Empowering the Middle and Creating Workforce Readiness

Empowering the Middle and Creating Workforce Readiness
You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.
If you would like to join the teleconference,
please dial 1.866.469.3239 and enter access code: xxx xxx xx.
You will be on music hold until the seminar begins.
#TMwebinar

Speakers:Stacia Garr
Senior Analyst for Talent ManagementBersin & Associates
Stacey HarrisDirector, Strategic HR Research, & Principal Analyst, HR and Talent ManagementBersin & Associates
Moderator: Daniel Margolis,
Managing EditorTalent Management Magazine
#TMwebinar

Tools You Can Use
Q&A
Click on the Q&A icon on your floating toolbar in the bottom right corner.
Type in your question in the space at the bottom.
Click on “Send.”
#TMwebinar

Tools You Can Use
Polling
Polling question will appear in the “Polling” panel.
Select your response and click on “Submit.”
#TMwebinar

Frequently Asked Questions
1. Will I receive a copy of the slides after the webinar?
YES
2. Will I receive a copy of the webinar recording?
YES
Please allow up to 2 business days to receive these materials.
#TMwebinar

Daniel Margolis
Managing Editor
Talent Management magazine
#TMwebinar

Stacia Garr
Senior Analyst for Talent ManagementBersin & Associates
Stacey HarrisDirector, Strategic HR Research, & Principal Analyst, HR and Talent ManagementBersin & Associates
#TMwebinar

Empowering the MiddleCreating Workforce Readiness
Stacey Harris, Director Strategic HR & TM Research
Stacia Garr, Senior Analyst Talent Management

About Us
Who We Are
Leading research and advisory services company in enterprise HR, learning and talent management strategies for business performance improvement
What We Do
We offer an integrated research and advisory services program for human resources, learning and IT professionals. Members gain access to proprietary research, tools, benchmarking, and executive networking.
Areas of Expertise
HR and Learning platforms and solutions
Corporate learning and development
Talent management strategy and practices
Leadership development
Performance and compensation
Succession and career management
Workforce Planning

Agenda
Changing Business & Talent Climate
Monkey in the “Middle”
Defining the “Middle”
Challenges & Risks
Value of Investing in the “Middle”
Best Practices in Career and Performance Management for the Middle
Managing performance
Developing capabilities
Supporting career options
Key Takeaways
Q&A

Business Challenges Accelerating innovation, Rapid market changes, New products
Source Bersin & Associates TalentWatch Q4 2010 N=300

Urgent Talent ChallengesRise in key positions and skills for new productsDecline in Retirement, Leadership, and Performance concerns

Who is in Our Workforce?
Traditionalists
Born: Pre-1945
Hierarchical, loyal to
institutions, motivated
by financial rewards
and security.
Baby Boomers
Born: 1946—1964
Idealistic, competitive
and striving to achieve.
Generation X
Born: 1965—1979
Self-reliant, willing to
Change rules, tribal
and community-oriented
Generation Y
Born: 1980—2001
Confident, socially-
conscious,
family centric
and technology savvy

The Inevitable Exodus
Gap in EmergingLeadership
Gaps in entry level workers
Diverse:
+33% Hispanic
+27% Asian
+7.5% Black+11% Women
Under-skilled.
(US) 22% of college
grads need additionalskills to start work
Lack of mobility:
Only 7% of new workers
able to relocate, vs. 18% in 2008
25-34
35-44
45-54
55-64
65+
Workforce Demographics 2018New talent gaps emerge

High-Impact Talent Management Framework ®New Approach to Talent Management

Talent Management Maturity ModelLevels indicate increasing integration, business ownership & alignment
Level 4
Fully integrated processes and systems.
Talent management is business-driven.
7%
Level 3
Primary focus is on connecting. Single person or team responsible for talent goals & outcomes.
20%
Level 2
Beginning to identify connection points. Several systems primarily integrated through manual processes.
45%
Level 1
Individual talent processes or silos.
May have systems in place but not connected.
28%
© Bersin & Associates, TM Factbook HR Practitioners, Jun 2010

Impact of Mature Talent Management Lower turnover, higher promotion rates

Segmenting Talent is Sound BusinessBut what happens if you aren’t “pivotal” talent?
Strategic
Value
Value Gap
Pivotal Job
Average
Performance
High
Performance
Low
Performance
A “pivotal” role, as described by John Boudreau and Peter Ramstad in their recent book Beyond HR, is a job that:
Has a disproportionate impact on the ability of the organization to differentiate itself in the marketplace
Has a wide range of performance variation doing the job

Agenda
Challenges & Risks
Key Takeaways
Q&A

Defining the MiddleConsistent Performers make up 74% of most companies
Source: Bersin & Associates High Impact PerformanceManagement research, 2011, n=200+

Consistent Performers ChallengesThey get less attention, more work, and fewer options
High Potentials/Talent
High Expectations
High-Potential Programs
Opportunities w/ executives
Talent Programs
Coaching & Mentoring
Consistent Performers
Fewer Expectations
Fewer Opportunities
Low Performers
Performance Improvement Plans
Coaching & Mentoring
Employee Relations

Defining the MiddleLine Managers are the forgotten front line
Managers who have not moved “up” or “over” for several years, and are content to stay in their current position.
Managers who’s direct reports have “good” but not “exceptional” engagement scores
Managers who have slowed down their career for personal reasons
CEO/
BoD
Exec. Team/
Senior Leaders
Business
Leaders
Team Managers
Team Leaders
Employees

Squeezed Line ManagersLess preparation and more pressure
Greater Spans of Control
More work with less resources
Global Complexities
Faster Market Shifts & Greater Risks
Close to Retirement
Critical Talent Pools
Flexible work arrangements
Knowledge Sharing
Creating Mentoring & Coaching
Next Generation Workers
Recruiting Challenges
Expect more feedback
More coaching & training
New ways of working
More Diverse
Today’s Line Managers
Less Education
Succession Planning concerns
Assessments and reviews
Stop gap leadership development
Number of employees in company
Demographic Ages
25-34
35-44
45-54
55-64
65+

Lack of “Quality” Line ManagersNumber one anticipated hiring gap

Concerns over Line Manager Capabilities
Over 31% of Companies felt their Top Executives were highly capable
Compared to 6% who felt their mid-level and entry level managers were highly capable
Large Pharmaceutical Client Commented:
“We must re-establish the nobility of management in our company. Managers hold a sacred role, and we must prepare, coach and train them to succeed.”

Agenda
Challenges & Risks
Key Takeaways
Q&A

Value of Investing in the MiddleExpected Increase in the Bottom Line

Engaging Consistent PerformersBenefits of focusing on both numbers and culture
These employee’s play an integral role in supporting a companies culture and employment brand
They enable “A” Players to execute and perform
They become the “go-to” people within the organization
When supported and developed, they are less likely to leave an organization
They may be the most likely group of employees to speak up when politics or “egos” may be getting in the way
Are more likely to focus on what is best for an organization or their team

HR, only as Effective as Line Managers1 to 1 relationship between increased Line Manager capabilities and HR effectiveness measures
Line Manager
Capabilities
HR Effectiveness
Improving HR solutions delivery to all employee’s reduces HR efficiencies by 5%

Enable Line Managers for PerformanceHR has a critical role
Business Performance
Business Performance, Agility, Productivity, Innovation, Quality, Customer Service
Workforce Readiness
Engagement, Retention, Talent Mobility, Job Readiness, Goal AlignmentPerformance and Learning Culture
Management and LeadershipEffectiveness
Leadership Effectiveness, Leadership Pipeline, Management Capabilities
Business-Aligned Leadership Competencies
Employment Fundamentals (Essentials)
Hiring Legal Compliance, Payroll, Safety, Benefits
HR
Business Alignment
HR
Services Effectiveness
HR
Services Efficiency

Agenda
Challenges & Risks
Key Takeaways
Q&A

How Goals are Shared
How Does Your Organization Cascade Goals?
Board of Directors/CEO
Exec. Team/Senior Leaders
Business Leaders
Team Managers
Team Leaders
Employees

Case Example: Company A
Company A

Mid-Level Managers Fail to Keep Pace
Who Revises Their Goals?

Continuous Goal ManagementOn-Going Tracking of Progress

Case Example: Travel Ex

Managing PerformanceMoving to an Ongoing Model of Performance
From This…
To This…

Developing CapabilitiesWhat to Develop?
Most Frequently Delivered Topics for Mid-Level Managers
Source: Bersin & Associates High Impact
Leadership Development research, 2010, n=300+

Case Example: Turner Broadcasting
Management Essentials
Length: 7 Months
Delivery Method: Blended
Pilot: 105 employees
Target Audience: New Middle Managers
Topics Covered:
Lifecycle of an employee
Hiring
Performance Management
Company policies and procedures
Soft Skills
“Middle managers play a critical role in our organization, so it is important that we position them for success. People leave managers, not companies. And if they’re not leaving, then they’re not as engaged or productive.”
~Michele Golden
VP of Talent Management
Turner Broadcasting

Some Activities Have More Impact
Impact of Most Frequent Topics for Mid-Level Managers on
Their Engagement, Retention and Teamwork
Source: Bersin & Associates High Impact
Leadership Development research, 2010, n=300+

Supporting Career OptionsThe Career Ladder…
Top
Management
Senior Management
Management Career Path
“Traditional High Potentials”
Experts
(Consultants)
Middle Management
Professional Career Path
“Traditional High Performers”
First Line Management
Senior Specialists
Functional Specialists / Front-Line Employees
Back Office, Operational, Contingent Employees
© Bersin & Associates

…Has Changed
Modern Career Management
Division A
Top
Management
Top
Management
Top
Management
Senior Management
Senior Management
Senior Management
Division B
Division C
Experts
(Consultants)
Experts
(Consultants)
Experts
(Consultants)
Middle Management
Middle Management
Middle Management
Senior Specialists
Senior Specialists
Senior Specialists

Example: Deloitte’s Corporate Lattice
Career Ladder
Career Lattice
More conducive to evolving matrix structure
Multiple paths upward
Flexible speed/direction
Career/life fit
Adjusts to workers’ needs over time
Traditional hierarchy
Single path upward
Moving up or not at all
Work versus life
Assumes workers’ needs remain constant
Retaining critical talent
Upward momentum

Sample People Profile
Employee Driven
Visible to Leadership
Manager Supplemented
Enables Two-Way Communication
Reduces Career Management Burden

Career Stakeholder Roles
EMPLOYEE
MANAGER
HR
COMPANY
Identify Career Goals
Maintain Profiles
Demonstrate Values
Socialize
Create Networks
Define Job Profiles
Provide Coaching
Assess Potential
Identify Development Opportunities
Provide Candid Feedback
Provides Tools and Resources
Facilitate Process
Offer Career Coaching
Career Development Training
Integrate with Talent Mgmt
Develop Infrastructure – Process, Technology, People
Create Culture
Communicate Expectations
Be Transparent

Agenda
Challenges & Risks
Key Takeaways
Q&A

Key Takeaways
Changing business challenges requires changing approaches to talent management
Changing expectations of employees requires a different approach to managing the middle
The middle is not “average” performers – instead they are the untapped potential of your organization.
Line Managers are the “forgotten” heroes on the front lines
Improving line manager capabilities improves employee engagement and HR effectiveness
Create a more effective goal alignment process that supports line managers and middle performers
Development programs increase capabilities and open more options
Career management focuses on options more than specific paths

Agenda
Challenges & Risks
Key Takeaways
Q&A

Questions & Comments
Feel free to contact Stacey Harris or Stacia Garr with Questions or Comments at:
Stacia.Garr@bersin.com
Stacey.harris@bersin.com

Join Our Next TM Webinar
Tuesday, March 1, 2011
The New Drivers of Recruiting and How Technology Should Enable Them
TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming TM Webinars at
www.talentmgt.com/events
Join the Talent Management magazine Networkhttp://network.talentmgt.com/
#TMwebinar

Empowering the Middle and Creating Workforce Readiness

by Human Capital Media

Accessibility

Categories

Upload Details

Usage Rights

Statistics

Empowering the Middle and Creating Workforce Readiness Presentation Transcript