why people firm

1© 2009 PeopleFirm. All rights reserved.© 2009 PeopleFirm. All rights reserved.

Introduction to PeopleFirm

2© 2009 PeopleFirm. All rights reserved.

PeopleFirm: our focus

We’re a consultancy passionate about our

singular mission:

helping our clients achieve a competitive advantage

through their people. Pe

ople

Str

ateg

y

Organizational Performance

Talent Management

Change Management


PeopleFirm: our focus

We are a leader in designing and leading change management and adoption efforts that lower risks and accelerate results.Change

Management

We help companies design and optimize how they manage talent across the full employee lifecycle from entry to exit, and beyond.Talent

Management

We assess organizational

investment options across all areas

related to people and talent

management with the goal of

selecting the best investment portfolio

to drive the organization's

strategy.

Peop

le S

trat

egy


We improve organizational performance using an approach that addresses all aspects of employee engagement and teamwork.


introduction to PeopleFirm

A woman-owned consulting firm with 3 founding partners:

Tamra Chandler: CEO

Beth Montag-Schmaltz

Marcus Scott

Experienced team averaging 12 – 20 years

75% of team hold advanced degrees in organization development, or industrial/organizational psychology, and business

© 2009 PeopleFirm. All rights reserved.

People Strategy


The best Corporate Strategies define an organization’s approach for winning in all three markets.

Capital

Customers

Labor

1

2

3

every organization is competing in three markets


what is a People Strategy?

Define, design, and implement a strategic vision for competing in the labor market.

Establish a prioritized investment plan in the human side of your organization.

The specific goal: Achieving your business strategy.


connecting your people strategy to your corporate direction

Business

Strategy

•Corporate Strategy

•Key operational drivers

•Key events including product launches / market shifts

•Growth plans including acquisitions

People

Strategy

•Desired organizational outcomes including:•Talent

needs and impacts by key employee segment

•Desired organizational performance and behaviors

•Talent process investment priorities and needs

•Employee Value Proposition

HR Strategy

•HR strategic initiatives

•HR services and capabilities

•HR policies, practices, and activities

•HR scorecard

a people strategy

defines how to enable a

corporations unique business

strategy and defines the course of

action and focus for HR


Optimization

Differentiation

Foundations

Alignment

PeopleFirm's People Strategy Framework

Efficiency

Eff

ecti

ven

ess

AlignmentIncrease the connectedness of your people to your strategic imperatives through improved

organizational structures, employee engagement, and

enhanced communication, and collaboration.

DifferentiationDesign and implement a

portfolio of people investments to further drive your strategic

vision and deliver a differentiated experience for

your people and your customers

FoundationsEnsure core Talent

Management systems and processes are in place to

support effective management of the employee lifecycle.

OptimizationImprove business and talent related decisions, optimize

resource usage and enhance your employee’s careers and

experiences.


there is not one right path, just the best path for your organization

Alignment

Efficiency

Eff

ecti

ven

ess

Differentiation

Foundation Optimization

The journey that defines an organization’s culture, employee experiences,

talent and HR process and tools will be unique. The key question is -- Will your path be planned or reactionary? PeopleFirm has the tools to

help you plan a path that aligns with your corporate

strategy and fits your financial and resource

capabilities.



Alignment Differentiation

Efficiency

Eff

ecti

ven

ess

how do you score against best practices? how should you? how do you get there?

Sourcing & Recruiting

Performance Management

Career Planning

Competency

Learning

Rewards and Recognition

Workforce Planning

Succession Planning

Talent Management Maturity

Measuring along the x-axis

1. Measure your organization against talent management best practices.

2. Identify your highest returning talent management opportunities.

3. Support key decisions including technology and resource investments.

4. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.


Optimization

Differentiation

Efficiency

Eff

ecti

ven

ess

Alignment

Foundation

how do you score against best practices? how should you? how do you get there?

Employee Engagement

Collaboration

Knowledge Sharing

Strategic Awareness & AlignmentLeadership engagement

Communication

Structure and environment

Organizational Performance Maturity

Measuring along the y-axis

1. Measure your organization against Organizational Performance best practices.

2. Identify the highest returning opportunities to increase your team’s performance.

3. Build a roadmap to drive improved organizational performance across the enterprise.


organizational performance: helping you build a high performance teams

Employee Engagement

Collaboration

Knowledge Sharing

Strategic Awareness & AlignmentLeadership engagement

Communication

Structure and environment

Organizational Alignment Maturity

Measuring along the y-axis

Optimization

Differentiation

Efficiency

Eff

ecti

ven

ess

Alignment

Foundation

1. Measure your organization against Organizational Performance best practices.

2. Identify the highest returning opportunities to increase your team’s performance.

3. Build a roadmap to drive improved organizational performance across the enterprise.


common challenges or needs related to building high performance teams

We are experiencing high turnover

We need one culture, but we have a history of acquisitions

The majority of our professionals will be retiring in 5-10 years

We can’t seem to make decisions and execute in our organization

We need higher productivity– and we can’t afford more people

We want to become a “Best Places to Work” to attract and retain talent

We need more collaboration and innovation to compete

We want stronger employee engagement, but where do we begin?

Our people question our leaders commitment to key initiatives or our organizational values


engaging employees is not just nice… it’s a business imperative

Employee engagement

is the extent to which

employees are

committed to, believe in

and support the

company’s values, feel

pride in working for their

employer, and are

motivated to go the

extra mile.


we build customized approaches based on your organization's unique needs

Common Organizational Performance

Initiatives

Sampling of PeopleFirm Assessment Tools

ONA(Organizational

Network Analysis)

Alignment (PeopleFirm Alignment

Methodology & Engine)

Knowledge Risk

Diagnostic

Employee Engagement

Change Risk

Diagnostic

Strategy alignment & execution

Organizational restructuring & transformation

Merger and integration

Collaboration & knowledge retention

Large change programs

Your People = Your Business

Talent Management




Efficiency

Eff

ecti

ven

ess

talent management: making informed investment decisions in process and tools

Sourcing & Recruiting

Performance Management

Career Planning

Competency

Learning

Rewards and Recognition

Workforce Planning

Succession Planning

Talent Management Maturity

Measuring along the x-axis

1. Measure your organization against talent management best practices.

2. Identify your highest returning talent management opportunities.

3. Support key decisions including technology and resource investments.

4. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.


status of talent management

Common challenges for many organizations today:

Unclear priorities

Siloed or decentralized efforts

Too many tools or divergent technologies

Lack of standards / poor data consistency

Weak integration

Complexity from acquisitions or rapid growth

Does your organization have an integrated talent management strategy?


status of talent management: multiple vendors

2007 i4CP data



Foundations Optimization

efficiency

eff

ecti

ven

ess

Focus Individual

Characteristics Standalone, paper-based processes with limited technology

Typical components

Training, performance reviews, compensation structure

Technology HRIS with limited siloed data

Focus Group

Characteristics Key processes integrated and automated

Typical components

Competency-based practices, integrated processes and systems, workflow

Technology HRIS with talent management solutions

Focus Enterprise

Characteristics Real-time workforce mgmt and optimization

Typical components

Continuous workforce innovation, differentiated talent solutions

Technology Predictive data, business/scenario modeling

Focus Organization

CharacteristicsFully integrated and automated processes that support your people and business strategy

Typical components

Strategy alignment, cultural health, workforce alignment, collabrity TM

Technology Unified data, fully integrated global talent management suite

common talent management attributes


Our view ensures inclusion of all elements of the lifecycle for true process definition and also incorporates:

Workforce Talent Inventory Competencies and Skills, Experiences &

Aspirations

Environmental Factors Strategy, Leadership, Culture, Knowledge

PF Employee Lifecycle

talent management from the employee lifecycle & the architectural perspectives

PF Talent Management Architecture


our talent management offerings

TM Foundation Assessment – assess the current state, evaluate best practices, and determine the optimal path to drive value your talent strategy.

Tool Selection – define requirements, evaluate available applications and tools, determine the best solution to meet your organizations needs, and plan the implementation of your talent solution.

Process Design – design future state processes to support your desired employee experience.

Systems Implementation –configure, test. and deploy your talent management systems.

Value Enhancement – tune up and optimize the value you receive from your talent management tools and processes.

Achieve your vision

Implement your foundation

Set your course

• Value enhancement

• Process design • System

implementation

• TM foundational assessment

• Tool selection


the change curve

Choice: Stay or Go Forward


how do we move peoplefrom awareness to ability?

awareness access

build an understanding of the business rationale and industry drivers

build confidence in strategic decisions driving change

begin honestly communicating how people will be impacted

access adopt

help them envision future possibilities and opportunities for themselves, their team, and colleagues

share implications of job impact and define new skills required for future success

help people “see” the new process flows or systems –visualize the changes from current to future

adopt benefits

teach new ways to work: processes; systems; and role changes

let people take time to apply new skills and processes -- “work-out” the kinks

encourage sharing of lessons learned -- seek and listen to feedback

adjust and continuously improve new processes & systems


our approach: practical, holistic, responsive, fluid

Assess

How big is the change?

Who is impacted and how?

How much resistance is anticipated?

Is the organization ready for change?

How much investment is necessary?

Approach

Impacts on jobs and the organization

Adoption of new norms and behaviors

Learning of new tools and processes

Customizes activities to the needs of different stakeholder groups

Engages the organization’s leaders and key influencers in the change process

Apply

Execution of customized workplan

Measurement via Adoption & Health Scorecard

PeopleFirm’s ACE Methodology


our approach:PeopleFirm’s 5 core change disciplines

.

Align Organization

Identify impacts to the current

organization and develop customized solutions to manage restructuring, roles and responsibility changes, and skill

gaps while building the infrastructure

for sustainable change.

Engage Leadership

Arm leaders with the tools and resources to

effectively guide their teams through transition. Prepare management teams

to actively lead change.

Prepare Stakeholders

Educate the organization on new

processes and technologies to

develop the knowledge, skills,

and behaviors necessary to

enable individuals to successfully perform in the

future.

Connect People

Connect the right people at the right

time delivering compelling

messages that engage people to

‘answer the call’ for change.

MeasureValue

Measure adoption success throughout the transition, and

help capture the full impact of the

changes well past completion.

The PeopleFirm methodology includes 5 core change disciplines in addressing organization adoption. Our approach applies the right tools and practices from each of these disciplines to address your unique adoption challenges.


our appraoch:best practices

Integrate commitments in

leader and middle management

review cycles and publically publish

Involve high impacted leaders

and middle managers

throughout the entire lifecycle of

the project

Ensure change effort is tied directly

to top business priorities

Align priorities, structure,

processes, job roles and performance to successfully enable

the change

Move high impact stakeholders

through the change curve before

training begins

Equip stakeholders with the right tools,

skills and motivators perform in the future state

Translate the business case in a

way that is compelling to stakeholders

(WWIFM)

Create high-touch communication

messages from top-level , direct-line supervisors and

peers

Incorporate change health statistics in

project management

scorecards

Assess change health at regular

intervals to ensure stakeholders re

moving along the curve as intended

Engage Leadership

Align Organization

Prepare Stakeholders

Connect People

MeasureValue


www.peoplefirm.com

PeopleFirm, LLC2201 Sixth Ave. Suite 1516Seattle, WA 98121


www.peoplefirm.com

Tamra Chandler

e [email protected]

o 206.462.6463 c 206.399.8701

Beth Montag-Schmaltz

e [email protected]

o 206.462.6463 c 425.591.3400

Thank You!