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One Page Talent Management

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Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort

Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort

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  • 1. One Page Talent Management Eliminating Complexity, Adding Value Coaching Coalition June 8, 2010
  • 2. A Short Story . . .
  • 3. 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:
  • 4. “ 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
  • 5. “ 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:
  • 6. 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
  • 7. 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
  • 8.
    • The behavioral science is sound
    • Talent processes work if implemented
    • Line managers are rational
    Let’s Start with What We Know
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. S.A.T. – So How Does Coaching Fare? How would your executives/line managers assess the following TM process on the dimension of effectiveness?
  • 13. 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?
  • 14. How would your executives rate managers’ accountability for action or follow-up for the following practices? S.A.T. – So How Does Coaching Fare?
  • 15. How would your executives/line managers assess the following TM processes on the dimension of transparency? S.A.T. – So How Does Coaching Fare?
  • 16. The Value/Complexity Curve The Value/Complexity Curve ™ Effort/Complexity Added Value Added for Manager Continue Caution Stop
  • 17. 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 ?
  • 18. OPTM Performance Management
    • 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!
  • 19. OPTM Performance Management
    • 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
  • 20. 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
  • 21. 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?
  • 22. 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
  • 23. 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?
  • 24. Transparency and Accountability
    • 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)
  • 25. 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?
  • 26. 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
  • 27. The OPTM 360
    • Unique Scale
      • Do much more – Do much less
      • What should change, not are you proficient?
  • 28. The OPTM 360
    • Clear Priorities
      • Focused on top three areas for change
  • 29. 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
  • 30. Transparency and Accountability
    • 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
  • 31. 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
  • 32. 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?
  • 33. 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]