Leadership for all Seasons

Transcription

1 Leadership for all Seasons Karl Ahlrichs, SPHR Gregory & Appel April 19, A 5 minute indictment Performance Management not working 5 Generations not working together Burnout of high performers and retention of the walking wounded Employee health trending down Talent shortage, not person shortage 1

2 A 5 minute indictment Cost of healthcare hurting our global competitiveness CFOs don t trust HR metrics Training has lost traction Everything stopped in October of 2008 now emerging from survival mode, but fast growth not happening. What it looks like when it fails 2

3 What it looks like when it works What do we need? A plan to guide us 3

4 What do we need? Logic Model to evaluate progress What do we need? A crisis to add a sense of urgency 4

5 What are the answers? Time to do a strategic plan What are the answers? Communication is our core skill 5

6 What are the answers? We have to change organizational behaviors. What are the answers? Hire and lead for values alignment 6

7 Produce -20% Poor Producers Produce 60% Average Producers 68% Produce 60% Superior Producers Bottom 16% Top 16%. Karl Ahlrichs - Karl@expertspeaks.com New Class of Workforce Marketplace changes everything 7

8 Integrity Personal Security A Sense of Priority Vision Influencing How to be Credible Competence Composure Likeability Honesty Energy Similarity 8

9 Use leadership skills to Get and keep productivity up Keep your good employees Upgrade or fire your bad employees Attract the best employees from your competition Attract second career professionals Attract Gen X, Y and Z Workforce Myths Myth - Diversity is a luxury, only a concern for large employers in big cities. Fact Diversity of thought, diversity of background, diversity of all kinds are magnets for Gen X, Y and Z, and are vital for attracting and retaining the future workforce. Tambien hable usted espanol? 9

10 Workforce Myths Myth - Gen X and Y will settle down and get a work ethic, and start acting like Boomers. Fact Not going to happen. Ever. What are your assumptions? Gen X? Gen Y Boomers? Veterans? 10

11 New skills needed Behavioral Psychology Strategic planning Communication Metrics analysis Marketing Sales Forward Looking Metrics 11

12 Old Activity Time to fill Turnover rate Training cost New Outcome of activity Time to high productivity Turnover quality Training payback Leading vs. Trailing Indicators Manipulating inputs and not outcomes Trailing Turnover Leading Engagement 12

13 What are we Measuring? We measure and time the steps in the process but we typically don t do a very good job of measuring quality. Number of Openings Days the Position is Open Number of Candidates Number Interviewed Offer Hit Rate Cost per Hire Turnover Time in Position Time from Interview to Hire Quality of Referral Source Quality of Candidate Quality of the Job Fit Quality of the process as a predictor of performance Level of proficiency of the candidate in specific skills Quality of the handoff to the hiring manager Quality of the overall team Are there times high turnover is desirable? 13

14 HR vs. CFO HR thought the key metric was turnover Wanted to improve on 35% per year CFO thought the key metric was productivity with accuracy Avg. crew of 2 could cycle a truck in 7 hours High performing crew could do it in 4.5 hours Human Capital Financial Statements the next big thing 14

15 Want to see the future? A look at the future 15

16 A look at the future A look at the future 16

17 A look at the future A look at the future 17

18 A look at the future What have we learned? Perhaps too much detail, but it is a start Still somewhat backward-looking Disclosure of Human Capital risks will be helpful to Sr. Management The direction we will be going. 18

19 What does your customer care about? Great Customer Service Great Outcomes Leadership That Motivates High Performing Employees Engaged Culture We must understand our people Define them with two key descriptors: How much Information do they want? How much of a Relationship do they want? Kahlrichs@psmin.com 19

20 The Model 0 Relationship Kahlrichs@psmin.com Transaction Oriented Low Information, Low Relationship Price, Price, Price Speed, Speed, Speed Accuracy, Accuracy, Accuracy Often Theory X thinking style I just want it good, fast and cheap Kahlrichs@psmin.com 20

21 Transaction Oriented We need it tomorrow by 4 p.m. The specs are I want to go out for bid I ed you my order Kahlrichs@psmin.com Information Oriented High Information, Low Relationship Want you to keep them informed Don t necessarily want to be your friend Love info on trends, big picture issues Here s my . Keep me posted. Kahlrichs@psmin.com 21

22 Information Oriented I need to stay up-to-date What s the latest? Give me the information; I ll make the decision My address is Kahlrichs@psmin.com Relationship Oriented Low Information, High Relationship Interested in personal advice Want you to have intimate knowledge of their department Want your problem solving You re the Expert. What Do You Think? Kahlrichs@psmin.com 22

23 Relationship Oriented We need to build trust I don t want anything off the shelf Can you join our planning meeting? What do you think? Kahlrichs@psmin.com Partnership Orientation High Information, High Relationship Want to create and sustain a long term, mutually beneficial relationship Want all of the attributes of all the types Join our Executive Team as a Member Kahlrichs@psmin.com 23

24 Partnership Orientation Your people need to know my people We re in this for the long haul You need to take the lead here We ll rely on you Ask Information Questions How much do you want me to keep you up to date on details? How important is it that I help you gather, synthesize and understand data? To what extent do you want me to inform you about industry trends and new technologies? Kahlrichs@psmin.com 24

25 Ask Relationship Questions How important is it that my people know people in your department, and vice versa? How important is a mutually beneficial relationship and joint long-term goals? To what extent do you want me to advise you? Kahlrichs@psmin.com Key Learnings Treat people as they want to be treated Some never want to be a partner Your free gift? Not wasting time... All quadrants care about time and money Organizations value you as consultant and broker of information Kahlrichs@psmin.com 25

26 Leadership Disciplines Thinking Strategically Anticipating ways to create value Managing Information Delivering focused, usable information Advancing the Relationship Increasing trust and commitment Orchestrating Resources Form a team and manage it well Kahlrichs@psmin.com Putting It All Together Figure out what the C suite values. Give it to them, in their language. Don t waste a good crisis. Build HR into organizational strategy Guarantee the results. 26

27 What have we learned? Time to do a strategic plan Communication Hire and lead for values alignment Use the economic crisis as a time to change organizational behaviors. What have we learned? Use metrics to guide Leadership Understand the generations Scrap the old models Dispel the Myths 27

28 The greatest gift you can ever give another is the example of your own life working, and working well. 28