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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
One Page Talent ManagementEliminating Complexity, Adding Value
Coaching CoalitionJune 8, 2010
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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A Short Story . . .
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
“ there’s an increasing tension between company needs and HR's ability to
deliver ”
Deloitte’s Aligned at the Top study says:
They Don’t Think We Can Deliver
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
“ HR executives face a credibility gap when it
comes to executing basic HR duties ”
BCG’s The Future of HR in Europe says:
They Doubt Our Capabilities
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“The executives criticized HR professionals for lacking business knowledge,
observing that many of them worked in a narrow
administrative way rather than addressing long term
issues such as talent strategy and workforce planning.”
They Challenge Our Knowledge
McKinsey says:
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
Even HR Rates Its Performance Low
The New Talent Management Network
State of Talent Management 2010
Less than 50% rated assessment, development planning, engagement and
executive coaching as “Effective”
Even lower ratings for simplicity, transparency and
accountability
2010State of Talent Management
New Talent Management Network
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Why Isn’t It Working?
This seems strange since . . .
● The science is sound
● HR is an educated group
● Our leaders want the results
● We have formal TM groups focused on this
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1. The behavioral science is sound
2. Talent processes work if implemented
3. Line managers are rational
Let’s Start with What We Know
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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So What If We . . . Identified the business goal, then:
Start with the Science
• What’s actually proven to achieve the proposed business goal?
Eliminate Complexity, Added Value
• How few steps and how little data will take us from the core science to the business outcome?
• How can this process/tool help managers make smarter business decisions? Create some cake-mix?
Create Accountability
& Transparency
• How will managerial accountability be enforced?
• How can the process be as transparent as possible?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
One Page Talent Management
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Start with the Science
• What’s actually proven to achieve the proposed business goal?
Eliminate Complexity, Added Value
• How few steps and how little data will take us from the core science to the business outcome?
• How can this process/tool help managers make smarter business decisions? Create some cake-mix?
Create Accountability
& Transparency
• How will managerial accountability be enforced?
• How can the process be as transparent as possible?
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One Page Talent Management radically challenges conventional HR & TM thinking. It’s driven by the belief that:
Our practices are academically correct but practically deficient
Only execution delivers value
Two things matter (maybe three) in each practice
We have added complexity without adding value
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
OPTM is not a design gimmick. It’s our last chance to achieve
the true potential of talent management
OPTM – That doesn’t sound too hard . . .
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S.A.T. – So How Does Coaching Fare?
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How would your executives/line managers assess the following TM process on the dimension of effectiveness?
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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How would your executives/line managers assess the following TM processes as being simple/easy to use?
S.A.T. – So How Does Coaching Fare?
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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How would your executives rate managers’ accountability for action or follow-up for the following practices?
S.A.T. – So How Does Coaching Fare?
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How would your executives/line managers assess the following TM processes on the dimension of transparency?
S.A.T. – So How Does Coaching Fare?
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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The Value/Complexity Curve
The Value/Complexity Curve™
Effort/Complexity Added
Val
ue
Ad
ded
fo
r M
anag
er
Continue
Caution
Stop
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
OPTM Performance Management
The Science
• Harder goals motivate better
• Goals should align with self-interest
• Too many goals reduces effort on each
So why have . . .
Individual goal ratings
Fancy goal labelsCompetency-based assessments
10 different objectives
Individual goal weights?
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OPTM Performance Management
● Business Objective: Employees understand their goals; they’re fairly evaluated at year end
● Maximize value/minimize effort
– Reduce complexity – No more than four goals, no goal labels (crutch!), no competency ratings
– Remove false precision – Delete goal ratings and weightings
– Stop doing what’s not proven, i.e. employees participate in goal setting
– Stop worrying about the scale – it doesn’t matter!
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
OPTM Performance ManagementPerformance Management Plan – 2010
AssociateName: Title: Dept:
Manager:
HR Generalist: Specific,Important (business and employee),
Keep it SIMple
Describe the Associate’s performance goals for the year (in order of priority)
Metric
Results
A. B.
Summary Rating
1
2
3
Signature & Date “We have agreed to these objectives”4
Employee
Manager
At goal setting
Employee
Manager
At year-end review
Goal Metric
Results
Goal Metric
Results
Goal Metric
Results
Comments
A
“A performance evaluation was conducted”
Describe the two behaviors that are most critical to achieve the goals listed above.
Focus on essential info• What is the goal?
• How will you measure results?
• Was it achieved?
Maintain Balance of “What/How”• Behaviors critical to
achieve these goals
Reduce unnecessary info• Rating: 1 – 5 with no
labels, weighting or needless complexity
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B
C
D
Goal
Measurable
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Transparency and Accountability
Accountability
● “Time bomb” communications● Series of reminders increasing
in importance● “Managed” distributions● CEO role modeling
Transparency
● Full transparency about the process
● Everyone knows their ratings● Distribution, if any, is known
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OPTM Associate Engagement
The Science● Higher engagement leads to more employee discretionary
effort that benefits the firm
So why do we see . . .
● Questionnaires with 120 questions?
● Little focus on making follow up easy?
● No individual accountability for improving results?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
OPTM Associate Engagement
● Business Objective: Managers take the “right” actions to increase engagement
● Minimize Complexity– 45 questions– Practical, so easy to act on results
● Add Value– Proprietary algorithm gives managers customized
analysis and recommendations– No additional survey analysis required for a manager to
take action
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
Engagement Summary Page for: Marketing – Asia
What will drive engagement for your group?The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group. They are not necessarily those items with the lowest scores. You should act on these questions before taking action on other survey questions.
Your Score: 63%
Your Goal: 3%
Your Change: 4%
Goal Met:Yes
Results overview
Item ScoreKey drivers (shown in order of priority for action)#23. My manager sets clear performance goals (My manager) 67%
#12. I understand how my job contributes to the achievement of our business goals (Our strategy)
59%
#4. I have sufficient opportunities for professional development (Growth Opportunities) 55%
Strong Moderate Weak
Which areas have the most power to increase engagement?Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong, Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change.
Dimension Power
My manager 1.5:1
Our strategy 2:1
Growth opp’s 3:1
Dimension Power Dimension Power
Senior Mgmt. 5:1
Team strength
7:1
Empowerment 7:1
Communication 12:1
Diversity 13:1
Work Environ. 13:1
Focus on essential info
• What was our improvement goal?
• How did my group score?
• How did the company score?
Focus on essential info
• What was our improvement goal?
• How did my group score?
• How did the company score?
How Powerful are The Drivers?
(i.e. where should a manager focus his or her time)
How Powerful are The Drivers?
(i.e. where should a manager focus his or her time)
What, specifically should the manager work on to increase engagement?
What, specifically should the manager work on to increase engagement?
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Transparency and Accountability
Accountability
● In VPs performance plan; set increase each year
● Many VP’s rolled this accountability down the chart
Transparency
● Employees know all results● Division/group results available
to all (with context)
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The OPTM 360
The Science● Feedback with follow-up often results in improved
behaviors
So why do we see . . .
● Meaningless scales (I’m a 3 out of 5?)
● 50, 60, 70 questions?
● Long and confusing 360 reports?
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The OPTM 360
● Business Objective: Leaders behave in a way that supports the business strategy
● Eliminate Complexity– Minimum number of questions (30)– Unique scale – “Do much more” to “Do much less” –
instantly prioritizes development actions
● Add Value– One page report with three priorities– Feedforward “Stop, Start or Continue” for each priority
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The OPTM 360
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Unique Scale• Do much more – Do much less• What should change, not are
you proficient?
Unique Scale• Do much more – Do much less• What should change, not are
you proficient?
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The OPTM 360
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Clear Priorities• Focused on top three
areas for change
Clear Priorities• Focused on top three
areas for change
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The OPTM 360 Report (OK – two pages)
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A one-page summary of your top three priorities for change
A one-page summary of your top three priorities for change
Verbatim advice about specifically how to change
Verbatim advice about specifically how to change
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
Transparency and Accountability
Accountability
● Formal or informal, but must have teeth (i.e. considered in criteria for promotion, moves, development opportunities)
Transparency
● Results shared widely (manager, HR leader, talent leader, maybe others)
● These behaviors should be considered when making promotion/movement decisions
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Who’s using it/does it work?
● Who’s already implementing OPTM? American Express, Avon, IBM, General Mills, among others
● Some hard metrics – Quantitative metrics
• Engagement up 60% 72% from 2006 – 2009
• Manager provides timely and helpful feedback: + 20%
• Manager plans for my professional development: + 15%
• Manager clearly communicates performance goals: + 9%
– Qualitative metrics
• Line managers saying “thank you for new PM process” (!)
• Executive team said they’re making faster, more fact-based talent decisions
• Able to make the talent moves we wanted, when we wanted to
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
Getting Started
1. Take off your HR hat; forget your hard-earned HR knowledge
2. Select one practice you own or have input to
3. Pick your favorite effectiveness driver – simplicity, accountability or transparency
4. Answer the question, “What one thing could I do to increase (simplicity) in the next 30 days?”
5. If you’re ambitious, answer, “What one thing could we do to add more value to a manager in this process?”
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● Remember, most exec’s not happy with state of HR & talent
● As an HR professional or a coach, do you fit better at Company #1 or Company #2?
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
In Closing . . . .
● Simple works – the facts prove it
● You can do it – others have (and more will soon)
● It’s in your hands – make it happen
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Thank you!
Questions please!
For more information, [email protected]