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ideas@work vol. 1
1. VOLUME 1
BUSINESS INSIGHTS FROM UNC EXECUTIVE DEVELOPMENT
WHITE PAPERS
FEATURED:
Making the Business Case for
Learning and Development:
5 Steps for Success
Ready, Aim, Coach:
How HR Can (and Should)
Coach Managers on Problem
Employee Behaviors
Putting Success Back in
Succession Planning: The Role
of Learning and Development
Passing the Torch: 5 Steps
for Turning the Baby Boomer
Brain Drain into a Brain Trust
Unlocking the
Potential of
On-Demand Learning
in the Workplace
3. Inside this issue
Making the Business Case for Learning and Development:
5 Steps for Success
page 4
Ready, Aim, Coach: How HR Can (and Should) Coach Managers on
Problem Employee Behaviors
page 16
Putting Success Back in Succession Planning: The Role of Learning
and Development
page 26
Passing the Torch: 5 Steps for Turning the Baby Boomer Brain Drain
into a Brain Trust
page 38
Unlocking the Potential of On-Demand Learning in the Workplace
page 50
(Note: The information or conclusions expressed in the following white papers are the authors’ review of findings expressed by the
organizations. All brand representations are registered trademarks owned by the respective companies or organizations.)
3
5. MAKING THE CASE FOR LEARNING DEVELOPMENT
Step 1: Know Your Organization’s Strategic Priorities
The turbulent economy of the past few years has put Gathering this knowledge will help you to communicate
even seemingly recession-proof industries like health better with your top management and improve your
care and utilities on edge. Such volatility often makes ability to ask the right questions. These enhanced
it easier to think in terms of short-term survival, rather communication skills will also put you in a better
than long-range strategy. Yet it is crucial to focus on position to offer human capital recommendations that
what is important (long-term strategic priorities), align with your organization’s strategic priorities.
rather than on what is urgent (today’s employee
relations problem).
Make it your business—even a job duty—to know and
understand your organization’s strategic priorities and
Learning and development
keep these priorities in mind when developing your professionals who can
learning and development programs:
show how their
1. ead about your industry and organization on
R
the Internet. organizations’ top and
2. Learn about your competition. bottom lines ultimately
3. nderstand how your organization is rewarding
U improve from investing in
its executives and how this compares to others in
your industry.
training and development
4. earn how your company is viewed externally
L
will grab the attention of
and what your customers are saying about you— senior management and
both positive and negative.
quickly become a valued
This environmental scan will help you understand
and anticipate where your organization needs to strategic business partner.
be in three to five years, and how effective talent
management can push your organization
in this direction.
5
7. MAKING THE CASE FOR LEARNING DEVELOPMENT
Step 2: Know How Your Department
Contributes to Those Priorities
Understanding your organization’s strategic initiatives will help you better focus on how
the learning and development function can contribute to achieving these priorities.
Two key questions to ask are:
1. ow can your existing learning and development programs help support the
H
business strategy?
2. hat new learning and development programs may be needed to assist in
W
achieving those goals?
Two Examples
For example, if your organization plans to expand its
business internationally within the next several years, “ nce senior leadership
O
determine how the training and development function
can support this goal. Will current employees need to
understands that your
do work overseas? If so, then evaluate the training focus is the same as
that employees will need to succeed in these new
business environments. theirs, it leads to better
Will the organization need to hire new employees in support to obtain your
other countries? If so, then careful thought should
be given to the training needs of these employees,
goals.”
as well as to how to deliver the training efficiently
and effectively overseas. Also, understand how those
employees who do not work overseas will support
Lori Antieau
the strategic objectives and develop training
Vice President, Human Resources
programs that align with those global priorities.
Talecris Biotherapeutics
The impact of training and development on a
strategic priority, such as expanding globally, can
be multilayered, so it pays to think outside of
the box.
Providing a clear picture of how work will change
and preparing employees for these changes can
be an invaluable contribution. Knowing what
learning and development opportunities are needed
to help employees adjust to new or changed roles
can offer great results and pay back.
7
9. MAKING THE CASE FOR LEARNING DEVELOPMENT
“To be successful, talent development needs to start with the leadership; they need to
be committed to driving the culture change down through the organization. They also
need to empower their managers and provide support. From there, it will cascade
through the organization.
“At the operating manager level, our talent development efforts are designed to
provide the training and tools to enable organizational change. We help our executives
throughout the organization see their roles in supporting this strategy so they will
better understand how their contribution drives results.
“As a result, we have a direct impact on market performance by imparting knowledge
that drives the behaviors which will change attitudes.”
79
of CEOs who
%
79 %
of CEOs in that same
68 %
said they intend to
responded in a survey said they want increase investment
recent Pricewaterhouse- to change their strategy in leadership and talent
Coopers survey said for managing talent. development as a result
they intend to increase of the global recession,
focus and investment suggesting that existing
on how to manage people practices did not
people through change. support businesses when
This includes redefining the global recession hit.
employee roles within
their organizations.
Source: PwC Saratoga (2010). Managing People in a Changing World: Key Trends in Human Capital. PricewaterhouseCoopers
9
11. MAKING THE CASE FOR LEARNING DEVELOPMENT
Boys Girls Clubs of America (BGCA) training attendees’
performance before and after training
Difference between performance gains of highest-quartile
training participants1 and average ones, 2009 vs 2007
Values in percentage points.
Mission metric:
+10-12
Increase in club membership
Financial metric:
+8-10
Increase in total revenue raised
Mission metric:
Increase in % of members with +3-4
club tenure of 2 years or more
1
D
efined as 75th percentile.
Source: BGCA; McKinsey analysis
Officials estimated that if all 1,100 member organizations matched the success level of the groups whose
leaders participated in the training programs, then the BGCA would have added 350,000 new members and
increased revenue across all its organizations by $100 million—or approximately a 3 percent increase in the
average local organization’s budget.
Estimated impact of Boys Girls Clubs of America (BGCA) training program
Impact of advanced- Cost of advanced- Return on investment
leadership program on ÷ leadership program, = (ROI)
revenues, $ million $ million
Increase, 2008–2009 All-in cost, 2007–2009
30-35 7.3 4-5X
Future annual increase Future annual cost
15-20 2.5 6-8X
Source: BGCA; McKinsey analysis
The BGCA officials also calculated that the training programs generated more than four times the return on the
program’s cost—including the cost of time and travel for all the participants.
11
13. MAKING THE CASE FOR LEARNING DEVELOPMENT
Step 5: Pitch It Like You’re the CFO
It’s time to change your mindset and think like a
finance person. As you identify how future learning
and development programs can affect your Talent management
organization’s strategic priorities, you need to be professionals must be
able to make the business case to obtain and retain
program funding. prepared to develop specific
This principle applies to both for-profit and not-
measurements for each
for-profit organizations. The key to success for any program.
organization is how to get the best returns from its
available resources.
Your Assignment
This will require you to shelve your HR or training
and development role for a while and start thinking
about how your job and your department create
“ e have aligned our HR
W organizational value. While HR professionals stress the
efforts more closely with need to get senior management support for training
and development programs, it is unlikely that they
the business strategy. will get or maintain this support without being able
Although there was some to demonstrate the effect on the organization’s key
performance metrics.
resistance from managers
at the beginning, early and At the end of the day, training and development
programs should not be seen by the CEO or CFO as a
frequent communication cost, but rather as an investment in the organization’s
and involvement of staff and human assets. An investment that you can demonstrate
has a real, positive top and/or bottom-line impact.
managers in the development
of new, more effective talent In most cases, other departments or divisions within
organizations have been doing this for years. Marketing
management processes has and operations directors normally can make strong
substantially reduced the business cases and have measures in place to show
how their functions and programs directly affect the
resistance to change.” organization’s bottom line.
CFOs are not likely to support what appear to be
Milton E. Barrios disposable costs which offer no measurable positive
Assistant Senior Personnel Manager impact to corporate profits—especially in tough
International Monetary Fund economic times when resources are limited. However, a
positive return on a cash outlay will elicit a completely
different response from most finance officers.
13
15. If you’re ready totake the
next step in your career,
make a quick trip back to
the classroom first.
E X E C U T I V E D E V E L O P M E N T I N S T I T U T E
At UNC’s Executive Development Institute,
you’ll gain the core knowledge of an MBA program
without the long-term time commitment. You’ll
also learn how to view the business world from a
senior executive’s perspective. And you’ll develop the
UNC EXECUTIVE DEVELOPMENT
key leadership characteristics that lead to effective
The Power of Experience.
strategic performance. The result? In two weeks,
you’ll be fully prepared for that next step.
To learn more, visit www.edi.uncexec.com.
15
17. COACHING MANAGERS ON PROBLEM EMPLOYEES
Introduction
Problem employees are the bane of everyone’s existence
in an organization. They cause productivity to plummet
and damage morale. Because few people enjoy conflict,
According to one 2004 study,
managers often go to extremes to avoid addressing the executive coaching at Booz
problem behavior. It seems inevitable that it winds up in
the HR department. Unfortunately, by the time it does,
Allen Hamilton returned $7.90
the damage has already been done and the clean-up for every dollar the business
can take months.
consulting firm spent on
This white paper will show HR and talent managers how coaching.
to use coaching skills to help managers handle problem
employee behavior and reduce the workplace costs
associated with problem employees.
The High Cost of Problem Employees
Problem employees and “toxic” workplaces are, bullied at work said they lost work time worrying about
unfortunately, more prevalent than ever. A 2008 SHRM/ the incident and 78 percent said their commitment to
Ethics Resource Center survey found that 57 percent their employer decreased (Porath and Pearson, 2009).
of respondents said they had witnessed abusive or
Lower productivity and morale are not the only costs
intimidating behavior (excluding sexual harassment)
associated with problem employees. Employees who
toward co-workers.
experience or witness uncivil behavior are more likely
Nearly half of all respondents to a survey conducted by to quit, taking their talent with them and costing
the Employment Law Alliance reported that they had employers an estimated 150 percent of a mid-level
worked for abusive bosses. The Workplace Bullying manager’s salary to replace (Porath and Pearson, 2009,
Institute estimates that approximately 54 million U.S. SHRM).
workers have been bullied at work. When bystanders
To make matters worse, bad behavior and attitudes
are included, workplace bullying affects nearly half of
are like the common cold; they are easily spread to
all full and part-time employees in the United States
co-workers. If problem behavior is not checked, other
(SHRM, 2010).
employees (consciously or unconsciously) perceive that
Problem employees add stress to the workplace which the employer accepts the behavior and will tend to
costs U.S. employers an estimated $300 billion annually adopt it as well. Problem behavior can undermine an
in lost productivity and turnover. In terms of productivity, organization’s culture.
80 percent of employees who reported being insulted or
17
19. COACHING MANAGERS ON PROBLEM EMPLOYEES
It is important to note that these categories are not mutually exclusive. It is entirely possible to have
an employee or manager who is an oblivious naysayer with a bad attitude. However, all of these
categories can offer coachable moments that can lead to real behavioral improvement.
4. People Pleasers:
Believe it or not, people pleasers can get in the way of employee morale and productivity. These people
are incapable of saying no and because of that, they tend to feel and act overwhelmed and victimized.
Their inclination to “over-promise and under-deliver” earns them a reputation of being untrustworthy.
People pleasers are frequently fence sitters. They are the leaders who can’t or won’t make a decision
for fear of upsetting people. Their inability to make decisions can leave subordinates feeling frustrated,
confused and stressed out.
5. The Passive-Aggressive:
Passive-aggressive employees avoid addressing problems at all costs but can inflame them by stirring
the pot with negativity or innuendo. Like naysayers, they prefer to stir the pot outside of meetings.
6. Poor Communicators:
all know how critical good communication is to organizational success, but few employees are
We
actually trained in what good communication is. Bad communicators either fail to pass on critical
information, fail to do so effectively, or do so in a manner that is perceived as ineffectual or abrasive.
7. Credit Hogs:
Credit hogs may be the antithesis of the oblivious employee. They are absolutely aware of themselves
and others and are quick to use others to raise themselves up. They tend to claim credit for everything
and share credit for nothing. They are corporate climbers in the worst sense of the term.
8. Volatiles:
These are the tightly wound, overly emotional and unpredictable employees. They can be bullies or
simply highly unpleasant to work with.
19
21. COACHING MANAGERS ON PROBLEM EMPLOYEES
The Benefits of Coaching Managers
for Organizations
• ostly and time-consuming problems overcome.
C • Better retention; employee loyalty and
motivation are improved when their supervisors
• ncreased employee skills so managers can
I take time with them to help them improve
delegate more tasks, allowing managers to their skills.
focus more on managerial responsibilities like
planning. • More effective use of company resources;
coaching costs less than formal training.
• mproved productivity by helping people work
I
smarter. Source: HBS Press Book, 2006
Step 1: Help the Manager Identify the Problem
Behavior
G
ood coaches ask good questions. Ask some variation T
hese questions will help managers identify the problem
of the following questions to help the manager behavior. By asking if the behavior has happened before,
articulate the problem behavior (consider using some of you are establishing a baseline for the behavior.
the types of problem behaviors as a framework): Managers also tend to focus on recent events, so asking
if the behavior has happened before will allow them to
• “ et’s focus on the employee’s behavior. What types
L focus on broader themes rather than one-time events.
of behavior is she exhibiting?”
Finally, the last two questions will establish if there has
• “
Has this happened before? Was it a one-time been any communication with the employee regarding
incident or is it ongoing? When does it happen?” the behavior. There is a good chance the answer to both
of these questions will be “no”, and for now, that’s fine.
• “ hat do you want her to stop doing? What do you
W Your job is to coach the manager to acquire the skills
want her to do differently?” and confidence to have a constructive conversation with
the employee focused on behavior.
• “ ave you discussed this behavior directly with the
H
employee before?”
• “ ave you or previous managers documented this
H
behavior in any previous performance reviews?”
21
23. COACHING MANAGERS ON PROBLEM EMPLOYEES
Ask the manager to identify desired outcomes of
the meeting.
• hat goals will the manager and employee mutually agree to that will address the problem behavior?
W
• hat will success look like?
W
• hat timeframe will be established for successful resolution?
W
• t the end of the meeting, will the employee clearly understand the implications of
A
not correcting the problem behavior?
• ill the employee understand that the outcomes of the meeting will be documented and why?
W
Step 4: Show the Manager How to Create a Contract
with the Employee
The meeting with the employee to address the problem Coach him in how good behavioral descriptors provide
behavior will no doubt be emotional for both parties, detail on the problem behavior, including instances
and it may be easy to forget some of the desired when it occurred, and a recommendation on how to
outcomes and timeframes agreed to during the meeting. effectively address it.
The manager should put this all in writing to help the
employee and to establish a good legacy for future Bad behavioral descriptors (“You are just not a team
managers regarding the employee’s development. player.” “You are rude in meetings.” “You are too
negative.”) fail to provide the employee context and a
Unfortunately, for many managers, writing is a solution. Good behavioral descriptors (“When bringing
stumbling block. Remember the introverted number concerns forward about project implementation, you
cruncher? He hates to write and has never heard of the focus on what will not work. In the future, I’d like
term “behavioral descriptors.” It’s all HR speak to him. for you to focus on bringing some positive aspects
He’s going to need some more coaching to learn how to or potential solutions to these issues as well as your
effectively document the discussion. concerns.”) will help the employee identify when the
behavior likely occurs and how to effectively address it.
23
25. Lead your
HR organization
into the future.
B U S I N E S S A N D H U M A N R E S O U R C E S
Now more than ever, senior HR leaders need the
knowledge, skills and experience to respond to
emerging trends that are shaping the future of global
business. Offered in partnership with the Society for
Human Resource Management (SHRM), UNC’s
UNC EXECUTIVE DEVELOPMENT
Business and Human Resources program is designed
The Power of Experience.
to equip senior HR leaders with the most up-to-date
business knowledge and skills needed to succeed in
the rapidly changing business environment today -
and tomorrow.
To learn more, visit www.bhr.uncexec.com.
25
27. PUTTING SUCCESS BACK IN SUCCESSION PLANNING
Today, most employers are more concerned about Employee engagement and leadership development
retaining their top performers and skilled employees work hand-in-hand. Research has shown that employers
than before the economic crisis of 2007 and 2008 with the most engaged and satisfied workers are
began (Towers Watson, 2009). those who provide their employees with meaningful
learning and development opportunities. Learning and
Another issue organizations must factor into their development specialists who understand how leader
succession-planning equation is the imminent retirement development programs can merge with and support
of baby boomers. In a 2009/2010 report on trends succession planning will be in the position to shape and
in executive development by Executive Development direct the future success of their organizations.
Associates (EDA), respondents named the lack of
“bench strength” as the second most influential factor Adequate succession plans identify high potential
in executive development for the next two to three employees who will assume key leadership roles left
years, primarily because of the expected number of vacant by departures or retirement. Successful plans not
baby boomers who are set to retire as the economy only prepare employees for those roles but also prepare
recovers (Hagemann Chartrand, 2009). them to meet the challenges of tomorrow’s workplace.
Learning and development professionals have a crucial
If you combine all these factors, this can add up to role in these processes and in putting success back in an
a huge opportunity for learning and development organization’s succession planning process.
professionals who are in a unique position to shape
learning programs that develop leadership skills and
identify employees’ potential leadership abilities.
The Impact of an Integrated Approach to Talent Management
Companies that Take an Integrated Approach to Reward and Talent
Management Are…
25% 20% 18% 33% 18%
Less Likely Less Likely Less Likely Less Likely More Likely
to experience to experience to report to report to be high-
problems problems having trouble having trouble performing
attracting attracting retaining retaining organizations
top-performing critical-skill top-performing critical-skill
employees employees employees employees
Source: Towers Watson 2008/2009 Global Strategic Reward Report
27
29. PUTTING SUCCESS BACK IN SUCCESSION PLANNING
Example: Evaluating Leadership Potential
For aerospace manufacturer Lockheed Martin, succession planning begins
with a leadership assessment program that not only evaluates business
achievements, but also examines personality traits such as ethical behavior, integrity and the ability to
foster teamwork. The assessment also evaluates potential, including the ability to assume roles with
increased complexity and accountability, the capacity to make future contributions and aptitude for
continuous learning.
Based on the outcome of the assessment, employees are identified as high potential, moderate potential
or “well-placed.” These more broadly defined (yet measurable) talent needs were identified because an
analysis found that Lockheed’s leadership was stove-piped, and its leadership bench resembled Swiss
cheese (SHRM Online, 2007).
Succession Planning Is Not Just for the
C-Suite Anymore
Although most employers have traditionally focused Learning and development professionals have an
succession planning on the top levels of management, opportunity to add value to succession planning by
there is evidence that they are expanding their plans designing and delivering leadership development
to a broader employee base. According to a December programs to mid- and low-level employees. As with
2007 Novations Group survey, nearly half of large Lockheed, when designed and implemented correctly,
organizations have expanded their planning to include succession programs can help identify high-potential
mid-level managers. employees, which can further strengthen organizational
succession plans.
Developing Future Skills at Multiple Leader Levels
When looking at their succession planning results, a
75 69
global energy company realized they had significant
gaps in their leadership pipeline at multiple levels across
their organization. Based on a talent analysis, they
% %
realized that senior leaders, mid-level directors and
front-line managers lacked key capabilities that would Of Employers Of Employers
be required to execute their business strategy. To address said that increasing said that accelerating
those skill gaps, the company created three unique leadership “bench the development
leader development programs. strength” was a of high potential
priority. employees was a
Their ongoing senior-level development intervention high priority for
spans eight months and includes face-to-face learning, their organizations.
immersive experiential learning and robust action
learning team projects. The leadership capabilities
addressed include strategic thinking, strategy execution,
innovation, team effectiveness, polarity management Source: Hagemann Chartrand, 2009
and constructive conflict.
29
31. PUTTING SUCCESS BACK IN SUCCESSION PLANNING
3M keeps their business strategy in mind when planning their leadership development
activities. “Business strategy plays the central role,” according to Sandra Tokach, Ph.D.,
Vice President of HR at 3M. “Without the strategic direction or without understanding
the strategic direction, it’s hard to discuss succession planning.” (SHRM Foundation, 2008).
What Are Your Talent Development Priorities?
Talent Management Priorities Over the Next 18 Months
High Priority Medium Priority Low/No Priority
Assessing/developing high potentials and top talent
66% 27% 7%
Recognizing exceptional performers
57% 36% 7%
Performance management
55% 37% 8%
Assessing/developing senior leaders
55% 33% 12%
Strengthening the talent pipeline and succession management
54% 35% 11%
Training managers
42% 41% 17%
Measuring/increasing employee engagement
42% 35% 23%
Deploying key talent across roles/functions/regions
41% 43% 16%
Mentoring of key talent
38% 39% 23%
Identifying and integrating competencies
30% 39% 31%
Career pathing and planning
25% 45% 30%
Onboarding
24% 44% 32%
Developing/implementing an employee value proposition
14% 45% 41%
Source: Towers Watson, Managing Talent in Tough Times: A Tipping Point for Talent Management? (2009, October)
31
33. PUTTING SUCCESS BACK IN SUCCESSION PLANNING
Where is the Highest Turnover Risk in Your Organization?
“Turnover Risk” for Employee Segments
Data in percentages | Scale = 100%
High Risk Moderate Risk Low / No Risk
Those with skills in short supply and high demand
55 35 10
High performers
38 47 15
Those with leadership potential at mid-level
29 40 31
Key contributors/technical experts
28 51 21
Those with leadership potential at an entry level
25 45 30
Those in roles critical to delivering the business strategy
2323 47 30
Senior leadership
13 13 27 61
The entire workforce
5
5 41 54
Source: Towers Watson, Managing Talent in Tough Times: A Tipping Point for Talent Management? (2009, October)
33
35. PUTTING SUCCESS BACK IN SUCCESSION PLANNING
Talk About It
Should employees know they’ve been identified to demonstrate that it values employees’ talent and
as key players in a succession plan? Some business leadership potential. Research has shown repeatedly that
leaders believe that it can be detrimental to do so, the most engaged and satisfied employees are those
potentially pigeonholing employees into certain roles or who feel their employers offer them opportunities to
responsibilities. Others believe it can discourage other grow and develop their work and leadership skills.
high-potential workers to apply for promotions or to
learn new job skills, or worse, it can lead employees to There is more to communication, however, than
believe that a particular promotion is guaranteed. letting employees know they have been identified in
a succession plan. A successful succession plan must
The answer and solution to this issue is not as clear- encourage communication among executives and
cut as you might hope. Much of the communication managers at all levels. Top-level executives should
of succession plans can depend on corporate culture. be clear about the type of talent and leaders the
More and more employers are choosing to let people organization wants and needs, while lower-level
know they have been identified as one of several managers should feel comfortable identifying potential
employees selected for a particular role, simultaneously leaders and discussing leadership potentials with their
communicating to workers that their leadership skills bosses.
have been identified and valued—but that the future
position is in no way ensured. Clear two-way communication and understanding
how to best use communication channels not only
The key is to let employees know that their skills and will support the success of a succession plan, it also
experience are highly valued and needed. Employees can be an excellent indicator of leadership potential.
who feel underappreciated and unvalued tend to be the Learning and development professionals should be
most dissatisfied in their jobs and more likely to move on keenly aware of this fact and use it to their advantage
to other organizations when opportunity knocks. in demonstrating the value that leadership development
programs add to succession planning.
Providing the opportunities to develop leadership and
work skills is the most effective way for a business
Measure It and Report It
Once communication channels are in place and a plan is defined leadership development programs. However,
put into motion, many learning development specialists tracking those numbers alone may not show the true
struggle with how to measure and report the success value of the programs.
of the leadership development and how it supports
organizational succession plans. Probably the easiest and By comparing costs of new hires for leadership
most common measure is to track turnover numbers. and skilled positions versus the cost of developing
Businesses can easily track the number of employee talent internally and promoting from within you can
resignations, new hires, promotions and “success in role” demonstrate the bottom-line value of an effective
placements. succession plan that is achieving its strategic objectives.
Reducing turnover and improving retention in skilled
positions and managerial level jobs will be the result of a
successful succession plan and therefore a result of well-
35