2017 University of Southern California

Transcription

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2 All listener lines will be muted. Want to speak during the discussion? Please click the Raise Hand button. Please click the button again (it will read Lower Hand ) once you are finished speaking. Have a question during the presentation? You can type it in the chat box and press send. Please send to Everyone.

3 We are recording this webinar. A PDF of the slide deck and the recording will be available online after the webinar. We ll send an to attendees with the URL for these.

4 Some of Alec s focuses Economics of human resources and organization design HR and human capital metrics, analytics, and return on investment Strategy Alec Levenson CEO Senior Research Scientist Alec s latest books Strategic Analytics: Advancing Strategy Execution and Organizational Effectiveness (2015) What Millennials Want from Work: How to Maximize Engagement in Today's Workforce (2016)

5 Some of Alexis focuses Talent Analytics and Data Science applied to Talent Leadership assessment and development Large scale organizational transformation Alexis A. Fink General Manager Talent Management Integrated talent management systems / Competency systems

6 Today s Takeaways: Work Design as a Lever Role of Technology Focus on the Right Problem Engagement & Performance

7 Focus on the Right Problem Rider aspects of performance: Compensation and/or benefits Feedback / communication Ability to see opportunities for career development Elephant aspects of performance: Job fit (match between competencies and job duties) Manager quality Team effectiveness Path aspects of performance Work processes Technology Job Design

8 Engagement is important but the end game is productivity the relationship between engagement and productivity exists. But isn t as direct as you might think

9 So even if you use amazing analytics to find ways to improve engagement, you might not impact productivity

10 Performance Drivers Motivation (Rider) Engagement Capability (Elephant) Work Design (Path) Performance

11 HR and OE focus too little on work design Usually, too much responsibility for managing capability and motivation is pushed onto their plates Capability: Competency models, recruiting profiles, hiring processes, etc. Motivation: Employee engagement, turnover, careers, development, etc. At the same time, they are not allowed to play enough in the work design sandbox Not at the table with decision making authority when redesigns happen Hands tied behind their backs by annual budgeting cycle which typically excludes them

12 All 3 Levers Apply at Multiple Levels of the Organization Job Design Team / Group Design Organization Design Individual Capability Role / Job Task Execution Team Capability Team / Group Task Execution Organization Capability Strategic and Operational Performance Individual Attitudes / Motivation Team Attitudes / Motivation Culture Job Performance Team Performance Organizational Performance

13 Traditional Job High Performance Job

14 Engagement and performance Traditional jobs High performance jobs Performance is managed primarily through monitoring and sanctions Jobs designed so that there is little upside productivity potential for engagement and effort beyond the standard (target) Performance can t be enforced through micromanaging Need to create conditions that allow for decision making autonomy Large upside productivity potential for greater employee engagement

15 Technology, engagement and performance Traditional jobs Technology is a control device to keep people in line, limit discretion Call center reps Cashiers Delivery drivers High performance jobs Technology is a complement, aid that enables people to be more productive

16 High performance work design trumps employee engagement

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18 Traditional Team versus High Performance Team Workshop topics Traditional Business Unit versus High Performance BU and a whole lot more: Focus analytics on competitive advantage Direct spending to highest ROI for strategy execution Align compensation with work design Measure benefits versus dangers of benchmarking

19 Alec Levenson, PhD Senior Research Scientist Center for Effective Organizations Marshall School of Business University of Southern California Alexis A. Fink, Ph.D. General Manager Talent Intelligence & Analytics Intel Corporation