Behaviour Impacts:Talent Attraction & Retention

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How to create the right behavioural environment to attract and retain

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Behaviour Impacts:Talent Attraction & Retention

  1. 1. How Management Style Impacts on Attraction and Retention of Key Talent Arthur Shelley April 20, 2010
  2. 2. Agenda <ul><li>Networking </li></ul><ul><li>Introduce some ideas on the impact of behaviour on attraction and retention of talent </li></ul><ul><li>Play some games that reinforce these ideas </li></ul><ul><li>Wrap up with what you can do tomorrow in your workplace </li></ul><ul><li>Networking </li></ul>
  3. 3. Desired Workshop Outcomes <ul><li>Increase awareness of behavioural interactions and their impact </li></ul><ul><li>Develop greater understanding of each other and develop mutual respect </li></ul><ul><li>Build alignment of views for business and relationships </li></ul><ul><li>Build commitment to collaborate and constructively converse </li></ul><ul><li>Discuss opportunities for enhancing performance </li></ul><ul><li>Develop a change ready organisation to secure competitive advantage and performance </li></ul><ul><li>Have some fun together </li></ul>
  4. 4. Do you know the outcomes you seek?
  5. 5. Are Conversations that Matter happening regularly with your talent? Strategic career path MGMT stimulates Attraction & Retention Leadership & Leadership Development Mentoring & Personal development Coaching & Skills development Relationships, Networks, Identity & Belonging Acknowledgement, Performance & Rewards Experiences & Project opportunities
  6. 6. Thoughts on Talent <ul><li>Bill Joy, Cofounder Sun Microsystems </li></ul><ul><li>&quot;There are always more smart people outside your company than within it.&quot; If we are serious about developing our own talent, we must find more ways to connect with and collaborate with all of those smart people outside our organization.” </li></ul><ul><li>John Hagel III, John Seely Brown and Lang Davison, HBR </li></ul><ul><li>“ When these workers are not part of organizations that dismiss them as second-class citizens and instead are part of firms that view them as core to creating growing value, they seem capable of very creative problem solving.” (Speaking about front line workers) </li></ul><ul><li>Source: http://www.bloomberg.com/apps/harvardbusiness?sid=H12a9b09b214df3fdba284650b69531c4 </li></ul>
  7. 7. Behaviour drives Performance Acknowledging & rewarding performance Engages, Attracts and Retains
  8. 8. Leadership We need to be the change we want to see in the world (Ghandi) The more we understand others, the more effectively we can lead them As leaders we have a responsibility to be a role model of the behaviours we espouse and to create the environment required to support the constructive expression of them
  9. 9. EnteRetainment <ul><li>A positive and inviting people centric environment that stimulates productive interactions. An organisational climate that attracts new talent and retains existing talent. </li></ul><ul><li>An enteREtainment environment is the place to be: </li></ul><ul><li>Enter , because the organisation has a reputation for investing in the best talent; </li></ul><ul><li>Retain , because they develop and engage people and therefore keep them </li></ul><ul><li>Entertainment , because it is a challenging, interactive and fun work place where employees characterise what they do as more like entertainment than work. </li></ul><ul><li>In this environment: </li></ul><ul><li>Employees collaborate. </li></ul><ul><li>Feel part of something bigger than “just work”. </li></ul><ul><li>Career opportunities are flexible and often tailored to individuals strengths. </li></ul><ul><li>Employees continuously build their capabilities through experiential learning. </li></ul><ul><li>Opportunities to participate in both co-located projects and virtual interactions. </li></ul>Source: Shelley, 2009 Being a Successful Knowledge Leader
  10. 10. Organizational Zoo Philosophy <ul><li>Organisations can be like zoos; unnatural environments where animals not normally closely associated, are pushed together into small “cages” and forced to interact against their will in a place they don’t necessarily want to be. </li></ul><ul><li>This unnatural environment can cause stress, lead to difficult situations and generate a negative and political culture. </li></ul><ul><li>But it does not have to be that way: The Organizational Zoo metaphors help to provide a different perspective and introduce a fun way to: </li></ul><ul><ul><li>build relationships and teamwork </li></ul></ul><ul><ul><li>increase collaboration and creativity </li></ul></ul><ul><ul><li>drive innovation and productivity </li></ul></ul><ul><ul><li>leverage diversity </li></ul></ul><ul><ul><li>generate positive change </li></ul></ul><ul><ul><li>enhance workplace culture </li></ul></ul>
  11. 11. Zoo Leadership Styles <ul><li>Lion </li></ul><ul><li>Aggressive </li></ul><ul><li>Command and Control </li></ul><ul><li>Territorial </li></ul><ul><li>Charismatic or ego-driven </li></ul><ul><li>Leads by fear </li></ul>
  12. 12. Zoo Leadership Styles <ul><li>Eagle </li></ul><ul><li>Inspirational </li></ul><ul><li>Above the mire </li></ul><ul><li>Great long range vision </li></ul><ul><li>Rapid action on opportunities </li></ul><ul><li>Great instinct </li></ul><ul><li>Strategic </li></ul><ul><li>Leads strategically with vision </li></ul>
  13. 13. Zoo Leadership Styles <ul><li>Yucca Moth </li></ul><ul><li>Trusted Advisor </li></ul><ul><li>Often external, can be internal </li></ul><ul><li>Adds far more value than take </li></ul><ul><li>Leads from outside </li></ul>
  14. 14. Zoo Leadership Styles <ul><li>Quercus robur </li></ul><ul><li>Inspiration chairperson </li></ul><ul><li>Outside energy </li></ul><ul><li>Knowledge and strategy </li></ul><ul><li>Great insights </li></ul><ul><li>Endangered species </li></ul><ul><li>Leads loyalty and engagement </li></ul>
  15. 15. Zoo Leadership Styles <ul><li>Hyena </li></ul><ul><li>Decision making </li></ul><ul><li>Action orientation </li></ul><ul><li>Delivery under pressure </li></ul><ul><li>Innovative sourcing and application of resources </li></ul><ul><li>Leads output generation </li></ul>
  16. 16. Zoo Leadership Styles <ul><li>Unicorn </li></ul><ul><li>“ Perfect” </li></ul><ul><li>Grip on reality? </li></ul><ul><li>Reliability? </li></ul><ul><li>Think they lead everyone </li></ul>
  17. 17. Zoo Leadership Styles <ul><li>Bee </li></ul><ul><li>Collaborative </li></ul><ul><li>Assumes specific role </li></ul><ul><li>Everything for the hive </li></ul><ul><li>Leads teamwork </li></ul>
  18. 18. Zoo Leadership Styles <ul><li>Owl </li></ul><ul><li>Eternal mentor </li></ul><ul><li>Highly capable </li></ul><ul><li>Chooses non-aggression </li></ul><ul><li>Builds capability </li></ul><ul><li>Quiet achiever </li></ul><ul><li>Humble </li></ul><ul><li>Leads capability development </li></ul>
  19. 19. Zoo Leadership Styles <ul><li>Gibbon </li></ul><ul><li>Social leadership </li></ul><ul><li>Morale and enthusiasm </li></ul><ul><li>Relationships and culture </li></ul><ul><li>Defuse tension </li></ul><ul><li>Leads social capital </li></ul>
  20. 20. Zoo Leadership Styles <ul><li>Whale </li></ul><ul><li>Highly intellectual </li></ul><ul><li>Logical </li></ul><ul><li>Technical brilliant </li></ul><ul><li>Can be accident prone </li></ul><ul><li>Limited communications outside the pod </li></ul><ul><li>Leads invention </li></ul>
  21. 21. Zoo Leadership Styles <ul><li>Dog </li></ul><ul><li>Smart </li></ul><ul><li>Loyal </li></ul><ul><li>Enthusiastic </li></ul><ul><li>Leads by following </li></ul>Successful leaders create “followers” amongst all types of animals. They also inspire them to take leadership roles where possible.
  22. 22. Your Profiles and relationships in your Zoo Which animals do I most conflict with and why
  23. 23. Foster Behavioural Diversity It is not the strongest of the species that survives, not the most intelligent, but the one most responsive to change. Charles Darwin <ul><li>It is impossible for individuals to be expert in all fields </li></ul><ul><li>It is increasingly difficult for a leader to have the capabilities to lead completely independently </li></ul><ul><li>Successful leaders leverage the total capabilities and behaviours of their whole team (or entire networks) to influence them to align actions with their goals </li></ul><ul><li>Effective co-leadership has been proven to work when the relationships and the environment are right and people are open to each others ideas </li></ul>
  24. 24. Choose your animals appropriately Behaviour is YOUR choice The more versatile you can be and the better you understand and relate to others, the more successful you will be.
  25. 25. Time to think and challenge Here is Edward Bear, coming downstairs now, bump, bump, bump on the back of his head, behind Christopher Robin. It is, as far as he knows, the only way of coming downstairs, but sometimes he feels there is really another way, if only he could stop bumping for a moment and think of it. And then he feels that perhaps there isn’t.
  26. 26. Three Behavioural Truths <ul><li>Why do we move mountains for those we trust …and put them in the paths of those we don’t? </li></ul>Processes are how we maintain the Status Quo … projects are how we change the world. Relationships require willing, trust, challenge and conscious decisions … they do not (effectively) happen by osmosis.
  27. 27. How balanced is your Behavioural Ecosystem
  28. 28. Breakout Groups Using Zoo Character Cards
  29. 29. Contact and Services Arthur Shelley [email_address] FREE behavioural profile www.organizationalzoo.com Consulting and mentoring www.intelligentanswers.com.au Ph +61 413 047 408 Tweeting as Metaphorage
  30. 30. Creating the right environment: A First, Understand your Organizational Zoo and how your project benefits the creatures within - from their perspective (alignment)
  31. 31. Creating the right environment: B Second, Understand your Project Zoo and how the project benefits the creatures within - from their perspective
  32. 32. Creating the right environment: C Third, Understand how to match business stakeholders to project members based on behavioural compatibility
  33. 33. Which animal am I? <ul><li>Wrong question! </li></ul><ul><li>How many can you be? </li></ul><ul><li>Need to be the right character in context to get the desired outcomes! </li></ul><ul><li>Free on-line profile </li></ul>

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