maximizing the individual and organizational impact of professional development

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Maximizing the Individual and

Organizational Impact of Professional

Development

Speaker: Scott Mondore

Managing Partner

Strategic Management Decisions

Moderator: Kellye Whitney

Managing Editor

Chief Learning Officer magazine

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Development

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Kellye Whitney

Managing Editor

Chief Learning Officer magazine



Development

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Scott Mondore

Managing Partner




Development


Organizational Impact of

Professional Development

Scott Mondore, Ph.D.


www.smdhr.com

Presenter Bio-Scott Mondore


Scott has over 15 years of experience in the areas of strategy, talent management,

measurement, customer experience and organizational development. He has internal and

consulting experience across a variety of industries including transportation, healthcare,

manufacturing, pharmaceuticals, utilities, and hospitality.

Scott is currently a managing partner of Strategic Management Decisions (SMD). Before

SMD, he served as East Region President for Morehead Associates, a healthcare HR

company. Before joining Morehead, Scott worked as a Corporate Strategy Director at

Maersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on

employee assessment and measurement as well working as a consultant to large and small

organizations in both the private and public sector.

Scott is the co-author of “Investing in What Matters: Linking Employees to Business

Outcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results”

(SHRM, 2011). and recently won the Walker Prize from HR People & Strategy (HRPS) for

the article that “best advances state-of-the-art thinking and practices in human resources.”

Scott holds a master's degree and doctorate in industrial/organizational

psychology from the University of Georgia.

Learning Objectives

• Understand the current business environment and

implications for career development

• Explore a proven process and corresponding

assessment tools to assist employees in managing their

careers

• Use the process and tools to begin exploring

employees’ career goals and development needs

• Start down the path of creating career development

plans for employees

About SMD:

Driving Business Results Through Talent Management

Our Process

• Implement Talent Management processes based on analytics, linking

people to critical business outcomes

• Partner with our clients to create and execute people strategies that drive

business outcomes and maximize ROI

Our Results

• Linkage of Talent Management (e.g., engagement

survey results, training, performance ratings,

competency assessments) to a variety of business

outcomes:

▫ Operations Metrics (e.g., operating margin)

▫ Financial Metrics (e.g., sales dollars, productivity)

▫ Customer Satisfaction

▫ Turnover/Retention

▫ Employee Safety

• Significant bottom-line improvements and

return-on-investment for our clients.

Connecting Employees

to Business

Results

• HR Strategy & Planning

• Human Capital Measurement

• Talent Management

• Leadership Development

• Executive Assessment &

Coaching

• Organizational Effectiveness

Talent Link Key HR Processes

Business Outcomes

Performance Management

Selection

Employee Survey

360 Feedback

Succession Planning

Competency Builder

Career Development

Reward & Recognition

Training

Examples of

Business Outcomes

People

• Turnover

• Employee engagement

Service

• Customer satisfaction

• Wait times

Quality

• Clinical outcomes

• Product Defects

Finance

• % to budget

• Cost reduction

Growth

• Sales growth

• Margin growth

SMD Publications

The authors’ practical

approach, “Focuses HR

leaders on where to put their

limited time, energy, and

resources to maximize both

individual and organizational

performance.”

Vicki Escarra, President and

CEO

Feeding America

Published by

SHRM (2009)

Published by

SHRM (2011)

Session Agenda

• Overview of the current business environment

• Building the business case for career development

• Overview of our career management model/process

▫ Increasing Self-Awareness

▫ Establishing a Direction

▫ Building a Plan

▫ Executing the Plan

• Practical tips for effective execution

Applied Research and Trends

The Current Business Environment

• Organizations are becoming increasingly flat

• Customers and competitors are global and diverse

• No “life-time” employment

• Career bottleneck – competition for few leadership

positions

• Skills obsolescence

• Adults are having children later in life – during the

prime years of their careers

• Increased life expectancy:

▫ Employees are working longer

▫ Greater responsibility for parents’ care

• Increased desire for work-life balance

The Current Business Environment:

Disenchantment of High Performers

The economic downturn has taken a toll on employee morale:

• 21% of employees were “highly disengaged” at the end of 2009 –

up from only 8% in the first half of 2007

• Among high performers (i.e., “emerging stars”)…

admits to not putting all of his/her effort into the job

intends to leave your company within the year

believes his/her personal aspirations are quite

different from what the organization has planned for him/her

lack confidence in their coworkers and have

even less confidence in their senior team

WHY?! Outsized Expectations & Plenty of Alternatives

Source: Jean, M., & Schmidt, C. (2010). How to keep your top talent.

Harvard Business Review.

The Current Business Environment:

Addressing Generational Differences

Generational differences in employee commitment…

• Least Committed: Generation X (ages 28 – 43)

• Most Committed: Baby Boomers (ages 44 – 62)

Source: Morehead Associates (2008)

Key drivers of commitment for

Generation X:

• Quality/Customer Focus

• Career Growth

• Working Relations

• Involvement

Key drivers of commitment for

Baby Boomers:

• Quality/Customer Focus

• Career Growth

• Compensation

What Our Clients Are Saying…

“How do we make a business case for Talent Management initiatives like Career Development?”

“HR is always the first place Sr. Leaders look to cut expenses.”

“Our managers resist having career discussions with employees.”

“Our employees want help with their careers, but I am not sure where to start.”

“I have a tough time getting the funding for HR investments.”

An Analytics-Based Approach to Career Development

Linking Employee Attitudes to Business

Outcomes

1. Determine Critical

Outcomes

2. Create Cross-Functional Data

Team

3. Assess Measures

4. Analyze the Data

5. Build Program & Execute

6. Measure & Adjust

Business Partner RoadmapTM

• Traditional data analysis includes: • Qualitative analysis or gap analysis (strengths and

weaknesses) • Correlation • Regression

• Advantages of SEM: • Consider multiple independent & dependent

measures concurrently • Imply causality • Calculate ROI • Correct for measurement errors

• SEM is commonly used in other industries (econometrics, market research)

Analytic Approach – Structural Equation

Modeling

Building the Business Case: Case Study

Background: • Large organization

• Recent employee layoffs – 20% across the board

Purpose of Assessment/Intervention: • Focus on retaining ‘surviving’ employees and enhancing

productivity

• Identify ‘invisible levers’ in employee skills, behaviors, and attitudes that drive retention vulnerability and productivity ▫ Leverage historical records and recent employee survey data to

empirically link ‘surviving’ employee data to meaningful business outcomes (e.g., retention vulnerability; productivity)

• Prioritize employee-focused interventions that have a proven impact on key business outcomes

• Provide customized solutions to drive business outcomes

Turnover

Legend

Employee Survey

Training Participation

Mgr Competency Ratings

1a

1b

4

2

3

Numbers in paths indicate the intervention priority based

on the magnitude of the relationship with turnover.

Teamwork

Achieve

Extraordinary

Results

Customer

Focus

Cross-Training

Opportunities

Employee

Development

Career

Development

Opportunities

1

Business Case Study – Drivers of High-Performer Turnover

Poll Question

What business outcomes at your company

would be most impacted by an employee

language training program?

A. Increase sales by expanding into new markets

B. Improve customer satisfaction with multilingual service

C. Increase productivity and innovation with cross-border

collaboration

D. Improve workplace safety by removing language barriers

The Role of Employees, Managers, and the Organization

Who Should Drive Career Development?

Manager’s Role:

• Ensure that each high performer has a career development

plan

• Provide guidance and coaching around career development

• Provide honest, insightful feedback to high performers

regarding their career opportunities & performance

Employee’s Role:

• Increase his/her own awareness regarding competencies,

experiences, interests and opportunities

• Seek feedback and career advice

• Develop a career plan and execute against it

Who Should Drive Career Development?

Organization’s Role:

• Educate high performers about their career management

responsibilities

• Provide a process and tools to help high performers

manage their careers

• Educate managers on their career management coaching

responsibilities

• Provide fair and equal job access to high performers

• Encourage and support retention of high performers within

the organization

• Help employees understand the evolving strategy and

direction/needs of the business

Strategies for Encouraging Career Development

• Create programs that afford fresh assignments – e.g.,

lateral moves which create breadth of experience, job

rotation programs – for minimal cost

• Encourage high performers to make career changes

within the organization

• Provide mentoring programs/opportunities

• Encourage training and development for high performers

• Expand leadership development programs

• Balance development of skills to remain competitive in

the diverse, global business environment

Steps for Managing the Careers of High-Performers

Career Management Process

1. Become more aware of

yourself and the

organization

2. Establish a direction for

managing your career

3. Develop an action plan –

short and long-term

focus

4. Execute the plan –

periodically revisit

Enhance Self Awareness

Establish Direction

Develop Action Plan

Execute and Adjust

Our Career ADVICETM Framework

Career ADVICETM Assess and Develop through Values, Interests, Competencies, and Experiences

• Values & Interests ▫ Aspirations

▫ Likes/Dislikes (be honest!)

• Competencies – strengths & opportunities

▫ Performance management process

▫ Feedback and coaching

• Experiences ▫ General manager

▫ Functional leader

▫ Individual contributor

Managing your career starts with understanding yourself…

Know Yourself

What do I love to do?

What am I great at?

What job factors are important?

Fixed Variable Pay

None A Lot Travel

Not Flexible Location

Generalist Specialist Work

Individual

Contributor Manager Role

None A Lot Balance

Assess your interests…know your strengths

Understanding Your Values

The Talent Link Career Tool

What Is Important to Me?

Achievement

Authority/power

Competing/winning

Conformity

Control

Cooperation

Creativity

Duty/loyalty

Expertise

Financial stability

Friendship

Fun/pleasure

Health

Helping others

Independence

Influence

Integrity

Knowledge/learning

Leadership

Participation

Personal

development

Pressure

Advancement

Work-life balance

Responsibility

Risk taking

Security

Stability

Status/respect

Teamwork

Variety/new

challenges

Wealth

________________

________________

________________

Understanding Your Interests

Talent Link Career Tool

What Do I Enjoy in a Job?

Structure/direction provided by

others

Empowerment/self direction

Flexible work hours

Work at home

Job sharing

Intensive/under fire

Manage people

Work in a team

Work mostly alone

Highly creative

Highly technical

Challenging/high risk

Secure/low risk

Responsibility for projects

Contact with customers

Fast pace/tight deadlines

Less pressure/less urgent deadlines

Personal performance critical to

organization’s success

Personal performance not critical to the

bottom line

Requires attention to detail

Requires continual learning

Requires specialization

Develop long-term work relationships

Work with many different people

Work in a small group

Goals & procedures change often

No/limited travel required

Extensive travel

Understanding Your Strengths and Opportunities

What Are My Strengths/Opportunities?

Ethics & Values

Integrity & Trust

Functional/Technical

Skills

Peer Relationships

Customer Focus

Drive for Results

Time Management

Listening

Perseverance

Composure

Planning

Problem Solving

Decision Quality

Priority Setting

Written Communication

Creativity

Conflict Management

Presentation Skills

Directing Others

Hiring & Staffing

Managing Diversity

Motivating Others

Interpersonal Savvy

Developing Others

Building Effective Teams

Dealing with Ambiguity

Managerial Courage

Managing & Measuring

Work

Organizing

Organizational Agility

Command Skills

Sizing Up People

Priority Setting

Strategic Agility

Managing Vision &

Purpose

Innovation Management

Negotiating

Understanding Your Experiences

• Leaders must be “A”

performers in their current

roles before expanding or

progressing

• Each progression requires

different skills, time

perspectives, and values

• Not all leaders make

transitions effectively

• Breadth of experience

through different types of

roles helps leaders gain the

experience needed to

succeed in bigger roles

• Not all roles within a level

are equal

Turn One

Turn Two

Turn Three

Turn Four

Turn Five

Turn Six

The Leadership Pipeline

Model adapted from Leadership Pipeline by S. Drotter et

al.

What are My Significant Experiences?

Developed a functional

expertise

Performed multiple roles within

your function

Would be considered a

generalist within function

Would be considered a

specialist within function

Managed others

Managed managers

Managed large projects

P&L experience

Obtained industry expertise

Risk Management experience

Managed technology related

project

Sales & Marketing experience

Led cross-functional project/team

Led significant organizational

change

Operations experience

Managed products/service lines

Led significant innovation

Understand the breadth and depth of experiences required for a target

role; Identify the experiences you have had and the ones you haven’t…

The First Step in Building a Plan

Integrating Your Assessments

Va

lue

s Achievement

Expertise

Independence

Variety/New Challenges

Helping Others

Inte

rest

s Empowerment/ Self Direction

Contact With Customers

Challenging/ High Risk

Fast Pace/ High Pressure

Work With Different People

Co

mp

ete

nc

ies Dealing With

Ambiguity

Building Effective Teams

Motivating Others

Organizing

Problem Solving Ex

pe

rie

nc

es

Managing Others

Functional Expertise

Industry Expertise

Considered a Generalist

Managed P&L

Your Ideal Job

• What is your ideal job? It should…

▫ Leverage your strengths and experiences

▫ Align with your interests and values

• What is the path to that job?

• What are your gaps to obtaining that job?

▫ Competence

▫ Experience

• The “ideal” job may change over time—re-

assess values, interests, competencies and

experiences annually

Influence What Is In Your Control

Building An Action Plan

• Setting Career Goals:

▫ Think 3 – 5 years out

▫ SMART criteria still apply

Specific

Measureable

Actionable

Realistic

Timely

• Actions should prepare you for the next role with an

eye on the long-term goal

• Informational interviews can provide additional insight

into path/gaps

Development Levers

• Promotion

• Expand scope/complexity of role

• Build skills/learning

▫ Focus on non-technical skills (e.g. Language

Learning)

• Change in job function (lateral)

• Cross-functional assignment

• Special programs

• International Assignments

Short-Term Execution for Long-Term Achievement

Owning Your Career

• It’s about performance and development today

• It’s about energizing others and leading from the front

• It’s about exploring all possibilities and increasing the

odds

• It’s about building relationships and strengthening

existing ones

• It’s about embracing change and taking risks

• It’s about striving for excellence and avoiding

mediocrity

• It’s about anticipating the skills and experiences

necessary to succeed tomorrow

Executing the Plan

• Performance drives everything – perform in your

current role

• Work on shoring up competency and/or experience

gaps

• Develop an expertise

• Be proactive – don’t wait on your manager or the

organization

• Be patient and build skills that increase your

marketability

• Network with successful people

Practical Tips

• Treat your boss as your most important client

• Do everything asked of you…then ask for more

• Be consistent in your relationships and how you treat people

• Ensure you ask for feedback and then act on it

• Performance management conversations are keys to your

success

• Constantly expand your sphere of influence

• Build your technical expertise and your leadership skills

• Know the industry

• Don’t worry about just “moving up” – sideways works

wonders too

A Comprehensive Strategy

Career Assessment/ Development

Leadership Development

Succession Planning

**Career Development should not occur in a vacuum**

What We Have Covered

• How to use analytics to make the business

case for career development

• How to build and implement a comprehensive

approach to awareness of career goals and

interests

• How to create an effective career

development action plan

• Practical tips for success


Managing Partner

[email protected]

404.808.4730

www.smdhr.com

[email protected]

800.811.2755

RosettaStone.com/Business

To Contact Us:

mailto:[email protected]

http://www.smdhr.com/

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