How Smart Organizations Unleash Talent for Optimal Performance

Transcription

1 How Smart Organizations Unleash Talent for Optimal Performance William Bill Schiemann A. CEO, Metrus Group Inc. HR Leadership Group of Northeast Ohio May Metrus Group, Inc.

2 Metrus Institute: A Source of HR Research and Cases We have learned a lot about Talent and creating Value... Human Capital Study in over 2000 organizations (ASQ, 2010) Executive interviews and extensive research reviews for Hidden Drivers of Success (2013), The ACE Advantage (2012) and Reinventing Talent Management (2009) Executive Thought Leader Forums HR Benchmarking Studies of over 5000 firms Many more (see library.metrus.com) 2 Metrus Group, Inc.

3 The Times They Are A-Changin 3 Metrus Group, Inc.

4 The Winning Game is Value How does your organization create value? How does your function or team add value? How do you add value? 4 Metrus Group, Inc.

5 What s Your 5 Metrus Group, Inc.

6 What Leverages Human Capital Value? ALIGNMENT CAPABILITIES ENGAGEMENT Goals Brand Customer Competencies Information Resources Advocacy Commitment Satisfiers 6 Metrus Group, Inc.

7 What do Leaders Need to Know? Metrus Institute/ASQ Research Top Quartile PE Organizations Bottom Quartile PE Organizations Financial Quality Organizations with high ACE Were 2x more likely to be financial leaders Were 3x more likely to be quality leaders Averaged half the turnover of low ACE organizations Sources: Kostman & Schiemann, People Equity: The Hidden Driver, Quality Progress, 2005 Seibert & Lingle, Internal Customer Service: Has it Improved, Quality Progress, Metrus Group, Inc.

8 ACE Leads to Results ALIGNMENT Financial Results Financial Performance Operational Performance Customer Results CAPABILITIES ENGAGEMENT Customer loyalty Retention People Results Talent Retention Effort, Performance 8 Metrus Group, Inc.

9 ACE and Great Functions Communications Customer Svc Finance H.R. I.T. Legal Mfg/Ops Mkt Research Marketing Procurement Quality R & D Sales Security Overall Quality of Service Percent Favorable Low Engagement Organizations High Engagement Organizations High ACE When Alignment, Capabilities and Engagement are high, the average is 75% - 90% favorable Metrus Group, Inc.

10 How Would Your Team Score? COMPANY A C E EAST A C E CENTRAL A C E WEST A C E UNIT 1 A C E UNIT 3 A C E UNIT 1 A C E UNIT 3 A C E UNIT 1 A C E UNIT 3 A C E Weak Intermediate Strength UNIT 2 A C E Metrus Group, Inc. UNIT 2 A C E UNIT 2 A C E

11 What Can You Do to Optimize Talent? Ensure Alignment Nurture Engagement Grow Capabilities Manage Talent Lifecycle 11 Metrus Group, Inc.

12 What Can You Do to Optimize Talent? Ensure Alignment Nurture Engagement Grow Capabilities Manage Talent Lifecycle 12 Metrus Group, Inc.

13 What Actions Might Improve Alignment? ALIGNMENT CAPABILITIES ENGAGEMENT Goals Brand Customer Competencies Information Resources Advocacy Commitment Satisfiers 13 Metrus Group, Inc.

14 Ensuring Alignment Conveying direction and priorities? Providing clear unit/personal goals? Aligning measures? Giving helpful performance feedback and coaching? Expecting accountability? 14 Metrus Group, Inc.

15 What Can You Do to Optimize Talent? Ensure Alignment Nurture Engagement Grow Capabilities Manage Talent Lifecycle 15 Metrus Group, Inc.

16 What Actions Might Improve Capabilities? ALIGNMENT CAPABILITIES ENGAGEMENT Goals Brand Customer Competencies Information Resources Advocacy Commitment Satisfiers 16 Metrus Group, Inc.

17 Grow Capabilities (that Stakeholders Care About)? People assigned to roles that fit them? Building high teamwork? Resources/tools? Right information and technology Developing skills for both today and tomorrow? Diversity 17 Metrus Group, Inc.

18 What Can You Do to Optimize Talent? Ensure Alignment Nurture Engagement Grow Capabilities Manage Talent Lifecycle 18 Metrus Group, Inc.

19 What Actions Might Improve Engagement? ALIGNMENT CAPABILITIES ENGAGEMENT Goals Brand Customer Competencies Information Resources Advocacy Commitment Satisfiers 19 Metrus Group, Inc.

20 Improving Engagement? Supportive vs. punitive relationship? Providing growth and learning opportunities? Transparent communication? Treatment with respect? Recognizing people? 20 Metrus Group, Inc.

21 What Actions Do You Take? Alignment Capabilities Engagement Profile Optimized Talent Misguided Enthusiasm Strategic Disconnect Under Equipped Disengaged Unable/Unwilling Wasted Talent High Risk Sub-Optimization 21 Metrus Group, Inc. High Low

22 What Can You Do to Optimize Talent? Ensure Alignment Nurture Engagement Grow Capabilities Manage Talent Lifecycle 22 Metrus Group, Inc.

23 Are You Managing the Entire Talent Lifecycle Well? ATTRACTING RECOVERING ACQUIRING RETAINING ACE ON- BOARDING DEVELOPING & SUCCESSION TRAINING MAXIMIZING PERFORMANCE 23 Metrus Group, Inc.

24 Acquiring Talent More Strategically Facts: Hiring costly and often not effective Organizations historically best on C Weakest on A and E Question: Do you find and select talent that is high on both A and E? Potential Actions: Hone & calibrate interviews to detect A and E factors Build a powerful Talent Value Proposition! 24 Metrus Group, Inc.

25 On-boarding or Acculturating Talent? Facts: Timing is important: first impressions count! Acculturation as a goal is often missed Questions: Are you acculturating new hires? How do you know? Do new hires feel equipped to succeed? Potential Actions: Acculturation starts BEFORE hire Actively manage/measure early impressions 25 Metrus Group, Inc.

26 Rethinking Performance Management Facts: Performance Appraisals most frustrating area of talent management Questions: Do you destroy Engagement while trying to create Alignment? Are Capabilities optimized? Potential Actions: Make it part of daily life Helping employees get an A 26 Metrus Group, Inc.

27 Developing Leaders & Succession Facts: Performance: What strong; How weak Skills: Technical strong; people weak Accountability: Activities high; People Management low Question: Are you optimizing your leadership talent? Potential actions: Better leadership measures Invest in people management skills ID and recognize great role models Begins at top! 27 Metrus Group, Inc.

28 What Can You Do Tomorrow or Today? Diagnose/understand how well you create a high ACE team Enhance your leadership capabilities Review talent processes against ACE 28 Metrus Group, Inc.

29 What ONE Thing Will You Do Differently Tomorrow To Make Yourself A Great Leader? 29 Metrus Group, Inc.

30 Thank You! For more information: LinkedIn: 30 Metrus Group, Inc.