one page talent management
Post on 17-Oct-2014
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Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.TRANSCRIPT
CONFIDENTIAL
One Page Talent Management
presented by
Eliminating Complexity, Adding Value
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Marc Effron George Babu Corporate Development & IP
rypple.com
President, The Talent Strategy Group; Author of One Page Talent Management
onepagetm.com
Your host Our guest
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
A Quick Introduction
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Writing Consulting Speaking Volunteering
Great leaders benefit society, so build as many great leaders as possible around the world!
Marc Effron President
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited. 1
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.
CEOs (and HR) aren’t happy with their co.’s talent
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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.
We don’t always realize the opportunities
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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% rate assessment, development planning,
engagement and executive coaching as “Effective”
Even lower ratings for simplicity, transparency and accountability
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New Talent Management Network
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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. 5
Getting the Best From Talent Management
How financially successful companies create
sustained talent pipelines
How to build better talent faster by simplifying and adding value
to your talent practices
How talent management groups are organized, the work they do,
how it gets done
We know the facts about how to grow great talent quickly. How can we better apply that knowledge?
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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.
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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Let’s Start with What We Know
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The Behavioral Science Is
Sound
Line Managers Want to Succeed
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So What If We . . . Identify 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.
We’d have One Page Talent Management
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" 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
One Page Talent Management radically challenges conventional HR & TM thinking. It’s driven by the belief that:
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The Value/Complexity Curve
! Evaluate every element in a process or tool against the curve – How does it add real value? – Is it one of the two or three most
critical elements of the tool or process?
! Evaluate the entire process or tool against the curve – Do the sum of the elements still
add more value than complexity? – Is this same value or portions of it
produced by another process? If so, does this process add unique value?
The Value/Complexity Curve™
Effort/Complexity Added
Valu
e A
dded
for M
anag
er
Continue
Caution
Stop
The V/C curve helps ensure that talent management processes truly benefit managers
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 labels Competency-based assessments
10 different objectives
Individual goal weights ?
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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 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 Management Performance Management Plan – 2010
Associate Name: 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
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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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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
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 Score Key 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?
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?
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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.
Transparency and Accountability
Accountability
! In VPs performance plan, set increase each year
! Set organization-wide increase goals
Transparency
! All managers share results within one month of receiving data; action plan within two months of receiving data
! All data shared at executive team meeting
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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.
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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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
The OPTM 360
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Unique Scale • Do much more – Do much less • What should change, not are
you proficient?
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
The OPTM 360
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Clear Priorities • Focused on top three
areas for change
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
The OPTM 360 Report (OK – two pages)
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A one-page summary of your top three priorities for 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)
! Behaviors mattered when making promotion and movement decisions
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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.
Who’s using it/does it work?
! Who’s already implementing OPTM? American Express, Avon, IBM, General Mills, MasterCard 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 we 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, 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.
Some Quick and Easy Metrics
! Simplicity – Is it embarrassingly easy?
– Are managers out of excuses?
! Accountability – Why should they?
– What are you going to do if they don’t?
! Transparency: – Can they describe the process?
– Do they know how it impacts them?
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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.
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,
www.talentstrategygroup.com www.onepagetm.com
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Join us for an exclusive webinar
Wed Dec 8th at 3PM EST.
We'll discuss simple, high value strategies
for helping your people learn faster by
surfacing hidden insights from the people
they work with every day.
For more information email: [email protected]
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Answering your questions…