Managing change. Strategies to Align Goals and Retain the best Talents within the Company PRECISE. PROVEN. PERFORMANCE.

Transcription

1 Managing change Strategies to Align Goals and Retain the best Talents within the Company PRECISE. PROVEN. PERFORMANCE.

2 2 The main focus of our Agenda: talent management as a business subject.

3 El foco de nuestra Agenda: la gestión del talento como un tema de negocios. 23

4 The main focus of our Agenda: talent management as a business subject. Because the growing and the continuity of the Firm depends in great measure on the perfect fit between the knowledge, skills and emotions of our people day by day build a working environment where the focus is on excellence, where the view is on Clients, where the impulse is internal and where the opening is constant 4 and we manifest this in our value proposal, codesigned with our people to promote the wisdom, the personal mastery and the autonomy of us all who build Moore Stephens network.

5 A new way of THINKING about TALENT: 1 Prejudices old paradigm new paradigm One All 2 Value Proposal Benefits Total reward 3 Attraction 4 Development 5 Differentiation To Buy Training Equals Marketing T * Co * Pr >I = HPce & HIPO 5

6 6 Within this context, the challenge depends on knowing how to impact on YOU

7 Please think for 1 minute Which predominant FACTOR, Will you attribute, over others, to your career success as a team leader? Great People Decisions Claudio Fernández Araoz 7

8 8 Your success depends on decisions you make as to how influence on YOU LUCK + GENETICS DEVELOPMENT Decisions about CAREER (decisions) you have taken with PEOPLE, were the KEY

9 Key idea 1: The decisions You make about people are KEY for your own personal satisfaction and 9 professional success, and they can be sistematically analyzed and, largely, IMPROVED.

10 We should also agree on principles, axioms and paradigms I decide whether I stay or go 10

11 11 Let s also agree principles, axioms and paradigms

12 To Learn Certainty Challenge Contribution Significance Growing Love and connection 12

13 Let s also agree on principles, axioms y paradigms 13 persue pleasure avoid pain

14 First corollary: and that DECISION is in my NO CONTROL area but still I can choose a paradigm 14

15 15 We have to resolve a Dilemma to continue: what do we do?

16 Let s also agree on principles, axioms y paradigms 16 persue pleasure

17 17 Second consequence of the dilemma:

18 Engagement goes a step further Is a talent, a high performer always connected + with everything is on autopilot has already done the check-out Know how to do it (and do it well!) Motivated People 18

19 19 Individual Talent (IT)= abilities + capabilities + action Is demotivated (I can ) Is always late (IT) ( I act ) ( I want ) Good intentions, but inefficient

20 Where in the formula, should you observe the engagement of the management? 1. In personal demonstration of the determination towards results, but with the right balance between mental, physical and relational dimensions; 2. In your intense desire to know what your people need, through observation, dialogue and enquiry; 3. In behavior and exceptional efforts to apply development strategies that unleash talent. 20

21 Nothing more IMPORTANT. Partner / Head / Founder Director / Manager 21

22 22 The new Role to manage Talent for the Company leader and his team: 2. To identify and engage those high performance and potential personnel; 1. To make his direct staff responsible for the results in talent management. 3. To link the growing of the Firm with the Talent planning; 4. To spend less time on low added-value activities 1. Definition of objectives 2. Performance Evaluation 3. Feedback 4. Training 5. Recognition

23 Engagement for the 256! of employees highly engaged expressed they can trust and count on their colleagues*; of them expressed they had a high intention of remain in the company * Accenture Survey - Institute for High Performance > Research Report / June

24 First consequence of the corollary: You should only retain the explicit knowledge of your people combining practices of knowledge management with 24 succession plans

25 3 KEY IDEAS so far : The decisions you make about people will always be key in your personal success; WHY is the key; People do not like to be retained ; however, they would respond better to initiatives which maximise their pride in a way to meet their objectives; An employee or a team with engagement decide to unleash their talent towards the organization s aims and, by doing so, they increase their chances to stay in the Company for longer. 25

26 26

27 It is incredible to observe how we are, at the same time, enormously different, but immensely equals. Julio Olalla 27

28 Be aware of what your people want and need What do you think is the WORST? Simply NOT KNOWING what people need or knowing what people want and simply do NOTHING about it? 28

29 People can be (and usually are.) CONFUSE! 29

30 Once more: money, does it buy employee loyalty? T or F? you can answer in an individual way, if they are - for yourself T or F the following statements: The most common tool used by companies to retain their people is through rewards (salary, commissions, bonuses etc.) The factor economic is the number #1 reason why people quit their jobs When people is satisfied with their reward, it is very likely they stay in the company 30 The employee s intention to remain in a company depends on factors that go far beyond the economic sphere

31 31 Once more: Does money buy employee s loyalty?

32 Be aware of what your people feel about their managers. Do you remember the now classic Gallup report? People do not leave their companies They leave their BOSSES. 32

33 33 If we wish to design our Proposal to engage people most, what should we do?

34 and less They are divided by generation and gender Needs: Reasons to leave the company: Incentives and strategies to achieve their engagement: 34

35 y menos They are divided by generation and gender Needs: Reasons to leave the company: Incentives and strategies to achieve their engagement: 35

36 Thinking about your people as consumers, make yourselves these 4 questions: Age Generation Sex How is he? What does he do? Race Role Habits Conducts Skills What does he want? Expectations Needs Ambitions Who is he? Values Leadership Personality History 36

37 Thinking about your competitors, make yourselves these 4 questions: Who are they? Other SMEs? Big4? Personal projects? How they communicate? Messages: rational and emotional What do they offer? Their value proposal Their attractive Disadvanta Disadvantage ges? Learning Access T/D Responsibility Pressure Balance 37

38 They tell a story. And they talk to YOU in his language 38

39 And that enables them to stay in Top 10 year after year 39

40 40 Using correct (and marketing ) sentences such as global opportunities a supportive and collaborative workplace individuality is encouraged A place where YOU can make a difference.

41 But there are 3key factors to maximise, linked to basic human needs: Clarify direction and priorities Make them feel valued Provide them guidance and support Purpose Personal Mastery Autonomy 41 > There is nothing that people cannot achieve Business outcomes Which translates into a better organizational performance and a superior return for your shareholders. A comprehensive value proposition In order to strengthen the company Brand (employer branding) Atmosphere of engagement A highly productive working environment, Which promotes group competencies.

42 Understanding the formula Clarify direction and priorities Communicate where you are going, why, and show them the route plan to follow; This involves allowing people to co-create part on that destination; It has to do with defining responsibilities, objectives and giving them empowerment. 42

43 Understanding the formula Make them feel valued Reward your employees for their performance in different ways and in a competitive manner; Recognize good work performance which is based on personal engagement, builds pride and reinforces the sense of belonging; 43 Encourage personal search for the right balance between personal life/work, promoting the search for purpose and the grater use of their personal strengths.

44 If he can,we ALL can. The balance is the key to achieve vitality and top performance 44

45 45 Consider this as something more than a simple benefit: a pole of attraction

46 If you want your people to continue investing their abilities and talents in your business development, you must give them time and advice for their RECOVERY, so that can regain their energy levels 46

47 Understanding the formula Provide them guidance and support It is about self-management and managing relationships, in other words, you need to support your Emotional Intelligence (EI); 47

48 From 1 to 100%, In which percentage would they rate your Emotional Intelligence? Emotional self-awareness Self-control Social conscience (emotional dynamics of others) Managing relationships (communicate, inspire, resolve conflicts) Your Emotional Intelligence will always impact on your effectiveness and on the engagement of the team 48

49 Understanding the formula Provide them guidance and support It is about self-management and managing relationships, in other words, you need to support your Emotional Intelligence (EI); It is about you being able to Influence your team members behavior by introducing new powerful beliefs, creating new habits and developing new abilities; 49 It is about your ability to provide a useful and appropriate Coaching, based on your character and competencies, elements of confidence.

50 50 Something else: an add value for the formula: The Employer Branding is thus established by the formula: it relates to what your SME has to offer to its employees. It can be used as a long term strategy in order to support your sense of belonging and to influence your future candidates own perceptions, as well as yours.

51 The VALUE from a Value-added proposition The value-added (or promise ) switch becomes an attraction tool for new talents; That promise communicates values, which influence perceptions among all potential candidates; Which definitively expresses what will be the individual s experience, once they look at the company from inside. 51

52 Moore Stephens should also start to sell its Model 52

53 Every message must answer YOU his main 3 questions: 1 Why should I work here? (gratifying experience?) 2 What can I expect if I achieve the results? 3 What do they expect from me? (promoted actions and expected results?) (related benefits?) 53

54 Just about to finish 8 Force Ideas 54

55 8 Force Ideas, strategic imperatives and next suggested steps 1. Design the new value proposal; 2. Communicate it internally; share it regionally 3. Modify it with the input and the voice of the people; 4. Implement the model in each country, with adaptations 5. Establish indicators (how many, speed, effectiveness) 6. Start to sell that promise to the world (web) 7. Identify formally your talents (high performance and/or high potential) 8. Celebrate every goal that strengthens and gives wisdom to the model 55

56 Just about to finish Thank you very much. 56

57 57 CONTACT US: Modelo de Liderazgo : Blog: aledelobelle.wordpress.com Web site: Mobile (International): Skype: alejandro.gaston.delobelle e-book #1 Buenos Aires / Argentina * 2011 PRECISE. PROVEN. PERFORMANCE.

58 8 Force Ideas, strategic imperatives and next suggested steps Call your team, discuss the formula (the 3 key factors to potentiate) and define which will be, in your firm, your: proposal of value; the core competencies for your leaders and the indicators of engagement to evaluate. 58

59 8 Force Ideas, strategic imperatives and next suggested steps In line with your talent management strategy, start with internal customers. Make conversations with them and find out their answers to the following questions: I. Do you think you have left your mark during your term In MS (company) (country)? II. What would you need to start leaving your mark? III. Do you think there is a culture of trust and respect within this small company, in which you can learn and grow personally and professionally? IV. Do you feel your moves are supported, do we encourage new risks, do we learn from our past mistakes? 59 Compare the answers with their current performance: is there any coincidence between results and answers? Please look again: analyze each individual s personal profile, who is who using valid psychometrics tools.

60 8 Force Ideas, strategic imperatives and next suggested steps Q? S? E? How many firms in the Region decided to implement the new proposal of value? (quantity) How fast have they decided to do it? (speed) How successful were they? (effectiveness) 60

61 8 Force Ideas, strategic imperatives and next suggested steps Transmit this proposal of value, sell it and validate it, as follows: Reviewing the local website to increase the dialogue with YOU, with testimonies, photos, videos and all the pride and learning that implies working in a professional services PME; By making it a good basis for development of competences, reflected on individual and annual training and development plans; 61 As point of reference at the time of entrance interviews, in order to substantiate fit between the candidate s profile and the corporate culture.

62 8 Ideas fuerza, imperativos estratégicos y próximos pasos sugeridos Who are they? How was their performance in the past? Which clients to they attend and which projects will we give them now? Why will we do it? Whom could they replace tomorrow? 62

63 8 Force Ideas, strategic imperatives and next suggested steps Breathe engagement, talk about it. Turn it into a new mindset. Make of it a business priority, as are the results or the budget. You can do it as follows: Celebrate small and great success, as well as any other event where any selected core competencies were express; 63 Think like someone in Marketing: everyday is full of Moments of Truth, that add or subtract points to the strategy of engagement. Add points one at the time, one person at the time, one process at the time. But all firms at the same time.

64 6 Key ideas more: You must articulate your engagement strategy according to the different segments you intend to target, as a marketer would do with his Customers; Clarify and sell the Mission and the strategic plan to your team, while you encourage them to make their voices heard by others; Use all the tools you have available to value your people s work and to renew their energy; money is just a hygienic necessity; give time and support balance and personal interests, the plus; 64

65 6 Key ideas so far (cont): Work on your own emotional intelligence, in a way to increase the organizational emotional intelligence (EI); and so the results Your role as a leader is to inspire, encourage and challenge your ZONE OF TALENT, in order to develop through example, more leaders, so maximize Coaching and any available leadership training opportunities; The objectives of all your leaders at M&S must include indicators related to talent development, as those of profitability or 65 growth are set out.