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Changing behaviour – Competence development with impact

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More than 60 members of Implement's Commercial Excellence Forum participated at an inspirational session about how to connect HR and the commercial “engine” in order to create even more meaningful competence development.

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Changing behaviour – Competence development with impact

  1. 1. 28 OCTOBER 2016 Changing behaviour – Competence development with impact
  2. 2. 2 Agenda 1 Welcome and introduction to the topic of the day 3 Case from Arbejdernes Landsbank: Implementation of a new customer approach 2 How to rethink the collaboration between HR and the commercial organisation 6 Wrap-up 4 Introduction to track tours 5 Track tours 1 and 2
  3. 3. 3 28 October 2016 Changing behaviour How to change behaviour in the front line through training, leadership and a new kind of “touchpoints”. 27 January 2017 Commercialisation and product launch How to successfully commercialise and launch new products – and make them win in the marketplace. 24 March 2017 CRM implementation with impact How to ensure that CRM investments create the expected impact and results. Commercial Excellence Forum 2016 and 2017 Planned meetings in 2016 and 2017 (Q1 and Q2)
  4. 4. 4 The next Commercial Excellence Forum is on 27 January 2017 Launch excellence: • Up to 70% of all commercial launches fail and do not deliver on sales and customer expectations. • Through hands-on case stories, practical tools and interactions with peers, you will get inspiration on how you can overcome the pitfalls and move your company closer towards launch excellence. • Guest speaker: Pernille Lind Olsen, Hempel How to successfully commercialise and launch new products – and make them win in the marketplace
  5. 5. Change with Impact.
  6. 6. 7 Top preferences and core expertise • Short-term results and external focus • Number-driven side of business • Daily business • “Help us to sell” • Targeted towards market/segments • Urge to create value • Long-term results and internal focus • Soft side of business, e.g. culture, value, employer engagement • Company-wide tools/frameworks on people matters • Competence development • Leadership focus Commercial organisation HR
  7. 7. 8 A potential clash of perspectives and interests Commercial organisation HR We don’t have time for competence development. We need a common language to communicate. We have created a new solution. We focus on development. It’s either generic or complex. We already know how and what to focus on.
  8. 8. 9 Benefits and possibilities for collaboration • To respect and trust each other’s different competences • To understand and translate between the two perspectives • To listen and to stay open for feedback and input • To appreciate both contributions • To acknowledge that it is necessary to collaborate HR Commercial organisation
  9. 9. 11 The expectations of HR is changing HR needs to co-create workforce performance and employee engagement with the business Reactive Proactive Business focus (outside-in) HR focus (inside-out) HR High- impact HR
  10. 10. 12 Traditional HR Focused on internal stakeholders Process efficiency is a main focus Broker Focus on changing behaviour Change management Limited innovation/ambition Risk averse Enablers Split operational and strategic activities Release business-oriented HR from operational distractions Focus on the strategic development of workforce performance Recruit people in HR with a non-HR background Take on project management of strategic initiatives Prioritise cultural and transformational change capabilities Develop executive coaching and organisational design skills High-impact HR Focused on internal and external stakeholders Value co-creation is the objective Strategic adviser Focus on changing behaviour and business results Building a workforce performance culture Challenge out-of-the box thinking Risk management How does HR become closer to the business The change journey for HR
  11. 11. 13 Define clear HR roles to ensure as much business impact as possible HR needs a customer-centric service delivery model – there is no “one size fits all” HR leadership is a key business influencer HR-strategic advisers become enablers of workforce performance and employee engagement HR practice development focuses on strategy, incremental improvement and utilising/ managing third-party support to provide subject matter expertise Standard HR work is owned by Global Business Services Executive leadership HR leadership Business leaders Business HR Global business services HR services Third-party suppliers Communities of HR practice development Expert support Operational HR Co-creating business solutions, workforce performance and employee engagement Employees
  12. 12. 14 Demand strong business capabilities in HR HR needs to supplement HR expertise with core business and consultancy skills Key characteristics of a business-orientated HR role • Develop deep business knowledge/ ability to contribute to business decisions • Provide input to development and revision of HR strategies to ensure that the business’ changing needs are met • Develop business unit-specific metrics to improve the workforce performance required to deliver business unit plan priorities • Increase leadership capability • Partner with the business on employee engagement • Partner with the business to enhance HR product development and services Capability development priorities • Business acumen • Consulting/facilitation/advisory skills • Communication • Strategic thinking/analytical ability • Executive presence • Courage of conviction • Relationship building • Customer focus • Teamwork • Innovation • Negotiation/conflict resolution Capability Capabilities can be sourced through internal development (where possible), internal non-HR transfers or through external recruitment
  13. 13. 16 We will present five levers to increase impact in roll-out
  14. 14. 17 The five levers Large-scale kickoff event Competition/gamification element Know what good looks or feels like Get out there (in their daily work) Focus on impact (from top management)
  15. 15. 18 Large-scale kickoff event
  16. 16. 19 The competition/gamification element  Launch an ambitious change journey  Wrapping the change journey as a game to create engagement and motivation  Compete on behaviour and only partly on results  Team competition  Follow up on results continuously  Transparency for all  Celebrate the right performance on the WAT – not the results
  17. 17. 20 Know what good looks or feels like Driver 1 TOOLS TO BE USED CUSTOMER VOICE SALES APPLICATION VIDEO* Driver 2 Behavioural drivers SALES MEETING “SCRIPT” Driver 3
  18. 18. 21 Get out there (in their daily work)  Change agents are field agents  Change agents as role models – “walk the talk”  Change agents should be open to changing own mindset and be part of the concept
  19. 19. 22 Focus on impact (from top management)
  20. 20. 24 Ensuring impact and business results of our training initiatives is hard when … of all the numbers on all of the sales83%“ dashboards are completely unmanageable”* Business results Sales objectives Sales rep behaviour Sales mgmt behaviour Lagging indicators Leading indicators IMPACT CASE EXAMPLE Source: Jason Jordan (2014). “In Sales, Can You Manage What You’re Measuring?”
  21. 21. 25 Sales training with focus on few core tools to drive impact Example of sales tools Sales meeting playbook Meeting preparation sheet Reference story template Alignment email Value messaging Learnings • Co-create tools with sales reps and managers in order to ensure buy-in and the desired sales behaviour • Select only few core tools to ensure focus • Make training relevant and make use of sales reps’ own opportunities • The tools are only means in order to ensure change and optimise sales behaviour
  22. 22. 26 Sales management role in realising and accelerating impact is key Meeting cadence Sales coaching Win rooms Example of supporting toolsLearnings • Make sure that sales managers are engaged before, during and after training • Set up visual performance boards to drive the desired behaviour • Install minimum standards and follow a fixed meeting cadence • Key that sales managers ensure discipline and follow up closely • Apply sales coaching methodologies • Celebrate initial wins
  23. 23. 27 28 October 2016 Changing behaviour How to change behaviour in the front line through training, leadership and a new kind of “touchpoints”. 27 January 2016 Commercialisation and product launch How to successfully commercialise and launch new products – and make them win in the marketplace. 24 March 2017 CRM implementation with impact How to ensure that CRM investments create the expected impact and results. Commercial Excellence Forum 2016 and 2017 Planned meetings in 2016 and 2017 (Q1 and Q2)
  24. 24. 28 The next Commercial Excellence Forum is on 27 January 2017 Launch excellence: • Up to 70% of all commercial launches fail and do not deliver on sales and customer expectations. • Through hands-on case stories, practical tools and interactions with peers, you will get inspiration on how you can overcome the pitfalls and move your company closer towards launch excellence. • Guest speaker: Pernille Lind Olsen, Hempel How to successfully commercialise and launch new products – and make them win in the marketplace
  25. 25. Implementconsultinggroup.com Implement Consulting Group Implement Consulting Group is a leading Scandinavia based management consultancy, specialised in driving strategic transformations with a strong differentiator on “making change happen” – delivering documented Change with Impact. Stalk us on:

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