Presented by: Clint Parry, VP of Strategy

Transcription

1 Elevating HR from Transactional Support to Strategic Partner Presented by: Clint Parry, VP of Strategy

2 Inspiration Deficit In a survey of over 35,000 employees from global companies in 17 different countries: 27% of CEOs observed inspired employees. 41% of CEOs say their firm rewards performance based on values, rather than on financial results only. Reality? Only 4% of employees feel inspired. Only 14% of employees agree with the 2 nd statement Source: The HOW Report, 2012 LRN Organization

3 Employee perceptions: Inspiration Deficit 43% describe their company s culture as based on command andcontrol, top down management, or leadership by coercion blind obedience. 54% describe culture as top down, but with skilled leadership, lots of rules, and a mix of carrots and sticks informed acquiescence. i 3% describe culture as guided by a set of core principles and values that inspire everyone to align around a company s mission self governance. Source: The HOW Report, 2012 LRN Organization

4 PWC CEO Survey Interviewed 1,250 CEO s 60 different countries: 83% of CEO s expect to grow their operations in Southeast Asia. 80% will grow in South Asia. 77% in East Asia, and 77% in South America. 59% say they see emerging markets as more important that developed markets to their future. Source: 15 th Annual PWC CEO Survey, 2011

5 Making talent strategic: PWC CEO Survey 79% of CEO s say the Chief Human Resources Officer is a direct report. 78% of CEO s are demanding a change to strategies for managing talent. Two thirds of CEO s are planning to spend more of their own time on developing the leadership and talent pipelines in their businesses. Source: 15 th Annual PWC CEO Survey, 2011

6 PWC CEO Survey Skills shortages top threat to growth and profitability. 1 in 4 CEO s said they ve had to cancel or delay a strategic initiative because of talent constraints. Only 30% of CEO s are very confident that they will have access to the talent they need over the next three years. 67% We plan to develop and promote most of our talent from within the company (vs. outside.) Source: 15 th Annual PWC CEO Survey, 2011

7 PWC CEO Survey One of the first things I committed to was to take our human resources function to a whole other strategic level and capability to impact tthe business. Michael White, Chairman, President, and CEO, The DIRECTV Group Inc., US Let s face it. There are 80 million Baby Boomers who are going to retire over the next five to seven years, and they re going to be replaced by 40 million Gen Xers. That s two to one, so you d better be developing your next generation now if you re going to be ready for that transition. Michael White, Chairman, President, and CEO, The DIRECTV Group Inc., US But what is interesting and what is changing is that among Western companies, the ability to hire, develop and retain talent in the developing economies has become a major point of competitive differentiation. MarijnDekkers, Chairman, Bayer AG Source: 15 th Annual PWC CEO Survey, 2011

8 Top 3 issues on minds of CEO s Build Trust Ignite Innovation Inspire Performance World Economic Forum

9 Last Week: Wall Street Journal Report Drop in US worker productivity declined 1 st Quarter Women in the Economy Conference McKinsey interviewed 60 CEO s The only sustainable competitive advantage is talent.

10 Talent Crisis!

11 Rapid Commoditization Lapin Consulting International, Inc. 2011

12 How much is your untapped human energy worth? Lapin Consulting International, Inc. 2011

13 Leadership Development What it IS Leadership Development is: Gaining tools to turn B Teams into A Teams by showing people Who they are, Why they are, and How, through their work, they can fulfill the purpose of their lives. A Teams measure their successes by how much they give rather than by how much they take. What it is NOT Leadership Development is not: Learning how to manage others using power and status. About competencies and skills. Intended for individuals who are deficient in their leadership effectiveness.

14 The Differentiation Passion powered by Purpose

15 Case Study 1 DE WM 2011 sales results 35% above through February +25% vs Some of this improvement I feel is directly attributable my embracing the concepts of leadership fingerprint, authenticity in leading others, and communicating with threadsof ideology, structure, andrelationships relationships. Very important quantitative evidence of the impact of my new approach to leadership: In December 2011, my region went from having six red zone human sigma branches to just one. Our employee engagement went from 4.34 to Prior to the program, my view towards employee performance was train them, set performance expectations, coach for results, hold accountable and if they can't deliver replace them This new approach for me has resulted in greater effectiveness in building trust with my employees and thus their engagement, which is critical for alignment to business strategy and results.

16 Case Study 2 Lapin International s work in helping develop PCI Gaming s Purpose and Values has made a significant impact, both to employees and to our overall business performance. Utilizing our value system has proven to attract and retain top performerswhich hasimproved performance. We haveattainedattained much better business results through our partnership with Lapin International. Catherine Timmons, VP of Human Resources, PCI Gaming

17 Case Study 3 Our leadership brand is a brand for life, not just for work. If our leadership brand doesn t resonate enough with our leaders that it embraces their whole life, they shouldn t be working here. The way we are at work must be authentic to who we are at home. This is basic to character. Alan Pullinger, CEO of Rand Merchant Bank

18 Our Proof 20 Year Track Record of Success Our client companies outperform their industry by multiples A few endorsements: Lead by Greatness may be the most important business book of our time perhaps any time. Pt Peter Markovitz I have never seen a business book so clearly define how to achieve and maintain a competitive advantage in an everchanging business environment. M.A. Lead by Greatness is the best business book I have ever read Bob Burg, best selling author of Go Giver and Endless Referrals

19 Challenge for Leaders Today Leadershipremains remains the most baffling of arts... as long as we do not know exactly what makes men get up out of a hole in the ground and go forward in the face of death at a word from another man, then leadership will remain one of the highest and most elusive of qualities. It will remain an art. James Stokesbury Professor of History, Acadia University & Military Author

20 The Case for Greatness Chip Conley 2010 Founder & CEO, Joie de Vivre Hospitality Business must create the conditions for employees to live their calling. TED Lecture

21 Book Information Thank You! Special Offer Today for SHRM: For special discount code 45% Today only! Also available on: