Driving a High Performance Workforce & a Culture of Accountability

Transcription

1 Driving a High Performance Workforce & a Culture of Accountability Presented by: Trudy MacDonald Managing Director & Founder TalentCode HR TalentCode HR 2016

2 What Percentage of Businesses Fail to Successfully Implement their Strategy? 2

3 Focus 3

4 From Strategy to Implementation Determine Strategic Priorities Agree on the current situation and the Vision A B The Disciplines of Accountability The Desire to be Accountable 4

5 Focus is Everything! How do we balance implementing strategy, business as usual and ensuring we create / maintain the right culture? 5

6 BAU versus Strategic Priorities Strategic Plan Annual Business Plan (Strategic Priorities and Business KPIs) 1 Business as Usual Personal Scorecard and 90 day plans A The WHAT 5 Responsibilities = 95% of time KPIs 2 Strategic Initiatives 90 Day Plans Visible Score Boards B The HOW Company Values Role Specific Behaviours 6

7 Business as Usual The WHAT Personal Score Card and 90 Day plan 5-6 Key Areas of Responsibility Link to Strategic Priorities Desired Outcomes (KPIs) Key Activities The WHAT 7

8 Personal Score Card 1. Key Area of Responsibility: Customer Retention Link to Strategic Priorities: Outstanding Customer Experiences Desired Outcome (KPIs): 95% customer retention Key Activities (next 90 days): Implement customer survey Create customer retention strategy 8

9 Business as Usual The HOW Values and Behaviours Company values with above and below the line behaviours Role specific behaviours that underpin success The HOW 9

10 Company Values What are the top 3 things you want to be known for as a business? How do people in the business need to behave so that you are known for these? Your Company Values 10

11 Above and Below the Line Behaviours Value: Innovation Above the Line Behaviours: We will look for new and innovative ways of doing things We will be open to feedback and critique of our work We will make small improvements every day Below the Line Behavours: We will not accept the status quo We will not get defensive when others challenge our thinking We will not simply do things because they have always been done that way 11

12 Role Specific Behaviours Leaders Managers Operations Strategic Commercial Courage Managing teams Building capability Problem solving Commuication Attention to detail Drive for results 12

13 Strategic Initiatives 90 Day Plans How do we ensure that we implement our strategic initiatives? 90 Day Plans It starts with the leadership team! A commitment to lead the initiatives (this is different from doing it). 13

14 Step 1: Fully Scope Your Strategic Priorities For the Coming Year: Strategic Priorities What do we need to do? Impact What does Great look like? 14

15 Your Strategic Priorities Strategic Priority Impact What do we Need to do? What Does Great Look Like in 12m? Accountability Revenue retention and growth Improve profitability Organisational structure Job descriptions and KPIS Performance reviews KPIs across all roles Effective performance conversations across the business Hitting our goals 15

16 Step 2: Create your 90 Day Plans Key Milestones Responsibility Due Date Status Role Clarity Redo job descriptions Engage team with new job descriptions Cascade business KPIs through each department Performance Measurement Revamp performance review process 16

17 Step 3: Map out the Year Ahead Strategic Priority Q1 Q2 Q3 Q4 1. Accountability Start Finish 2. Operational Excellence Start Finish 3. New Markets Start Finish 4. Sales Growth Start Finish 5. Intellectual Property Start Finish 17

18 Step 4: Form Implementation Teams Roles Responsibilities Project Sponsor Overall accountability for delivery of the agreed project plan Project Manager Overall responsibility for delivery of the agreed project plan Project Team Personal responsibility for assigned tasks and outcomes 18

19 Step 5: Assign Responsibilities Strategic Priority Project Sponsor Project Manager Q1 Q2 Q3 Q4 1. IP Continuity Paul Sarah Start Finish 2. Operational Excellence Matt Bill Start Finish 3. Team Structure James Nathan Start Finish 4. Sales Growth Nathan George Start Finish 5. Accountability John Matt Start Finish 6. Regional and Suburban Expansion Mike Linda Start Finish 19

20 Step 6: Visual Score Boards Activities look forward and are lead indicators of results. P&L s look backwards. We need to be measuring BOTH! 20

21 Visual Score Boards 21

22 Part B: The Desire to be Accountable Board & Leadership engagement A culture of accountability Vision Manager & Team engagement

23 Regular Meaningful Conversations About the Things that Matter 1 Business As Usual 2 Strategic Initiatives Personal Scorecard and 90 day plan Values Behaviours 90 day plans 23

24 Business as Usual Key Messages No longer are annual performance reviews best practice Replaced by monthly catch ups and quarterly informal discussions between Managers and Employees Peer accountability (visible scoreboards and working teams) 24

25 Strategic Initiatives Key Messages Team involvement in cross functional project teams Quarterly sharing of goals and milestones (visible scoreboards) Quarterly recognition of progress and success 25

26 The Key Drivers of Motivation at Work Autonomy Purpose Mastery 1/3 1/3 1/3 What Drives Us? 26

27 Focus Weak leadership will destroy the finest strategy while forceful execution of even a poor strategy can often bring victory. Sun Tzu 400 BC 27

28 What will you do now? 1) Get access to our free 10 week video series that expands on todays presentation 2) Let me know if you are interested in a free consultation for your business 28 28

29 How we help our clients The Foundations of Greatness The Heart of Greatness Resourcing Greatness Developing Greatness Embedding Greatness We provide advice, policies & templates to keep you compliant We set you up with the critical people systems that sit at the core of great business We ensure you can attract and hire the right people to maintain your momentum We ensure you have star players and star teams at all levels We embed HR Specialists in your business to power your momentum 29

30 Thank you Trudy MacDonald Managing Director and Founder Website : trudy.macdonald@talentcode.com.au : Phone : / Linkedin : linkedin.com/trudymacdonald 30

31 TalentCode HR Pty Ltd Head Office: Level 32, BT Tower 1 Market St Sydney NSW 2000 Australia Sydney Melbourne Brisbane Adelaide Perth Auckland Trudy MacDonald - Managing Director / trudy.macdonald@talentcodehr.com.au