winning the silicon valley talent wars cio magazine nikko hotel, san francisco, may 21 st
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Winning the Silicon Valley Talent Wars
CIO Magazine Nikko Hotel, San Francisco, May 21st
The Problem
The Employment Offer
4.3
3.723.26
0
3
6
Base Salary & Other
Benefits
5.02
3.523.16
2.88
Recognition &
Coworker Quality
Challenge &
Caliber of Work
Clarity of Role, Responsibility
& Mobility
3.77
2.95
2.08
Bus. Travel, Hours & Location
Vacation &
Flextime
Telecommuting &
Child Care
Compensation & Benefits Work Environment Work-Life Balance Organizational Environment
3.643.28 3.2
2.3
Company Reputation
Sr. Team &
Development Reputation
Tech. Level & Risk Taking
Co. Size & Fit with Co. & Industry
3.82 Average Category
Importance 3.40 Average Category
Importance3.06 Average
Category Importance
3.03 Average Category
Importance
401K & Internal Equity
Stock Options & %based Bonuses
Mgr. Quality
Source: Corporate Leadership Council
4.3
3.723.26
0
3
6
Base Salary & Other
Benefits
5.02
3.523.16
2.88
Recognition &
Coworker Quality
Challenge &
Caliber of Work
Clarity of Role, Responsibility
& Mobility
3.77
2.95
2.08
Bus. Travel, Hours & Location
Vacation &
Flextime
Telecommuting &
Child Care
3.643.28 3.2
2.3
Company Reputation
Sr. Team &
Development Reputation
Tech. Level & Risk Taking
Co. Size & Fit with Co. & Industry
401K & Internal Equity
Stock Options & %based Bonuses
Mgr. Quality
Source: Corporate Leadership Council
The single most important attribute in career decisions is manager quality: least likely to be traded away for any other attribute
Not focused on winning!
What her coach says
Say that again…
• Her response to adversity? Work harder!• Approaches skiing like art: works toward
perfection (impossible)• Deals with pressure? Focuses on being her best• Competes to ski the best she can (not to beat
others: not to win)• Coaches need to make a difference and feel an
emotional connection• Human potential is limitless: How far can you go?
Nature or Nurture?
PM is changingToday – Infrequent formal steps Tomorrow – Frequent coaching
Adobe – eliminated its PM review
Cargill – abandoned ratings/reduced formal steps
GE – similar reforms
GAP – launching new monthly PM discussions
Source – PRDI/CEB
• 95% of Managers are dissatisfied with their PM systems
• Most employees feel reviews are not worth the time
• Most employees do not receive feedback on what to improve
• Almost 90% of HR Heads report their PM systems do not yield accurate information
E for Effort?
Human potential 2.0
What CAN be done to develop the talent we already have?
Some questions1. How much of the potential skill and motivation in your organization do
you think you have tapped? 2. How many of your managers are acting as great coaches? 3. How many of them realize and act as though it is their JOB?4. How many of the positions/roles in your organization have clearly
defined skills & competency expectations?5. How many of your people have personal development “Growth” plans?6. How many of you are reliant on HR groups to provide talent
development, skills assessments, and organization building? 7. And how many of you find yourselves dealing with HR groups who are
treated as a cost center and therefore squeezed to the point that they are unable to lead on pragmatic Future State building?
8. How many of your people are doing the hard work it takes to learn and perfect their skills?
Table exercise
1. Talk about an individual or a group in your organization that have really improved their ‘Talent’ and share your experience of what helped
2. Prepare to share/report out on one successful effort
In spite of what Mikaela says, everyone wins when we focus our efforts on improving; the Leader as coach wins with a stronger team, the individuals being coached win with learning and career advancement, and of course our organizations as a whole have a much better chance Winning the War for Talent.
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