Social HR: Leadership Development and Employee Engagement

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Prepare to implement solutions for the workforce of the future. Anticipate your organizational needs by assessing trends. Identify tools for meeting your future priorities where you are least effective today leveraging Social HR solutions that are rapidly emerging.

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  • How we work matters
  • Social HR: Leadership Development and Employee Engagement

    1. 1. the future is performance-enhancing social hr P. Quake Pletcher 19 February 20132/25/2013 Confidential Information of Quake LLC 1
    2. 2. Do you have any leaksin your people investments?2/25/2013 Confidential Information of Quake LLC 2
    3. 3. Change is not Decelerating!‘They’re not yours anymore’ – By 2020, your workforce will be 50% contingent workers‘The brain drain train is gaining speed’ – Boomers are retiring @ 10,000 per month‘Virtual teams up, risky business follows’ – Up to 70% of virtual teams fail to meet expectations2/25/2013 Confidential Information of Quake LLC 3
    4. 4. peeqMe Accelerates Adaptation Social HR How not What Anyone, Anywhere, Anytime2/25/2013 Confidential Information of Quake LLC 4
    5. 5. 2013 Top Priorities Business Leaders Human Resources People and Talent Management 51% Leadership Development 56% 44% Employee Engagement 51% 47% Employee Development 46% 55% Improve Team Performance 36% Source: McLean and Company2/25/2013 Confidential Information of Quake LLC 5
    6. 6. Where there is a mismatch between effectiveness and priority Priorities x Effectivenesslevels, diagnose which areas require more of your attention High Priority Leadership development Employee engagement Employee development Improve Talent pipeline Leverage Management development Succession planning HR-Business alignment Compliance with labor Team performance Performance appraisals laws & regulations HR strategy development HR metrics & reporting Workforce planning Priority Coaching & mentoring Talent selection criteria Employee communication HR technology & stakeholder mgmt Compensation structures Employer branding Organization structure HR policies & procedures Rewards & recognition On-boarding programs Manager interviewing skills Evaluate Maintain Variable pay plans Low Priority Not Highly Effective Effectiveness Effective Source: McLean and Company McLean & Company 492/25/2013 Confidential Information of Quake LLC 6
    7. 7. peeqMe for Now and the Future HR Respondents: Projected Growth for each trend Gamification 260% Gamification is Stay interviews 138% the highest High potential employee programs 97% scoring emerging trend for growth Planning for baby boomer retirement 94% in 2013. Social recognition/ collaboration tools 90% Engaging generation Y 80% Long-term incentives for non-… 80% Talent mobility strategy 59% Results-oriented work environment 56% Agile performance mgmt 51% Wellness initiatives 41% Managing diversity 40% The trends with the Flexible work arrangements 38% highest 2012 Current Social media for recruiting 38% implementation rate Implementation Rate: Globalization of HR as a function 37% will continue to grow Low Implementation (<10% implemented) at over 30% in 2013. E-learning 35% Medium Implementation (10% to 20% implemented) Corporate social responsibility 31% High Implementation 0% 50% 100% 150% 200% 250% 300% (≥20%)  implemented Projected Growth for Each Trend Source: McLean and Company McLean & Company 23 HR Respondents (Business Relative Rank) In Planning Growth Areas peeqMe Solution High Potential Employee Program (2) 38% 97% Coach Upward Stay interview (7) 24% 138% Engage/Retain Support Social recognition/ Collaboration tools (5) 24% 90% Improve Team Chemistry/Performance Planning for Boomer Retirement (6) 22% 94% Knowledge Transfer Engaging Gen Y (3) 23% 80% Open, Connected, Mobile Feedback Talent Mobility (1) 25% 59% Effective Assignment, Parachuting Managing Diversity (4) 21% 40% Promote Innovation, Avoid Storms2/25/2013 Confidential Information of Quake LLC 7
    8. 8. Fast Facts and Figures A Better Way Employee Engagement: Up to 70% of employees are disengaged from their job Daily strength focused employees are 6x more likely to be engaged in their jobs Team Performance: Up to 70% of teams are fail to meet expectations High performing teams are marked by a 6:1 positive to negative feedback ratio Developmental Feedback: Most business processes collect feedback annually from 2-3 sources Reliable feedback should have at least 10 sources2/25/2013 Confidential Information of Quake LLC 8
    9. 9. peeqMe Mobile App Innate IntentionpeeqMe focuses on the natural peeqMe allows users to identify behaviorspreferences/strengths for individuals and values they intend to display. Corporations do an excellent job ofOver $2B per year is spent on leadership, capturing “What” people did, but strugglebehavior, and personality assessments to capture “How” employees accomplish their work objectives. peeqMe permits users to uploadpeeqMe provides a simple profile based corporate behaviors/competencies, andon the most popular assessments values. Users can give and get input at the pointUsers have access through the peeqMe of experience for review later withmobile app mentors or managers. 2/25/2013 Confidential Information of Quake LLC 9
    10. 10. Development:Leaders andEmployees1. High Potentials• Coach UpwardFresh, frequent feedback2. Boomer Retirement• Transfer KnowledgeFacilitate mentoring relationships3. Talent Mobility• Assign to Projects EffectivelyFollow-me mobile app, flows withtalent2/25/2013 Confidential Information of Quake LLC 10
    11. 11. Engagement:Employees and Teams1. Social Recognition/Collaboration• Better Team, No SilosTeammates ‘catch each other doinggood’, use talent smarter2. Engage Gen Y• Open, Connected, Me-focusedMobile app, networked andindividualized3. Manage Diversity• Promote Innovation, Avoid Storms‘Read the Room’ with Group viewsof strengths, style.4. Stay Interviews• Support Engaged DiscussionsUse behavior based history fordiscussion starters.2/25/2013 Confidential Information of Quake LLC 11
    12. 12. Implementation: How usedOrganizational uses are member driven, bottoms up Personal Access Booster Access Corporate Access• No access to natural strengths • Selected access to natural • Access is granted by user to or style except to self profile organization to see de-identified• Keeps “book in hand,” not • Supports external coaching and data for meta analysis and locked up, for personal mentoring from trusted reporting purposes reflection and user-driven relationships • Access may be granted by user growth • Permits insights to selected to organization to see identified• Joins the network for feedback individuals on a need to know data for specific analytics and giving, seeing profiles, getting basis, such as working teams or reporting, including: org values/behavior feedback management • Talent identification • Early interventions • User-specific support/training.2/25/2013 Confidential Information of Quake LLC 12
    13. 13. Implementation: How spreadpeeqMe works a little differently for the enterprise Open Organic Observe Opportunistic • No silos, extend open • Allow teams and • Actively observe how the • Support and encourage invitation individuals chances to tool plays out experimentation • Customers, Partners, Per share • Analyze what works for • Cherry-pick best sonal & Professional • This is “how” we work, let your organization practices and highlight mentors, Vendors, etc it flow super users • Incentivize participation • Seed with paid assessment support2/25/2013 Confidential Information of Quake LLC 13
    14. 14. Action Steps• Sign-up for beta release in Spring 2013 at www.peeqme.me… It’s FREE!!!• Extend invitation to early adopter cohorts within your organization• Organizations with 20+ beta participants will receive free corporate features until 2015.• Participate in development webinars to provide feedback, request features, and help prioritize development2/25/2013 Confidential Information of Quake LLC 14

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