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Make Growth Happen for all Employees

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Make Growth Happen for all Employees

  1. 1. How to make growth happen for all employees Elva Ainsworth Talent Innovations
  2. 2. Outline for this Session Introducing a strategic framework for development The business case for employee development Current issues concerning employee development Introduce “Whole Organisation Development” Assessment for Development Range of methods to enable development Tips and secrets for successful 360 implementation Case studies A taster....
  3. 3. T A L E N T I N N O V A T I O N S The Business Case Development will occur - key question is: Intervene or not? Cost (incl Opportunity Cost) vs Benefit OR Cost of doing nothing e.g. http://www.kenblanchard.com/Management_Training_Programs/Cost_of_Doing_Nothing_Calculator/
  4. 4. T A L E N T I N N O V A T I O N S Example Analysis: Company X Alongside the business: Project-specific coaching On the job training Projects Performance management/PDP Keeping up to date - reading literature, blogs, linked in etc
  5. 5. T A L E N T I N N O V A T I O N S Example Analysis: Company X Additional to current business: 360 degree feedback Formal training Slots in team meetings Mentoring Personal Development training Shadowing Community team-build
  6. 6. T A L E N T I N N O V A T I O N S Example Analysis: Company X Costs - current year £13,300 cash spent + £18,090 lost time = £31,390 Impact of no action £20k less new business + £30k less retained business = £50,000 Year 2011/12 £100k? No bright junior Consultant No Intern No research project Less motivation and buzz
  7. 7. T A L E N T I N N O V A T I O N S Current Issues?? Challenges Blockages Concerns Opportunities
  8. 8. T A L E N T I N N O V A T I O N S Current Issues No such thing as standing still Belief and leap of faith required Most effective development happens on the job British culture is somewhat blame-focused Mixed degree of openness and appetite for learning Mixed level of skill within the managerial group to support development effectively Training budget is often a target for cost-cuts Business imperative often not visible or urgent enough
  9. 9. T A L E N T I N N O V A T I O N S Survey Results (1) PDPs are not easy to write. What proportion would you say generally have a fully formed, quality PDP? Average: 37%   What proportion of employees with good-quality plans actually fulfil those plans? (i.e. take the development actions) Average: 32%   What proportion of employees who take their planned development actions get the results they expect (i.e. Actually develop their skills/abilities as intended)   Average: 41%   Proportion of Employees who get desired results from a PDP 37% x 32% x 41% = 5% 40 HR/L&D Managers Sept 2010 Talent Innovations    
  10. 10. T A L E N T I N N O V A T I O N S Survey Results (I1) Common issues / problems: Running follow-up Still forming our ideas The level of managerial support and commitment Lack of regular meetings to follow through the performance learning & supervision process Ensuring that execution matches intention Lack of development opportunities They don't see it as important; don't plan; react to events, even senior people Timeliness     What are your main concerns and biggest problems around implementing or running Personal Development Plans? No concerns, I would like to do this Gaining management buy-in to the value My industry is dying just like steel, Mining, automotive, ship building, textiles ETC. if my government don’t care about the welfare of employees in manufacturing why should I ? 40 HR/L&D Managers Sept 2010 Talent Innovations
  11. 11. Development in Context CONTEXT ECONOMY CULTURE BOSS JOB REGION COMPANY COUNTRY PEERS EDUCATION SYSTEM OWN TEAM BUSINESS MODEL STRATEGY VISION
  12. 12. T A L E N T I N N O V A T I O N S Impact of Adding Development to your context Employee engagement Attraction Retention Performance issues Movement Succession Growth is an empowering and positive context
  13. 13. T A L E N T I N N O V A T I O N S How to Assess for Development Outcome focused Connect to business goals Relate to personal career goals Ensure everyone has something at stake Positive focus Include acknowledgement Ownership 100% with participant Respect permission rights Management responsibility Use accurate and meaningful measures Tools practical and “easy to use” – a culture fit
  14. 14. T A L E N T I N N O V A T I O N S Different Approaches to Learning
  15. 15. T A L E N T I N N O V A T I O N S Development Methodology
  16. 16. T A L E N T I N N O V A T I O N S Transformational Methodology
  17. 17. T A L E N T I N N O V A T I O N S Development Integrated within Performance Management
  18. 18. T A L E N T I N N O V A T I O N S Whole Organisation Development METHODS Board Mgrs Staff Hi Po Project-specific coaching On the job training/coaching Projects Perf mgt/PDP Keeping up to date 360 degree feedback Formal training Slots in team meetings Mentoring Personal Dev training Shadowing Community work Executive Coaching Development Centre
  19. 19. T A L E N T I N N O V A T I O N S Methods to Enable Development
  20. 20. T A L E N T I N N O V A T I O N S Small Group Work What has worked well in your organisation to enable employee development? What has not worked so well in your organisation?
  21. 21. T A L E N T I N N O V A T I O N S Tips and Secrets for Successful 360 Choose an expert supplier to partner Create a process that matches your objectives and your culture Choose a model that will drive the required behaviours of the future Have an expert write your 360 items for you Choose the form of survey to meet your needs e.g. Ipsative/normative Select the appropriate benchmarks Build your vision/values/strategic themes into the instrument Include relevant hard business measures for later validation purposes Work with a communications expert to brand the project and tool Trial your new instrument - test the firewall, content, the communications, the process, the report output and the follow-through Make amendments to ensure it works 100% Train up coaches/managers in skills to support 360s Plan for follow-up and year-on-year comparisons
  22. 22. The programme was led by a the Head of Talent Development EMEA There was full involvement of some of the business lines but not all Created a selection process which used their current performance management assessment, adding a “potential” measure for everyone. Managers were then asked to nominate from those above a certain grade who were in the top performance/top potential box. These individuals were seen as being “aspiring VPs”. These individuals were assessed and coached on a whole day personal assessment with a Business Psychologist – using traditional psychometrics, a specially designed 360 degree report plus a business simulation case study written by and with the client (which was updated every 18 months). A career goal was agreed, development areas agreed and a 20 page written report prepared. The individual was assigned a business mentor by the HR Partner and this mentor took part in the assessment day by role-playing a senior manager. This innovative solution meant there was easy buy-in from the top team as they were instrumental to the recommendations and were exposed to them in a useful way Findings from the day were presented to Talent Management Committees by the sponsors (and HR) and strategic decisions were then made on placements, promotions and projects A year of intense development followed for the individual with sponsor and HR input plus a range of strategic and collegiate training provided Follow-up and completion took place 15 months after the assessment with a phone call from the Psychologist Results from the individual perspective were 95% positive on the value of the key intervention and mixed re the follow-through - depending on whether a development plan was created by the individual. Most value was gained from the clarity gained re career goal and the assessment day itself. Case Study 1: Global IT Company

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