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Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
Welcome to People Prophet
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Welcome to People Prophet

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  • 1. Your Virtual HR ManagerPEOPLE PROPHET
  • 2. People Prophet - your virtual HR manager • Competency based HR system • Anywhere, anytime, online • Mobile • Scalable • SaaS model • BIG DATA • Developed by Bullseye 2
  • 3. Presentation Outline • Aligning organisational capability with business objectives People • Measuring, monitoring, planning, developing Management •Defining your code of behavior/brand values/beliefs •Institutionalisation of the chosen behaviours Behaviours •Organisational porosity Effecting •Permeability of messaging and communication Change 3
  • 4. People Manage • People Management ment BehavioBig ROI in better People Management urs Effecting Change Key Messages • Can’t manage people without a robust working people management system • Business strategy must determine positioning, competitive advantage and organisational core competencies • Must have a competency-based people management system • You can’t manage what you don’t measure and monitor • We have a scarcity of data in HR • BIG DATA in People Management is here 4
  • 5. People Manage • People Management mentPeople Prophet – what it does Behavio urs Effecting Change Modules • Set Up • People Register • Competency Model • Appraisal System • Career Development Plans • Position Descriptions (and Organisational Design) 5
  • 6. People Manage • People Management ment Behavio How to align to business needs urs Effecting ChangeModule:Set Up Structure People Prophet to meet business needs • Competencies and attributes • Disciplines (groups of core skills eg sales, production) • Departments (business units, divisions, etc.) • Grades (G1 to G10) • Team leaders (reporting lines - accountability) • Position descriptions (organisational design) • Delegated authorities 6
  • 7. People Manage • People Management ment Behavio People Register - the source of truth urs Effecting ChangeModule:People Register 7
  • 8. People Manage • People Management ment Behavio People Register - public and private data urs Effecting ChangeModule: Public Data Private Data First Name UsernamePeople Register Surname Middle Name Known As Address 1 State Address 2 Nationality Suburb/City/Town Mobile Phone Number Post Code/Zip Code Interests State Nationality Personal Details Home Phone Number Mobile Phone Number Gender Disability Date of Birth Secondary Email Marital Status Children Relationship Emergency Contact Details Name Phone Number Relationship Secondary Contact Person Name Phone Number Date Joined Employment Status Current Job Grade End of Employment Date Department Career Summary Office Discipline Reports To Currency Current Fixed Income Remuneration Current Additional Remuneration Qualifications History Training History Attachments Files Uploaded Competency Audit Result 8
  • 9. People Manage • People Management ment Behavio Competencies needed to be a winner urs Effecting ChangeModule:Competency Model People Effectiveness Business Discipline Commerciality Sustainability Proficiency Client Centricity 9
  • 10. People Manage • People Management ment BehavioMeasuring competency urs Effecting Change • Competency audit • Score attributes • Self assessment and team leader assessment • Algorithm determines competency level • Grades are guided by competency levels achieved • Competency based assessment tells us:  if an employee has reached the limit of their capability  If an employee has capability in excess of their role 10
  • 11. People Manage • People Management ment BehavioCompetencies break down into attributes urs Effecting Change Discipline People Business Proficiency Effectiveness Commerciality Client Centricity Sustainability Contribution to Winning and Retaining Personal Mastery Managing Others Customer Satisfaction Profitability Clients Contribution to Experience Managing Self Negotiation Skills Service Quality Corporate Knowledge Innovation and Communicational Contribution to Qualifications Professionalism Continual Skills Strategy and Culture. Improvement Conflict Resolution Problem Ownership Skills Transfer Self Development Delivering on Time Skills. and Resolution Compliance with Development Of Peer Recognition Company Policies and Delivering on Budget Business Promotion Others Procedures 11
  • 12. People Manage • People Management ment BehavioCompetency audit urs Effecting Change Discipline People Business Proficiency Effectiveness Commerciality Client Centricity Sustainability Contribution to Customer Winning and Personal Mastery Managing Others Profitability Satisfaction Retaining Clients Contribution to Experience Managing Self Negotiation Skills Service Quality Corporate Knowledge Contribution to Innovation and Communicational Qualifications Strategy and Professionalism Continual Skills Culture. Improvement Problem Conflict Resolution Skills Transfer Self Development Delivering on Time Ownership and Skills. Resolution Compliance with Development Of Delivering on Business Peer Recognition Company Policies Others Budget Promotion and Procedures 12
  • 13. People Manage • People Management ment BehavioSlice and dice data urs Effecting Change SydneyDiscipline People Business Filter by: Report type:Proficiency Effectiveness Commerciality Client Centricity Sustainability • Discipline • Stop light chart Personal Mastery Managing Others Contribution to Customer Winning and • Office • Trend lines • Profitability Satisfaction Retaining Clients Department • Distribution Experience Managing Self Negotiation Skills Service Quality Contribution to Corporate • Training courses curves Knowledge • Qualifications • Pivot tables Qualifications Communicational Contribution to Strategy and Professionalism Innovation and Continual • Experience • Correlation • Skills Culture. Improvement Team leader Skills Transfer Self Development Conflict Resolution Delivering on Time Problem Ownership • etc Skills. and Resolution Compliance with Attribute Score for Customer Service Development Of Delivering on Peer Recognition Company Policies Business Promotion Others Budget and Procedures Personal Mastery MelbourneDiscipline People BusinessProficiency Effectiveness Commerciality Client Centricity Sustainability Quals Contribution to Customer Winning and Personal Mastery Managing Others Profitability Satisfaction Retaining Clients Experience Managing Self Negotiation Skills Service Quality Contribution to Corporate Experience Knowledge Contribution to Innovation and Communicational Qualifications Strategy and Professionalism Continual Skills Culture. Improvement Skills Transfer Conflict Resolution Problem Ownership Skills Transfer Self Development Delivering on Time Skills. and Resolution Peer Recognition Development Of Compliance with Company Policies Delivering on Business Promotion Peers Others Budget and Procedures 13
  • 14. People Manage • People Management ment BehavioAttribute definition and scoring urs Effecting ChangeCustomise to meet your business needs:• Define the attribute• Set scoring glossary 14
  • 15. People Manage • People Management ment Performance Reviews – data collection Behavio urs Effecting ChangeModule:Performance Measurement • Most performance evaluations are relatively subjective • Objectivity can he enhanced by:  Variety of people providing input (including clients)  Collecting input from a whole duration of the review period  Capturing real examples of behaviours both positive and negative ie proof points 15
  • 16. People Manage • People Management ment Behavio Performance Review - real time, on line urs Effecting Change Leaders ClientsFeedback• anywhere, anytime, anyone• linked to competencies/attributes Feedback Feedback Feedback• diversity of authors Peers Feedback Feedback Feedback Project ABC Project XYZ Project Ted 16
  • 17. People Manage • People Management ment Behavio Performance Review - real time, on line urs Effecting Change Leaders ClientsFeedback• anywhere, anytime, anyone• linked to competencies/attributes Feedback Feedback Feedback• diversity of authors Peers Feedback Feedback Feedback Project ABC Review Project XYZ Review Project Ted ReviewReviews• must evaluate Feedback Review of project or period of performance.• done by project director • Key learnings• diversity of reviewers • Development areas• minimum of 3 per annum • Performance assessment • “Proof points” 17
  • 18. People Manage • People Management ment Behavio Performance Review - real time, on line urs Effecting Change Leaders ClientsFeedback• anywhere, anytime, anyone• linked to competencies/attributes Feedback Feedback Feedback• diversity of authors Peers Feedback Feedback Feedback Project ABC Review Project XYZ Review Project Ted ReviewReviews• must evaluate Feedback Review of project or period of performance.• done by project director • Key learnings• diversity of reviewers • Development areas• minimum of 3 per annum • Performance assessment • “Proof points”Appraisals Key development areas• assess against CDP Appraisal of• must evaluate Reviews performance against Competency Audit update KPIs set in Career• annual (or semi-annual) Development Plan New Career Development Plan• done by team leader Grade and salary review 18
  • 19. People Manage • People Management ment Career Development Planning – (CDP) Behavio urs Effecting ChangeModule:CDP • Must have agreed targets • Must be communicated and agreed • Measure progress to plan • Flexibility is needed - people’s roles change • Document so that the goals post movement is clear • CDP is not primarily an appraisal instrument • …it is a development tool any where, any time, online. 19
  • 20. People Manage • People Management ment BehavioCDP establishes the targets urs Effecting ChangeElements1.Career Objective2.Job Description3.Business Plan Objectives4.Key Development Areas5.Personal Objectives 20
  • 21. People Manage • People Management ment BehavioCDP is also a management tool urs Effecting Change 21
  • 22. People Manage • People Management ment BehavioPosition descriptions define responsibility urs Effecting Change • A well designed organisation should run like a well oiled machine • Each role needs top be defined in terms of responsibilities • The capability (competency) required to deliver these responsibilities should be determined MDPosition Description - Sales Director - G7 to G9Develop and manage a team of sales representatives Marketing Solar Business Sales Director CFOSet sales targets in line with Business Plan Director DirectorCoordinate with marketing to ensure marketing rollout Product Sales Rep Accountant ManagerPosition Description - Sales Representative - G4 to G6Take responsibility for a distribution channelCreate orders in line with assigned sales targetsHand over orders to production Procurement Sales Rep Manager 22
  • 23. People Manage • People Management mentFrom generic to specific - PD to JD Behavio urs Effecting Change Position Description - Sales Representative - G4 to G6 Position Description Take responsibility for a distribution channel Write orders in line with assigned sales targets•Generic description of Hand over orders to production responsibilities of that role Job Description - Sales Representative – G5 Job Description Take responsibility for growing Sydney outlets Write $2.5m in orders•Tailored responsibilities for the Manage customer expectation on delivery times person taking that role KPIs KPIs Grow the number of outlets by 25% over the next year Write $2.5m in orders, with $2m coming from existing outlets Hand winter orders to production with 14 days, summer orders in 30 days•Measures of progress for each responsibility KPI Q1 Q2 Q3 Q4 Milestones # of outlets 40 42 46 50 •Periodic progress to annual KPI $2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m) Ave 12 28 30 14 handover 23
  • 24. Behaviour (living and breathing your brand) • Aligning organisational capability with business objectives People • Measuring, monitoring, developing Management •Defining your code •Institutionalisation of the chosen behaviours Behaviour •Organisational porosity Effecting •Permeability of messaging and communication Change 24
  • 25. Behavio • BehavioursInfluencing Behaviours urs Effecting Change Key Points • Must tell people what the desired behaviour is • Regular and consistent feedback • The importance of role models • Public recognition is a powerful force 25
  • 26. Behavio • BehavioursA proposition - what drives behaviour? urs Effecting Change Perceptions (company not doing well) Most Emotions decisions (fear – economic and failure) are based on emotion not logic Motivations (keep job) Behaviours (do work myself, not sharing with team) 26
  • 27. Behavio • BehavioursWhat behaviours are desired? urs Effecting Change What do we need to be really good at doing? Competencies (strategist’s view) What do we need to deliver to our clients What should our and how do we Failure to plan core values be, align our people what purpose to do this? is a plan for are we serving? failure Beliefs Brand (psychologist’s (marketer’s view) view) 27
  • 28. People Manage • People Management mentFrom generic to specific - PD to JD Behavio urs Effecting Change Position Description - Sales Representative - G4 to G6 Position Description Take responsibility for a distribution channel Write orders in line with assigned sales targets•Generic description of Hand over orders to production responsibilities of that role Job Description - Sales Representative – G5 Job Description Take responsibility for growing Sydney outlets Write $2.5m in orders•Tailored responsibilities for the Manage customer expectation on delivery times person taking that role KPIs KPIs Grow the number of outlets by 25% over the next year Write $2.5m in orders, with $2m coming from existing outlets Hand winter orders to production with 14 days, summer orders in 30 days•Measures of progress for each responsibility KPI Q1 Q2 Q3 Q4 Milestones # of outlets 40 42 46 50 •Periodic progress to annual KPI $2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m) Ave 12 28 30 14 handover 28
  • 29. People Manage • People Management ment BehavioAppraisals CDP urs Effecting Change Evaluate performance against KPIs Use proof points to update competency audit Identify KDAs for following year Determine promotion and salary recommendation Update job description for following year Incorporate business plan objectives for following year Finalise CDP Set KPIs and milestones 29
  • 30. Behaviour (living and breathing your brand) • Aligning organisational capability with business objectives People • Measuring, monitoring, developing Management •Defining your code •Institutionalisation of the chosen behaviours Behaviour •Organisational porosity Effecting •Permeability of messaging and communication Change 30
  • 31. Behavio • Behaviours Influencing Behaviours urs Effecting ChangeModule:Kudos Key Points • Must tell people what the desired behaviour is • Regular and consistent feedback • The importance of role models • Public recognition is a powerful force 31
  • 32. Behavio • BehavioursWhat behaviours are desired? urs Effecting Change What do we need to be really good at doing? Competencies (strategist’s view) What do we need to deliver to our clients What should our and how do we core values be, align our people Are they all what purpose to do this? are we serving? saying the same thing? Beliefs Brand (psychologist’s (marketer’s view) view) 32
  • 33. Behavio • BehavioursA proposition - what drives behaviour? urs Effecting Change Perceptions (company not doing well) Most Emotions decisions (fear – economic and failure) are based on emotion not logic Motivations (keep job) Behaviours (do work myself, not sharing with team) 33
  • 34. Behavio • BehavioursKudos - recognition and reinforcement urs Effecting Change • Public recognition system • Staff posts examples of “right” behaviour – give Kudos • Behavioral attribute identified • Results published, e.g., People Register and leaderboard • Kudos points (+K) accumulated can earn “prizes” • Gamification theory and Big Data – it is a powerful tool if used properly • …alternatively, it can be a shallow gimmick 34
  • 35. Behavio • BehavioursGiving Kudos is as easy as tweeting urs Effecting Change 35
  • 36. Behavio • BehavioursGiving Kudos is as easy as tweeting urs Effecting Change 36
  • 37. • BehavioursKudos – badges for behaviours Behavio urs Effecting Change • Badges for each desired behaviour • Select appropriate badge when giving Kudos • Preset behavioral badges • Can be customised to any set of behaviours desired 37
  • 38. Behavio • BehavioursWho is being recognised? urs Effecting Change 14 12 10 8 6 4 Innovate 2 Time Lord 0 Teacher 38
  • 39. Behavio • BehavioursWhat is changing? urs Effecting Change 70 60 50 40 innovation Quaiity 30 Leadership 20 10 0 Q1 Q2 Q3 Q4 39
  • 40. Behavio • BehavioursWho is doing the mentoring? urs Effecting Change Kudos Authored >G7 = 70% <G6 = 30% Client Service >G7 = 50% Team Player <G6 = 50% Problem Solver >G7 = 10% Initiative <G6 = 90% >G7 = 20% <G6 = 80% 40
  • 41. Behavio • BehavioursKudos leaderboards urs Effecting Change 41
  • 42. Behavio • BehavioursGaming theory and gamification urs Effecting ChangeFLOW• An uncertain, yet optimistic, chance of winning, creates an experience called flow• Flow is the exhilaration of creative accomplishment and heightened performance• Time moves differently here (hours seems like minutes)• Flow is a very productive state – where activity is funMAGIC CIRCLE• People prefer to collaborate with each other against the machine• We voluntarily chose to play with strangers, form a bond, and fight the common foe• When we play a game we exist within the magic circle of the game• Social norms do not apply here, we can be unconventional• And the more players there are, the safer it is to be this wayFIERO• When we win we experience fiero - the Italian word for pride• Its the emotional high after we overcome an obstacle• You throw your arms in the air and scream – its caveman wiring• It happens individually and in teams. 42
  • 43. Behavio • BehavioursHow brand can drive behaviour urs Effecting Change Perceptions See, hear, feel (this is a GREAT company) EmotionsPride, empathy, happy (I want to be like this company) Motivations Improvement, recognition (I must demonstrate that I belong here) Behaviours “Played hard, did good” (perform at a higher level) 43
  • 44. But how can we drive this into the organisation? • Aligning organisational capability with business objectives People • Measuring, monitoring, developing Management •Defining your code •Institutionalisation of the chosen behaviours Behaviour •Organisational porosity Effecting •Permeability of messaging and communication Change 44
  • 45. Are organisations as “thick as a brick”? Behavio urs Effecting • Effecting Change ChangeEffecting Change Key Points • Porosity is a measure of how “tight” people are in an organisation ie how close knit or diverse • Permeability is a measure of how quickly and accurately information moves through an organisation • It is widely acknowledged that communication is the key to effecting change • Digital platforms can now be used to measure communication effectiveness within an organisation and to see if change is being effected. 45
  • 46. BehavioPorosity by discipline urs Effecting • Effecting Change Change Discipline Production Support Sales Management 46
  • 47. BehavioPorosity by grade urs Effecting • Effecting Change Change 10 9 8 7 6 M 5 4 M M Lowest Grade M 3 Highest Grade 2 1 Mode = M 0 47
  • 48. BehavioPorosity by demographics urs Effecting • Effecting Change Change 80 70 60 Under 30 50 Non Australian 40 Single Children 30 Overseas travel 20 Own Home 10 0 % of Total 48
  • 49. BehavioPorosity by thinking styles urs Effecting • Effecting Change ChangeHermann Brain Dominance Index Work Force Rational Process Feeling Conceptual 49
  • 50. BehavioPorosity by thinking styles urs Effecting • Effecting Change ChangeHermann Brain Dominance Index Scamps Work Force Facts and ROI Rational Process Feeling Conceptual Process Map and check lists Taking care of people 50
  • 51. Permeability – the flow of messaging Behavio urs Effecting • Effecting Change Change • How deep into the organisation does messaging go? • Conduct “soundings”, i.e., test messaging • CEO message, policy announcements, brand launches, etc. • Survey staff and measure results by porosity metrics • Determine how deep into the organisation things go • Identify what sort of messages work with different groups 51
  • 52. Sounding – sending a probe Behavio urs Effecting • Effecting Change Change 52
  • 53. Behavio Measuring how far the probe reached urs Effecting • Effecting Change Change Porosity Metric Permeability DisciplineGrade Department Our brand is price leader in all segments Office Thinking Styles Gender 53
  • 54. People Manage • People Management ment Behavio • BehavioursConclusions urs Effecting • Effecting Change Change• Millennial workforce rejects structure but structure is needed• Structures can be institutionalised through digital platforms• Gamification (and comification) is the new language• You can’t manage what you don’t measure• Big data is coming and analytics is a powerful tool• Shape your organisation or it will shape itself.• Brand can be built from the inside out … if you treat brand as a management issue 54
  • 55. Jim McKerlie – Digital Prophetjim.mckerlie@bullseye.com.au

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