Strategic Human Capital Planning: Presentation for members of the Arizona Technology Council.

1. Phoenix Strategic
Performance
Aligning Human Capital with Strategy
Making Human Capital a Strategic Initiative
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2. Joanne T. Flynn
Since 1989, Joanne Flynn has led the consulting practice of Phoenix Group
International. Her area of expertise is in the global Financial Services industry.
From an independent vantage point, Joanne worked with organizations as they
faced global growth and competitive challenges. She worked with her clients on
being both externally focused and internally responsive. With her unique
background, she aligns competitive business development efforts with related
internal organizational leadership challenges. With the benefit of her career-long
focus, Joanne contributes the unique insight of aligning strategy to internal
organizational structure and process.
Joanne is experienced in all aspects of organizational development and training
on a global level. Her consulting engagements have included the design and
delivery of training and development programs on the topics of strategic
leadership, business development, client account management, strategic selling,
management development, and executive coaching. Her consulting clients range
from global investment banks to small private equity / venture capital firms.
Joanne previously was the Vice President and Director of Global Training and
Development at Goldman Sachs for nine years. At Goldman Sachs, Joanne
implemented programs to improve the organizational effectiveness of business
units, most notably investment banking, equities, fixed income and operations.
Joanne began her career at Prudential Insurance and Macmillan Publishing.
Joanne holds a Master of Arts degree in Business Management from the
University of Oklahoma. In addition, she holds a double degree major in History
and German from the College of St. Elizabeth, as well as certificates from a
variety of leading universities and professional training and development
organizations.
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3. The Current Global Business Trends
2014
 27% of CEO’s say they lose sleep over human capital
 Fortune
 According to PE surveys – 85% of their time is spent on people
issues. There is a crisis in leadership – creating organizational
permafrost
 Phoenix Strategic Performance
 60% of employees are disengaged
 Towers Watson – Global Employment Study 2014
 50% of Small Businesses Fail within the first 5 years
 Geri Stengel – Ventureneer
 On the Values – Productivity Matrix - Too much time , over 60%, is
spent tolerating either low or disengaged performers
 Jana Matthews – Kaufman Institute
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4. What Leaders Are Saying:
2014
 “I am so busy, I don’t have time to delegate”
 “I don’t have anyone I can delegate to”
 “Everyone is so busy, I can’t ask them to do more work”
 “Everyone is busy, but I am not quite sure doing what?”
 “I would rather have 50% of someone, than 100% of no one
– so I will be happy with 50%”
 “I need more headcount”
 “I don’t have anyone who can think”
 “No one is accountable for anything, anymore”
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5. The Current Dilemma: 2014
 In the past 30 years
 The issues haven’t changed
 But the extent of the problem has gotten worse!
The question? So what do we do?
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6. Value Proposition
The best strategy can fail at implementation without a
human capital strategy supporting it
Paradigms Blocking People from Achieving Strategic Initiatives
 People are smart and people are busy……of course they are aligned with and
working toward key strategic initiatives
 All our people are always working at their highest potential
 People are our most important asset. Good people will always rise to the top
How Can You Solve These Issues?
Implement business discipline for human capital planning &
development with an assessment-based solution to
continuously and strategically align people to business strategy
and objectives
6 Making Human Capital a Strategic Initiative

7. Results
 Increase the ROI of your people investment – unlock your
human capital potential
 Deliver stronger results by improving your people’s
performance through organizational alignment
 Forecast current and future people potential & capacity to
keep pace with strategic business objectives
 Through the Phoenix Strategic Performance (PSP) System,
create a sustainable, governance process to ensure
continuous alignment to tie people’s performance to strategy
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Value Proposition
Making Human Capital a Strategic Initiative

8. Value Proposition
Our PSP System, a proprietary organizational assessment model and
data platform, provides ‘big data’ insights to:
 Assess people on current and trending competency criteria
 Forecast current and future people potential and capacity to pace with
strategic business objectives
To increase the ROI of your people investment, our strategically-driven,
vertically-aligned business model works to:
 Unlock the performance potential of people
 Mitigate people risk
 Close the performance accountability loop
Making Human Capital a Strategic Initiative 8

9. Phoenix Strategic Performance System
Delivering Human Capital Value
 Current people analysis
 Gap analysis and workforce planning
 Targeted and aligned employee development plans
 Targeted and aligned learning and development
 A governance process to ensure accountability and
sustainability
Making Human Capital a Strategic Initiative 9

10. Phoenix Strategic Performance System
Role &
Competency
Benchmark
People
Assessment
Reporting &
GAP Analysis
Development
& Action
Plans
Workforce
Planning
Making Human Capital a Strategic Initiative 10

11. Phoenix Strategic Performance System
 Part 1 - 3-Filter Funnel Assessment
Diagnostic
 Part 2 - Organizational Agility Assessment Results
Reporting, Analytics & Gap Analysis
 Part 3 - Workforce Planning, Development
and Governance
Making Human Capital a Strategic Initiative 11

12. Phoenix Strategic Assessment System
3-Filter Funnel Assessment – Diagnostic
Part 1
 3-Filter Funnel Organizational Assessment Model
Diagnostic
 Filter 1 - Role Clarity
 Filter 2 - Competency Assessment
 Filter 3 - People Style
Making Human Capital a Strategic Initiative 12

13. Phoenix Strategic Performance System
3-Filter Funnel Assessment – Diagnostic
Part 1
3-FILTER FUNNEL ASSESSMENT - DIAGNOSTIC
Making Human Capital a Strategic Initiative 13

14. Phoenix Strategic Performance System
Organizational Assessment Model
Part 1
Organizational Assessment Model
Strategy
Organization
Role Clarity
Competencies
Assessments
Plans
Making Human Capital a Strategic Initiative 14

15. Phoenix Strategic Performance System
Organizational Assessment Model - Culture
Part 1
Organizational Assessment Model – Culture
Strategy
Organization
Role Clarity
Competencies
Assessments
Plans
+ Culture
Making Human Capital a Strategic Initiative 15

16. Phoenix Strategic Performance System
Role Clarity
Part 1
Funnel Filter 1: Role Clarity
Strategy
Role Clarity
Leader Role
Knowledge Role
Making Human Capital a Strategic Initiative 16

17. Phoenix Strategic Performance System
Competency Assessment
Part 1
Funnel Filter 2: Competency Assessment
Strategy
Phoenix Factors
Knowledgeable
Accountable and
Engaged to Deliver
Confident
Making Human Capital a Strategic Initiative 17

18. Phoenix Strategic Assessment System
• Knowledgeable
• Hard Skills
• Soft Skills
Accountable &
Engaged to Deliver
• Internally Responsive
• Externally Focused
• Confident
Competency Assessment - Funnel Factors
• 100% Highest
Caliber
• 100%
Sustainable,
Consistent &
Repeatable
• NOW
• Routine Task
• Trending
• Non-Routine Task
• Trending
Making Human Capital a Strategic Initiative 18

19. Phoenix Strategic Performance System
People Style
Part 1
Funnel Filter 3: People Style – DISC Profile
Strategy
DiSC®
D – Dominant
I – Influencer
S – Steadiness
C – Conscientious
Making Human Capital a Strategic Initiative
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20. Phoenix Strategic Performance Assessment
Filter Funnel Diagnostic Summary
Part 1
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21. Phoenix Strategic Assessment System
Organizational Agility Assessment Results
Part 2
 Organizational Agility Assessment Results
Reporting, Analytics and Gap Analysis
 Phoenix Matrix Report
 Heat Map
 Phoenix Competency Report – Gap Analysis
 Phoenix Competency Report
Routine & Non-Routine - Gap Analysis
Making Human Capital a Strategic Initiative 21

22. Phoenix Strategic Performance System
Gap Analysis and Workforce Planning
Part 3
 Workforce Planning, Development and Governance
 Gap Analysis
 Development Plans and Actions
 Targeted Learning and Development
 Coaching and Mentoring
 Governance Accountability Process
Making Human Capital a Strategic Initiative 22

23. Questions?
Joanne Flynn
Phoenix Strategic Performance
www.phoenixstrategicperformance.com
jflynn@phoenixstrategicperformance.com
Making Human Capital a Strategic Initiative 23