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Key People Indicator

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Learn more about the Work Effects KPI solution to identify your key players so you can connect the right people, understand organizational capabilities and break down the silos.

Published in: Recruiting & HR
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Key People Indicator

  1. 1. Key People Indicator
  2. 2. KPI is a metric-driven approach to identifying the key players in an organization so you can: Connect the right people to each other Understand organizational skills and capabilities Break down the silos that limit communication What is the Key People Indicator?
  3. 3. 79151 51 13 81 73 120 85 35 60 19 52 149 11 106 133 153 55 80 7 41 14331 136 15 2 33 76 3 128 159 10283 114 74 40 145 144 121 25 4 1 69 91 107 115141 93 29 154 10 98 12 89 99 61 57 94 72 48 126 103 34 156 58 110 160 97 49 18 108 122 88 14 96 139 130 148 105 135 125 78 124 17 50 131 109 123 66 Consider an Example Situation An organization wants to know which managers have the most impact and influence. Action Using KPI’s survey platform, reviewers provided feedback on the following item: “Positively motivates team to achieve superior results” Result “Your results had definite impact with our management as they let this manager go immediately, and everyone in the department verbally cheered as this person has been cancerous to the organization for over 20 years.” Kathy Goldreich SVP Learning & Development at Citigroup
  4. 4. Identifying Key Influencers Assessing Org. Capabilities/Skills Connecting the Right People Making Effective Personnel Decisions Figuring out who really drives performance in the organization Identifying experience and skill gaps for effective development planning Making informed decisions about which groups/personnel to move around Getting newcomers up to speed by connecting them with the right people Challenges Organizations Face
  5. 5. Case Study Who are the key influencers that must be included in a major change initiative?
  6. 6. Implementing Change Situation An organization wanted to know which people most influence change, so they could be included in the key components of an upcoming initiative. These people must fit the following criteria:  be open to change  be a subject matter expert  be able to transfer knowledge to others Desired Outcomes Reduce iterative enhancements Lower resistance from stakeholders Increase the rate of change
  7. 7. Implementing Change Action Key People Indicator was used to collect rater-driven (unsolicited) feedback: The KPI dashboard allows us to view item-specific scoring, so we can find the right people to include in this change initiative! Items Included in the Survey Why This Matters How open is this person to new ideas? This tells us who the “early adopters” and “resistors” are (those who drive the success or failure of the initiative) Is this person a subject matter expert? This tells us who possesses the knowledge and information needed to guide the initiative Does this person assist others in learning? This tells us who the real teachers and trainers are, so we can roll out change more effectively in the org.
  8. 8. 79151 51 13 81 73 120 85 35 60 19 52 149 11 106 133 153 55 80 7 41 14331 136 15 2 33 76 3 128 159 10283 114 74 40 145 144 121 25 4 1 69 91 107 115 141 93 29 154 10 98 12 89 99 61 57 94 72 48 126 103 34 156 58 110 160 97 49 18 108 122 88 14 96 139 130 148 105 135 125 78 124 17 50 131 109 123 66 How open is this person to new ideas? Larger circle = more feedback! Green = more positive feedback Red = less positive feedback ____________________________ Who are the early adopters? • 79 • 25 • 81 Who are the key resistors? • 151 • 98 • 35 120
  9. 9. Is this person a subject matter expert? Larger circle = more feedback! Green = more positive feedback Red = less positive feedback ____________________________ Who are the experts? • 79 • 25 • 51 • 13 79151 51 13 81 73 120 85 35 60 19 52 149 11 106 133 153 55 80 7 41 14331 136 2 33 76 3 128 159 10283 114 74 40 145 144 121 25 4 1 69 91 107 115141 93 29 154 10 98 12 89 99 61 57 94 72 48 126 103 34 156 58 110 160 97 49 18 108 122 88 14 96 139 130 148 105 135 125 78 124 17 50 131 109 123 66 15
  10. 10. Does this person assist others in learning? Larger circle = more feedback! Green = more positive feedback Red = less positive feedback ____________________________ Who are the teachers? • 79 • 151 • 51 • 73
  11. 11. Identifying Silos- Macro view Report (macro-view)• Report shows which teams received feedback • Project Management received a lot of feedback • Sales and IT are both highly siloed groups • Sales and Product teams don’t share feedback Based on this report, which silos are most significant in this organization? Silos HR MARKETING SALES OPERATIONS IT PRODUCT CORPORATE PROJECT MANAGEMENT
  12. 12. Challenges Organizations Face
  13. 13. Strategic Applications of KPI Training Needs Visiting Executives Skill Inventory Mentoring M&A Change Agents Succession Planning New Executive Find the SilosProduct Development Organizational Design
  14. 14. The KPI Difference
  15. 15. How KPI Works 1. Organization's Challenge(s) Identified 2. KPI Survey Items Designed 3. KPI Survey Platform Opens 4. Raters Complete Surveys Anonymously 5. KPI Survey Platform Closes 6. Individual Feedback Reports Shared 7. Organizational Insights Delivered 8. Organization's Challenge(s) Resolved
  16. 16. Typical 360 Process Key People Indicator Process 1. Invitation to select raters 1. Rater invitation to provide feedback 2. Rater selection reminders 2. Provide feedback reminders 3. Selection of raters 3. Survey cut off 4. Rater invitation to provide feedback 5. Provide feedback reminders 6. Survey cut off 4-6 weeks Purposed for individual performance or development Cycle time reduced to 7-10 days Organizational level insights and individual feedback Process Comparison
  17. 17. KPI Scoring • Each item is independently scored • +1 = highest overall ratings given by raters • -1 = lowest overall ratings given by raters • 0 = all other ratings • Individual scores are averaged across related raters (+1, +1, 0,0,0 = 0.4) • Normalized distribution used to determine cutoff (+/- 0.3) • Green = < 0.3 • Yellow = -.0.3 - +0.3 • Red = > -0.3 79151 51 13 81 73 120 85 35 60 19 52 149 11 106 133 153 55 80 7 41 14331 136 2 33 76 3 128 159 10283 114 74 40 145 144 121 25 4 1 69 91 107 115141 93 29 154 10 98 12 89 99 61 57 94 72 48 126 103 34 156 58 110 160 97 49 18 108 122 88 14 96 139 130 148 105 135 125 78 124 17 50 131 109 123 66 15 Report (micro-view) each # is a person who received feedback
  18. 18. KPI doesn’t take a “one size fits all” approach. Instead, KPI is designed to leverage dynamic combinations of general and customized items: • Executives and Managers shouldn’t receive feedback on the exact same items! • Finance and Sales professionals shouldn’t receive feedback on the same items! Here’s an example of a 6-item survey. Everyone gets feedback on the same 2 Overall items, but the remaining 4 vary by level and function: Dynamic Items Item Types General (or Overall items) Overall Item 1 Overall Item 2 Custom (that vary by level and function) By Level Executive Item 3 Manager Item 3 Individual Contributor Item 3 Executive Item 4 Manager Item 4 Individual ContributorItem 4 By Function Finance Item 5 Sales Item 5 Tech Item 5 Finance Item 6 Sales Item 6 Tech Item 6
  19. 19. How Would This Change Your Organization?
  20. 20. Since 1997, Work Effects has helped organizations transform their leadership and culture into a competitive advantage. We provide best-in class service and quality through our commitments: • Build collaborative relationships • Pay attention to details • Provide a positive experience • Meet timelines and budgets • Are responsive and innovative Work Effects
  21. 21. Clients
  22. 22. Leadership & Culture Alignment 527 Marquette Ave S, Suite 900 Minneapolis, MN 55402 www.work-effects.com 612.333.4272

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