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Developing Talent To Increase Business Performance
 

Developing Talent To Increase Business Performance

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TALENT is the engine of business growth and long-term competitiveness. When the right capabilities are built and leveraged within an organization, results follow. Savvy managers know how to build the ...

TALENT is the engine of business growth and long-term competitiveness. When the right capabilities are built and leveraged within an organization, results follow. Savvy managers know how to build the capabilities needed to perform today and deliver talent results needed for tomorrow’s business needs.

Talent needs to KNOW what to do, be able to do (CAN do), and WANT to do to in order to achieve organization results.

This Slideshare contains information on:

- How to build talent (the CAN do)
- How to Engage talent (the WANT to do)
- How to deliver an increase in their organization’s business performance

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Developing Talent To Increase Business Performance Developing Talent To Increase Business Performance Presentation Transcript

  • Developing TALENT to Increase Performance Derrick Barton Chief Talent Leader/CEO 720-272-4243 [email_address] June 23, 2010 The Webinar Will Begin Shortly If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number. Number: 888-469-1348 Pass code: 2940000 Follow on Twitter: #monsterlive
    • Today’s Purpose
    • Outline how development makes a difference with TALENT and long-term competitiveness
    • Deliverables:
    • Connect developing TALENT to organization performance
    • Link “Engagement” to results
    • How to make sure development adds value
  • ORGANIZATIONAL PERFORMANCE
  • Competitive Advantage… You can do it faster . You can do it better . You can do more . You can do what others can’t . You can do it cheaper . You are able to do it first . Center for Talent Solutions © 2010 All rights reserved.
  • Center for Talent Solutions © 2010 All rights reserved.
  • Talent Results required to deliver organization performance Center for Talent Solutions © 2010 All rights reserved.
  • Center for Talent Solutions © 2010 All rights reserved. Center for Talent Solutions © 2010 All rights reserved.
  • Organization Talent Requirements PURPOSE: To define how the organization will change ; what s ervices/products will be provided; what improvements must be made… and where talent results are required to deliver sustainable results. Center for Talent Solutions © 2010 All rights reserved.
  • STEP 1 - Think about the key goals, initiatives, or changes which will happen within your organization in the coming year. Center for Talent Solutions © 2010 All rights reserved.
  • Center for Talent Solutions © 2010 All rights reserved.
  • STEP 2 - Identify the specific “talent requirements” which will have the most impact on successfully achieving the goal, initiative, or change. Center for Talent Solutions © 2010 All rights reserved.
  • Talent Management Framework Center for Talent Solutions © 2010 All rights reserved.
  • ENGAGE TALENT
  • ORGANIZATION RESULTS ORGANIZATION RESULTS Productivity / Quality Competitiveness Speed/Execution Innovation/Creativity Build Culture Reduce Costs EMPLOYEE PERFORMANCE ACTION (DO) More of... Less of... Differently... ACHIEVE (RESULTS ) More (Quantity, Efficiency) Better (Quality/Service/Experience) Faster (Speed) Innovative Solutions Same with Less Resources AND EMPLOYEE PERFORMANCE Perform On-The-Job AND Results Employee Performance Makes a Real Difference on Organization Results Center for Talent Solutions © 2010 All rights reserved.
  • Employee Performance Requirements KNOW what to DO CAN DO WANT to DO (Employee Engagement) Center for Talent Solutions © 2010 All rights reserved.
  • Perform-on-the-Job & Results EMPLOYEE PERFORMANCE “ Engage” & “Stay” EMPLOYEE DECISIONS EMPLOYEE ENGAGEMENT The productive use of one’s talents, ideas, and energy Somewhat Engaged Fully Engaged Engaged Disengaged LENGTH OF SERVICE INTENTIONS How long an employee intends to stay in their current job or with the organization. Stay for 6 Months Stay for 1 Year Stay for 2 Years Stay for 3 to 5 Years Stay for 5+ Years EMPLOYEE DECISION(S) Center for Talent Solutions © 2010 All rights reserved.
  • Perform-on-the-Job & Results EMPLOYEE PERFORMANCE “ Engage” & “Stay” EMPLOYEE DECISIONS EMPLOYEE ENGAGEMENT The productive use of one’s talents, ideas, and energy Somewhat Engaged Fully Engaged Engaged Disengaged LENGTH OF SERVICE INTENTIONS How long an employee intends to stay in their current job or with the organization. Stay for 6 Months Stay for 1 Year Stay for 2 Years Stay for 3 to 5 Years Stay for 5+ Years EMPLOYEE DECISION(S) Center for Talent Solutions © 2010 All rights reserved.
  • Perform-on-the-Job & Results EMPLOYEE PERFORMANCE “ Engage” & “Stay” EMPLOYEE DECISIONS EMPLOYEE ENGAGEMENT The productive use of one’s talents, ideas, and energy Somewhat Engaged Fully Engaged Engaged Disengaged LENGTH OF SERVICE INTENTIONS How long an employee intends to stay in their current job or with the organization. Stay for 6 Months Stay for 1 Year Stay for 2 Years Stay for 3 to 5 Years Stay for 5+ Years EMPLOYEE DECISION(S) Center for Talent Solutions © 2010 All rights reserved.
  • Employee Engagement... Engagement impacts what employees do on-the-job and the results they achieve. Employee Engagement... A Working Definition : The productive use of one’s talents, ideas, and energy. “Productive use” - you can observe engagement happening... it comes out in an employee’s actions and results. You define it vs. measure it as a concept resting within an employee’s head where it never transfers to what an employee does or achieves. “One’s talents” - the capabilities we all have lodged within our knowledge, experiences, skills, and abilities which equip us to perform. Our “ideas and energy” help drive our desire to perform. Center for Talent Solutions © 2010 All rights reserved .
  • Center for Talent Solutions © 2010 All rights reserved. Engagement Level Descriptions Center for Talent Retention © 2000 - 2007
  • MOST CRITICAL NEEDS What I want out of my job… The relationship I desire with my manager… The work situation I prefer… The type of organization I want to be a part of… CURRENT WORK SITUATION The Work Manager Actions The Work Environment Organization Characteristics FIT Employee Engagement and Desire to Stay Center for Talent Solutions © 2010 All rights reserved.
  • Center for Talent Solutions © 2010 All rights reserved.
  • Center for Talent Solutions © 2010 All rights reserved .
  • Engage AND Stay Center for Talent Solutions © 2010 All rights reserved.
  • Engage… stay for awhile Center for Talent Solutions © 2010 All rights reserved.
  • Disengage… Leave. Center for Talent Solutions © 2010 All rights reserved.
  • DEVELOP TALENT
  • CTS Database 80% of training is not used to improve results. 85% of managers do not make changes to their behavior based on the training they attend. DEVELOPMENT: Building capabilities which get used on-the-job to make an impact on organization results Center for Talent Solutions © 2010 All rights reserved.
  • DEVELOPMENT MIRROR TEST As we’ve watched organizations implement the good, the bad, and the ugly… we isolated a number of points which make a difference in achieving something remarkable… something which adds real value… something which is sustainable.   Use the following points as a “mirror test” to reinforce strengths and isolate improvements. If we do it… what happens? If we don’t make the changes… what happens? Then step up to the plate and make things happen! Center for Talent Solutions © 2010 All rights reserved.
  • Answer: WHY develop? Hook to running the business… contributing now and in the future. POINT 1 1 st Development Question = _________________? Choices: WHAT, WHERE, HOW, WHY, WHEN, WHO Center for Talent Solutions © 2010 All rights reserved.
  • POINT 2 Is “development” the answer to the performance question? Center for Talent Solutions © 2010 All rights reserved.
  • POINT 3 What is “development”? MUCH more than training… contribution comes from others (Competent, Open, and Engaged) who equip us to go “DO”! Center for Talent Solutions © 2010 All rights reserved.
  • Silver Birch Hotels and Resorts Harbour Towers Hotel and Suites Victoria "It's the little things that make the difference". Business Strategy - Increase Customer Experience – Customers Come Back… Customers Tell Others… Revenue… Profit… Long-term Success Development Strategy … If customers have a question… take them to the answer. Built a module for all employees… based on a number of common situations. Performance Situation: I come down to the lobby… Sign: Workout Facility is located on Mezzanine Level “ Restaurant Dude Bus Boy” is in a hall next to the lobby area… “Where is your workout facility?” “ Restaurant Dude Response”: Let me show you… Proceeds to escort me to the workout room around the corner… down a few steps… end of the hall on the left. Then says, “Have a great workout” Not about providing “customer service training module”… it is about developing capabilities to contribute on-the-job. POINT 4 ENGAGEMENT is the key to contribution… use KSAs on-the-job to create value Center for Talent Solutions © 2010 All rights reserved.
  • Love to do… Challenging… Increased responsibility… Up and down the value stream… POINT 5 Create incredible energy for development by allowing people to do WORK - more/different work vs. do stuff I do right now… a little better. Center for Talent Solutions © 2010 All rights reserved.
  • POINT 6 “ WORK” Opportunities vs. “JOB” opportunities Others are doing… Do more… Do different… Build depth of expertise… Use expertise in another area… Center for Talent Solutions © 2010 All rights reserved.
  • POINT 7 Career Interest - Make it OK to stay in current role. 1) Career Interest? 2) Potential Next Positions? 3) Development Opportunities within Area Center for Talent Solutions © 2010 All rights reserved.
  • POINT 8 Current Role Development: Create a process where 100% of the organization is developing capabilities to increase contribution within their current role. (OLD DOG – NEW TRICKS) Center for Talent Solutions © 2010 All rights reserved.
  • POINT 9 FUTURE ROLE Development: 1) Walk in and be able to do _________________. 2) Expect people to deliver “high performance” in 9 months. Center for Talent Solutions © 2010 All rights reserved.
  • POINT 10 DEVELOPMENT GOALS 3 Parts (ABC)– Forget one and you lose! Center for Talent Solutions © 2010 All rights reserved.
  • POINT 11 - MEASURMENT DO NOT measure or collect IDPs. Creates compliance, Once I hand it in… hit “save” – I’m done. DO collect “Success Stories” I DEVELOPED… I DID… IMPACT Created) Creates focus to contribute, I’m done when I create an impact. Center for Talent Solutions © 2010 All rights reserved.
  • Thank you & Questions www.keeppeople.com CTS Mantra... “Without Action, We Have Nothing” Derrick Barton Chief Talent Leader/CEO 720-272-4243 [email_address]