Why PeopleFirm, LLC

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  • A People Strategy is the translation of a business strategy into a roadmap for implementing organizational and people investment priorities.A People Strategy will create value and drive differentiation.A People Strategy provides the framework for creating talent management initiatives to increase employee engagement and deliver improved financial results.A People Strategy is specific to the needs of a business.A People Strategy evaluates trade-offs and requires specific investment choices.A People Strategy is a multi-year roadmap jointly owned by HR and business leaders.
  • Why PeopleFirm, LLC

    1. 1. Introduction to PeopleFirm<br />
    2. 2. PeopleFirm: our focus<br />We’re a consultancy passionate about our singular mission: <br />helping our clients achieve a competitive advantage through their people.<br />Organizational Performance <br />Talent Management<br />People Strategy<br />Change Management<br />
    3. 3. PeopleFirm: our focus<br />We assess organizational investment options across all areas related to people and talent management with the goal of selecting the best investment portfolio to drive the organization&apos;s strategy. <br />We improve organizational performance using an approach that addresses all aspects of employee engagement and teamwork.<br />Organizational Performance <br />We help companies design and optimize how they manage talent across the full employee lifecycle from entry to exit, and beyond.<br />People Strategy<br />Talent Management<br />We are a leader in designing and leading change management and adoption efforts that lower risks and accelerate results.<br />Change Management<br />
    4. 4. introduction to PeopleFirm<br />A woman-owned consulting firm with 3 founding partners: <br />Tamra Chandler: CEO<br />Beth Montag-Schmaltz<br />Marcus Scott<br />Experienced team averaging 12 – 20 years<br />75% of team hold advanced degrees in organization development, or industrial/organizational psychology, and business <br />
    5. 5. People Strategy<br />
    6. 6. every organization is competing in three markets<br />1<br />The best Corporate Strategiesdefine an organization’s approach for winning in all three markets.<br />Capital<br />2<br />Customers<br />3<br />Labor<br />
    7. 7. what is a People Strategy?<br />Define, design, and implement a strategic vision for competing in the labor market.<br />Establish a prioritized investment plan in the human side of your organization. <br />The specific goal: Achieving your business strategy. <br />       <br />
    8. 8. connecting your people strategy to your corporate direction<br />a people strategy defines how to enable a corporations unique business strategy and defines the course of action and focus for HR<br />
    9. 9. Differentiation<br />Alignment<br />Optimization<br />Foundations<br />PeopleFirm&apos;s People Strategy Framework<br />Alignment<br />Increase the connectedness of your people to your strategic imperatives through improved organizational structures, employee engagement, and enhanced communication, and collaboration.<br />Differentiation<br />Design and implement a portfolio of people investments to further drive your strategic vision and deliver a differentiated experience for your people and your customers<br />Effectiveness<br />Foundations<br />Ensure core Talent Management systems and processes are in place to support effective management of the employee lifecycle.<br />Optimization<br />Improve business and talent related decisions, optimize resource usage and enhance your employee’s careers and experiences.<br />Efficiency<br />
    10. 10. there is not one right path, just the best path for your organization<br />The journey that defines an organization’s culture, employee experiences, talent and HR process and tools will be unique. The key question is -- Will your path be planned or reactionary? PeopleFirm has the tools to help you plan a path that aligns with your corporate strategy and fits your financial and resource capabilities.<br />Alignment<br />Differentiation<br />Effectiveness<br />Foundation<br />Optimization<br />Efficiency<br />
    11. 11. Measure your organization against talent management best practices. <br />Identify your highest returning talent management opportunities.<br />Support key decisions including technology and resource investments.<br />Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.<br />Alignment<br />Differentiation<br />Effectiveness<br />Foundation<br />Optimization<br />Measuring along the x-axis<br />Efficiency<br />how do you score against best practices? how should you? how do you get there?<br />
    12. 12. Measure your organization against Organizational Performance best practices. <br />Identify the highest returning opportunities to increase your team’s performance.<br />Build a roadmap to drive improved organizational performance across the enterprise.<br />Differentiation<br />Alignment<br />Effectiveness<br />Optimization<br />Foundation<br />Efficiency<br />how do you score against best practices? how should you? how do you get there?<br />Measuring along the y-axis<br />
    13. 13. Your People = Your Business<br />Organizational Performance<br />
    14. 14. organizational performance: helping you build a high performance teams<br />Measure your organization against Organizational Performance best practices. <br />Identify the highest returning opportunities to increase your team’s performance.<br />Build a roadmap to drive improved organizational performance across the enterprise.<br />Differentiation<br />Alignment<br />Effectiveness<br />Optimization<br />Foundation<br />Measuring along the y-axis<br />Efficiency<br />
    15. 15. common challenges or needs related to building high performance teams<br />We are experiencing high turnover<br />We need one culture, but we have a history of acquisitions<br />The majority of our professionals will be retiringin 5-10 years<br />We can’t seem to make decisions and executein our organization<br />We need higherproductivity– and we can’t afford more people<br />We want to become a “Best Places to Work” to attract and retain talent<br />We need more collaboration and innovation to compete<br />We want stronger employee engagement, but where do we begin?<br />Our people question our leaders commitment to key initiatives or our organizational values<br />
    16. 16. engaging employees is not just nice… it’s a business imperative<br />Employee engagement is the extent to which employees are committed to, believe in and support the company’s values, feel pride in working for their employer, and are motivated to go the extra mile.<br />
    17. 17. we build customized approaches based on your organization&apos;s unique needs<br />
    18. 18. Your People = Your Business<br />Talent Management<br />
    19. 19. Measure your organization against talent management best practices. <br />Identify your highest returning talent management opportunities.<br />Support key decisions including technology and resource investments.<br />Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.<br />Alignment<br />Differentiation<br />Effectiveness<br />Foundation<br />Optimization<br />Measuring along the x-axis<br />Efficiency<br />talent management: making informed investment decisions in process and tools<br />
    20. 20. status of talent management<br />Common challenges for many organizations today:<br />Unclear priorities<br />Siloed or decentralized efforts<br />Too many tools or divergent technologies<br />Lack of standards / poor data consistency<br />Weak integration<br />Complexity from acquisitions or rapid growth<br />Does your organization have an integrated talent management strategy?<br />
    21. 21. status of talent management: multiple vendors<br />2007 i4CP data<br />
    22. 22. common talent management attributes<br />effectiveness<br />efficiency<br />
    23. 23. talent management from the employee lifecycle & the architectural perspectives<br />PF Employee Lifecycle<br />PF Talent Management Architecture<br />Our view ensures inclusion of all elements of the lifecycle for true process definition and also incorporates:<br />Workforce Talent Inventory <br />Competencies and Skills, Experiences & Aspirations<br />Environmental Factors<br />Strategy, Leadership, Culture, Knowledge<br />
    24. 24. our talent management offerings<br />TM Foundation Assessment – assess the current state, evaluate best practices, and determine the optimal path to drive value your talent strategy.<br />Tool Selection – define requirements, evaluate available applications and tools, determine the best solution to meet your organizations needs, and plan the implementation of your talent solution.<br />Process Design –design future state processes to support your desired employee experience.<br />Systems Implementation –configure, test. and deploy your talent management systems.<br />Value Enhancement – tune up and optimize the value you receive from your talent management tools and processes. <br />
    25. 25. PeopleFirm: a leader in change management<br />
    26. 26. the change curve<br />Choice: <br />Stay or Go Forward<br />
    27. 27. how do we move peoplefrom awareness to ability?<br />awareness access<br />build an understanding of the business rationale and industry drivers<br />build confidence in strategic decisions driving change<br />begin honestly communicating how people will be impacted<br />access adopt<br />help them envision future possibilities and opportunities for themselves, their team, and colleagues<br />share implications of job impact and define new skills required for future success<br />help people “see” the new process flows or systems –visualize the changes from current to future<br />adopt benefits<br />teach new ways to work: processes; systems; and role changes<br />let people take time to apply new skills and processes -- “work-out” the kinks<br />encourage sharing of lessons learned -- seek and listen to feedback<br />adjust and continuously improve new processes & systems<br />
    28. 28. our approach: practical, holistic, responsive, fluid<br />Assess<br />How big is the change? <br />Who is impacted and how?<br />How much resistance is anticipated?<br />Is the organization ready for change?<br />How much investment is necessary?<br />Approach<br />Impacts on jobs and the organization<br />Adoption of new norms and behaviors <br />Learning of new tools and processes <br />Customizes activities to the needs of different stakeholder groups <br />Engages the organization’s leaders and key influencers in the change process<br />Apply<br />Execution of customized workplan<br />Measurement via Adoption & Health Scorecard<br />PeopleFirm’s ACE Methodology<br />
    29. 29. our approach:PeopleFirm’s 5 core change disciplines<br />The PeopleFirm methodology includes 5 core change disciplines in addressing organization adoption. Our approach applies the right tools and practices from each of these disciplines to address your unique adoption challenges.<br />.<br />Measure<br />Value<br />Measure adoption success throughout the transition, and help capture the full impact of the changes well past completion. <br />Align<br /> Organization<br />Identify impacts to the current organization and develop customized solutions to manage restructuring, roles and responsibility changes, and skill gaps while building the infrastructure for sustainable change. <br />Engage <br />Leadership<br />Arm leaders with the tools and resources to effectively guide their teams through transition. Prepare management teams to actively lead change.<br />Prepare Stakeholders<br />Educate the organization on new processes and technologies to develop the knowledge, skills, and behaviors necessary to enable individuals to successfully perform in the future.<br />Connect<br /> People<br />Connect the right people at the right time delivering compelling messages that engage people to ‘answer the call’ for change. <br />
    30. 30. our appraoch:best practices<br />Engage <br />Leadership<br />Prepare Stakeholders<br />Connect<br /> People<br />Measure<br />Value<br />Align<br /> Organization<br /><br /><br /><br /><br /><br />Integrate commitments in leader and middle management review cycles and publically publish<br />Ensure change effort is tied directly to top business priorities<br />Move high impact stakeholders through the change curve before training begins<br />Translate the business case in a way that is compelling to stakeholders (WWIFM)<br />Assess change health at regular intervals to ensure stakeholders re moving along the curve as intended<br /><br /> <br /><br /><br /><br /> Involve high impacted leaders and middle managers throughout the entire lifecycle of the project<br />Align priorities, structure, processes, job roles and performance to successfully enable the change<br />Equip stakeholders with the right tools, skills and motivators perform in the future state<br />Create high-touch communication messages from top-level , direct-line supervisors and peers<br />Incorporate change <br />health statistics in project management scorecards<br />
    31. 31. Tamra Chandler<br /> e mtc@peoplefirm.como206.462.6463<br /> c 206.399.8701<br />Beth Montag-Schmaltz<br /> e bethms@peoplefirm.com<br /> o 206.462.6463<br /> c425.591.3400<br />Thank You!<br />www.peoplefirm.com<br />Your People = Your Business<br />

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