Building the High Performance Workforce (Part 1)

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This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.

This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.

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Building the High Performance Workforce (Part 1)

  1. 1. BUILDING A HIGH PERFORMANCEWORKFORCE - TRENDS AND PRACTICE“Winning the talent revolution”Presented by Jose F. LaurelApril 26,2012
  2. 2. TABLE OF CONTENTS“Building a high performance workforce”•  HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE ENGAGMENTAND PERFORMANCE•  A LOOK AT BEST PRACTICES OF HIGH PERFORMANCECOMPANIES•  THE CORPORATE CULTURE OF HIGH PERFORMANCE COMPANIES•  STRATEGIES YOU CAN IMPLEMENT TODAY TO BUILD A HIGHPERFORMING WORKFORCE
  3. 3. HUMAN CAPITAL TRENDS THAT DRIVEEMPLOYEE ENGAGMENT AND PERFORMANCE
  4. 4. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENTEmployee engagement can be defined as:(An individual’s degree of positive or negative emotional attachment to theirorganization, their job and their colleagues).•  This definition of employee engagement is a generally acceptedstandard for three reasons:1.  It is measurable through a number of drivers of engagement;2.  This definition provides management with a cause and effectunderstanding they can successfully influence;3.  This definition will improve business performance when embraced as aresponsibility of leadership and management.Source: Scarlett Surveys
  5. 5. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENTA quick look at the numbers:•  Gallup estimated that within the US workforce, more than $300 billion islost in productivity from disengaged employees.•  Organizations with higher than average levels of employee engagementalso realized 27% higher profits, 50% higher sales, 50% higher customerloyalty levels, and 38% above-average productivity.•  85% of a company’s market value is now calculated on intangible assets,which is defined as knowledge, reputation, and human talent.•  Operating income improved by 19% over 1 year for companies with highlevels of employee engagement.Source: Gallup, Brookings Institute
  6. 6. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENT AND PERFORMANCEA quick look at the numbers:•  Operating income declined by 33% for companies with low levelsof employee engagement.•  According to Gallup it costs each employer $3400 to $10,000 insalary in decreased productivity for each disengaged employee.•  Teams with high levels of engagement sell over 20% more thenteams with low engagement.Source: Gallup, Brookings Institute
  7. 7. A quick look at the numbers:•  Compared with disengaged employees, highly engaged employeesare:–  370 percent more likely to recommend that a friend or relativeapply for a job.–  250 percent more likely to make a recommendation about animprovement.–  30 percent less likely to take a sick day.SOURCE: SHRMHUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENT AND PERFORMANCE
  8. 8. Human Capital Trends:•  In 2012 growth is king and to grow you must have a strongpeople strategy.•  Align your human capital resources by providing the right tools,training, and identifying the required skills to fuel your strategy.•  Develop and empower all levels of leadership and utilize theexperience, knowledge and management skills in yourorganization.•  Due to the low cost of entry and “cloud” services, companies ofall sizes are turning to more reporting and analytical tools tomanage, measure, and develop their workforce.HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENT AND PERFORMANCE
  9. 9. HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEEENGAGMENTHuman Capital Trends:•  Social media and (smart) mobile devices are changing the human capitalgame and forcing the hand of businesses to adjust in real time or geteclipsed by the competition.•  Business stakeholders have realized that HR is a key driver in developing ahigh performance workforce; therefore placing them front and centermaking HR a strategic partner•  Firms of all sizes are coming out of an economic hibernation due in part tothe recessionary period, and as a result leaders are looking to merge,acquire, or expand into new markets. Which in turn creates additionalstress on resource planning and all aspects of HR.Source: SHRM, Talent Management, CBS news
  10. 10. A LOOK AT BEST PRACTICES OF HIGHPERFORMING COMPANIES
  11. 11. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESHIGH PERFORMING COMPANIES:•  Chesapeake Energy•  Qualcomm•  Whole Foods Market•  Intel•  Pricewaterhouse Coopers•  Marriott International•  American Express•  Nordstrom•  General Mills•  Starbucks•  Disney
  12. 12. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESSenior Management has complete “Buy-In” and understands that:•  Creating engaged employees, sustaining high engagement levels, and measuringemployee engagement is as important as measuring and sustaining other keyperformance metrics such as customer and financial measures.•  They know that creating an engaging environment is part of their competitiveadvantage.Measure performance and employee engagement with consistency:•  Its a part of their culture: Good years or bad, high performing companies continue toask, listen, and act on customer and employee feedback. They know how importantthis information is to developing current and future leaders and teams.
  13. 13. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESDrive for accountability:•  This can be accomplished through reporting mechanisms or through establishedperformance standards. Managers, teams and leadership are accountable for theresults and follow up action.•  While generating and reviewing employee data is critical to driving accountability,what is even more critical is the follow-up process. The follow up process shouldmirror other organizational processes and programs.Get people involved and owning the strategic direction:•  Once the teams and key players are in place management must provide support andthe required resources, (training, equipment, directive) to facilitate execution. Thisalso means be a cheerleader for the strategic good and making sure everyone is onboard and has ownership.Source: TNS employee survey
  14. 14. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESMake HR a strategic partner:•  Workforce issues are critical as companies struggle to emerge from a globalrecession, yet many companies are failing to make human resources a priority whenimplementing a business best practice.•  High performing companies make certain that HR is involved with every business unitwhen it comes to managing talent, leadership development, employee engagement,and workforce planning.•  Leaders of high performing companies dig deeper when it comes to human resourceissues. They focus on flexibility, not on cutbacks, and are always willing to use HR asa strategic partnerSource: Talent Management
  15. 15. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESUnderstand and manage multiple generations:•  This is the first time in American history that we have had four differentgenerations working side-by-side in the workplace.•  At work, generational differences can affect everything, includingrecruiting, building teams, dealing with change, motivating, managing,maintaining and increasing productivity.•  High performing companies understand that each generation is critical tothe overall success.•  They learn how to communicate with the different generations andeliminate many confrontations and misunderstandings in the workplace.Source: FDU Magazine
  16. 16. A LOOK AT BEST PRACTICES OF HIGH PERFORMINGCOMPANIESUnderstand and manage multiple generations:•  Traditionalists (born 1922-1943) – “No news is good news.”•  Baby Boomers (born 1946-1964) – “Feedback once a year and lots ofdocumentation.”•  Generation X (born 1965-1980) – “Sorry to interrupt but how am Idoing?”•  Millennials (born 1980-2000) “Feedback whenever I want it at the push ofa button.”
  17. 17. THE CORPORATE CULTURE OF HIGHPERFORMANCE COMPANIES
  18. 18. Defining corporate culture:•  A blend of the values, beliefs, taboos, symbols,rituals and myths all companies develop overtime•  The philosophy, values, behavior, dress codes,etc., that together constitute the unique styleand policies of a companySource: Entrepreneur magazineTHE CORPORATE CULTURE OF HIGHPERFORMANCE COMPANIES
  19. 19. A look at the numbers:•  68% - leaders who believe their culture is a source ofcompetitive advantage•  76% - believe it is changeable•  65% - believe they need to change•  81% - believe that an organization that lacks a highperformance culture is domed to mediocrity•  But fewer than 10% succeed in building oneSource: Bain & CoTHE CORPORATE CULTURE OF HIGHPERFORMANCE COMPANIES
  20. 20. The distinguishing profile of winning cultures:•  Emotion packed vision – a simple compelling vision that resonates witheveryone, easy to understand, and goes beyond making money. Forinstance with Disney, “To make people happy”.•  A true believer – everyone believes in the vision of the business and that itwill bring certain success. People must believe that they are involved insomething bigger other than self interest.•  Peer respect – the high performing companies seldom rely on fear tomotivate employees. The urge to earn and maintain the respect of oneanother is what governs the behavior of employees and management.THE CORPORATE CULTURE OF HIGHPERFORMANCE COMPANIES
  21. 21. The distinguishing profile of winning cultures:•  Long term relationships – employees in high performing companies believeand expect that long term relationships are the path to success. Shortterm experiences, making enemies of colleagues and similar behaviors donot make sense in a high performance culture.•  Attract high performing people – high performing companies attractexceptional people. This group of people possess a can do attitude and aheightened sense of commitment that drive superb execution. And theresults fall directly to the bottom line.•  Management systems – high performing companies view managementsystems as an integrated solution to facilitate and support strategyexecution. The system should be rooted on three principles: preciseexpectations, measurement and frequent feedback.•  Source: R.L Osborne, Scott S. Cowen , Case WesternTHE CORPORATE CULTURE OF HIGHPERFORMANCE COMPANIES
  22. 22. STRATEGIES YOU CAN IMPLEMENT TODAY TOBUILD A HIGH PERFORMING WORKFORCE
  23. 23. STRATEGIES YOU CAN IMPLEMENT TODAY TOBUILD A HIGH PERFORMING WORKFORCE•  Companies that are underperforming must first do some selfexamination and be prepared for the “reality shock” that theshortfall is a result of their own actions.1.  A good place to start is by conducting a strategic audit. Thisfirst step is important to determine if you have strategicroadblocks that may potentially be holding you back fromexecution.2.  Review the company’s current strategy for compatibility withenvironmental trends, customer patterns, and the competition.3.  Only when the current strategy has been validated or modifiedcan you seriously take measures to get better.
  24. 24. STRATEGIES YOU CAN IMPLEMENT TODAY TOBUILD A HIGH PERFORMING WORKFORCE•  The strategic audit helps to identify the corporate road map. Itis simply the direction the company is headed. To get a “snapshot” of who your company is you must check your corporateprofile.1.  The corporate profile is how your company is perceived by youremployees, customers and management.2.  This profile is comprised of characteristics we previouslytouched on, such as corporate culture, management systemsand people. A simple survey of all stakeholders will provide aquick glimpse of your corporate profile.Source: R.L. Osborne, S.S. Cowen, Case Western
  25. 25. STRATEGIES YOU CAN IMPLEMENT TODAY TOBUILD A HIGH PERFORMING WORKFORCE•  An often forgotten step and yet one of the most critical tobuilding a high performance organization is the HR Analysis.1.  The HR analysis allows a company to strategically assess itsmost valuable resource. It will expose weaknesses and provideinsight into such areas as: hiring practices, employee onboarding, training and development, performance metrics,succession planning, employee engagement, compliance issuesand other related matters.2.  Conducting an HR analysis will ultimately help a company alignits corporate strategy with its people management. This stepwill serve to eliminate obstacles that often get in the way of“building a high performance workforce”.
  26. 26. SUMMARY“Building the high performance workforce”•  HUMAN CAPITAL TRENDS THAT DRIVE EMPLOYEE ENGAGMENTAND PERFORMANCE•  A LOOK AT BEST PRACTICES OF HIGH PERFORMING COMPANIES•  THE CORPORATE CULTURE OF HIGH PERFORMANCE COMPANIES•  STRATEGIES YOU CAN IMPLEMENT TODAY TO BUILD A HIGHPERFORMING WORKFORCE
  27. 27. Thank YouG&A Partners is a Houston-based HR and administrativeservices company that manages human resources, benefits,payroll, accounting and risk management for growingbusinesses. G&A maintains offices in Houston, Dallas, SanAntonio, Austin, College Station, Corpus Christi, Arizona andUtah. For more information about the company, visitwww.gnapartners.com or call 713.784.1181Please send questions to info@gnapartners.com

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