CULTIVATE PEOPLE PERFORMANCE Program Overview!
ABOUT DUNAMIS
ABOUT DUNAMIS HUMAN CAPITAL Founded 1991 1992 Became the only licensee of 2006 Established and part of Dunamis Organization Services
OUR VALUE PREPOSITION Human Capital Solutions Provider Dunamis Human Capital offers a technology based human capital management solutions Investment IT Solutions Provider Time
OUR SOLUTIONS TRAININGS HCMS Alignment Certification HCMS Alignment For non HC Leaders PMS Improvement DJP Development Integrated Training Design Competency Based Reward Management System Talent Management Organization Design Cultivate Performance CONSULTING SERVICES APPLICATION SERVICES Performance Management Plus Career & Talent Management Plus Learning Management Plus Recruitment Management Plus Employee Self Service Plus Reward & Payroll Management Plus OAM Workshop HC Blueprint Organization Design DJP Development PMS Development Competency Modeling Reward System Development Talent Management Development HCMS Audit Comprehensive HCMS Alignment
OUR CLIENTS
OUR CLIENTS
OUR JOURNEY
OUR JOURNEY Effective Performance Understand Capability Cultivate Performance Communicat ion Coaching Retention 1 2 3 4 5 6
EFFECTIVE PEOPLE PERFORMANCE
ANCIENT CHINESE PROVERB If you want 1 year of prosperity, GROW GRAIN If you want 10 years of prosperity, GROW TREES If you want 100 years of prosperity, GROW PEOPLE
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PEOPLE ARE CHANGING Net Generation 10 30 Years Baby Boomers After World War II (64 years old) Struggling Anti-Compliance Freedom Wealth Feel Special Gen X After Boomers Cold War Vietnam War The Fall of Berlin Wall and Soviet Union Community and Relationship Orientation Less Ego Helpful Gen Y Echo Boomers Economic Wealth High Standard of Living Glamour Against Parent Tradition and Culture Digital Native 0 11 Years Digital Technology Era Multi-lingual Multi-skills Confidence
PEOPLE MATTERS Today s realities demand: Larger and more global organizations Leaner organizational structures More dynamic labor markets Complex processes and assignments Old important skills become obsolete and new skills that often never even existed before become critical Persistent pressure to increase shareholder value Different Individual Needs & Values Talent Hijacking High Performance Organizations with a Robust Management have: 72% Better performance (IBM Survey 2012) Increase quality, ability to innovate and better strategic initiatives execution (PMI, 2012)
are your most important assets are not your most important asset, the right people are
PEOPLE MANAGER MATTERS The central relationship between manager and employee plays a critical role only perform well when they operate in a culture which nurtures and supports them and helps them to work towards the achievement of their ambitions. (Siemens) Companies failed 82% of time, to choose the right candidate for the job (Gallup) Managers account for at least 70% of variance in employee engagement scores across business units. 60% to 70% of employees are working at less than full capacity (Gallup) Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company (Saratoga) leave managers, not companies (Marcus Buckingham and Curt Coffman)
More Than: 30% believe they ll be working someplace else inside of 12 Survey RESULTS months. 40% don t respect the person they report to. 50% say they have different values than their employer. 60% don t feel their career goals are aligned with the plans their employers have for them. 70% don t feel appreciated or valued by their employer You Failed : To Unleash Their Passions To Challenge Their Intellect To Engage Their Creativity To Develop Their Skills To Give Them A Voice To Care To Lead To Recognize Their Contributions To Increase Their Responsibility To Keep Your Commitments Reasons to QUIT REASON TO QUIT
MANAGER s ROLES IN PEOPLE MANAGEMENT
EFFECTIVE PEOPLE MANAGER COMPETENCIES Lead Self Interpersonal Communication Active Listening Analysis & Judgement Problem Solving Adaptability Lead Influencing others Team building Striving for results Situational leadership Coaching & developing others Lead Organization Managing resources & execution Managing conflict Building stakeholders Dealing with relationship & networking Continuos Improvement Lead Business Visionary Understanding of the business ambiguity Customer orientation Managing Change
EFFECTIVE PEOPLE MANAGER ACTION Understand Capability Communication Retention Effective Performance Cultivate Performance Communication Develop Through Coaching
UNDERSTAND PEOPLE CAPABILITY
Understand Capability Communication Understand Capability Retention Effective Cultivate Know your people Performance Performance Manage expectations Communication Develop See things through the eyes of others Through Set clear measurable objectives Coaching Put the right people on the job
Know your people Build Rapport Capability Manage Expectation Understanding of needs and behaviors Understanding the nature of psychological contract Leave your ego See things through the eyes of others Open your mind to relative perspective & ideas Accept your viewpoint is not necessarily that of others Cut through the hierarchy Individualized management Focus on employment experience
Set clear measurable objectives Provide guidance and direction Facilitate planning Motivate and inspire employees Help organization evaluate and control performance Ensure employees know what they must do, how well they must do it, and why they are doing it SMART Put the right people on the job Clear job requirements Behavioral assessment to capture potency Focus on critical positions Understanding people s aspirations, challenges and frustrations Provide differentiation in reward & recognition Provide resources needed to succeed Challenge the people s limit and stretch the goals
CULTIVATE PEOPLE PERFORMANCE
Understand Capability Communication Cultivate Performance Retention Effective Cultivate Managing Performance Performance Performance Managing Conflict Communication Develop Through Coaching
DISCUSSION
Managing Performance Leader s Roles in Managing Performance Performance Management Managing Competency Give and Encourage Feedback Managing Conflict Right Timing Know Your Boundaries Respect Differences Confront the Tension Define Acceptable Behavior Understanding the WIIIFM Factor Identify the Best Way to Handle Conflict
COMMUNICATION
Retention Understand Capability Communication Communication Type Cultivate Communication Performance Style Effective Performance Communication Communication Develop Through Coaching
Control Emotion Analytical Driver Less Assertive More Assertive Amiable Expressive Source: Martha Tuttle, 2011 Demonstrate Emotion
ANALYTICAL Value: data, information, facts, process, task, do things right, detail oriented Tend to be introvert and less assertive, listen more than talk Communication style: acurate/measurable Strengths: cautious, systematic, thorough, detail, task oriented Need attention to: uncertainty, birocracy, completeness, lose big picture, objectivity, delay, slow in decision making, perfectionist Influence by: analytical thinking, numbers, structure, process, rational approach, facts, accurate documentation, detail oriented
DRIVER Value: goal orientated, important action, solving problems, result, actionable, fast-paced Tend to be more extrovert and assertive, more talk than listen Communication style: direct and fast Strengths: independent, strong point of view, result oriented, decisive, pragmatic, bottom-line Need attention to: bad collaborator, objectivity, short term, rough, insensitive, impatient, instruction Influenced by: speed, openess, courage, flexibility, confident, results, clear solution, strong argumentation, energy
AMIABLE Value: Information, contextual, involvement, input, feedback, support, appreciation, fairness Tend to be more introvert and less assertive, good listener, tend to say things that people want to hear rather than his/her opinion Communication style: gentle and slow Strengths: diplomacy, gentle, supportive, people oriented, loyal Need attention to: avoid conflict, risk averse, obey, more time for people than for tasks, can t say no, delegation, over commitment Influenced by: friendship, participation, presence, collaboration, trust, face to face, consistency
EXPRESSIVE Value: vision, ideas, big picture, concept Tend to be more extrovert and assertive, exaggerated, use many anecdotes and examples Communication style: expressive and fast Strengths: articulation, enthusiastic, visionary, people oriented, entertaining, kind, warm Need attention to: impatience, impulsive, un structure, deadline Influenced by: big picture, enthusiasm, originality, big ideas, face to face dialog
DEVELOP PEOPLE TROUGH COACHING
Understand Capability Develop Through Coaching Communication Retention Effective Cultivate Coaching Definition Performance Performance Coaching Objective Communication Coaching Result Develop Through Coaching
Coaching Definition Helping Others Focus on Sustainable Process to Get Better Results Again and Again Coaching Objective Improve Performance, Competencies and Attitudes & Behaviors To Unleash Potential Coaching Result Competency Improvement Self Awareness Behavioral Changes Organizational & Individual Performance Improvement
PEOPLE RETENTION
Understand Capability Communication Retention Retention Effective Career Cultivate & Talent Management Performance Performance Reward Management Communication Develop Through Coaching
QUICK SURVEY
EXECUTIVE WILLING TO CONSIDER MOVE OUT Current Position Willing to be a Candidate CEO 55.2% EVP 64.7% SVP 54.1% VP 46.8% Other 49.8% Peter Cappelli and Monika Hamori
Career Plan Make time for your staff Build on people s strengths Ask your people to break down their goals & identify challenges Career Progress Be a great problem solver Provide various development activities for your people Facilitate career mobility Talent Management Make your people careers a priority Make an acknowledgement a routine part of your communication with your people Be objective Reward System Ensure you have SMART objectives for each staff Know your people Be consistent Be specific Make the reward relevant
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