[Webinar] "How to Keep Top Talent & Improve Your Bottom Line"

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Professor Rob Cross, DBA, shares the latest network-driven methods to help you identify your critical team members, including high-performers, hidden talent, marginalized employees, and overloaded individuals - before they leave the company.

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  • Quick background on the company. We’re a social networks analytic company focused on driving commercial, organizational and health results. Our focus today is on Organizational network analysis or ONA. Specifically, we provide ONA to a wide variety of companies, to improve organizational effectiveness and achieve their strategic objectives. Boxes and lines of the trsditional “org chart” often mask relationships in networks and how work really gets done.  Individuals who appear influential in formal structures may not carry much weight in day to day operations, and some key individuals are not evident from the formal structure.  More and more leaders understand that behind any formal structure there is a web of informal relationships that help drive growth and organizational performance.  ONA acts as an x-ray for leaders to view these invisible relationships between people and groups.    By Using analytics developed by industry-leader Rob Cross, executives can map and assess these relationships revealing the hidden “networks at work” and provide a birds-eye view of information flow, decision-making, collaboration, and leadership patterns., ONA can pinpoint silos, information bottlenecks, overloaded individuals, poorly distributed expertise, and unrecognized talent.Rob is a recognized leader of organizational network analytics and author of dozens of articles in refereed journals (HBR, MIT Sloan Management Review, McKinsey Quarterly, etc), four books, multiple chapters, scores of conference presentations and other publications. This is where I put in a plug for his books by telling you they’re available on Amazon.comWe’re also the sponsor of the network roundtable which is s consortium of corporate, public and non-profit institutions committed to the application of network analytics to enhance organizational effectiveness. Organizations ranging from Raytheon to Bloomberg to NASA are members. And finally ,These solutions are the results of more than a decade of conducting social network analyses for more than 300 national and global enterprises. In the pharma space, we count Merck, BMS, Merrimack and Novartis as clients to give you a sense of who’s used this technology.
  • [Webinar] "How to Keep Top Talent & Improve Your Bottom Line"

    1. 1. 1© 2013 Activate Networks, Inc. 1617.558.0210 | info@activatenetworks.net | www. activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462How to Keep Top Talent& Improve Your Bottom LineProf. Rob Cross, University of VirginiaFriday, May 3rd, 2013
    2. 2. 2© 2013 Activate Networks, Inc.617.558.0210 | info@activatenetworks.net | www. activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462
    3. 3. 3© 2013 Activate Networks, Inc. 3Presenter: Rob Cross Professor of Managementat University of Virginia’s McIntireSchool of Commerce Founder and Research Directorof The Network Roundtable Senior Consultant forActivate Networks, Inc. Author of Driving Results throughSocial Networks: How TopOrganizations Leverage Networksfor Performance and Growth
    4. 4. 4© 2013 Activate Networks, Inc. 4The Company at a GlanceSponsor of the Network RoundtableRepresentative MembersUtilizes innovative social network analytic technologydeveloped by Prof. Rob Cross of the University of VirginiaUsers of ONA include major global organizations and industry leadersA software company providing the strategic tools to identifyand understand the key social connections that drivecommercial, organizational, and health results
    5. 5. 5© 2013 Activate Networks, Inc. 5Formal StructureSutherlandSm ithC rossleyD hillonZaheerKellerAngeloSchultzC ordozaKlim chuckM itchellM cW attersM yersR am irezAveryM aresH opperH ussanM ilavecW aringInformal StructureNetworks are often under-appreciated in comparison to theformal structure.Exploration & ProductionZaheerSchultzMitchellKlimchuckAngeloKellerSmithGeologyDhillonMyersPetrophysicalCrossleyExplorationAveryCordozaSutherlandRamirezDrillingMcWattersWaringProductionHussanReservoirHopperProductionMilavecSenior Vice PresidentMaresNetworks are Often Under-Appreciatedin Comparison to the Formal Structure
    6. 6. 6© 2013 Activate Networks, Inc. 6Getting Better Leverage From Key Talent…Network EffectivenessPerformanceRatingAlignmentUnder-Utilized (25% HighPerformers But Peripheral)Under-Recognized(40-50% Overlap TopTalent Lists)On-boarding,Staffing,Development
    7. 7. 7© 2013 Activate Networks, Inc. 7Person AExample: 71 people identified Person A asan effective source of info and 27responded that greater access to him iscritical to improving their effectiveness.Issue:• Hidden bottlenecks caninvisibly slow down the work ofeveryone (when these over-loaded people feel busy andlike things are happening).• Who is Person A?• What would you do?Leaders (and Most Organizations) Don’t SufficientlyAppreciate The Effect Of Overload Points In Networks…Senior VP+Vice PresidentExecutive Director/Senior DirectorDirector or BelowSolutions• Structural: Re-allocation ofdecision-rights, providing broaderinformation access,delegation/addition of roles andformalized decision-flows.• Relational: Defining and re-routing routine decisions (e.g.,various personnel decisions,travel, resourcing efforts, clinicalprotocol and protocol design,modeling and simulation).• Skill Development: Buildingalternative sources of expertise,behavioral modeling andcoaching.GreaterAccessisCriticaltoEffectiveness1 21 41Effective Source of Information61-50510152025
    8. 8. 8© 2013 Activate Networks, Inc. 8Decreasing Relational Load is Important for BOTHPerformance and Well-Being at Work0%10%20%30%40%50%60%70%80%90%100%0% 10% 20% 30% 40% 50%%ofColleaguesRatingtheIndividualasanEffectiveSourceofInformation% of Colleagues Desiring Greater Access
    9. 9. 9© 2013 Activate Networks, Inc. 9% People Removed 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%% Ties Removed 29% 43% 53% 61% 66% 71% 75% 79% 82% 84%0%20%40%60%80%100%%TiesRemovedIssue• The organization’s revenuebase is VERY susceptible todeparture of just a fewemployees. Many of thesepeople were not recognized ascritical in the formal talentprocesses and so were morelikely to leave.Typically only 40-50%overlap between keyenablers and top talentlistsSolutions• Retention-Based: Allocatingadditional resources/benefits,building networks among highconnectors.• Development-Based:Developing key expertise andclient (or scientific)connections amongst others inthe network.• Succession-Planning: Helpingemerging leaders buildnetworks required for successin a new role.Identification of Key Talent forRetention Purposes…%TiesRemoved% People Removed% Ties Removed
    10. 10. 10© 2013 Activate Networks, Inc. 10Leaders (and Most Organizations) Don’t Sufficiently Knowand Leverage Top Talent in Networks…Name# IncomingTiesDepartment Location % Energizing Ties% Problem Solving/ Bus Opp Ties% Cross-Dept TiesGeorge A 52 Investment Banking AustraliaSharron M 48 Operations Other AsiaStephano C 46 Financing North AmericaJessica S 46 Research North AmericaMichael G 46 Equities North AmericaPat B 43 Currncy & Commdts AustraliaDeborah K 42 Financing North AmericaRoman N 41 Equities South AmericaJosh W 40 Asset Mgmt North AmericaGene P 39 Investment Banking EuropeBirger S 39 Asset Mgmt EuropeSeth I 39 Equities South AmericaDmitry K 38 Fixed Income ChinaDeborah K 38 Investment Banking North AmericaJohan W 37 Currncy & Commdts AustraliaIvana L 36 Other North AmericaRicardo I 36 Investment Banking North AmericaSylvia E 35 Fixed Income ChinaRichard M 34 Investment Banking EuropeVladimir T 34 Financial Adv Svcs ChinaAndrey K 34 Financing North America 31%57%48%50%30%64%32%45%49%38%40%45%76%31%33%30%39%26%25%45%42%54%52%58%63%47%53%64%59%61%48%33%60%43%47%49%46%41%49%40%29%62%76%53%15%40%31%94%84%39%66%49%62%44%73%54%83%91%67%87%83%96%56%
    11. 11. 11© 2013 Activate Networks, Inc. 11Successful Leaders Know and Workthrough Networks by…Knowing and utilizingthe network’s center.Leveraging thenetwork’s edge.
    12. 12. 12© 2013 Activate Networks, Inc.Name # EffectiveIncomingInfo Ties# AdviceIncomingTiesXXXTenureRole FunctionPrimaryTherapeuticAreaLocationPerson 1 41 22 1 to < 3 yrs VPDevLead Metabolics NJPerson 2 39 22 1 to < 3 yrs VP RMSCardio-vascularPerson 3 36 26 < 1 year VP GHOMultipleAreas NJPerson 4 34 21 1 to < 3 yrsExecDrctr GCR ImmunologyNJPerson 5 27 16 1 to < 3 yrs VP GCR OncologyPerson 6 23 15 1 to < 3 yrs Drctr RMS MetabolicsPerson 7 22 18 1 to < 3 yrs VP DMCPMultipleAreas NJPerson 8 20 13 1 to < 3 yrsExecDrctr OtherMultipleAreasPerson 9 19 13 1 to < 3 yrsExecDrctr DMCP Metabolics NJPerson 10 18 11 1 to < 3 yrsGpDrctr GCR OncologyUnderstanding the Behaviors and Early Assignments ofLeast Tenured Top Connectors Can ImproveOn-Boarding Processes of New HiresCharacteristics of Fast Movers (i.e., Least Tenured Connectors)Compared to Others in Same Tenure Band: Provide expertise across the enterprise: almost three times as many cross-function ties. Create enthusiasm: four times as many energizing incoming ties. Help others: more than two and a half times as likely to provide advice to helpformulate strategies and key decisions.Ties by TenureCross-Function Ties by TenureAvg. number of incoming tiesAvg. number of ties from people outside function.Least Tenured Top Connectors
    13. 13. 13© 2013 Activate Networks, Inc. 13High Performers* Show Unique Network Patterns:Replicating These Networks Via Talent Programs Can Yield ImpactMore than twice the number of people find highperformers energizing compared to others. Energizedsubordinates give greater effort and attract effectivenetworkers. Energized leaders create room and provideresources.Higher performers have a much greaterfocus on those outside of their capability(ratios are fairly similar for unit & CoEalso):High performers are more sought and seek outothers more frequently than others. Thecomparative ratio is:High performers are 2.8 times as likely toplay a brokering role in the network bypositioning themselves at key inflectionpoints.Notes:1) High Performers are defined as those people who received a bonus rank of 1. This represents 22% of the population.2) Ratios represent the increment of ties of high performers over those of all others on average.High performers have significantly more tieswith people outside their location:High performers are much more likely to seek outothers up and down the hierarchy. They are alsomore sought out by people in other grade levels.Sought by Others Seek Out OthersExpertise, Info& Resources2.0X morefrequently27% morefrequentlySought by Others Seek Out OthersWithinCapability2.0X morefrequently17% morefrequentlyOutsideCapability2.1X morefrequently44% morefrequentlySought by Others Seek Out OthersWithin Level 78% morefrequently23% morefrequentlyOutside Level 2.3X morefrequently30% morefrequentlySought by Others Seek Out OthersWithin SameWork Location86% morefrequently33% morefrequentlyOutside SameWork Location2.3X morefrequently18% morefrequently
    14. 14. 14© 2013 Activate Networks, Inc. 14Too Often the Things That Make You Successful – BeingAccessible, a Problem Solver, etc. – Become CareerDe-Railers at the Next Level of Responsibility• His effectiveness suffering…‒ Health problems (overweight, highcholesterol, pre-diabetic).‒ Family problems (stress of work cameinto home life).‒ Interactions at work becoming moretoxic.• Subordinates intimidated and over-prepping.• Peers though he was becoming anA*(%)hole.• His group’s performance was suffering…‒ Many people on the fringe weredisheartened by missed opportunities.‒ Several geographies were extremelydisconnected.‒ Top team had significant blind spots intokey functions.‒ Churn and gridlock on increasinglyroutine decisions.Meet Scott P.
    15. 15. 15© 2013 Activate Networks, Inc. 15Scott Initially Focused on Structural Drivers of Overload –Informational Requests and Routine Decisions That He Did NotNeed to be Involved withProject management: travelapprovals, capital approval,budget, manuscript clearanceforms, project strategy, etcCapital requests andjustificationsAlliance and collaborationmanagementdecisions (confidentialityagreements, milestonepayments, etc.)IT and data systems: datamanagement, tools, reporting, workflow, dataprocessingPerformance review andplanning processesthat were non-developmental.Experimentalplanning, protocols, setupand design. Technicalplanning and technicalalignment.
    16. 16. 16© 2013 Activate Networks, Inc. 16He Also Focused on Behaviors –Things He Did That Created Network Reliance/Overload• Sent employees to meetings he had been attending to either be “in the know”or protect his group.• Began to ask more questions (and answer fewer) while connecting peoplearound him in the network.• Was more selective on problems that he jumped into to help others solve.• Became more cautious in improving employees’ plans (don’t do if not morethan 25% impact).• Focused on addressing conflict earlier so that problems did not manifest deepinto the network.• Began using a blog to communicate certain ideas more consistently.
    17. 17. 17© 2013 Activate Networks, Inc. 17Network Overload is the Most Common Career De-railerThe Over-Loaded Leader or ExpertIssue: Intentionally orunintentionally createsheavy reliance on self. Usesown time – and others –inefficientlyOutcome: Personalburnout, the organization’snetwork is too slow torespond to threats oropportunities, innovationand decision making canstallDecisions/Info You Can ShiftBehaviors You Can Alter
    18. 18. 18© 2013 Activate Networks, Inc. 18Specific Dimensions of Network ConnectivityPromote Individual Performance.High Performers (i.e., top 20%) Have Non-Insular Networks:• Select ties up in the hierarchy (to your bossand others) provides a breadth ofinformation, context, resources andpolitical support for your initiatives.• Lateral connections to peers within theorganization are important forbrainstorming and best practice transfer asthese people face similar issues.• High quality (i.e., energizing) relations tothose lower in the hierarchy createsreputation and draws emerging highperformers to you over time.• Select ties to experts outside of theorganization yield innovations and novelopportunities.Reaching UpProvides Info andSupportInternal PeerNetworks For B-StormingEnergized SubordinatesGive Greater Effort andAttract High PerformersExternal Peer or SMENetworks For Processor Product InnovationCustomer (Internalor External) EnsuresSatisfied andLearningRelationshipsSpecific Dimensions of Network ConnectivityPromote Individual Performance
    19. 19. 19© 2013 Activate Networks, Inc. 19Connections that provide personal support/energy• People you re-group with when you have had a tough meeting or bad day.• People that you are energized by or people you can “just be you” with.Connections and activities that support balance• People that influence involvement in and hold you accountable for:• Activities that improve physical health (e.g., sports, nutrition)• Activities that promote mental engagement (e.g., hobbies, learning)• Activities that feed the soul (e.g., music, religion, art, service, etc.)Minimizing or removing interactions with negative relationships• Toxic relationships that create unhealthy levels of job or non-job related stress.• Friends, family members or co-workers that enable or encourage unhealthy behaviorson either a physical (e.g., nutrition or exercise) or mental front.Specific Dimensions of Network Connectivity PromoteCareer Satisfaction, Psychological Well-Being and Health
    20. 20. 20© 2013 Activate Networks, Inc. 20Questions? Use the Q&A widget to ask questionsSimply type your questions into the Q&A widget onthe right side of your screen, and click “send” Can’t find the Q&A widget?Mouse over the webinar options at the top of yourscreen, and click the Q&A buttonFor More Information:ActivateNetworks.netContact Jackie Criscuolo:jcriscuolo@activatenetworks.net

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