The New Talent Leader Integrated Talent Management Virtual

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The New Talent Leader Integrated Talent Management Virtual Conference William Schiemann CEO, Metrus Group

The New Talent Leader Integrated Talent Management Virtual Conference William Schiemann CEO, Metrus Group 1 | © Metrus Group, Inc.

Metrus Institute: A Source of HR Research and Cases We have learned a lot

Metrus Institute: A Source of HR Research and Cases We have learned a lot about Talent and creating Value. . . Human Capital Study in over 2000 organizations (ASQ, 2010) Executive interviews and extensive research reviews for Reinventing Talent Management (2009) Executive Thought Leader breakfasts HR Benchmarking Study of over 1000 firms (Quality Progress, 2007) Many more (see www. metrus. com/institute) 2 | © Metrus Group, Inc.

Today’s Discussion 1. New Marketplace 2. Why Talent Management Needs to be Re-Thought 3.

Today’s Discussion 1. New Marketplace 2. Why Talent Management Needs to be Re-Thought 3. Optimizing Talent 4. Steps You Can Take Today 3 | © Metrus Group, Inc.

The Times They Are A-Changin’ 4 | © Metrus Group, Inc.

The Times They Are A-Changin’ 4 | © Metrus Group, Inc.

The Times They Are A-Changin’ Competition is fierce—Value is King! More with less Agility;

The Times They Are A-Changin’ Competition is fierce—Value is King! More with less Agility; constant change; just in time Technology change You will become outdated faster Talent is great differentiator Managing talent will be a premier skill Good talent has choice Not enough leaders with the right capabilities 5 | © Metrus Group, Inc.

The Times They Are A-Changin’ Challenge Yourself at www. reinventingtalentmanagement. com/Tools and Aides 6

The Times They Are A-Changin’ Challenge Yourself at www. reinventingtalentmanagement. com/Tools and Aides 6 | © Metrus Group, Inc.

The Winning Game is Value How does your company or organization create value? How

The Winning Game is Value How does your company or organization create value? How does your function or team add value? How do you add value? 7 | © Metrus Group, Inc.

Value Equals… Quality of Relationship/Service Cost of Relationship 8 | © Metrus Group, Inc.

Value Equals… Quality of Relationship/Service Cost of Relationship 8 | © Metrus Group, Inc.

Value Implications for Managing Talent Need to have a differentiated people strategy What makes

Value Implications for Managing Talent Need to have a differentiated people strategy What makes you different from your competitors? Why do you deserve to get and keep good talent? Are you managing risk—Who’s leaving? Or staying? Are you optimizing your talent? Are you pulling the right levers? How do you know? From Talent Management to Talent Optimization 9 | © Metrus Group, Inc.

Why Traditional Approaches to Talent Management Need to Change Prior models often assume: 1.

Why Traditional Approaches to Talent Management Need to Change Prior models often assume: 1. All strategies are alike 2. Jobs, people bring equivalent value 3. High engagement solves most issues 4. Managers are equipped to optimize talent 5. Existing talent processes are effective in new marketplace 10 | © Metrus Group, Inc.

1. Different Strategy—Different Talent POSSIBLE PEOPLE MEASURES What Values? What Competency? What Engages? 11

1. Different Strategy—Different Talent POSSIBLE PEOPLE MEASURES What Values? What Competency? What Engages? 11 | © Metrus Group, Inc. Cost Leader • Values: • Efficiency Innovation Leader • Values: Customer Intimacy • Values: • Autonomy • Empowerm ent • Cost analysis • Idea generation • Customer knowledge • Task fulfillment • Creative fulfillment • Service fulfillment

2. Differentiation is Key! 12 | © Metrus Group, Inc.

2. Differentiation is Key! 12 | © Metrus Group, Inc.

What are Your “A” Jobs? 13 | © Metrus Group, Inc.

What are Your “A” Jobs? 13 | © Metrus Group, Inc.

Who are Your “A” Players? 14 | © Metrus Group, Inc.

Who are Your “A” Players? 14 | © Metrus Group, Inc.

This Organization has Identical Operations & HR Systems COMPANY CENTRAL EAST UNIT 3 UNIT

This Organization has Identical Operations & HR Systems COMPANY CENTRAL EAST UNIT 3 UNIT 1 UNIT 2 15 | © Metrus Group, Inc. WEST UNIT 3 UNIT 1 UNIT 2

How Engaged are your Employees? Non-employees? COMPANY 61 EAST CENTRAL WEST 53 51 76

How Engaged are your Employees? Non-employees? COMPANY 61 EAST CENTRAL WEST 53 51 76 UNIT 1 UNIT 3 53 63 54 76 69 83 UNIT 2 45 40 80 Red = Low Yellow = Medium Green = High 16 | © Metrus Group, Inc.

Why are These Scores Not Enough? COMPANY 61 EAST CENTRAL WEST 53 51 76

Why are These Scores Not Enough? COMPANY 61 EAST CENTRAL WEST 53 51 76 UNIT 1 UNIT 3 53 63 54 76 69 83 UNIT 2 45 40 80 Red = Low Yellow = Medium Green = High 17 | © Metrus Group, Inc.

3. Engagement Alone is Not Enough PEOPLE EQUITY 18 | ALIGNMENT CAPABILITIES ENGAGEMENT Goals

3. Engagement Alone is Not Enough PEOPLE EQUITY 18 | ALIGNMENT CAPABILITIES ENGAGEMENT Goals Talent Advocacy Brand Information Commitment Customer Resources Satisfiers © Metrus Group, Inc.

Measure it! What the CFO/CEO Expect to hear! Top Quartile PE Companies with high

Measure it! What the CFO/CEO Expect to hear! Top Quartile PE Companies with high ACE üWere 2 x more likely to be financial leaders in their industry Bottom Quartile PE Companies 100 90 80 üWere 3 x more likely to be quality leaders in their industry üAveraged half the turnover of low ACE companies Sources: Kostman & Schiemann, People Equity: The Hidden Driver, Quality Progress, 2005 Seibert & Lingle, Internal Customer Service: Has it Improved, Quality Progress, 2007 19 | © Metrus Group, Inc. 70 60 50 40 30 20 10 0 Financial Quality

What Can You Conclude About the Organization Now? COMPANY EAST A C E 48

What Can You Conclude About the Organization Now? COMPANY EAST A C E 48 52 61 CENTRAL A C E 49 53 53 44 27 51 61 84 76 UNIT 1 UNIT 3 A C E A C E 29 56 53 56 52 63 54 26 54 43 28 76 49 61 69 66 84 83 UNIT 2 | UNIT 2 A C E 37 51 45 34 25 40 58 87 80 A = Alignment; C = Capabilities; E = Engagement Red = Low Yellow = Medium Green = High 20 WEST © Metrus Group, Inc.

Be Careful of One-Size-Fits-All Programs COMPANY EAST A C E 48 52 61 CENTRAL

Be Careful of One-Size-Fits-All Programs COMPANY EAST A C E 48 52 61 CENTRAL A C E 49 53 53 44 27 51 61 84 76 UNIT 1 UNIT 3 A C E A C E 29 56 53 56 52 63 54 26 54 43 28 76 49 61 69 66 84 83 UNIT 2 | UNIT 2 A C E 37 51 45 34 25 40 58 87 80 A = Alignment; C = Capabilities; E = Engagement Red = Low Yellow = Medium Green = High 21 WEST © Metrus Group, Inc.

Is People Equity Manageable? Drivers & Enablers of People Equity Alignment with Organizational Strategy

Is People Equity Manageable? Drivers & Enablers of People Equity Alignment with Organizational Strategy Capabilities Engagement Supervision HR Systems Innovation Values/ Operating Style 22 | © Metrus Group, Inc. Unique Strategy Elements Structure Direction/ Strategy Leadership Technology Systems

4. Are You Optimizing Talent? Alignment Capabilities Engagement 23 | Profile � � �

4. Are You Optimizing Talent? Alignment Capabilities Engagement 23 | Profile � � � � � Strategic Disconnect � � � Performance Laggard © Metrus Group, Inc. Optimized Talent Cheerleader

Growing Value—Frequent Drivers of Alignment? Clear direction Clear unit/personal goals Aligned measures Performance feedback

Growing Value—Frequent Drivers of Alignment? Clear direction Clear unit/personal goals Aligned measures Performance feedback & coaching Accountability—rewards Structure, silos and intergroup processes 24 | © Metrus Group, Inc.

Are You Optimizing Talent? Alignment Capabilities Engagement 25 | � � � � ©

Are You Optimizing Talent? Alignment Capabilities Engagement 25 | � � � � © Metrus Group, Inc. Profile Optimized Talent Cheerleader Strategic Disconnect Under Equipped Performance Laggard

Growing Value—How Do You Grow Capabilities (that Customers Care About)? Person-role fit Customer driven

Growing Value—How Do You Grow Capabilities (that Customers Care About)? Person-role fit Customer driven Teamwork Resources/tools “Right” information & technology Innovation 26 | © Metrus Group, Inc.

Are Your Managers Optimizing Talent? Alignment Capabilities Engagement � � � � 27 |

Are Your Managers Optimizing Talent? Alignment Capabilities Engagement � � � � 27 | © Metrus Group, Inc. � � � � Profile � � Optimized Talent � � � � Cheerleader Strategic Disconnect Under Equipped Under Achiever Indifferent Talent Waste Performance Laggard

Growing Value—How Can You Improve Engagement? – Job security – Fairness issues – Compensation

Growing Value—How Can You Improve Engagement? – Job security – Fairness issues – Compensation (wages, benefits, perks) – Treatment with respect and dignity – Stress (e. g. work and family conflict; workload targets) Satisfiers 28 | © Metrus Group, Inc.

Growing Value—How Can You Improve Engagement? Commitment Satisfiers 29 | © Metrus Group, Inc.

Growing Value—How Can You Improve Engagement? Commitment Satisfiers 29 | © Metrus Group, Inc.

Growing Value—How Can You Improve Engagement? – Interesting work – Identification with organizational mission

Growing Value—How Can You Improve Engagement? – Interesting work – Identification with organizational mission or values, supervisor peers – Commitments to peers – Inspiring leadership Commitment 30 | © Metrus Group, Inc.

Growing Value—How Can You Improve Engagement? Advocacy Commitment Satisfiers 31 | © Metrus Group,

Growing Value—How Can You Improve Engagement? Advocacy Commitment Satisfiers 31 | © Metrus Group, Inc.

Major Drivers of Engagement Advocacy Growth and development Recognition Involvement and visible advocacy roles

Major Drivers of Engagement Advocacy Growth and development Recognition Involvement and visible advocacy roles Leverage unique capabilities and interests 32 | © Metrus Group, Inc.

5. Talent Processes Effective? Optimizing Performance Training Succession On-Boarding Retaining Acquiring Recovering Employer Branding

5. Talent Processes Effective? Optimizing Performance Training Succession On-Boarding Retaining Acquiring Recovering Employer Branding 33 | © Metrus Group, Inc.

Hire More Strategically Facts: Weak interview validity Managers historically best at hiring for C

Hire More Strategically Facts: Weak interview validity Managers historically best at hiring for C Weakest on A and E Potential Actions: Build a stronger TVP Select for A and E in addition to C Improve interview protocols and skills process Live what you advertise—Is the culture what new hires were led to believe? 34 | © Metrus Group, Inc.

Optimize Performance Facts: Performance Appraisals often create more damage than value ◊ ◊ Basic

Optimize Performance Facts: Performance Appraisals often create more damage than value ◊ ◊ Basic conflict of A and E! Forms and rating scales not the ‘magic’ Connection to development weak Feedback and coaching biggest weakness ◊ Pay rarely differentiates Potential Actions: Make it part of daily life Help employees “get an A” 35 | © Metrus Group, Inc.

Retain the Best Facts: Too many high performers escape Turnover far more expensive than

Retain the Best Facts: Too many high performers escape Turnover far more expensive than most realize ◊ Indirect and intangible costs Exit interviews/data often yield flawed data Potential Actions: Think about pivotal jobs Create sticky environments Mass customize packages/treatment Use better predictors and more conversations 36 | © Metrus Group, Inc.

SUMMARY: TAKE-AWAYS 37 | © Metrus Group, Inc.

SUMMARY: TAKE-AWAYS 37 | © Metrus Group, Inc.

1. Different Strategy—Different Talent POSSIBLE PEOPLE MEASURES What Values? Cost Leader • Values: •

1. Different Strategy—Different Talent POSSIBLE PEOPLE MEASURES What Values? Cost Leader • Values: • Efficiency What Competency? What Engages? 38 | © Metrus Group, Inc. Innovation Leader • Values: Customer Intimacy • Values: • Autonomy • Empowerm ent • Cost analysis • Idea generation • Customer knowledge • Task • Creative • Service fulfillment

2. Differentiation is Key! 39 | © Metrus Group, Inc.

2. Differentiation is Key! 39 | © Metrus Group, Inc.

3. Engagement Alone is Not Enough PEOPLE EQUITY 40 | ALIGNMENT CAPABILITIES ENGAGEMENT Goals

3. Engagement Alone is Not Enough PEOPLE EQUITY 40 | ALIGNMENT CAPABILITIES ENGAGEMENT Goals Talent Advocacy Brand Information Commitment Customer Resources Satisfiers © Metrus Group, Inc.

4. Are Your Managers Optimizing Talent? Alignment Capabilities Engagement � � � � 41

4. Are Your Managers Optimizing Talent? Alignment Capabilities Engagement � � � � 41 | © Metrus Group, Inc. � � � � Profile Optimized Talent Cheerleader Strategic Disconnect Under Equipped Under Achiever Indifferent Talent Waste Performance Laggard

5. Talent Processes Effective? Optimizing Performance Training Succession On-Boarding Retaining Acquiring Recovering Employer Branding

5. Talent Processes Effective? Optimizing Performance Training Succession On-Boarding Retaining Acquiring Recovering Employer Branding 42 | © Metrus Group, Inc.

New Talent Leaders Think strategically Differentiate Optimize ACE Close their talent optimization blind spots

New Talent Leaders Think strategically Differentiate Optimize ACE Close their talent optimization blind spots Improve talent processes that they control Hire for A and E—not just C Acculturate—not just onboard Help talent grow—avoid negative PM behaviors Blend talent needs with business needs Create sticky environments 43 | © Metrus Group, Inc.

What ONE Thing Will You Do Differently Tomorrow To Be A Strategic Contributor? 44

What ONE Thing Will You Do Differently Tomorrow To Be A Strategic Contributor? 44 | © Metrus Group, Inc.

Questions & Answers For more information: www. metrus. com 908 -231 -1900 wschiemann@metrus. com

Questions & Answers For more information: www. metrus. com 908 -231 -1900 wschiemann@metrus. com Twitter: @wschiemann 45 | © Metrus Group, Inc.

Thank you! For more information: Metrus Group 908 -231 -1900 www. metrus. com wschiemann@metrus.

Thank you! For more information: Metrus Group 908 -231 -1900 www. metrus. com wschiemann@metrus. com Twitter: @wschiemann THANK YOU! 46 | © Metrus Group, Inc.