DDJ Myers. Employee Engagement Meets Talent Development 4/26/2017. By Peter Myers, MSC, PCC May 5, 2017 The Wisconsin Credit Union League

Transcription

1 Employee Engagement Meets Talent Development By Peter Myers, MSC, PCC May 5, 2017 The Wisconsin Credit Union League DDJ Myers Founded in 1989 Three Main Divisions Executive Search Leadership Development Strategic Organization Philosophy: Leadership from within Team: Advanced practitioners, scholars and teachers Strategic Partnerships Boston College s Center for Retirement Research found the following: Voluntarily switching jobs in one s 50s increases the likelihood of still working at 65 by 20% Data suggest meaning and flexibility are found in the new job Source: WSJ 1

2 Environmental Factors Baby Boomers Environmental Factors Economy Source: WSJ Environmental Factors Diversity 2

3 Environmental Factors Millennials 73 million people Most racially and ethnically diverse generation in U.S. history One of the most educated generations Unattached to brands, communities, social institutions 38% of workforce Connected to people (social network = happiness) Graduated into the Great Recession with a bunch of debt Unattached to their jobs Source: Gallup Study: How Millennials Want to Work and Live Environmental Factors Millennials 21% reported changing jobs within last 12 months (more than 3x nonmillennials) 36% will look for a different job in next 12 months (compared with 21% of non millennials) 60% are looking for employment opportunities Less engaged in their workplaces Source: Gallup Study: How Millennials Want to Work and Live Environmental Factors Engagement Source: Gallup Study: How Millennials Want to Work and Live 3

4 Environmental Factors Mergers Source: 2016 Callahan Annual Report Environmental Factors Mergers Source: OSCUI How Important is the Opportunity to Learn and Grow? It is extremely important to 59% of millennials 44% of Gen Xers 41% of Baby Boomers Source: Gallup Study: How Millennials Want to Work and Live 4

5 What is Your Human Capital Strategy? A series of explicit statements that defines how you do the following: Attract Recognize Recruit Develop Retain Engage Compensate Reward Promote Your most valuable Challenge asset. Talent Readiness Assessment Ready Now Able to step into role immediately or within 6 months. Interim Able to fulfill basic tactical requirements of the position for a period of 3 to 6 months. Targeted Ready in 6 to 36 months. Ready Future Ready in 36 to 60 months. Learning Identified as potential high performer. Can step in with minimal lead time. Possesses core competencies to support current strategic initiatives. Is in specific development for this role. High potential with specific and significant learning gaps. Early in career or leadership cycle and lacks knowledge or experience breadth or depth. Has demonstrated success that will add immediate value to the role. May or may not be a potential permanent successor. Seen as worthy of time investment to move to next level of leadership. Needs more success in current role or other roles, or basic knowledge. Leadership competencies show promise but are not yet matured. DDJ Myers, 2017 Talent Readiness Assessment CEO CFO CIO COO Ready Now Naomi Amaya Molly Haeussler Fiona Summers Interim Bryce Edward Fred Weston Targeted Ian Jefferson Scott William Ready Future Rebecca Young Roger Yearly Madison Nichols Learning Marley Jackson 5

6 Develop the Roadmap 1.Strategic Context of Role 2.Central Conditions of Success 3.Key Customers 4.Decision Making Matrix 5.Soft Skills 6.Emotional Intelligence 7.Establish the Forum for Development & Engagement 8.Action Plan 1. Establish Strategic Context of Role A clear statement as to why the role exists Guiding principle for decision making Co created = increased buy in and engagement Primary to talent development and engagement approach 1. Establish Strategic Context of Role Example #1 Point A Overseeing the treasury, accounting, and corporate finance areas of the institution. Point B From a financial perspective, developing and providing the institution s strategic vision at a top line level and for various business units. 6

7 1. Establish Strategic Context of Role Example #2 Point A Consult with executive team on strategic items and provide actionable information to enhance (mostly) tactical and strategic decision making. Point B To create an organization wide understanding of our core competencies, competitive advantage, and value proposition and to leverage our core organizational disciplines by proactively positioning the balance sheet. 2. Central Conditions of Success (COS) How will you know you are successful over the next month? Six months? Year? What new responsibilities will you own? In what new way will you be relied upon by others? What new actions will you take that were previously unavailable? 3. Key Customers Who benefits from this role? What outcomes would be explicit? Implicit? What outcomes would they not expect but would love? Who are the internal customers? Who are the external customers? 7

8 4. Decision Making Matrix Responsible Accountable Consulted Informed 5. Soft Skills Are the necessary competencies that enable leaders to successfully manage through various situations. Are transferrable to different domains. Are certain attributes that are relevant to strategic contexts of roles. Are separate and distinct from technical abilities. Can be measured and developed. 5. Soft Skills Appreciating Others Customer Focus Futuristic Thinking Negotiation Resiliency Conceptual Thinking Decision Making Goal Orientation Personal Accountability Self Starting Conflict Management Diplomacy Influencing Others Planning and Organizing Teamwork Continuous Learning Employee Development Interpersonal Skills Problem Solving Time and Priority Management Creativity and Innovation Flexibility Leadership Project Management Understanding Others 8

9 5. Soft Skills 5. Soft Skills 6. Emotional Intelligence Emotional intelligence is the strongest predictor of performance. People with average IQs and higher EI outperform those with the highest IQs 70% of the time. Nobel Prize winning Israeli American psychologist Daniel Kahneman found that people would rather do business with a person they like and trust rather than someone they don t, even if that person is offering a better product at a lower price. Source: Emotional Intelligence 2.0 & Harvey Deutschendorf/Fast Company 9

10 6. Emotional Intelligence Assertiveness Impulse Control Reality Testing Emotional Expression Independence Self Actualization Emotional Self Awareness Interpersonal Relationships Self Regard Empathy Optimism Social Responsibility Flexibility Problem Solving Stress Tolerance Source: Emotional Intelligence 2.0 & Harvey Deutschendorf/Fast Company 7. Establish the Forum for Development & Engagement Change the dynamic by changing the conversation Establish a safe place for open dialogue and improvement 7. Establish the Forum for Development & Engagement Cue up conversation with stimulating, open ended questions such as the following: What is your favorite part about this development process? Which strategic initiatives would you like additional exposure to? How are you stimulating partnerships across the organization? What are you learning? What do you still need to learn? 10

11 7. Establish the Forum for Development & Engagement Request their selfassessment: Did well Do better Talent Readiness factor (Point A > B) Satisfaction with traction (1 10 scale) Offer your assessment: Did well Do better Talent Readiness factor (Point A > B) Satisfaction with traction (1 10 scale) Against the backdrop of the declared strategic context 7. Establish the Forum for Development & Engagement 7. Establish the Forum for Development & Engagement A range of rigor and lightheartedness can build more trust Regularly scheduled sessions (monthly) Prepare, prepare, prepare Request their assessment with your ability to develop and engage 11

12 8. Action Plan Make it Happen! The action plan includes items in these domains: Hard skills technical competency Leadership skills developing character Building key partnerships in organization Expanding social and peer network Action items must be SMART: Specific Measurable Achievable Relevant Timed Thank You! Peter Myers, MSC, 12