Employee & Management Development Programs. Chad V. Sorenson, SPHR, SHRM-SCP Adaptive HR Solutions June 14, 2017

Transcription

1 Employee & Management Development Programs Chad V. Sorenson, SPHR, SHRM-SCP Adaptive HR Solutions June 14, 2017

2 Quick Survey Succession Plan ID High Potentials / Future Leaders Performance Management Program Train Management on PM & Developing Leaders Culture of Engagement & Performance

3 Questions You Should be Asking What are the challenges I face with my top performers? In the last year, have I had any regrettable losses among my leadership team? How am I engaging my current leadership, and potential leaders? What is my plan to develop my leaders? Which go to employee might be heading out the door?

4 Things They Might be Saying What have they done for me lately? I understand we had to cut back on staff, but how long will this temporary assignment go on? It s been three years now! Do they even care about my success anymore? It s not about the money don t they know I have kids and a spouse? This is getting boring what happened to the challenge?

5 Why is this Important To Me? Smaller workforce means each person is more valuable What is the impact if one of your leaders left the organization? If you don t spend the time and effort to develop your potential leaders, they will leave! More than 25% of high potential leaders say they plan to change jobs within 12 months* *Corporate Leadership Council Survey

6 Performance Management Benefits to Employees Recognition & Clarification Two-way communication Path for future growth Benefits to Leaders Encourages relationships System for setting expectations Improved performance reviews Increases employee engagement

7 Why Talk About This? Accurate, consistent & current information about behavior and performance Objective and Specific comments about what we expect from the employees and what we have observed facts not impressions Goals setting what can they do to move to the next level Moving from just looking at past results to a more active role in looking to the future Helps with decision making process when looking at promotions, compensation/merit increases, personnel movement, terminations, etc.

8 Developing Leaders through Strategic Performance Management and Engagement

9 Developing Leaders Identify High Potentials Create Plan, then Create Buy-in

10 Creating Buy-In Your success as a leader is the extent to which you have built leadership, or the next generation of leaders. The Leadership Code Ulrich, Smallwood & Sweetman

11 Developing Leaders Identify High Potentials Create Plan, then Create Buy-in What Does Success Look Like

12 "If you don't know where you are going, you will wind up somewhere else." ~ Yogi Berra

13 Picking Them out of the Crowd Consistent standards Train managers how to identify Objectivity Implement a systematic approach to reduce appearance of favoritism Communication with Hi Po s Only 40% of companies do this 33% of those not told are looking for another job 14% of those told were looking

14 Strategic From HR s View Strategic vs. Tactical HR as a business partner, not a cost center Do the HR programs identify with and further the strategic goals of the organization? Executive Buy-in

15 Strategic From Organization s View Mission Statement Annual Strategic Goals Buy-in from Executives... and Other Managers

16 Performance Management - Defined A defined process for aligning organization, team and individual goals, and for continually improving team and individual performance. Energizing Workplace Performance ~ Harold S. Resnick

17 Biggest Impact on PM Program

18 Components of a Well-Balanced Performance Management Program Job Descriptions Training Evaluations/Reviews/Appraisals Goals Immediate Action Plans Career Development Track

19 Feedback vs. Vacuum Constructive Feedback (Performance Reviews) They want to know how they are doing and they generally want to do a good job Absence of feedback = vacuum of info Sincerity: need to praise without making it sound phony Use specific and timely examples Regular

20 Components of a Well-Balanced Performance Management Program Generate Buy-In Our job to get them on board WIIFM Develop Training Beyond filling out forms Beyond having conversations Create Manager Accountability Competencies Coaching program for management

21 Management Competencies Choosing the right people hiring, promoting Developing their employees coaching Growing their employees expanding their responsibilities Preparing for the future succession planning Evaluating the team true performance management Making the hard decisions Proactive vs. Reactive

22 Engagement & Culture

23 Are They Engaged? Engagement Term is over used Process is under used What is it as it relates to our leaders?

24 Engagement Caring, competent and engaging senior leaders Effective managers who keep employees aligned and engaged Effective teamwork at all levels Job Enrichment and professional growth Valuing employee contributions Concern for employee well-being Re-Engage by Branham & Hirschfeld

25 Engaged Leadership World Class Organizations Engaged 31.5% 63% Disengaged 51% 29% Actively disengaged 17.5% 8% Ratio of engaged to actively disengaged is less than 2 to 1 8:1

26 Culture High aspirations Desire to win Think like an owner Bias to action Individuals who come together as a team Passion and energy Intolerance for poor performance adapted from John Spence

27 Motivations More than Just a Carrot Right rewards at the right time Work/Life Balance Doesn t have to cost anything, but without it can cost a bundle Ask Them! Huge divide in perception of motivations between employers and leaders/high potentials!

28 Strategic Performance Management What are the differences in a performance management plan for all employees and a strategic performance management plan for high potential leaders?

29 Strategic Performance Management Focused Based on the company s strategic goals Reviewed on a more regular basis Developed with an eye toward a specific path or position Mentors or coaches work directly with the future leaders Strategic investment in the process

30 Putting It All Together HR s Role

31 HR s Role Training for Leaders Give them the Why! Provide the Tools Measure the Success If you don t measure, were you successful The rest of the business uses metrics where are yours? Demonstrate your ROI Prove your worth Set the stage doesn t happen overnight

32 Summary Retaining key employees doesn t happen by accident Create a plan, follow the plan, measure the plan, revise the plan, follow the plan, measure the plan, revise the plan Communication and consistency Be specific and be timely

33 Developing Leaders through Strategic Performance Management and Engagement

34 What was Missing?

35 Chad V. Sorenson ChadVSorenson