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Cracking the code on high potential finding engaging and retaining your best
 

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    Cracking the code on high potential finding engaging and retaining your best Cracking the code on high potential finding engaging and retaining your best Presentation Transcript

    • © 2013 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
    • Cracking the code on high potential: Finding, engaging, and retaining your best Henryk Krajewski, Ph.D. President Anderson Leadership Group @buildvalue © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Topic list I. Emphasizing the talent shortage and engagement problem II. Understanding High Potentials/High Performers and how to find/select them III. Engaging High Potentials: A Research Report IV. How to Retain and Engage High Potentials © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • An increasing cynicism…Why? 6.300 6.100 5.900 Productivity 5.700 5.500 5.300 5.100 Hourly Compensation 4.900 4.700 **Shaded areas represent recessions © 2013 Halogen Software. All rights reserved. All contents are confidential. 2010:2 2007:3 2004:4 2002:1 1999:2 1996:3 1993:4 1991:1 1988:2 1985:3 1982:4 1980:1 1977:2 1974:3 1971:4 1969:1 1966:2 1963:3 1960:4 1958:1 1955:2 1952:3 1949:4 1947:1 4.500
    • CRACKING THE CODE ON HIGH POTENTIALS I. EMPHASIZING THE TALENT SHORTAGE/ENGAGEMENT PROBLEM © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Why you care… % more productivity Superior performers vs. Average performers Type of Job Low Skill +19% High Skill +32% Professionals and Managers +48% Schmidt and Hunter, 1998 © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Number of Employees True Performance Distribution Normal Curve Performance O’Boyle & Aguinis, 2012, N = 633,000 © 2013 Halogen Software. All rights reserved. All contents are confidential. 1% of Output from the Top 1%
    • True Performance Distribution Number of Employees Pareto Curve Normal Curve Performance O’Boyle & Aguinis, 2012, N = 633,000 © 2013 Halogen Software. All rights reserved. All contents are confidential. 10% of Output from the Top 1%
    • Demographic and Economic Shifts are Accelerating a “Talent Mismatch” Source: Business Week, based on data from the Bureau of Labor Statistics as of 09-09 . © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Bill Clinton at the DNC, September, 2012 “But already there are already 3 million jobs open and unfilled in America…mostly because workers don’t have the skills to do them. The old economy is not coming back, we’ve got to build a new one!” © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • New Rules for a New Generation… The US Labor Department estimates that today's worker will have held 10-14 jobs by the age of 38! © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • CRACKING THE CODE ON HIGH POTENTIALS II. UNDERSTANDING HIGH POTENTIALS AND HIGH PERFORMERS AND HOW TO ASSESS THEM © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • High Potential vs. High Performance? • Do all high performers have potential? • Are all high potentials high performers? • Are all low potentials low performers? • Can low performers have high potential? • Can high performers have low potential? © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Spotlight on High Potentials: A Definition Ability The High Potential Employee: Commitment & Values Motivation Is someone with the ability, motivation, values and commitment to rise and succeed in a more senior, critical positions. Source: Adapted from Corporate Leadership Council Realizing the Full Potential of Rising Talent Volume I: A Quantitative Analysis of the Identification and Development of High-Potential Employees, 2005. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Spotlight on High Potentials: A Definition Ability • Thinking strategically • Dealing with complexity • Emotional intelligence Ability Commitment & Values Commitment and Values • Passion for and model of values and culture • Personal engagement in client success • Discretionary effort Motivation Motivation • Desires advancement in complexity of responsibilities • Conscientious and always seeking to improve oneself Source: Adapted from Corporate Leadership Council Realizing the Full Potential of Rising Talent Volume I: A Quantitative Analysis of the Identification and Development of High-Potential Employees, 2005. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Assessing Potential, Readiness and Risk © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Poll Question: Which do you think is the best single predictor of future performance? • Personality testing/Leadership style • Structured interviews • IQ/critical thinking • Emotional Intelligence • Letters of Recommendation © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • The hard truth about mental ability © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • What adds to mental ability? Maintenance Curve 100 Maintenance Phase: Personality 80 • Personality tests 60 • Conscientiousness • Extraversion (affiliation, boldness, dominance, etc.) • Integrity/Dutifulness Performance 40 20 Learning Phase: IQ 0 T1 T2 • Past-behavior interviews • Commitment/aspiration • Values/value fit © 2013 Halogen Software. All rights reserved. All contents are confidential. T3 T4 T5
    • What about EQ? • Mayer (MSCEIT; 1999; 2003) sets EQ as an ability • Four dimensions: I. Perceiving and identifying emotions II. Using emotional feedback in decision-making processes III. Reasoning about, and understanding, fine distinctions and emotional development IV. Managing and controlling emotions in both the self and others © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Simple science IQ EQ Personality Structured Interview Future Performance © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Rolling up the data: The Nine Box Grid © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Talent pool gap analysis © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Best practice 1. Teach managers about potential 2. HR should ‘reality check’ managers’ ratings 3. Do a deep dive to validate potential and correctly “stream” candidates 4. Assess fit and competence over time using talent pools © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • CRACKING THE CODE ON HIGH POTENTIALS III. ENGAGING HIGH POTENTIALS: A RESEARCH REPORT © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • What do High Potentials Really Want? Scope: • 45 companies across the globe • 5,314 “high potential” respondents Purpose: • Define the attributes that are most important to top talent • Discover which of these attributes drives engagement © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Analysis Overview “Desired Attribute” Categories • • • • • • Leadership IMPACT ON Values Culture Comp/Benefits/Development Work Environment Brand Attributes Engagement Outcomes • Commitment • Intent to Stay Defined from over 30,000 individual data points © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Drivers of Engagement Outcomes: Results Intent to Stay • Comp/Benefits/Dev • Values • Culture Commitment • Values: honesty and integrity • Brand: Company known for #1 in market and best talent • Culture: A sense of belonging and camaraderie • Leadership • Work Environment • Brand attributes © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Forbes’ Best Companies to Work For © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • CRACKING THE CODE ON HIGH POTENTIALS IV. HOW TO RETAIN AND ENGAGE HIGH POTENTIALS © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Poll Question: Does your organization have a dedicated high potential “value proposition” initiative? • Yes • No • Currently planning on this topic © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • The DIY High Potential Value Proposition High Potential View Leadership/Executive View Desired work attributes Work attributes to realize strategy Gap Gap Gap Perceived work attributes Perceived work attributes of employees’ experience Gap © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • AN EXAMPLE… The Deal Work Attributes HiPo’s Got… HiPo’s Gave… BRAND: Living with Built-in time to reflect on a Commitment to problems and solutions that Excellence matter to real people Accept personal accountability to be measured on what they create and how useful it is VALUES: Working in a ethicsconscious way Ethical decision-making by management – transparent guidelines Demonstrate that they will keep commitments to the company and its clients CULTURE: Belonging to a Winning Team A firm that attracts top talent and recognizes merit Updating and retooling their skills as market needs require © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Job Characteristics Model (Hackman, & Oldham, 1976) • Skill variety – using a number of different talents in a number of different activities • Task identity – completion of a whole task from beginning to end with a visible outcome vs. only a piece of the work • Task significance – tasks that have a significant and identifiable impact on the lives or work of other people • Autonomy – a sense of control and discretion over how one executes one’s work • Individualized feedback loops – individualized consideration with a consistent flow of information to allow one to adjust, amend, and learn. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • The Replay: Three Signs of a Miserable Job • Anonymity: managers have little interest in them as people with unique lives, aspirations, and interests. • Irrelevance: When workers cannot see how their job makes a difference. "Every employee needs to know that the work they do impacts someone's life -- a customer, a coworker, even a supervisor -- in one way or another." • Immeasurement: The inability of employees to assess for themselves their contributions or success. Adapted from Three Signs of a Miserable Job, Lencioni, P. (2007). © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • The Replay: DRIVE • Autonomy: This is our “default setting;” being autonomous and self-directed. • Mastery: The bar for Mastery is ever evolving – it’s impossible to fully realize, which makes it simultaneously frustrating and alluring. • Purpose: The most deeply motivated people hitch their desires to a cause greater and more enduring than themselves. Adapted from Drive, Pink, D. (2010). © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Job Characteristics Model (1976) • Skill variety – using a number of different talents in a number of different activities • Task identity – completion of a whole task from beginning to end with a visible outcome vs. only a piece of the work • Task significance – tasks that have a significant and identifiable impact on the lives or work of other people • Autonomy – a sense of control and discretion over how one executes one’s work • Individualized feedback loops – individualized consideration with a consistent flow of information to allow one to adjust, amend, and learn. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • How to Ruin HiPOs: Bad Managers Magnitude Difference in Potential 3 2 1 0 2 Bad 1 bad Equal # 1 Good 2 Good Net Change in Potential -1 -2 -3 Source: Adapted from Corporate Leadership Council Realizing the Full Potential of Rising Talent Volume I: A Quantitative Analysis of the Identification and Development of High-Potential Employees, 2005. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • What do great managers look like? Key MANAGER Characteristics that lead to realized potential • Leading through complex change • Strategic thinking • Coaching and development mentality © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Manager Tools: Development Plans and Coaching © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Manager Tools: Development Plans and Coaching © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Take-aways and actions… • Recognize the mandate – don’t look away! • Understand high potential and educate your managers. • Develop formal “HiPo” validation process using deeper level assessments. • Use simple, practical online tools to capture and powerfully illustrate your workforce at a glance. • Monitor and track HiPo’s in different talent pools and regularly assess their fit for promotion. • Create an explicit “HiPo value proposition” to attract and retain talent. • Use the JCM (1976) as a checklist to ensure the right work environment for your high potentials. • Find and develop manager specialists that you rely on to develop key talent. © 2013 Halogen Software. All rights reserved. All contents are confidential.
    • Questions? Thank You! For more information: Henryk Krajewski, Ph.D., President, The Anderson Leadership Group henryk@talgar.com @buildvalue Connie Costigan, Director of Marketing and Communications, Halogen Software ccostigan@halogensoftware.com © 2013 Halogen Software. All rights reserved. All contents are confidential.