Training Management/Leadership Skills TODAY FORWARD Collaboration Managing remotely Technology Feedback and Tough Conversations Embracing/Managing Change Resiliency Innovation Skills we don t even know of

22 SKILL DEVELOPMENT EDUCATION EXPOSURE EXPERIENCE

23 SKILL DEVELOPMENT Best Practices Etsy employees both teach and learn Airbnb Fireside Chats with industry leaders Culture Amp all employees have access to a professional coach Optoro professional development budget for exempt Pixar Pixar University; Creative Brain Trust of filmmakers Yelp stretch roles

24 COACHING AND MENTORING What factor most influenced your decision to take your current job? Opportunity for personal development (65%) Reputation/brand of the organization (36%) Role itself (24%) Starting salary/rate of pay (21%) Which of the following training/development opportunities would you most value from an employer? Working with strong coaches and mentors (28%) Changes/rotations of role to gain experience (21%) Support for further academic training (19%) Formal classroom training (6%) - PwC Millennials at Work Global Study, 2012

25 COACHING AND MENTORING Guidelines Leadership support Defined objectives Flexibility Promote participation WIIFM for Mentors Provide training Match mentors and mentees Track, measure, listen and tune Bring closure Celebrate and broadcast success

26 COACHING AND MENTORING Best Practices GE, IBM, Accenture - Replacing annual performance reviews with frequent feedback by app Sodexo: Bridge program IMPACT program Peer to peer Restaurant Company quarterly Check Ins PayPal Unity Mentoring Program Employee led community to help women succeed

27 SUCCESSION PLANNING The Process Pipeline of leaders ID development areas Plan for resources Forward thinking

28 SUCCESSION PLANNING PERFORMANCE WELL PLACED IN POSITION NEEDS DEVELOPMENT MANAGE OUT/RED FLAG HIGH PROFESSIONAL SOLID PERFORMER NEEDS DEVELOPMENT TOP TALENT FUTURE STAR TOO NEW TO RATE POTENTIAL

29 SUCCESSION PLANNING PERFORMANCE Progress against goals Results delivery Performance level Direct report development POTENTIAL Learning agility Potential next moves Ability to develop/address weaknesses Flexibility; able to adapt to change

30 SUCCESSION PLANNING Past behavior/track record is a predictor of future behavior/success Past behavior/track record is only a valid predictor of future behavior/success if the past looks anything like the future. READY Ready Now ABLE

31 SUCCESSION PLANNING Guidelines Executive champions Strong talent review process. Developmentally oriented Monitoring of the process, the focus and integrity of the data. Simplicity of the system. Appropriate line of business and HR leaders participate. Alignment with business strategy. Focus on potential

32 TRUSTING RELATIONSHIPS Interviews with 2 million workers and 700 firms determined that employee longevity was directly related to the employee s trusting relationship with his or her supervisor. ~ Gallup 2008 High trust companies are more than 2 ½ times more likely to be high performing revenue organizations than low-trust companies. ~2015 Interaction Associates study

33 DEFINITION OF TRUST Assured reliance on the character, ability, strength or truth of someone or something One in which confidence is placed WHAT IS YOUR DEFINITION OF TRUST? TRUST CHARACTERISTICS? Attribution: TEDX NJLibraries

34 TRUST CHARACTERISTICS Honest and transparent Consistent Focused Keep promises Responsive Positive attitude Open to ideas Accountable Flexibility Competent Respectful Ask for feedback Admits mistakes Sense of Humor

35 TRUST IMPORTANCE Inspires loyalty Rely on your judgment Boosts morale More open to constructive feedback Employees more open to sharing ideas Motivates others Creates brand ambassadors Employees accept change more easily PEOPLE WILL WANT TO WORK FOR YOU

36 COST OF LOW TRUST Decrease in trust/believability Employees not engaged; low morale Duplication of effort Decisions may be questioned Goals are not achieved Complaints may be filed Conflict increases; teamwork decreases Less initiative, creativity and new ideas Employees leave the company; which requires hiring and training new people

37 BUILDING TRUST

38 ABCD TRUST MODEL ABLE Demonstrate Competence Skilled Knowledgeable Gets quality results Resolves problems Expertise; good at what you do Technically competent CONNECTED Care About Others Listen well Praise others Show interest in others Work well with others Compassionate and caring Ask for input BELIEVABLE Act with Integrity Honest, Ethical and Credible Admits mistakes Respectful Keep confidences Sincere Non-judgmental DEPENDABLE Maintain Reliability Do what you say you ll do; keeps promises Reliable Responsive Organized Accountable Follow Up Consistent 2006 Ken Blanchard Companies and Trustworks

39 WHO DO YOU TRUST MORE? ABLE Demonstrate Competence Skilled Knowledgeable Gets quality results Resolves problems Expertise; good at what you do Technically competent CONNECTED Care About Others Listen well Praise others Show interest in others Work well with others Compassionate and caring Ask for input BELIEVABLE Act with Integrity Honest, Ethical and Credible Admits mistakes Respectful Keep confidences Sincere Non-judgmental DEPENDABLE Maintain Reliability Do what you say you ll do Keeps promises; Reliable Responsive Organized Accountable Follow Up Consistent 2006 Ken Blanchard Companies and Trustworks

40 DEVELOPING THE NEXT GENERATION OF LEADERS INTERNSHIPS ON-BOARDING CAREER PATHS SKILL DEVELOPMENT COACHING AND MENTORING SUCCESSION PLANNING TRUSTING RELATIONSHIPS

41 THANK YOU! Janet A. Hoffmann HR Aligned Design (917) Stay Connected for News and Updates Just send your by text message. Text HRALIGNEDDESIGN To 22828