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.
It’s not the lack of learning & development ideasto drive the business… …but the lack of theright moves– overtime – which makes a real difference.
Employee View: Not Good! % Pos Category 1995Development 39Diversity &Work Life 45Commitment 50Empowerment 54
Problem to Progress % Pos % Pos Change in % Category 1995 2006 positiveDevelopment 39 81 + 42Diversity & Work Life 45 82 + 37Commitment 50 83 + 33Empowerment 54 84 + 30
Four Principle Moves to Explore• It’s Real Work• It’s Simple• It’s Capable• It’ll Stick
Invitation to Join in• Think of a current or possible initiative
Initiative Description: WorksheetPrinciple Ideas Application Notes •Starts with business caseIt’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 toIt’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 throughIt’s Capable •Resources right •Potential obstacles considered with responses •Sustainability built-inIt’ll Stick •Integrated and supported by other talent systemsFollow Up Notes:
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
“Cross-boundary teamwork is encouraged and recognized.”%FAVORABLE Only 52% Agree 52% 99 02 03 04 05 06 08 10
Simply 360 50 pages to simply 8 • Regression of survey questions • 3 Improve • rank strengths • rank change • Comments • All details (1 page)
IT’S CAPABLEWell planned and thought throughResources rightPotential obstacles considered with responses
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‟s1. Develop current leadership teams
IT’LL STICKSustainability built-inIntegrated and supported by other talent systems and teams