Pcb Cpresentation Final


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • TIMELINE 3:30-3:50 Chuck 1. Intro: Objectives, Research 3:50-4:15 Mike 2. Strategy: Changing our thinking, Shared Strategy (Activity is a take-home/send in) Chuck 4:15-5:00 3. Competencies/Success Profiles (15 min slides, 30 min activity) Bregg 5:00-5:20 4. Recruiting (take-home activity) Chuck 5:20-5:45 5. Hiring (10 min slides, 15 min activity) Mike/Chuck/Bregg 5:45-6:10 6. Orientation Panel, Q& A Chuck 6:10-6:20 7. Development All 6:20-6:30 Q&A
  • (20 min.)
  • Go to sharrowgroup.com for tools and resources exclusively for this conference: --Forum where they can provide feedback and pose questions as they begin to apply today’s learning --Form to submit outcomes from today’s activities, for a free translation customized to your organization --Turnover calculator, articles, etc.
  • Michele left out: % Elig. For Incentive Pay 74% , 26%
  • Michele left out: % Elig. For Incentive Pay 74% , 26%
  • Real distribution of talent from the mean (skill curve based on competencies) and effect on results: Standard Dev Results -1 -40% +1 +40% +2 +17% +3 +3%
  • IMPORTANT IMPLICATIONS Investing in selection, training performance and promotion systems focused on improving performance and raising the talent bar is a good investment. Leaders must focus on improving performance and making tough people calls when: Selection mistakes occur Performance management doesn’t work Training doesn’t work
  • RESEARCH SHOWS: After the initial catch-up results in an average HR system, initiatives that chase additional best practices have very little return on investment You are better off improving all HR systems by 10% each year than spending 100% of your effort on one or two best practices* Best return comes from: 1-Performance management, 2-training and development. BRIDGE TO MIKE, CHANGING THINKING / STRATEGY
  • 25 min. for thinking & strategy
  • Production line changed the way we do business, including production homebuilding Other effects: - workers are dumb workers (machines) - average workers, a few terrible, a few great ones With advantages of production lines, average worked fine
  • We’re looking to move to a new model, where: -employees are vested stakeholders -organizations operate as a system -work provides meaning -all employees can be excellent
  • Intelligence: Have the mental resources to get tasks done. Think through issues. Emotional: Can communicate effectively with others, common sense Physical: use their body to get work done efficiently Spiritual: have a strong sense of what’s right and operate to it
  • How do we move acceptable to excellent? Creating shared commitments and clarity Overcomes lack of understanding, and some natural ability Management people practices Overcomes weak skills and lack of internal drive and some natural abilities Inspired leadership Assists in supporting all of the above
  • CREATING SHARED COMMITMENT Every employee helps create and thus understands: Stakeholders’ goals and results Where the company is going Behaviors expected from everyone Why the customers will buy our homes as opposed to the other guy’s How their work fits into the whole
  • Shared Strategy determines who’s right for your organization. Capabilities translate to competencies (company-wide, division-wide, etc….) IF you send us the outcome of this exercise, we will translate your capabilities into competencies for free…visit www.sharrowgroup.com NOTE: Due to timing, do this activity after conference VIDEO HERE IF TIME ALLOWS BRIDGE TO CHUCK, COMPETENCIES
  • 45 min. (15 min slides, 30 activity) Strategy drives competencies. Competencies drive hiring, recruiting and developing of your workforce.
  • 20 min.
  • A core of talent is necessary to execute strategy Recruiting must focus not just on skills, but on the big picture, with attention to team building 2004 US Olympic basketball team’s loss to Puerto Rico: All stars rather than team players
  • Fortune’s 100 Best Place to Work have a common thread: Company, strategy and people in harmony The companies that made the list had very different cultures, but employed people that fit the culture.
  • 25 min. (10 slides, 15 min activity)
  • Disney example
  • Harvard Study Results
  • Do you know anyone who hires for attitude? answer: southwest airlines--absolutely believes hire for attitude, train for skill now realize that even southwest has an exception: their pilots
  • 15 min for activity BRIDGE TO MIKE/PANEL
  • 25 min Panel discussion
  • 10 min No matter what your hiring or recruiting practices are, no one brings 100% of skills to table. Development is crucial to any forward progress
  • Without follow-up, only 17% of people make any change at all. Omnilearn, an online coaching tool, is a great example of a follow-up process that holds people accountable for developing themselves
  • 10 min.
  • Pcb Cpresentation Final

    1. 1. Raising the Talent Bar PCBC Bill Carpitella
    2. 2. Agenda <ul><li>Introduction </li></ul><ul><li>Aligning Strategy, Values and Leadership </li></ul><ul><li>Defining Competencies </li></ul><ul><li>Recruiting the “Right” People </li></ul><ul><li>Hiring for Success </li></ul><ul><li>New Hire Orientation </li></ul><ul><li>Leadership Development </li></ul>
    3. 3.
    4. 4. <ul><li>Link organizational results with finding, developing and promoting the right people </li></ul><ul><li>Change thinking about traditional people processes </li></ul><ul><li>Link strategy, vision and values to organizational capacity to deliver – now and over time </li></ul>Workshop Objectives
    5. 5. Objectives: Laying the Groundwork <ul><li>Define competencies and their importance in generating results, selection and development </li></ul><ul><li>Introduce “success profiles” and how to use them to align selection, development and promotion </li></ul>
    6. 6. Objectives: Defining the Talent <ul><li>Maximize success of recruiting and selection process, either internally or externally. Understand implications of hiring the “wrong” person. </li></ul><ul><li>Utilize an interviewing technique that will greatly improve your chances of selecting the right person. </li></ul>
    7. 7. Objectives: Finding & Growing the Talent <ul><li>Get new hires off to a good start with a powerful orientation process designed to: </li></ul><ul><ul><li>reduce turnover </li></ul></ul><ul><ul><li>establish clear expectations </li></ul></ul><ul><ul><li>help new employees deal with contradictions </li></ul></ul><ul><li>Introduce a process that requires every leader in your organization to understand and own the development of their talent </li></ul>
    8. 8. Achieving Objectives <ul><li>Engage and participate in your learning </li></ul><ul><li>Ask questions at the end of the workshop </li></ul><ul><li>Extend your learning past the conference </li></ul>
    9. 9. Why Investing Time, Money and Effort in Your People is Good Business
    10. 10. Research on the Best/Worst Companies at Managing People Top 10% Bottom 10% Market Value to Book Value 11.06 3.64 Sales / Employee $617k $158k
    11. 11. People Practices: Best/Worst Companies Top 10% Bottom 10% Have formal grievance process 95% 59% Perform employee survey regularly 58% 5% Provide formal compensation plan 96% 47% Give performance appraisals 96% 60% Provide performance appraisal objective 63% 13% Fill jobs internally 53% 31% Provide formal staffing plan 48% 3% Companies…
    12. 12. People Practices: Best/Worst Companies Top 10% Bottom 10% New hire training hours 38 hours 5 hours Experienced employee training hours 23 hours 4 hours Employee turnover 21% 34%
    13. 13. Best/Worst Companies: 1-6 Point Scale Management focused on reducing HR costs 2.40 5.01 Aligned with business strategy 5.06 1.84 Visionary leaders 5.24 2.73 Clear mission 5.03 1.90 Job security 4.59 2.40 Top 10% Bottom 10%
    14. 14. Case Study: Georgia Pacific Action Upgraded 20 of 40 Plant Managers Results Profitability increased from $20 Million to $80 Million in 2 years
    15. 15. What’s the Payoff for Investing in Individual Performance? <ul><li>There’s a 97% difference in performance between below-average and good performers </li></ul>PERFORMANCE
    16. 16. What Is One Standard Deviation Worth? Non-sales Jobs 19-48% Sales Jobs 48-120% Engineering/Construction Managers 47%
    17. 17. Integrated HR Systems Sophistication of HR Systems – Percentage 390K 370K 350K 330K 310K 290K Market Value/Employee Catch Up Typical Best Practices Aligned Integrated 0 10 20 30 40 50 60 70 80 90 100
    18. 18.
    19. 19. Changing Our Thinking About People in the Workplace
    20. 20. What Keeps us from Raising the Bar? <ul><li>Traditional worker/management model </li></ul><ul><li>Repetitive, easily defined tasks </li></ul><ul><li>Bell curve that makes “average” accepted </li></ul>
    21. 21. Traditional Performance Expectations The meaning of excellence varies per your company Employees follow the bell curve 10% Excellent 85% Average 5% Poor
    22. 22. 3 Major Components KUS Abilities Passion
    23. 23. What Does Excellence Look Like? <ul><li>High Performers have the: </li></ul>Knowledge Know what to do Skills Have the right skills or know how to get them Understanding Understand why it is important to the success of the company
    24. 24. Abilities of High Performers Intellectual Emotional Physical Spiritual
    25. 25. Passion <ul><li>Organization success </li></ul><ul><li>Team success </li></ul><ul><li>Personal success </li></ul>HPs: Take great satisfaction from their work. First to arrive and last to leave. Inspire others to perform at their best. Demand excellence from the team. Take pride in working for a great company.
    26. 26. Defining Shared Strategy Find and keep great people Create strong vision and culture Organize for success Nurture loyal customer base
    27. 27. Defining Shared Strategy <ul><li>Participants get clear on: </li></ul><ul><li>Key stakeholders </li></ul><ul><li>Where they want their company to be </li></ul><ul><li>How they want to behave in getting there </li></ul><ul><li>Where they are going to operate </li></ul><ul><li>Who their customer is going to be </li></ul><ul><li>What their product offering is </li></ul><ul><li>How they will win </li></ul>
    28. 28. Participation: Why? <ul><li>Widespread involvement in creating strategy helps to: </li></ul><ul><li>Solicit multiple viewpoints </li></ul><ul><li>Understand what’s important </li></ul><ul><li>Develop abilities </li></ul><ul><li>Ignite passion </li></ul>“ It’s better to have them inside the tent ‘spitting’ out than outside the tent ‘spitting’ in.” Lyndon Johnson
    29. 29. FastTrack™ Conference Structure <ul><li>Review the past </li></ul><ul><li>Explore the present </li></ul><ul><ul><li>Stakeholders </li></ul></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Values/operating principles </li></ul></ul><ul><li>Create ideal design </li></ul><ul><li>Develop common ground </li></ul><ul><li>Develop strategy </li></ul><ul><li>Make action plans </li></ul>
    30. 30. Strategy Translation Activity <ul><li>What is your company’s strategy? Values? </li></ul><ul><li>What capabilities do you need to make it work? </li></ul>Organizational Capabilities Competencies Strategy & Values
    31. 31.
    32. 32. Understanding Relationship of Competencies to Results
    33. 33. What is a Competency? <ul><li>Competency : a behavioral skill that focuses on how people do something rather than what they do. </li></ul><ul><li>It is not: </li></ul><ul><li>A technical or clinical skill </li></ul><ul><li>An organization capability </li></ul><ul><li>A cultural or leadership value </li></ul><ul><li>A task or an outcome </li></ul>
    34. 34. Can You Develop Behavioral Skills? <ul><li>Gallup says you should not waste your time (focus on selection) </li></ul><ul><li>Lominger says it depends. Not all behaviors are equally difficult to learn. </li></ul>We say… use both Action oriented easy Motivating others moderate Patience harder Understanding others hardest
    35. 35. Do Behavioral Skills Drive Performance? <ul><li>Answer: Some do and some don’t </li></ul><ul><li>Drive for Results </li></ul><ul><li>Customer Focus </li></ul><ul><li>Motivating Others </li></ul><ul><li>Conflict Management </li></ul><ul><li>Perseverance </li></ul>Yes <ul><li>Listening </li></ul><ul><li>Compassion </li></ul><ul><li>Approachability </li></ul><ul><li>Ethics & Values </li></ul><ul><li>Humor </li></ul>No
    36. 36. Implications <ul><li>Hire for behavioral skills that: </li></ul><ul><ul><li>Are hardest to learn </li></ul></ul><ul><ul><li>Correlate to performance </li></ul></ul><ul><li>Develop behavioral skills that: </li></ul><ul><ul><li>Are easiest to learn </li></ul></ul><ul><ul><li>Correlate to performance </li></ul></ul>
    37. 37. Getting Started: Create “Success Profiles” <ul><li>Define combination of behaviors and skills observed in your high performers for each job or level </li></ul><ul><li>Model after your best </li></ul>
    38. 38. Activity: Competency Card Sort <ul><li>Directions: </li></ul><ul><li>Individually, sort competency card deck into three piles: </li></ul><ul><ul><li>22 competencies most important to the position of VP of Sales in your company </li></ul></ul><ul><ul><li>23 competencies that apply but are less important </li></ul></ul><ul><ul><li>22 competencies that do not directly apply or are not particularly useful </li></ul></ul><ul><li>As a group of three tables, record each individual’s top 22 competencies on the poster. </li></ul><ul><li>As a group, select the 20 competencies most directly tied to success. </li></ul>
    39. 39. Foundation for Excellence <ul><li>Use Success Profiles to: </li></ul><ul><li>Interview </li></ul><ul><li>Manage Performance </li></ul><ul><li>Train and Develop </li></ul><ul><li>Promote </li></ul>
    40. 40.
    41. 41. Recruiting for the Business , Not Just the Position
    42. 42. The Right Person, Not the Best Person Organizational Effectiveness Culture People Strategy
    43. 43. Finding the Right Person <ul><li>What cultures attract high performers? </li></ul><ul><li>What do candidates perceive about your culture? </li></ul><ul><li>How do you find people who suit your existing culture? </li></ul>
    44. 44. Knowing What You’re Looking For <ul><li>Avoid generic job descriptions that focus on price-of-entry skills </li></ul><ul><ul><li>Often based on last employee (successful or not) </li></ul></ul><ul><li>Tie strategy and culture to job description </li></ul><ul><li>Consider what kind of person suits the culture </li></ul><ul><ul><li>What qualities do high performers share? </li></ul></ul><ul><ul><li>What will it take to meet short term objectives? (6mo–1yr) </li></ul></ul><ul><ul><li>What would excellence in this position look like? </li></ul></ul><ul><li>Build on success profiles </li></ul>
    45. 45. Implications for Hiring <ul><li>Once you know who you’re looking for, how do you select them? </li></ul><ul><ul><li>“Gut feel” is only 2% better than flipping a coin </li></ul></ul>
    46. 46.
    47. 47. Why Not Hire For Experience <ul><li>May have learned wrong attitude/ behavior from an inferior competitor. Retraining is more difficult. </li></ul><ul><li>Harder to change behavior than train for experience. </li></ul>
    48. 48. Why Not Hire For IQ <ul><li>Intelligence doesn’t predict long-term success. </li></ul><ul><li>IQ is the “price of entry” </li></ul>
    49. 49. Hiring the Right People Question What makes the difference in high performance people?
    50. 50. <ul><li>Answer </li></ul><ul><li>IT IS NOT </li></ul><ul><li>Experience </li></ul><ul><li>Technical/functional Skills </li></ul><ul><li>IQ </li></ul><ul><li>IT IS </li></ul><ul><li>Attitude/Behavior </li></ul><ul><li>EQ (common sense) </li></ul>Common sense is twice as predictive of success as IQ Hiring the Right People
    51. 51. Conclusion: Why Hire For Attitude <ul><li>Attitude and behaviors get employees in trouble – not technical/functional skills </li></ul><ul><li>Behavior is harder to change/train in most cases </li></ul><ul><li>Can you name a company that hires for attitude? </li></ul>
    52. 52. Assessing Behavioral Skills in Hiring <ul><li>Behavioral-Event Interviewing dramatically improves hiring decisions </li></ul><ul><li>Lominger Interviewing Express provides tool to help even novice interviewers improve their skills and interpret candidates’ answers </li></ul>Research Shows: Casual, 1-on-1 interview .20 Reference checks .26 Assessment centers .36 Panel interviews .37 Ability testing .53 Behavioral structured interviews .70
    53. 53. Interview Activity <ul><li>Conduct Structured Behavior-Event Interview </li></ul><ul><ul><li>Lominger Interviewing Express </li></ul></ul><ul><li>As a group of three, split into roles: </li></ul><ul><ul><li>Interviewer </li></ul></ul><ul><ul><li>Interviewee </li></ul></ul><ul><ul><li>Observer </li></ul></ul><ul><li>Interviewee chooses one of 3 roles: </li></ul><ul><ul><li>Person who knows or has seen the behavior </li></ul></ul><ul><ul><li>Person who can demonstrate they’ve experienced it </li></ul></ul><ul><ul><li>Person who has adapted it to a new situation </li></ul></ul>
    54. 54.
    55. 55. Orienting Staff – A beginning, not an end <ul><li>Panel discussion Experiences in typical and exceptional orientations </li></ul>
    56. 56.
    57. 57. What Have We Learned About Developing Adults?* <ul><li>Behavioral skills get people in trouble </li></ul><ul><li>70% of adult learning is through experience </li></ul><ul><li>40-60% of performance success correlates directly to behavioral skills </li></ul>*Center for Creative Learning studies
    58. 58. How to Develop Behavioral Skills <ul><li>Focus first on honest feedback and improved self-awareness </li></ul><ul><li>Adults learn by doing (experience). They must be coached to try new behaviors during daily interactions. </li></ul><ul><ul><li>The best way is stretch assignments (reaching out of comfort zone) </li></ul></ul><ul><li>Simply imparting new knowledge changes nothing </li></ul>
    59. 59. What Are Today’s Leaders Good At? <ul><li>Drive for Results </li></ul><ul><li>Action Oriented </li></ul><ul><li>Decision Quality </li></ul><ul><li>Customer Focus </li></ul><ul><li>Ethics and Values </li></ul><ul><li>Perseverance </li></ul><ul><li>Problem Solving </li></ul><ul><li>Approachability </li></ul>What’s Missing?
    60. 60. Today’s Leaders Need to Develop… <ul><li>Dealing With Ambiguity </li></ul><ul><li>Motivating Others </li></ul><ul><li>Building Effective Teams </li></ul><ul><li>Personal Disclosure </li></ul><ul><li>Self Knowledge </li></ul><ul><li>Developing Direct Reports </li></ul><ul><li>Conflict Management </li></ul><ul><li>Directing Others </li></ul>
    61. 61. Challenges for Supervisors <ul><li>Tend to hold on to marginal talent too long </li></ul><ul><ul><li>Don’t like confronting direct reports or giving tough feedback </li></ul></ul><ul><li>30% of employees are blocked learners (resist all change) </li></ul><ul><li>Out of 67 leadership skills, developing direct reports is dead last in skill level </li></ul>
    62. 62. Developing the Individual Isn’t Enough <ul><li>Organizational processes are needed to hold leaders accountable for upgrading their talent </li></ul>
    63. 63. Solutions For Upgrading Your Talent <ul><li>Create “success profiles” modeled after your best people </li></ul><ul><li>Create an annual talent review process that requires you to force rank your talent on both performance and potential </li></ul><ul><li>Hire for behavioral skills not just functional/technical skills </li></ul><ul><li>Include behavioral skills in performance management </li></ul><ul><li>Consider a 360° confidential multi-rater feedback process for high potentials. Require written plans targeting individual development. </li></ul><ul><li>Provide coaching, mentoring and follow-up for high potentials </li></ul>
    64. 64. Performance/Potential Matrix Performance Potential Use This Matrix to Support Your Talent Review Process 9 High Potential 1 Serious Performance Issue 3 Seasoned Pro 7 “Head-scratcher” High performance, high potential Low performance, low potential; move out of organization High performance, low potential. Great in current position, coaching Low performance, high potential; may be in wrong position; worth addressing Determining Intervention: 7 8 9 4 5 6 1 2 3
    65. 65. Conclusions <ul><li>The tactical, strategic and economic impact of people systems can be significant </li></ul><ul><li>Focusing on your staff’s performance can be profitable and drive revenue </li></ul><ul><ul><li>Excellence as an expectation </li></ul></ul><ul><li>Aligned people systems add to the bottom line </li></ul><ul><li>Hire for attitude – train for skill </li></ul>
    66. 66. Questions? <ul><li>Research </li></ul><ul><li>Strategy </li></ul><ul><li>Competencies </li></ul><ul><li>Recruiting </li></ul><ul><li>Hiring </li></ul><ul><li>Orienting </li></ul><ul><li>Developing </li></ul>