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  • A People Strategy is the translation of a business strategy into a roadmap for implementing organizational and people investment priorities.A People Strategy will create value and drive differentiation.A People Strategy provides the framework for creating talent management initiatives to increase employee engagement and deliver improved financial results.A People Strategy is specific to the needs of a business.A People Strategy evaluates trade-offs and requires specific investment choices.A People Strategy is a multi-year roadmap jointly owned by HR and business leaders.

Transcript

  • 1. Introduction to PeopleFirm
  • 2. PeopleFirm: our focus
    We’re a consultancy passionate about our singular mission:
    helping our clients achieve a competitive advantage through their people.
    Organizational Performance
    Talent Management
    People Strategy
    Change Management
  • 3. PeopleFirm: our focus
    We assess organizational investment options across all areas related to people and talent management with the goal of selecting the best investment portfolio to drive the organization's strategy.
    We improve organizational performance using an approach that addresses all aspects of employee engagement and teamwork.
    Organizational Performance
    We help companies design and optimize how they manage talent across the full employee lifecycle from entry to exit, and beyond.
    People Strategy
    Talent Management
    We are a leader in designing and leading change management and adoption efforts that lower risks and accelerate results.
    Change Management
  • 4. introduction to PeopleFirm
    A woman-owned consulting firm with 3 founding partners:
    Tamra Chandler: CEO
    Beth Montag-Schmaltz
    Marcus Scott
    Experienced team averaging 12 – 20 years
    75% of team hold advanced degrees in organization development, or industrial/organizational psychology, and business
  • 5. People Strategy
  • 6. every organization is competing in three markets
    1
    The best Corporate Strategiesdefine an organization’s approach for winning in all three markets.
    Capital
    2
    Customers
    3
    Labor
  • 7. what is a People Strategy?
    Define, design, and implement a strategic vision for competing in the labor market.
    Establish a prioritized investment plan in the human side of your organization.
    The specific goal: Achieving your business strategy.
           
  • 8. connecting your people strategy to your corporate direction
    a people strategy defines how to enable a corporations unique business strategy and defines the course of action and focus for HR
  • 9. Differentiation
    Alignment
    Optimization
    Foundations
    PeopleFirm's People Strategy Framework
    Alignment
    Increase the connectedness of your people to your strategic imperatives through improved organizational structures, employee engagement, and enhanced communication, and collaboration.
    Differentiation
    Design and implement a portfolio of people investments to further drive your strategic vision and deliver a differentiated experience for your people and your customers
    Effectiveness
    Foundations
    Ensure core Talent Management systems and processes are in place to support effective management of the employee lifecycle.
    Optimization
    Improve business and talent related decisions, optimize resource usage and enhance your employee’s careers and experiences.
    Efficiency
  • 10. there is not one right path, just the best path for your organization
    The journey that defines an organization’s culture, employee experiences, talent and HR process and tools will be unique. The key question is -- Will your path be planned or reactionary? PeopleFirm has the tools to help you plan a path that aligns with your corporate strategy and fits your financial and resource capabilities.
    Alignment
    Differentiation
    Effectiveness
    Foundation
    Optimization
    Efficiency
  • 11. Measure your organization against talent management best practices.
    Identify your highest returning talent management opportunities.
    Support key decisions including technology and resource investments.
    Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.
    Alignment
    Differentiation
    Effectiveness
    Foundation
    Optimization
    Measuring along the x-axis
    Efficiency
    how do you score against best practices? how should you? how do you get there?
  • 12. Measure your organization against Organizational Performance best practices.
    Identify the highest returning opportunities to increase your team’s performance.
    Build a roadmap to drive improved organizational performance across the enterprise.
    Differentiation
    Alignment
    Effectiveness
    Optimization
    Foundation
    Efficiency
    how do you score against best practices? how should you? how do you get there?
    Measuring along the y-axis
  • 13. Your People = Your Business
    Organizational Performance
  • 14. organizational performance: helping you build a high performance teams
    Measure your organization against Organizational Performance best practices.
    Identify the highest returning opportunities to increase your team’s performance.
    Build a roadmap to drive improved organizational performance across the enterprise.
    Differentiation
    Alignment
    Effectiveness
    Optimization
    Foundation
    Measuring along the y-axis
    Efficiency
  • 15. common challenges or needs related to building high performance teams
    We are experiencing high turnover
    We need one culture, but we have a history of acquisitions
    The majority of our professionals will be retiringin 5-10 years
    We can’t seem to make decisions and executein our organization
    We need higherproductivity– and we can’t afford more people
    We want to become a “Best Places to Work” to attract and retain talent
    We need more collaboration and innovation to compete
    We want stronger employee engagement, but where do we begin?
    Our people question our leaders commitment to key initiatives or our organizational values
  • 16. engaging employees is not just nice… it’s a business imperative
    Employee engagement is the extent to which employees are committed to, believe in and support the company’s values, feel pride in working for their employer, and are motivated to go the extra mile.
  • 17. we build customized approaches based on your organization's unique needs
  • 18. Your People = Your Business
    Talent Management
  • 19. Measure your organization against talent management best practices.
    Identify your highest returning talent management opportunities.
    Support key decisions including technology and resource investments.
    Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.
    Alignment
    Differentiation
    Effectiveness
    Foundation
    Optimization
    Measuring along the x-axis
    Efficiency
    talent management: making informed investment decisions in process and tools
  • 20. status of talent management
    Common challenges for many organizations today:
    Unclear priorities
    Siloed or decentralized efforts
    Too many tools or divergent technologies
    Lack of standards / poor data consistency
    Weak integration
    Complexity from acquisitions or rapid growth
    Does your organization have an integrated talent management strategy?
  • 21. status of talent management: multiple vendors
    2007 i4CP data
  • 22. common talent management attributes
    effectiveness
    efficiency
  • 23. talent management from the employee lifecycle & the architectural perspectives
    PF Employee Lifecycle
    PF Talent Management Architecture
    Our view ensures inclusion of all elements of the lifecycle for true process definition and also incorporates:
    Workforce Talent Inventory
    Competencies and Skills, Experiences & Aspirations
    Environmental Factors
    Strategy, Leadership, Culture, Knowledge
  • 24. our talent management offerings
    TM Foundation Assessment – assess the current state, evaluate best practices, and determine the optimal path to drive value your talent strategy.
    Tool Selection – define requirements, evaluate available applications and tools, determine the best solution to meet your organizations needs, and plan the implementation of your talent solution.
    Process Design –design future state processes to support your desired employee experience.
    Systems Implementation –configure, test. and deploy your talent management systems.
    Value Enhancement – tune up and optimize the value you receive from your talent management tools and processes.
  • 25. PeopleFirm: a leader in change management
  • 26. the change curve
    Choice:
    Stay or Go Forward
  • 27. how do we move peoplefrom awareness to ability?
    awareness access
    build an understanding of the business rationale and industry drivers
    build confidence in strategic decisions driving change
    begin honestly communicating how people will be impacted
    access adopt
    help them envision future possibilities and opportunities for themselves, their team, and colleagues
    share implications of job impact and define new skills required for future success
    help people “see” the new process flows or systems –visualize the changes from current to future
    adopt benefits
    teach new ways to work: processes; systems; and role changes
    let people take time to apply new skills and processes -- “work-out” the kinks
    encourage sharing of lessons learned -- seek and listen to feedback
    adjust and continuously improve new processes & systems
  • 28. our approach: practical, holistic, responsive, fluid
    Assess
    How big is the change?
    Who is impacted and how?
    How much resistance is anticipated?
    Is the organization ready for change?
    How much investment is necessary?
    Approach
    Impacts on jobs and the organization
    Adoption of new norms and behaviors
    Learning of new tools and processes
    Customizes activities to the needs of different stakeholder groups
    Engages the organization’s leaders and key influencers in the change process
    Apply
    Execution of customized workplan
    Measurement via Adoption & Health Scorecard
    PeopleFirm’s ACE Methodology
  • 29. our approach:PeopleFirm’s 5 core change disciplines
    The PeopleFirm methodology includes 5 core change disciplines in addressing organization adoption. Our approach applies the right tools and practices from each of these disciplines to address your unique adoption challenges.
    .
    Measure
    Value
    Measure adoption success throughout the transition, and help capture the full impact of the changes well past completion.
    Align
    Organization
    Identify impacts to the current organization and develop customized solutions to manage restructuring, roles and responsibility changes, and skill gaps while building the infrastructure for sustainable change.
    Engage
    Leadership
    Arm leaders with the tools and resources to effectively guide their teams through transition. Prepare management teams to actively lead change.
    Prepare Stakeholders
    Educate the organization on new processes and technologies to develop the knowledge, skills, and behaviors necessary to enable individuals to successfully perform in the future.
    Connect
    People
    Connect the right people at the right time delivering compelling messages that engage people to ‘answer the call’ for change.
  • 30. our appraoch:best practices
    Engage
    Leadership
    Prepare Stakeholders
    Connect
    People
    Measure
    Value
    Align
    Organization





    Integrate commitments in leader and middle management review cycles and publically publish
    Ensure change effort is tied directly to top business priorities
    Move high impact stakeholders through the change curve before training begins
    Translate the business case in a way that is compelling to stakeholders (WWIFM)
    Assess change health at regular intervals to ensure stakeholders re moving along the curve as intended





    Involve high impacted leaders and middle managers throughout the entire lifecycle of the project
    Align priorities, structure, processes, job roles and performance to successfully enable the change
    Equip stakeholders with the right tools, skills and motivators perform in the future state
    Create high-touch communication messages from top-level , direct-line supervisors and peers
    Incorporate change
    health statistics in project management scorecards
  • 31. Tamra Chandler
    e mtc@peoplefirm.como206.462.6463
    c 206.399.8701
    Beth Montag-Schmaltz
    e bethms@peoplefirm.com
    o 206.462.6463
    c425.591.3400
    Thank You!
    www.peoplefirm.com
    Your People = Your Business