mishrm 2014 annual conference

MISHRM 2014 Annual ConferenceHR Amplified: Driven to be…

MISHRMP.O. Box 99463Troy, Michigan 48099

(844) 4-MISHRMhttp://mishrm.org

BUILDING THE FOUNDATION FOR LONG TERM SUCCESS

Maria Dwyer – Clark Hill PLC

John Patricolo – Right Management



Topics to be addressed

• Proper Recruiting Techniques– Are you getting the attention you want? Start with these

top tips.– Performance Reviews

• Performance Reviews and Employee Management– Why are they important? What to avoid and what to

include.

• Succession Planning– Trends– Defining the Process– Best Practices



Top 10 Tips for Recruiting in Today’s Market

1. The Candidate Pool• Where and how are you searching for candidates?

2. Consider In-House Candidates• Promotional and Lateral Opportunities

3. Be Known As A Great Employer• Employment Practices

4. Involve Current Employees• Recommendations, Consider Qualifications and Interview

5. Be Competitive In Compensation and Benefits • You get what you pay for…



Top 10 Tips for Recruiting in Today’s Market Place

6. Put your Best Face Forward• Use your website!

7. Determine the Market• How do you grab the attention of the top candidates?

8. Know What Makes the Job Exceptional• Sell the job

9. Networking• Every Meeting is An Opportunity to Connect

10.Reference and Background Checks• Ban-the-box legislation



Performance Reviews: A Time Consuming (but necessary) Process



The Importance of Performance Reviews

• Clarifies job responsibilities and expectations

• Drives behavior to align with company’s core values, strategy, and business goals

• Develops employees’ capabilities through effective feedback and coaching

• Improves communication between management and employees

• Provides opportunity to recognize and motivate employees



What are the benefits?

• For the Employer• Increased:

– Productivity– Performance quality– Employee morale/engagement– Retention rate

• For Employees• Understanding expectations• Opportunity to discuss career goals and training needs• Feeling valued• Fosters relationships



Writing the Performance Review – It is in Writing, Correct?

• HR should provide review forms and clear criteria to use for ratings

• Follow Your Company’s Performance Review Policy – be mindful of the timelines

• Outline talents (recognition!)• Outline growths (opportunities / expectations)• Next steps (expectations / development)• Overall Appraisal Comments

– Inclusive of entire year (behaviors, competency, goals)– Valuable feedback



Appraisal Writing: What to Leave Out

• Avoid:– Criticism / Stereotypes / Opinions / Personal Attacks – “too

emotional”, “doesn’t care”, “lacks energy”, “out on sick leave too much”

– Stray references to personal life or medical issues – may result in potential legal liability

• Medical Leave / FMLA• Age• Family Issues• Sickness / disability (potential ADA liability)

• References to protected employee complaints• Grievances• Harassment / Discrimination



The Appraisal Meeting

• Face-to-Face• Scheduled, private, no interruptions

• Give balanced feedback when appropriate – positives and negatives

• Let the employee talk and ask questions to allow employee to provide feedback

• What obstacles to success do they have?• What do they enjoy most/least?• How can you help/support?

• Don’t get bogged down on the past. Focus on future (establishing new goals and improving) once performance issues are known and have been discussed

• Always treat an employee with dignity and respect (put yourself in his/her shoes)



Establishing Performance Goals

• In order to be effective, goals should be established based on employee participation and commitment

• You don’t have to agree with or accept an employee’s desired goal, but should seek his/her input before setting one

• Define end results to be accomplished and any measurables/metrics to assess achievement

• Goals should be challenging but achievable • Do not set goal and ignore it for 12 months – periodically

follow-up with employee to assess progress



Meet Right Management

• Talent and career management experts

• Leaders in the creation and delivery of services that enable our clients to win in the changing world of work

• Wholly-owned subsidiary of Manpower Inc.

• Founded in 1980• Serve 80% of Fortune 500

and 70% of Global 500



Overview: Succession Planning

• Key Trends• Defining Succession• Best Practices



Poll

Do you have future leaders identified for critical roles in your organization?

o Yes, for all critical roles

o Yes, for most but not all critical roles

o Yes, for some critical roles

o No, not for any critical roles



Key Trends Impacting Succession in an Unpredictable Business Climate



The Consequences of a Weak Pipeline

• More than half of companies can’t name a successor to CEO (Source: Stanford University)

• Succession management dwindles down the ranks:– More than half of companies implement

succession management for their most senior executive levels

– Fewer than 40% include mid-level managers

– 11% include first-line supervisors– Only 12% of programs are integrated with

talent management, performance management or employee development

(Source: Bersin & Associates)



The Pressure is On!• 40% of corporate board members are

unsatisfied with succession plans (Source: Egon Zender)

• Organizations that include middle managers or even all employees in succession planning have significantly higher sales growth than those who only focus on top management

(Source: CedarCrestone HR Systems Survey)

Never has there been such a critical time for organizations to clarify their business strategy and ensure that succession management is integral to the operations of their firm.



The World is Changing

19

Demographics/Talent Mismatchis deepening as working age population declines and nature of work changes

TechnologicalRevolutionshave power to change where, when and how we work

IndividualChoiceexercised by those and most in demand skills

RisingCustomerSophisticationrequires businesses to work in new ways, driven by innovation, value and efficiency



Defining Succession

• Succession Management The comprehensive approach to systematically identifying, assessing and developing talent for future critical roles throughout the organization to ensure continuity and effective organizational performance

• Succession Planning The identification of successors in line for specific positions, focused primarily on only the very top levels of leadership

• High PotentialsIndividuals at various levels within the organization identified as having significant “upside potential,” but who may not be immediately slated as successors or may have a somewhat longer timeline for development

Widespread disparity in definition; inclusion of hi-pos is a distinction from what most others do in this area.



Succession Management

• Builds your bench strength of talent• Enables critical roles and skills to be tracked• Improves employee retention and minimizes

unwanted turnover• Lowers recruiting and onboarding costs• Engages your employees in their own internal

career development• Plans long-term organizational health

and strategic viability



Succession Management

• Essential– An effective system for assessing/evaluating talent– The commitment of leaders– Learning and development interventions that are integrated

with succession efforts– A strong link to business strategy

• Non-Essential, but Nice to Have– To select and utilize technology based on process

design, rather than allowing functional limitations of technology drive the process

– Want learning and development interventions that are integrated with succession efforts



The Importance of Relevant Metrics

• Turnover/retention statistics

• Internal versus external staffing statistics

• Measures of pipeline strength

• Diversity statistics



How do you establish succession management in your organization

• Formal practice, well-established processes

• Informal Formal practice, with processes not established

• It doesn’t exist



It all starts with…

• Integrating Succession Management into Business Strategy, Planning and Processes



It Requires a Shift in Mindset

Replacing People

• HR-led “task” or “process” to replace “key” talent

• Business strategy and values not integrated

• “Now and next 3 years” perspective

• Not tied to business impact

• Linear

Long-Term Viability

• Strategic business imperative

• Leader-led in collaboration with HR

• Considers the talent needed to match the future vision of the business

• Shaped by environment and culture, driven by strategy

• Parallel processes



A Parallel FrameworkGUIDED DESIGN

Define the Strategic Business Imperatives

Establish Organizational Performance Expectations

Assess Organization Capabilities & Resources

Determine Critical Roles & Success Profiles

Design Talent Review Process; Align with Talent Management

Conduct Talent Review as a Business Process

Assess Individuals and Provide Feedback on Performance

Plan & Implement Development Approaches

Select for Placement & Promotion

Monitor Progress & Measure Results

StrategyOrganizational Performance

Structure, Capacity & Capability

LeadershipPeople, Systems & Processes

CUSTOMIZED IMPLEMENTATION



Conclusions

Clear opportunity exists to hard-wire succession efforts to business strategy, and to strengthen accountability for delivering on commitments made during the talent review/succession management processes.



Thank You



Maria Fracassa DwyerClark Hill PLC

(248) 988-5899

[email protected]

John A. PatricoloRight Management

(248) 948-1600

[email protected]

mishrm 2014 annual conference

Documents

box legislationmishrmp

employees mishrmp

goalsvaluable feedback

necessary process mishrmp

review forms

employees capabilities

sick leave

career goals