Performance and Talent Management – High Performance and High ...

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  • Assets leave the door story Need for care to drive performance
  • Add more details on values as the underlying premise around individual, group or orgn interaction
  • Performance and Talent Management – High Performance and High ...

    1. 1. Performance and Talent Management – High Performance and High People Care NASSCOM HR Summit Capability Building and Talent Management
    2. 2. Agenda <ul><li>Business Priorities </li></ul><ul><li>Human Capital & Impact on Financial Performance </li></ul><ul><li>Characteristics of a High Performing Organization </li></ul><ul><li>Performance Management as the Foundation for Success </li></ul><ul><li>Success Factors for Effective Talent Management </li></ul>
    3. 3. How Does Your CEO View the HR Budget ? How does Leadership tend to view Human Capital Investment <ul><li>Significant shift from viewing employee expenses as cost to viewing them as a source of value </li></ul><ul><li>Focus towards understanding the RoI on human capital investment </li></ul><ul><li>Understanding cause and effect relationships </li></ul><ul><li>Identifying areas where investments bring maximum value </li></ul>Business focus has shifted from viewing employee expense as cost only to one driving growth Source: Accenture Research 9% 15% 32% 28% 15% 0% 5% 10% 15% 20% 25% 30% 35% Mainly as operating cost Somewhat as a cost 50 / 50 Somewhat as source of value Mainly as a source of value % Respondents
    4. 4. Firms with Human Performance programs Firms without Human Performance programs Metric Extent to Which Human Performance Impacts Metric Primary Human Performance Value Levers <ul><li>Talent Acquisition </li></ul><ul><li>Orientation/Integration/Training </li></ul><ul><li>Total Rewards </li></ul><ul><li>People Care – </li></ul><ul><li>from a ‘crowd’ tp a community </li></ul><ul><li>Knowledge Sharing/ </li></ul><ul><li>Professional Development </li></ul><ul><li>Career Management </li></ul><ul><li>Capability Development </li></ul>Return on Equity 1 Real Revenue Growth 1 Employee Productivity 1 Staff Retention 2 Customer Satisfaction 3 4.4% 10.2% 1.1% 2.1% $200,000 $270,000 78.5% 84.6% Customer satisfaction increases 1.3% for every 5% increase in Employee Engagement Notes: 1. Hewitt Associates. The Impact of Performance Management on Organizational Success , 1995; Gubman, E., The Talent Solution , 1998 2. Huselid, M.A., “The Impact of Human Resources Management Practices on Turnover, Productivity, and Corporate Financial Performance”, Academy of Management Journal , 1995 3. Rucci, A., et al, “The Employee-Customer-Profit Chain at Sears”, Harvard Business Review , January-February 1998 Does the HR Manager Help Meet Financial Targets ?
    5. 5. What Differentiates High Performing Organizations ? <ul><li>Characteristics of high performance organizations: </li></ul><ul><li>Our Senior Executives take an active personal interest in people-development initiatives </li></ul><ul><li>We anticipate and initiate change before change is ‘imposed’ </li></ul><ul><li>We have experienced HR executives who play a critical role in business planning/talent management </li></ul><ul><li>We take a systematic approach to performance management and professional development </li></ul><ul><li>We clearly and consistently align HR and competency development programs with the business needs </li></ul><ul><li>We continuously and systematically foster employee engagement and commitment </li></ul>Source: Accenture Research 3.4 3.4 3.6 3.6 3.5 3.3 3.6 1.8 2.2 1.7 1.5 1.7 1.8 2.2 0 1 2 3 4 Human Capital Strategy People Care Human Capital Infrastructure Career Management Succession Planning Leadership Development Learning Management Knowledge Management Organizations that scored in the top quartile of financial results Organizations that scored in the bottom quartile of financial results Immature Moderately Mature Mature Highly Mature
    6. 6. <ul><li>Enhanced human capital capabilities in delivering business performance are built on a strong design foundation of Performance Management solutions. </li></ul>What is the Impact of Performance Management ? <ul><li>People are enabled to think out of the box by focusing their efforts on creating value for clients & the organization and doing more with less to operate effective businesses </li></ul>Leveraging Innovation <ul><li>Business strategic goals and financial objectives are cascaded through the organization to enable people to impact client delight </li></ul>Client Value Creation <ul><li>With the workforce more dispersed around the globe deployment of people is planned by leveraging their competencies and aspirations to translate their efforts into results by ensuring alignment with strategic goals of the organization </li></ul><ul><li>Employees are focused on execution and executives have visibility to individual contributions & helps differentiate and identify high performers to be developed as future leaders at each level </li></ul><ul><li>People are engaged in interesting work and can easily relate their goals with the organization and are set up to perform and succeed </li></ul>Impact of a strong talent management system Quality of People Management Engaged Employees Workforce Productivity Business Performance Driver(s)
    7. 7. <ul><li>Strategic Alignment </li></ul><ul><li>Expectations are set across the organization on the desired leadership behaviors (such as Value Creation, Business Operation & People Development) </li></ul><ul><li>Workforce/role-specific objectives are reviewed annually to ensure alignment with the business plan </li></ul><ul><li>Process training is facilitated by line / business managers </li></ul><ul><li>Accountability for process compliance lies with Business Sponsors/Leaders </li></ul><ul><li>Suoervisor & employee complete performance management cycle activities jointly </li></ul><ul><li>Process </li></ul><ul><li>Workforce/role objectives break down the business complexity & makes work simple to understand </li></ul><ul><li>Individuals have an articulated calendar of the performance management cycle – from goal setting/periodic reviews/appraisal/development planning/reward communication </li></ul><ul><li>Establishes a direct line of sight between contribution, organizational goals & rewards </li></ul><ul><li>Ensures objectivity by eliminating bias using laddering/moderation/skip level reviews </li></ul><ul><li>People </li></ul><ul><li>Each individual has a career counselor to advocate their aspirations, provide counsel on accomplishing established goals & facilitate their development </li></ul><ul><li>Employees understand the basis to meet/exceed expectations & assessment being relative to their peer group </li></ul><ul><li>Employees provide feedback through surveys/pulse group meetings to process design - be it goal setting/result documentation/reward linkages & programs </li></ul><ul><li>Structured performance improvement plans are established for the lowest decile of performers </li></ul><ul><li>Technology/Management Information </li></ul><ul><li>Technology seamlessly integrates process activities reducing administrative tasks </li></ul><ul><li>The management information systems allow regular tracking and compliance to process </li></ul><ul><li>Performance review information is used for decision making and analyses to identify training needs / development plans / succession planning & career management </li></ul>Performance Management Best Practices in Managing Performance
    8. 8. Individual Interaction Group Interaction Employee/ People Advocate Organization Leader Interaction <ul><li>Ensuring that organizational </li></ul><ul><li>leaders enhance the cohesiveness </li></ul><ul><li>of the team and understand </li></ul><ul><li>the groups drivers for a </li></ul><ul><li>meaningful career experience </li></ul><ul><li>Approaching the individual </li></ul><ul><li>with a deliberate attempt to </li></ul><ul><li>understand and address his/her </li></ul><ul><li>drivers for a meaningful career </li></ul><ul><li>experience </li></ul><ul><li>Articulating organization </li></ul><ul><li>values which form the basis of the </li></ul><ul><li>programs which reinforce the </li></ul><ul><li>Accenture Value Proposition & </li></ul><ul><li>differentiate our employer positioning </li></ul>The framework is built to understand employee ‘career anchors’ and create ‘stickiness’ at every stage by reinforcing alignment to the Accenture Value Proposition Success Factors for Effective People Care
    9. 9. Business Strategy, Talent Management & People Care The business events that drive the design of the appropriate people care programs vary significantly. Human Capital Viewed as a Competitive Differentiator Need to develop a flexible, agile and high performing workforce that can quickly shift resources to address changing business opportunities; involves reassignment, redeployment, and re-skilling Aggressive/Organic Growth Need for additional people with new and/or different skill sets; need to accelerate the speed to competency Business Driver Impact on HR strategy & execution Merger, Acquisition or Divestiture Need for one consistent culture, human capital strategy, and consolidated, integrated team of people with supporting processes and technologies New Business Strategy and Model Need to align human capital with the new business strategy and model (e.g., mix of outsourcing, offshoring, contingent labor, and regular employees); need to reshape the workforce to support the business strategy New Strategic Alliances Requires a new human capital approach to support changes to the way people need to be deployed to the new business model; may require new skills to use the new technology Focus on Innovation (e.g., product development) Workforce Productivity Need to look at mission critical workforces and drive value from workforce performance; need to provide proper tools to support day to day performance Need for new and/or different skill sets to support new products and initiatives; need to accelerate the speed to competency
    10. 10. HR Service Delivery Model Customers of HR <ul><li>3rd Party HR Services </li></ul><ul><li>Rec. Agencies </li></ul><ul><li>Testing </li></ul><ul><li>Agencies </li></ul><ul><li>Background </li></ul><ul><li>checks </li></ul><ul><li>Consultants </li></ul><ul><li>Training </li></ul><ul><li>Partners </li></ul>Back Office <ul><li>HR Administration </li></ul><ul><li>Data Management </li></ul><ul><li>Reporting </li></ul><ul><li>Event logistics </li></ul>Global HRIS Recruitment DBs Management Employees Candidates HR Leadership HR Strategy; Counseling; Career Development <ul><li>Shared Services Capabilities </li></ul><ul><li>Compensation </li></ul><ul><li>Talent Devpt. </li></ul><ul><li>Architecture </li></ul>General Queries; HR Operational Support SLAs on HR Services with Business OLAs within the HR Orgn. myLearning Assessment Tool(s) HR Business Teams <ul><li>HR Rep </li></ul><ul><li>HR Expert </li></ul><ul><li>Recruiter </li></ul>
    11. 11. <ul><li>Annexure </li></ul>
    12. 12. Indicates the processes that form the foundation of talent management. What Keeps You Awake at Night & What Helps You Sleep? Improving Workforce Productivity Quality of People Management Leveraging Innovation Client Value Creation Key Performance Drivers Business Results Human Capital Processes Competency Management Career Development Performance Management Succession Planning Recruiting Workforce Planning Workplace Design Rewards and Recognition People Care Human Capital Strategy Learning Management Knowledge Management Human Capital Infrastructure Human Capital Capabilities Change Management Revenue Growth Expand Operating Margins Total Return to the Shareholder Business Model Transformation HR Operating Model Engaged Employees Workforce Performance Ability to Change Employee Satisfaction Workforce Adaptability Resource Management Leadership Capability Human Capital Efficiency
    13. 13. Performance Management : Best Practices Robust goal setting process which cascades top down and is reviewed regularly <ul><li>Mechanisms to ensure that team and individual goals are aligned to organizational goals </li></ul>Performance Management not perceived solely as a “HR Process”. Business Leads act as “trainers” and “role models” to help educate employees on the process <ul><li>There are business sponsors who drive the performance “culture” in the organization </li></ul>Performance Management process is reviewed periodically to ensure relevance to business There are feedback loops like employee feedback / satisfaction outputs that mould the performance management solution of the organization <ul><li>Organization has mechanisms to ensure that performance management and related process reflect the change in the business objectives / work force mix / work content / spread of people </li></ul>Examples Best Practices Strategic Alignment
    14. 14. Performance Management : Best Practices <ul><li>A calendarized approach to performance related processes which is visible to all employees </li></ul><ul><li>Clearly defined goal setting process which establishes the line of sight between goals set and contribution made </li></ul><ul><li>Clearly explains the relative assessment process so that employees understand how performance contributes to rewards </li></ul><ul><li>The process is articulated and socialized in a manner that linkages between performance – rewards – training – career management is clearly understood </li></ul>Annual Rating and Promotion is a rigorous process with a broad based participation form the leadership / executive levels in the organization <ul><li>Has checks and balances to counter bias and subjectivity </li></ul><ul><li>The performance process is relevant to all employees doing diverse kind of work e.g. Application development / support / Quality / Testing and so on </li></ul><ul><li>The process captures the business complexity but is simple to understand and use </li></ul>Examples Best Practices Process
    15. 15. Performance Management : Best Practices Career Counselors / Mentors act as the “conscience” of the process and as “employee champions” to ensure that process is fair and transparent <ul><li>Performance management is not just uni-dimensional process between supervisor and employee but engages other stakeholders like counselors or mentor </li></ul>Training for supervisors on giving candid feedback, providing guidance to correct performance concerns and delivering tough messages <ul><li>Supervisors are equipped to handle performance concerns and issues </li></ul>Training on leveraging performance to manage careers is part of the training curriculum <ul><li>The process is institutionalized and well understood at all levels in the organization </li></ul>Examples Best Practices People
    16. 16. Performance Management : Best Practices <ul><li>The systems allow tracking and compliance against process </li></ul><ul><li>The systems provide data which helps in leadership decision making and analyses of performance data to identify training / career management needs </li></ul><ul><li>Organizations use ERP / HRIS systems to support performance process and help in decision making </li></ul><ul><li>The health and compliance of the process is tracked through the system </li></ul><ul><li>Technology seamlessly integrates various performance processes there by reducing administrative overhead for the users </li></ul>Examples Best Practices Technology
    17. 17. <ul><li>Talent Management viewed as a competitive differentiator </li></ul><ul><li>Recruitment delivery at scale and efficiency </li></ul><ul><li>Robust Integration / Training model and infrastructure </li></ul><ul><li>Cost per joiner </li></ul><ul><li>Quality of Hire </li></ul><ul><li>Sourcing the required volume at the required time </li></ul><ul><li>Time to fill </li></ul><ul><li>ROI in training (measured through increase in chargeability and </li></ul><ul><li>billing rates of trained resources ) </li></ul>Business Driver Initiatives and Enablers Success Measures Talent Acquisition & Development
    18. 18. <ul><li>Aggressive and organic growth leads to need for a </li></ul><ul><li>flexible, agile and high performing workforce </li></ul><ul><li>Responsive Resource Deployment Processes </li></ul><ul><li>Robust Learning / Re-skill model and infrastructure </li></ul><ul><li>Scalable and robust basic HR Processes (e.g. HR Services) </li></ul><ul><li>Leveraging technology to deliver HR services and processes </li></ul><ul><li>Utilization and Chargeability </li></ul><ul><li>HR Service Delivery Metrics </li></ul>Business Driver Initiatives and Enablers Success Measures Resource Management
    19. 19. <ul><li>Workforce Productivity </li></ul><ul><li>Well defined performance management processes </li></ul><ul><li>Clearly articulated approach to rewards & recognition </li></ul><ul><li>Career Management processes which linkages to performance and </li></ul><ul><li>employee aspirations </li></ul><ul><li>Employee Satisfaction scores on Career Management Processes </li></ul><ul><li>Compliance to performance management initiatives </li></ul><ul><li>Retention of high performers in the organization </li></ul>Business Driver Initiatives and Enablers Success Measures Workforce Management
    20. 20. <ul><li>Institute a formal process of Talent Management supported by appropriate technologies, that enables objective assessment of employees, skills and capabilities along with identification of best candidates for the open positions </li></ul><ul><li>Specific focus on Employee Engagement and strong People Advocacy is a must to retain talent. The differentiator in these programs is the business sponsorship that HR can garner to make it as broad based and widely impacting as possible </li></ul><ul><li>Use of innovative models – including shared services and outsourcing to streamline HR and training operations and subsequently provide better HR services at lower costs </li></ul><ul><li>Act as a credible business partner role by shifting the focus of the business leadership from employee costs to value delivered on employee investments </li></ul>Success Factors for Effective Talent Management

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