11. It’s not the lack of
learning &
development ideas
to drive the business…
…but the lack of the
right moves– over
time – which makes a
real difference.
12. Employee View: Not Good!
% Pos
Category 1995
Development 39
Diversity &
Work Life 45
Commitment 50
Empowerment 54
13. Problem to Progress
% Pos % Pos
Change in %
Category 1995 2006
positive
Development 39 81 + 42
Diversity & Work Life 45 82 + 37
Commitment 50 83 + 33
Empowerment 54 84 + 30
14. Four Principle Moves to Explore
• It’s Real
Work
• It’s Simple
• It’s Capable
• It’ll Stick
16. Initiative Description:
Worksheet
Principle Ideas Application Notes
•Starts with business case
It’s Real Work •A real business need
•Using simple business language
•High enough importance to apply scarce
resources
•You can make a difference
•Sponsor will care
•Solution is clearly and directly connected to
It’s Simple the problem/opportunity
•Uses “Lean Thinking” as the shortest path
of action
•Feels familiar with past successes and
business approach
•Well planned and thought through
It’s Capable •Resources right
•Potential obstacles considered with
responses
•Sustainability built-in
It’ll Stick •Integrated and supported by other talent
systems
Follow Up Notes:
17. IT’S REAL WORK
Starts with business case
A real business need
Using simple business
language
High enough importance to
apply scarce resources
You can make a difference
Sponsor will care
18. “Cross-boundary teamwork is
encouraged and recognized.”
%
FAVORABLE
Only 52%
Agree
52%
99 02 03 04 05 06 08 10
22. IT’S SIMPLE
Solution is clearly and
directly connected to the
problem/opportunity
Uses “Lean Thinking” as the
shortest path of action
Feels familiar with past
successes and business
approach
23. OLD: 20 Success Factors
Factor Employee Manager
Bias For Action Assessment: Action Plan:
Build Diverse Organization
Strengths Development Need:
Business/Functional Expertise 1
Communication Skills
Decisiveness 2
Empowering
People/Organizations 3 Knowledge/Skill to Acquire
Innovation/Creativity
4
Integrity/Values
Interpersonal Skills Develop Needs Development Plan: Current Job or Other
Judgment
Leading Change 1
Maturity/Adaptability
2 Follow Up Date/Accountability
People Select & Development
Planning & Organization 3
Savvy/Street Smarts
4 Progress:
Self Insight/Development
Tenacity/Resilience Employee Interest:
24. NEW: IDP
• What Energizes You?
• What Strengths Can Be Better
Used?
• What Development Needs Can
Be Addressed?
• What’s A Reasonable Action
Plan?
26. Simply 360
50 pages to simply 8
• Regression of survey questions
• 3 Improve
• rank strengths
• rank change
• Comments
• All details (1 page)
27. IT’S CAPABLE
Well planned and
thought through
Resources right
Potential obstacles
considered with responses
28. EVOLUTION OF THE IDP PRACTICE
6. Create energized
job performance 2002-5
5. Ensure quality action planning
4. Support robust career discussions
1995-9
3. All employees get competency-based,
development feedback
2. Build readiness of high potential pipeline
Early
1990‟s
1. Develop current leadership teams
33. Great Manager Index
100
90 Recommend Mgr
80 Communicates with Me
70 Effective People Mgr
60
Regular Feedback
50
Effective Coach
40
30
20
10
0
Great Good Bad
33
35. Manager Impact: Bad
100%
90%
80%
70%
60%
Bad
50%
40% Good
30% Great
20%
10%
0%
Retention Best Effort Extra Mile
36. Good 2X Retention Rate as
Bad
100%
90%
80%
70%
60%
Bad
50%
40% Good
30% Great
20%
10%
0%
Retention Best Effort Extra Mile
37. Great 2X Performance as
Good
100%
90%
80%
70%
60%
Bad
50%
40% Good
30% Great
20%
10%
0%
Retention Best Effort Extra Mile
38.
39. 5 High Impact Practices
Leader Engagement &
Learning
Metrics &
Accountability
12 months of
conversations
Accessible
One over One IDP Tools
39
40. Great moves 27% to 32%
Great
Great Average
27% 32%
Average 26%
29%
Good
Good
38%
37%
41. 2 year progress
80%
5
5 26
26
Climate F11:
32
28 “My Manager is
41
making an effort to
37
improve”
41
42. Four Checks Before You Dance!*
• It’s Real
Work
• It’s Simple
• It’s Capable
• It’ll Stick
* From Chapter 25 “You‟ve Got 2 Minutes”,
Dancing with the Talent Stars: 25 Moves that Matter now
43. Thank You!
• “Working Knowledge” Column
Talent Management Magazine
www.talentmgt.com
• Dancing with the Talent Stars:
25 Moves That Matter Now
– Talent Management
– Learning Strategies
– Executive Development
– HR Excellence
www.amazon.com
• Collection of book chapters, etc
www.kevinwildeonline.com
IntroductionHappy to shareKnow that I am a learner and practitioner not expertTransition:- One area I have studied over the years …
What’s behind leaders impacting retention, profitability and customer satisfaction?2 slides from new General Mills study on climate with a focus on my managerSlide One: we created a quality manager index based on 5 employee responses and categorized managers as great, good, bad.
LuisSAY:We wouldn’t be talking about this if ALL our managers were already Great, or even Good.The fact is that many of our own are considered just Average and some plain Bad, as you can see from this slide.It shows a comparison between this year’s and last year’s results.We are losing ground to ourselves with now 35% vs. last year’s 32% considered only Average or Bad Managers.
LuisSAY:If we want to motivate and develop more great managers, we have to understand what they do. We went back to climate survey results to determine what Great Managers do to distinguish themselves—the behaviors fell into 3 themes…Invest, Value and Stretch. They INVEST their time and energy to help me succeedThey VALUE me as a partner and an integral part of the teamAnd, they STRETCH me to make a difference…to impact the company in a big way.
