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Using Your Company Brand in Your HR Practice

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Presented by: Dennis Wood and Kathleen Prior-Louis

Learn how to build an effective recruiting machine in a growth-stage environment, and using an effective company brand in building an HR practice.

Published in: Business
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Using Your Company Brand in Your HR Practice

  1. 1. BUILDING A POWERFUL INTERNAL BRAND APRIL 5, 2019
  2. 2. I’M DENNIS W00D Strongly introverted. Data. WWII. Surfing. Containers. Connectors. Volleyball. Fastlane only when passing. INTP. Barely Graduated from High School. Cum Laude in College. Late Bloomer. vLookup. Oxford Comma. Hyphens. I ONCE: Was a DJ. Did Shirtless Hot Bikram Yoga in London. Had Near-Death at Mount Whitney. Surfed with Dolphins. I CAN: Play Flute, Drums, Banjo. Sign Language. DJ. Put a Plastic Hanger Through a Wall. I CAN’T: Keep up with my wife. Stand Utah Drivers.
  3. 3. Four Key Stages • Text Product: Ideation/ Beta Revenue: $0 to $2mm FTE’s: 1 to 20 Processes: None Systems: None VALIDATION Product: Shipping Revenue: $0 to $25mm FTE’s: 20 to 120 Processes: Scrummy Systems: Spreadsheets, Dropbox,, Quickbooks TRACTION Product: Version 3+ Revenue: $100 to $BB FTE’s: 1000+ Processes: Known and working for highly-optimized efficiency Systems: ADP, Workday, Oracle….and Spreadsheets. SUSTAINABILITY INCEPTION/ SEED VENTURE GROWTH LATE Product: Version 2+ Revenue: $10 to $80mm FTE’s: 100 to 400+ Processes: Adopting Rapidly Systems: Spreadsheets, BambooHR, Netsuite SCALE Mercato Partners - Slide Library | 3 WHAT IS IT? WHO CARES? HOW FAST CAN IT GO? HOW BIG AND FAR?
  4. 4. Forming Storming Norming Performing Time Enthusisam Ability to Execute
  5. 5. Forming Storming Norming Performing Time Leadership Strategies
  6. 6. Forming Storming Norming Performing Time • New team. • Unclear roles, rules, norms and boundaries. • Orientation through testing. • Strong seeking for, and dependence on on leader. • First focus on the vision. (Hint: It’s about emotion) • Be grandiose on long-term outcomes and realistic on short term objectives. • Force communication settings. Explain Leadership Strategies
  7. 7. • Critical Conversations are happening around table. • Stakeholders begin having educated frustrations. • Dissonance turns to tension. Forming Storming Norming Performing Time • New team. • Unclear roles, rules, norms and boundaries. • Orientation through testing. • Strong seeking for, and dependence on on leader. • First focus on the vision. (Hint: It’s about emotion) • Be grandiose on long-term outcomes and realistic on short term objectives. • Force communication settings. Explain • Listening may be more important than demonstrating (because of complexity). • Find common ground. • Facilitate conversation. • Manage conflict. Demonstrate Leadership Strategies
  8. 8. • Critical Conversations are happening around table. • Stakeholders begin having educated frustrations. • Dissonance turns to tension. • A few “Wins” have begun to manifest. • Stakeholders actually see and value differences. • Conflict slows, but some still hold out. Forming Storming Norming Performing Time • New team. • Unclear roles, rules, norms and boundaries. • Orientation through testing. • Strong seeking for, and dependence on on leader. • First focus on the vision. (Hint: It’s about emotion) • Be grandiose on long-term outcomes and realistic on short term objectives. • Force communication settings. Explain • Listening may be more important than demonstrating (because of complexity). • Find common ground. • Facilitate conversation. • Manage conflict. • Offload power. • Pick the right leaders. • Be selective with battles. • Learn to trust the team. • Be willing to let them fail. Guide Leadership Strategies Demonstrate
  9. 9. • Critical Conversations are happening around table. • Stakeholders begin having educated frustrations. • Dissonance turns to tension. • A few “Wins” have begun to manifest. • Stakeholders actually see and value differences. • Conflict slows, but some still hold out. Forming Storming Norming Performing Time • New team. • Unclear roles, rules, norms and boundaries. • Orientation through testing. • Strong seeking for, and dependence on on leader. • First focus on the vision. (Hint: It’s about emotion) • Be grandiose on long-term outcomes and realistic on short term objectives. • Force communication settings. Explain • Listening may be more important than demonstrating (because of complexity). • Find common ground. • Facilitate conversation. • Manage conflict. • Offload power. • Pick the right leaders. • Be selective with battles. • Learn to trust the team. • Be willing to let them fail. • The legacy of success begins. • Performance and optimization. • Leadership is shared. • Respect & trust underlies. • Feedback flows respectfully. • Set the team free. • Be self-effacing as a leader. • Optimize. • Watch and Empower. • Continue to share the long- term vision. Empower Leadership Strategies GuideDemonstrate
  10. 10. Growth Defined Mercato Partners | 10 Top-Line Growth Creation Vision Unknown, Data Unavailable Create “MVP”, Validation OJT & Hired Skills Agile – “QA Kills” Seed Venture Growth Late Stage Innovation Efficiency P&L Focus Brand & Value Prod Management KPI’s Objective Training Development Environment Margins Expansion Building Conjoint Analysis Data and Analytics Rich Traction, Preserve Position Sophisticated Systems Waterfall – “QA Saves” Broad Upside Oriented Hiring Internal Capability Risk Tolerance Culture Build Locus of Control Focused Certainty Oriented Training External ENVIRONMENT TALENT NEEDS
  11. 11. RECRUITING MATURITY VISION STORIES BRAND CANDIDATE EXPERIENCE TELL WRITE PUBLISH SYNTHESIZE & STRUCTURE Conversations Email - Job & Company Description Artifacts; Swag, Offices, Website, Glassdoor, etc Who, How, & Consistency
  12. 12. THANK YOU
  13. 13. Talent acquisition must be directly connected to, and supportive of, the business vision & strategy. 1 VISION The process of understanding the capabilities and resources needed to execute on the talent acquisition strategy that supports the vision. 2 TALENT MAPPING The strategies to identify and initiate contact with qualified candidates (ie. recruiting strategy), and continued qualification through interviews & diligence. 4 SOURCING & ASSESSING The candidate experience is the well spring of the company’s internal brand and culture which drive the firm’s external brand creation and execution. 3 CANDIDATE EXPERIENCE Understanding and aligning interests is the key to understanding intrinsic motivation and building total rewards. How company chooses final candidates. 5 ALIGNING & SELECTING Getting the right offer…right and setting everyone up for sustainable success. 6 OFFER & ONBOARDING TALENT ACQUISITION IMPERATIVES VISION VISION SOURCING & ASSESSING
  14. 14. Brief Background – Dennis Wood • Text Mercato Partners | 14 • Executive Search – 4 Years • Venture Capital – 8 Years • Human Resources – 13 Years • Sales Experience – 15 Years • Fusion-io, Chargeback.com • Walden University – BS; Business, Minor; HR and IT Systems • Brigham Young – MBA • Placed >300 Director, VP, & C-Level Executives • Interviewed >2,000 Executives • Former Venture-Backed CEO, Board of Directors
  15. 15. Assessment Mercato Partners - Slide Library | 15 • Vision • Goals Actualization • Golden Spur • Need to Achieve (nAch) • Life Situation • Experience & Context • Stage • Industry • Audience • Technology Motivation Knowledge & Skills “In a time of drastic change it is the learners who inherit the future. The learned usually find themselves in a world that no longer exists.” Learning Agility Success+“Anatomy of Great Executive” “Top Grading” Adapt Improvise Overcome • Orientation to Action and Outcomes • Culture & Accountability • Customer Alignment • Topline • Margins • Product Focus = = KEY COGNITIVE BIASES • Confirmation • Availability of Information • Affect Heuristic • Anchoring • Salience • Bias Blind Spots • Bandwagon • Outcome • Clustering • Clustering • Over Confidence • Projection ASSESSMENT FRAMEWORK
  16. 16. Rational Questions – Ask “Why”? Mercato Partners - Slide Library | 16
  17. 17. IMPACT / CAUSE Creative Expression Problems to Solve CAREER ACCRETIONTEAM Power to Solve Manage People Team Drive/ Pace Vision/ Energy Knowledge Exchange Build a Network COMPENSATION Problems to Solve Manage People Access to Leadership Culture Power to Solve Knowledge – to Go Deep or Broad Build a Network Brand Association Training Opportunity Participate in a Specific Growth Stage/ SizeManage People Access to Leaders Problems to Solve Location & Facilities Recognition Games & Toys Food Manage People Internal Credibility Problems to Solve Travel/ Not Travel Location & Facilities Hours Food School Reimburse Flexibility Commission Insurance BonusBase Salary School Reimburse Retirement Savings Stock Options Food Other Reimburse Power to Solve School Reimburse Power to Solve Brand Association INTRINSIC (MASTERY, PURPOSE) INTRINSIC – MASTERY, PURPOSEINTRINSIC - RELATEDNESS EXTRINSIC (HYGENIC) LIFESTYLE MOSTLY EXTRINSIC EMPLOYEE EXPERIENCE MOSTLY EXTRINSIC Part of a Cause TOTAL REWARDS FRAMEWORK
  18. 18. “THE COMPETITION’S VALUE” IMPACT / CAUSE CAREER ACCRETIONTEAM COMPENSATION LIFESTYLEEMPLOYEE EXPERIENCE
  19. 19. “HOW WE DIFFERENTIATE” IMPACT / CAUSE CAREER ACCRETIONTEAM COMPENSATION LIFESTYLEEMPLOYEE EXPERIENCE
  20. 20. Structure • Minimal # of interviews? • Minimal interview scenario? • Same for independent contractors? • Who prepares offer letters? • Who sends? • How is the onboarding process triggered? • Who does what in the onboarding? • Search Approver? How? • Hire Approver? How? Mercato Partners - Slide Library | 20
  21. 21. Recruiting Stats and Datapoints •Typical Recruiting Cost = $15k - $20k • (Not Including Opportunity Costs) •Cost of Bad Hires are Exorbitant $25k to $50 or MUCH More • (Not Including: Lost Productivity, New Training Costs, Negative Impact on Morale and Client Relationships) Mercato Partners - Slide Library | 21

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