One Page Talent Management

One Page Talent Management Eliminating Complexity, Adding Value Coaching Coalition June 8, 2010

A Short Story . . .

They Don’t Think We Can Deliver “ there’s an increasing tension between company needs and HR's ability to deliver ” Deloitte’s Aligned at the Top study says:

“ HR executives face a credibility gap when it comes to executing basic HR duties ” BCG’s The Future of HR in Europe says: They Doubt Our Capabilities

“ The executives criticized HR professionals for lacking business knowledge , observing that many of them worked in a narrow administrative way rather than addressing long term issues such as talent strategy and workforce planning.” They Challenge Our Knowledge McKinsey says:

Even HR Rates Its Performance Low The New Talent Management Network State of Talent Management 2010 Less than 50% rated assessment, development planning, engagement and executive coaching as “Effective” Even lower ratings for simplicity, transparency and accountability 2010 State of Talent Management New Talent Management Network

Why Isn’t It Working?
This seems strange since . . .
The science is sound
HR is an educated group
Our leaders want the results
We have formal TM groups focused on this

The behavioral science is sound
Talent processes work if implemented
Line managers are rational
Let’s Start with What We Know

So What If We . . . Identified the business goal, then: Start with the Science
What’s actually proven to achieve the proposed business goal?
Eliminate Complexity, Added Value
How few steps and how little data will take us from the core science to the business outcome?
How can this process/tool help managers make smarter business decisions? Create some cake-mix?
Create Accountability & Transparency
How will managerial accountability be enforced?
How can the process be as transparent as possible?
1 2 3

One Page Talent Management
One Page Talent Management radically challenges conventional HR & TM thinking. It’s driven by the belief that:
Our practices are academically correct but practically deficient
Only execution delivers value
Two things matter (maybe three) in each practice
We have added complexity without adding value
Start with the Science
What’s actually proven to achieve the proposed business goal?
Eliminate Complexity, Added Value
How few steps and how little data will take us from the core science to the business outcome?
How can this process/tool help managers make smarter business decisions? Create some cake-mix?
Create Accountability & Transparency
How will managerial accountability be enforced?
How can the process be as transparent as possible?
1 2 3

OPTM – That doesn’t sound too hard . . . OPTM is not a design gimmick. It’s our last chance to achieve the true potential of talent management

S.A.T. – So How Does Coaching Fare? How would your executives/line managers assess the following TM process on the dimension of effectiveness?

How would your executives/line managers assess the following TM processes as being simple/easy to use? S.A.T. – So How Does Coaching Fare?

How would your executives rate managers’ accountability for action or follow-up for the following practices? S.A.T. – So How Does Coaching Fare?

How would your executives/line managers assess the following TM processes on the dimension of transparency? S.A.T. – So How Does Coaching Fare?

The Value/Complexity Curve The Value/Complexity Curve ™ Effort/Complexity Added Value Added for Manager Continue Caution Stop

OPTM Performance Management
The Science
Harder goals motivate better
Goals should align with self-interest
Too many goals reduces effort on each
So why have . . .
Individual goal ratings Fancy goal labels Competency-based assessments 10 different objectives Individual goal weights ?

Business Objective: Employees understand their goals; they’re fairly evaluated at year end
Maximize value/minimize effort
Reduce complexity – No more than four goals, no goal labels (crutch!), no competency ratings
Remove false precision – Delete goal ratings and weightings
Stop doing what’s not proven, i.e. employees participate in goal setting
Stop worrying about the scale – it doesn’t matter!

Focus on essential info
What is the goal?
How will you measure results?
Was it achieved?
Performance Management Plan – 2010 Associate Name: Title: Dept: Manager: HR Generalist: Specific, Important (business and employee), Keep it SIMple Describe the Associate’s performance goals for the year (in order of priority) Metric Results A. B. Summary Rating 1 2 3 Signature & Date “ We have agreed to these objectives” 4 Employee Manager At goal setting Employee Manager At year - end review Goal Metric Results Goal Metric Results Goal Metric Results Comments A “ A performance evaluation was conducted” Describe the two behaviors that are most critical to achieve the goals listed above.
Maintain Balance of “What/How”
Behaviors critical to achieve these goals
Reduce unnecessary info
Rating: 1 – 5 with no labels, weighting or needless complexity
B C D Goal Measurable

Transparency and Accountability
Accountability
“ Time bomb” communications
Series of reminders increasing in importance
“ Managed” distributions
CEO role modeling
Transparency
Full transparency about the process
Everyone knows their ratings
Distribution, if any, is known

OPTM Associate Engagement
The Science
Higher engagement leads to more employee discretionary effort that benefits the firm
So why do we see . . .
Questionnaires with 120 questions?
Little focus on making follow up easy?
No individual accountability for improving results?

OPTM Associate Engagement
Business Objective: Managers take the “right” actions to increase engagement
Minimize Complexity
45 questions
Practical, so easy to act on results
Add Value
Proprietary algorithm gives managers customized analysis and recommendations
No additional survey analysis required for a manager to take action

Engagement Summary Page for : Marketing – Asia What will drive engagement for your group? The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group. They are not necessarily those items with the lowest scores. You should act on these questions before taking action on other survey questions. Your Score: 63% Your Goal: 3% Your Change: 4% Goal Met: Yes Results overview Item Score Key drivers (shown in order of priority for action) #23. My manager sets clear performance goals (My manager) 67% #12. I understand how my job contributes to the achievement of our business goals (Our strategy) 59% #4. I have sufficient opportunities for professional development (Growth Opportunities) 55% Strong Moderate Weak Which areas have the most power to increase engagement? Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong, Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change. Dimension Power My manager 1.5:1 Our strategy 2:1 Growth opp’s 3:1 Dimension Power Dimension Power Senior Mgmt. 5:1 Team strength 7:1 Empowerment 7:1 Communication 12:1 Diversity 13:1 Work Environ. 13:1
Focus on essential info
What was our improvement goal?
How did my group score?
How did the company score?
How Powerful are The Drivers? (i.e. where should a manager focus his or her time) What, specifically should the manager work on to increase engagement?

Accountability
In VPs performance plan; set increase each year
Many VP’s rolled this accountability down the chart
Transparency
Employees know all results
Division/group results available to all (with context)

The OPTM 360
The Science
Feedback with follow-up often results in improved behaviors
So why do we see . . .
Meaningless scales (I’m a 3 out of 5?)
50, 60, 70 questions?
Long and confusing 360 reports?

The OPTM 360
Business Objective: Leaders behave in a way that supports the business strategy
Eliminate Complexity
Minimum number of questions (30)
Unique scale – “Do much more” to “Do much less” – instantly prioritizes development actions
Add Value
One page report with three priorities
Feedforward “Stop, Start or Continue” for each priority

The OPTM 360
Unique Scale
Do much more – Do much less
What should change, not are you proficient?

The OPTM 360
Clear Priorities
Focused on top three areas for change

The OPTM 360 Report (OK – two pages) A one-page summary of your top three priorities for change Verbatim advice about specifically how to change

Accountability
Formal or informal, but must have teeth (i.e. considered in criteria for promotion, moves, development opportunities)
Transparency
Results shared widely (manager, HR leader, talent leader, maybe others)
These behaviors should be considered when making promotion/movement decisions

Who’s using it/does it work?
Who’s already implementing OPTM? American Express, Avon, IBM, General Mills, among others
Some hard metrics
Quantitative metrics
Engagement up 60%  72% from 2006 – 2009
Manager provides timely and helpful feedback: + 20%
Manager plans for my professional development: + 15%
Manager clearly communicates performance goals: + 9%
Qualitative metrics
Line managers saying “thank you for new PM process” (!)
Executive team said they’re making faster, more fact-based talent decisions
Able to make the talent moves we wanted, when we wanted to

Getting Started
Take off your HR hat; forget your hard-earned HR knowledge
Select one practice you own or have input to
Pick your favorite effectiveness driver – simplicity, accountability or transparency
Answer the question, “What one thing could I do to increase (simplicity) in the next 30 days?”
If you’re ambitious, answer, “What one thing could we do to add more value to a manager in this process?”
Remember, most exec’s not happy with state of HR & talent
As an HR professional or a coach, do you fit better at Company #1 or Company #2?

In Closing . . . .
Simple works – the facts prove it
You can do it – others have (and more will soon)
It’s in your hands – make it happen
Thank you! Questions please! For more information, www.talentstrategygroup.com [email_address]

http://www.slideshare.net	75
http://www.lmodules.com	4
http://bb9-proed.blackboard.com	2
http://bb.sjksolution.com	2
http://webcruiter.channeltivity.com	2
http://proedchallenge.blackboard.com	1
http://blackboard.sjksolution.com	1

One Page Talent Management

by The Talent Strategy Group on May 14, 2009

Accessibility

Categories

Tags

Upload Details

Usage Rights

7 Embeds 87

Statistics

One Page Talent Management — Presentation Transcript