Living Your Mission, Vision and Values

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1 Living Your Mission, Vision and Values HR s Role in Strategy Execution Michael Couch, SPHR, HCS President, Michael Couch and Associates Inc. 2016

7 Strategy Defined A framework which guides the choices that determine the nature and direction of an organization How Value will be created Meaningful Results What to Do & Not to Do Effective Behavior 7

8 Strategy-Driven Organization Development SM Business Strategy Organization Demand Organization Capability Strategic Talent Management Assuring that talent makes a difference in executing strategy Michael Couch & Associates Inc All Rights Reserved. 8

9 Business Strategy Put Strategy First, Not People Talent Management Be a Business Advocate First, A People Advocate Second 9

11 Market Share/Revenue Growth Creating Customer Value Value Touch Points Brand/Image Value Price Fairness From Reg Goeke Market Value Solutions The Institute for the Study of Business Markets Penn State University 11

12 Market Share/Revenue Growth Creating Value Agricultural Tractors Dealer Service.23 Mission-Critical Processes Machine Operation.19 Value Touch Points.62 Machine Productivity User Training Brand/Image.10 Value Order & Delivery.08 Price Fairness.28 Machine Reliability.07 From Reg Goeke, Market Value Solutions 12

13 Return on Improved Performance (ROIP) ala John Boudreau* Strategic Value Dealer Service Improved performance is not equally valuable in all roles Order & Delivery Performance *Retooling HR,

14 Robert Eustace Senior Vice President of Knowledge at Google Wall Street Journal 2005 One top-notch engineer is worth "300 times or more than the average 14

19 StratCo Strategy Realization Cascading Strategy from Vision to Performance

20 Companies that more closely aligned goals across their organization enjoyed much higher levels of financial success How Smart HCM Drives Financial Performance Workforce Intelligence Institute & Success Factors, 2006

21 2016 Strategic Talent Management Survey Sponsored by the PHRA and Pittsburgh Technology Council Aligning the organization with the strategy by cascading goals and objectives down through the organization * * Based on Profitability and Customer Service/Retention

22 Strategy Deployment X Matrix Annual Improvement Priorities Breakthrough Objectives Key Initiatives and Owners Value Drivers

23 Strategy Deployment X Matrix Breakthrough Objective Breakthrough Objective Key Initiative Key Initiative Owner Owner Annual Improvement Priority Annual Improvement Priority Value Driver Value Driver

24 Strategy Deployment X Matrix Breakthrough Objective Reduce Lead Time by 10% Key Initiative Value Stream Map top 5 process Owner Jim Annual Improvement Priority Lead Time reduction of 10% on top 5 products Order to Delivery Lead Time Value Driver

Cascading Plan Action Performance Deployment Plan Project Plans Objectives Owner Expected Results

Result Due Date 1 - Identify top 10 products to be mapped Top 10 identified and communicated

- VSM kaizen for product E Mapped and on the wall 08/16/13 8b - Complete actions to achieve 8%

25 Cascading Plan Action Performance Deployment Plan Project Plans Objectives Owner Expected Results Due dates Annual Performance Objectives Employee: Jim Employee Performance Plan Objective Expected Result Due Date 1 - Identify top 10 products to be mapped Top 10 identified and communicated 01/31/ Assign leaders to each product to be mapped Leaders aware of their products 02/03/14 8a - VSM kaizen for product E Mapped and on the wall 08/16/13 8b - Complete actions to achieve 8% reduction in overall leadtime Validated results 12/12/14 Michael Couch & Associates Inc All Rights Reserved. 25

26 What s Up, Jim? Our team is reducing order to delivery lead time on our top 5 products by 10% this year and by 25% in 3 to 5 years. Its one of our four Breakthrough Objectives.

27 Its Time to Ditch Conventional Performance Reviews 95% 90% Managers dissatisfied with PM systems HR heads believe they do not yield accurate information

28 If you want a high-performance organization, you have to reverse the destructive effects of conventional Performance Management.

29 PM systems that attempt to serve too many purposes tend not to do any of them very well.

30 Rethinking Conventional PM Align every employee to the strategy Aligned goals Ongoing feedback and coaching No Ratings IMPACT Better match the nature of work today Improved collaboration Attract & retain talent Develop people faster

Impact on Employee Performance Source: CEB Corporate Leadership

32 Feedback Rich Environment Set Goals Review Performance Ongoing feedback, planning and development Typical Conversations Improved Conversations 32

33 Its All About the Conversation What would it look like if the quality of your conversations was... More future-focused More engaging More of a dialogue about progress, plans and support Aligning Goals in Real-Time 33

35 Strategic Talent Management Business Strategy Organization Demand Organization Capability Strategic Talent Management Assuring that talent makes a difference in executing strategy Michael Couch & Associates Inc All Rights Reserved.

36 Different strategies require organizations with different capabilities

37 Strategy Drives Capabilities and Talent Strategy Organizational Capabilities Leadership Competencies Aligning Talent to Strategy 37

Organization Demand Regional Human Services Non-Profit Past Capability Mature Market Slow Execution Standard Offerings Declining Retained Earnings Little Competition Silo d Units Accepted High

38 Organization Demand Regional Human Services Non-Profit Past Capability Mature Market Slow Execution Standard Offerings Declining Retained Earnings Little Competition Silo d Units Accepted High Turnover Future Capability Execution and Decision Making Innovation Leadership Customer Focus Upgrading the Workforce Focus on Core Capabilities Building Competitive Advantage Engaging Employees Strategic Effectiveness Architect

39 Business Strategy 39 Mission Critical Competencies Key Organization Capability Execution and Decision Making Innovation Leadership Focusing on Customers Upgrading Workforce Focusing on Core Capabilities Building Competitive Advantage Engaging Employees Strategic Effectiveness Architect Critical Leadership Competencies Innovation Management Strategic Agility Business Acumen Perspective Managing through Systems Managing and Measuring Work Timely Decision Making Organization Agility Drive for Results Motivating Others Managing Vision and Purpose Leadership Architect

40 What are Competencies? Measurable characteristics of a person related to success at work Observable behaviors Varying Developmental Difficulty Performance and Potential

41 Competencies allow organizations to... Align talent with strategy If you don t get the competencies right, the rest doesn t matter Integrate talent processes Consistent application of competencies improves talent decisions Michael Couch & Associates Inc All Rights Reserved.

42 Aligned Talent Management Business Strategy Organization Demand Competencies Organization Capability Strategic Talent Management Competencies: The compass that keeps the strategy on track Michael Couch & Associates Inc All Rights Reserved.

43 Integrated Talent Management Business Strategy Acquire Assess, Plan & Deploy Competency Models Develop Consistent application of competencies improves talent decisions Promote

44 2016 Strategic Talent Management Survey Sponsored by the PHRA and Pittsburgh Technology Council

45 Building Competencies Don t start from scratch Focus on the future Model High-Potential, High-Performers Model roles NOT departments and titles Validate against the strategy Michael Couch & Associates Inc All Rights Reserved.

47 Talent Assessment What s the best tool to assess the overall capability of an organization s talent? Robust Talent Reviews Honest and open conversations about performance and potential Assess talent capabilities and gaps Hewitt Associates, Talent Management Magazine

Manager Focus on behaviors and impacts Targeted Action and

48 Talent Assessment Keys to Success Trained facilitator Objective, candid discussions Multiple assessment sources Not just HR or Manager Focus on behaviors and impacts Targeted Action and Development Planning Integrate Follow-Up in regular business discussions 48

Capability Assessment Talent Reviews Organization Capability

Growth Potential At Potential Expandable Agile Organization Capability Assessment Diamond in the Rough Emerging Leader Capability High Potential Builders Questionable Fit Capability Adaptable

50 Growth Potential At Potential Expandable Agile Organization Capability Assessment Diamond in the Rough Emerging Leader Capability High Potential Builders Questionable Fit Capability Adaptable Contributor Foundation Adaptable Performer Capability Limiters Marginal Performer High Professional Michael Couch & Associates Inc All Rights Reserved. Less Effective Solid Exceptional Performance Effectiveness

51 Growth Potential Is This A Strategy-Capable Organization? Agile Expandable At Potential $168,800 $616,230 $132,000 $975,480 $271,930 $405,390 $151,170 Less Effective Solid Exceptional Performance Effectiveness Michael Couch & Associates Inc All Rights Reserved.

and Readiness with Accountability, Resources and Time Frames

52 Organization Development Action Plans Building Organization Capability Action Planning to build Organization Capability and Readiness with Accountability, Resources and Time Frames Michael Couch & Associates Inc All Rights Reserved. 52

53 Building A Strategy-Capable Organization Regional Human Services 1. Remove marginal leaders in mission-critical roles 2. Create strategy-driven Competency Models 3. Build Leadership Capability at all levels Accelerate the intentional development of new leaders Plan the intentional development of future leaders 4. Build competency-based selection and promotion Michael Couch & Associates Inc All Rights Reserved.

54 Developing Capability Pays Off High Performing Organizations* are: 3x More effective at Leadership Development 3.5x More effective at Succession Management * In Revenue Growth, Market Share, Profitability and Customer Satisfaction

55 But....

56 Evolution of Development Past Learning Today s Learning Intentional Development Classroom Individual One Shot Hit or Miss Blended Learning Action-based Support from others Continuous

57 57

58 Growth Strategy Customer, Brand and People Critical Capabilities People Asset Review Capability Action Teams

59 HR s Role In Strategy Execution Strategy People Processes Link talent strategy to business strategy Translate strategy into goals Focus on mission-critical processes and roles Identify strategic competencies Assess and improve organization capability Michael Couch & Associates Inc All Rights Reserved.

Management Process Assessing Your Organization's Talent Talent Management Derailers: Keys to keeping your talent train on

60 Free Whitepapers Top 10 Signs that You Are NOT Taking a Strategic Approach to Talent Building a Robust Succession Management Process Assessing Your Organization's Talent Talent Management Derailers: Keys to keeping your talent train on the track The Elegance of Competencies Leadership Development Redefined Leveraging Culture to Impact Business Results Sign up for my newsletter: Competing Through People Michael Couch & Associates Inc All Rights Reserved.

61 Scan for more information or to request a copy of the presentation Michael@mcassociatesinc.com