I Finding Hidden Gold in Your Organization Mining the Talent of Your People (Part 1) Michelle M. Smith, CPIM, CRP Vice President O.C. Tanner Company FORUM Past President Jennifer Rosenzweig, PhD Partner Dragonfly Resource Group FORUM Research Director
www.performanceforum.org The FORUM, affiliated with Northwestern University, is an organization for thought leadership advocating the most effective way business leaders create and sustain organizational value is through partnership with people. We promote a people-centered leadership approach by: Providing relevant, provocative, & actionable academic research Creating a platform for leaders to dialogue, network and benchmark practices Delivering ideas for practical action and experimentation Building and supporting a community of champions for people-centered leadership
This Morning s Agenda Intangible Assets: Mining for Gold Common Views of Business The Human Value Connection Leadership Enrichment Model
Lessons From Gold Miners
How Management Mines For Gold
What Do We Mean By Unseen?
Internal Service Quality The Service-Profit Chain Employee Satisfaction & Productivity External Service Value Customer Satisfaction & Loyalty Profitability
What Business Heard It s about service and profit But what happened to the employee?
All Stakeholders Need Attention Customers Management Employees Suppliers Shareholders Local community
Shareholder Theory Shareholder Theory Attributed to Jack Welch Customers and stockholders became the overriding, central focus Employees (and everyone else) were left behind
In Jack s Own Words On the face of it, shareholder value is the dumbest idea in the world. Financial Times March 12, 2009 Jack Welch
Why Does Business Think This Way?
Forum Analysis Examined MBA education from two perspectives: Customer vs. Employee Rational vs. Emotional What informs the building blocks of business education?
Common View of Business Analytical Quantitative Hard Left Rational Science Brain Skills Human Resources Inventory and Logistics Strategic Planning Research and Development Finance Economics Information Systems Marketing and Sales Employees Consumers Leadership Qualitative Emotional Right Soft Creative Art Skills Brain
FORUM View Rational Human Resources Process Design Organizational Design Inventory and Logistics Strategic Planning Finance Economics Information Systems Internal Marketing Organizational Communication Research and Development Marketing and Sales Employees Channel Company Owned Channel Franchise Consumers Training and Development Organizational Development Sustainable Mission and Purpose Leadership Incentives and Recognition Change Management Emotional
Employees Are What s Missing!
Finding the Hidden Gold
We are shifting to an Employee Led Economy
Employee-Led Economy Employees at the heart of business success Employees will lead & sustain prosperity Creativity and ingenuity Willingness to commit Relationships they build with the customers and each other
Employees are leaders amongst an expanding group of stakeholders
The Human Value Connection Suppliers Leadership Employees Channel Customers Society
The quality of the connections between stakeholders has a powerful impact on performance
The Importance Of Connection Suppliers Leadership Employees Channel Customers Society What kind of relationships exist inside and outside your organization? Is everyone aligned toward reaching the same goal? Is the vision a powerful one, which can pull everyone together?
Enrich the employee not the job to deepen engagement and connections
Employee Enrichment Enrich the Person Employees Meaningful Work Productivity / Retention Profitability
What Needs to Change to Make the Unseen More Powerful?
The Opportunity is Now Here Triple Bottom Line Profits Planet People
How Value Is Defined Changes Think More About the Intangible Value Generated by People md
How We Motivate Changes Long-Term Motivation Comes From the Culture
How We Lead Changes Enrichment Leadership
Enrichment Leadership Model
Business = Purveyor of Relationships
Leaders Encourage Potential An organization can only become the best version of itself to the extent that the people who drive that organization are striving to become better versions of themselves. An employee s primary purpose is to become the best version of themselves.
Vision Development Organization Leaders inspire a sense of direction and purpose for all, in and out of the organization Social Comprehensive responsibility is a strategic goal and extends beyond itself to help society
People Alignment Every coalition must be balanced as they are interdependent Shared purpose, vision, solid trust, and strong relationships
Enriching People Employee This process transforms the outputs of people alignment processes to extract & deliver value Business is a crucial institution and significant influence on the quality of our lives
Enriching People Customers Enrich the customer relationship Transcends product-based approach and becomes customer-centric
Enriching People Organization Leaders must adapt to different levels of motivation Humanization of work quality
Performance Assessment Creating standards of performance & future improvement Integrate interests of employees, customers & shareholders
Closing Thoughts Define what s important to your company Make those factors relevant to the market Keep employees at the center of the plan Move beyond engagement to enrichment Tolerance for long-term strategy vs. short-term financial gains Try something new!
What s Ahead in Part 2 Why it Works: The Oblique Strategy Table Discussions: Ideas for Turning Concepts into Actions
Michelle M. Smith, CPIM, CRP Named as one of the Ten Best and Brightest Women in the Incentive Industry, Michelle has worked in every facet of recognition and incentives, both domestically and internationally. A highly rated international speaker, writer, and consultant on performance improvement; Michelle is a respected authority on human capital management, internal branding, and engagement. She s published and delivered more than 450 articles and lectures and has advised many of the world s most successful organizations on how to optimize their performance improvement initiatives and gain maximum ROI. Michelle is the President of the Board of Trustees of the Forum for People Performance Management and Measurement at Northwestern University and active in the Global Incentive Council, the Society of Incentive & Travel Executives, and serves on the Board of Directors for Recognition Professionals International. Michelle is also President Emeritus of the Incentive Marketing Association, on the Board of Directors of the Incentive Federation, the National Advisory Board for the Motivation Show, and the Recognition Council. She is also a member of the Editorial Board for Return on Performance Magazine, the Performance Improvement Council, WorldAtWork, and the Corporate Executive Board. Michelle is O.C. Tanner Company s Vice President, Business Development. Further questions can be addressed to: Michelle.Smith@OCTanner.com
Jennifer Rosenzweig, PhD Jennifer is a scholar practitioner who consults with organizations to build employee engagement, while also contributing new insights to the field regarding how to maximize the performance of people in the workplace. Her diverse background includes performance improvement, positive employee engagement, change management and instructional design. Jennifer leads strategic projects designed to promote process improvement and to generate organic growth, all while engaging the workforce. Past projects have also addressed needs such as improving sales skills and developing customer service capabilities. Jennifer is a frequent speaker at industry conferences, including the Incentive Marketing Association, the International Society for Performance Improvement and the Employee Involvement Association. She has also published numerous articles, papers and book chapters. She is also co-author of the book, entitled Enlightenment, Incorporated. Her academic credentials an MA in performance improvement and instructional design from the University of Michigan and an MS in positive organization development and change from Case Western Reserve University. She also has a doctorate in organizational consulting from Ashridge Management College in London, England. Further questions can be addressed to: JRosenzweig@dragonflyORG.com