Lecture by Mario Derba at Master Human Resources Pisa University
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Mario Derba Lecture at Master Human Resources Development, University of Pisa, June 2012
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Lecture by Mario Derba at Master Human Resources Pisa University
- 1. La sfida di valorizzare e motivare le risorse umane in un’Azienda nazionale o globale, realizzando il miglior posto in cui lavorare
- 2. Background: 25+ years IT sales & services international experience 1984-2005: IBM making the difference 2005-2008: Microsoft Italy: EPG Lead, then Managing Director, then Western Europe every day! Since January 7, 2009 at Hewlett-Packard Why I work here: Great company & culture Fantastic people Exciting environment
- 3. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 3
- 4. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 4
- 5. Simplifying technology experiences around the world As A Company, And As Individuals, We Value: Integrity And Honesty Passion For Customers, For Our Partners, And For Technology Openness And Respectfulness Taking On Big Challenges And Seeing Them Through Constructive Self-Criticism, Self-Improvement, And Personal Excellence Accountability To Customers, Shareholders, Partners, And Employees For Commitments, Results, And Quality
- 7. Ispirare le persone Essere “giovani” e aperti I nostri valori Strumenti informatici Investire sulle persone Prendersi cura dei dipendenti Premiare il contributo Impegno sociale MOTIVAZIONE
- 8. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 8
- 9. 1.It’s the basis for being selective (G.E. philosophy) 2.It’s the basis for a merit culture 3.More important, it’s the basis for motivating your best people
- 10. • Reflect the company’s values and business strategy • Continuous feedback • Be consistent • Develop S.M.A.R.T. objectives • Management role is key • Adapt it but not frequently
- 11. Evaluate people based on the requirements of the job—Don’t evaluate people on their potential or what you think they are capable of doing. Set expectations for the job, and then hold people accountable for the job. What you say and how you say it is not nearly as important as what is heard. Focus on the core message/both in documented/written and verbal form. Ideally, give feedback throughout the year. No Surprises at Review time. Make sure to have the employee do a meaningful and insightful self-assessment. Review time is the perfect time to ensure that everyone’s definition of “reality” is the same. Challenge the employee that turns in a self-assessment that has all meets or exceeds expectations on every item. Always give the Review to the employee at least 1-2 hours before the sit down Review so that they have had a chance to read it prior to the Review. Be honest, truthful, direct and candid. Differentiate on performance. Reviews should be based on results and observations. Be specific. Give praise where praise is due. Reinforce the good things verbally and in the final Review. The sit down Review process is a good time for you as a leader to listen by asking open-ended questions.
- 12. S=Specific, M=Measurable, A=Attainable by Stretching, R=Relevant, and T= Time-Bound. All goals and objectives must be in the final Review.
- 17. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 17
- 18. 1.Reflect the company’s values and business strategy 2.Be developed with the employees’ involvement 3.Involve cash, noncash or both 4.Be various 5.Be changed frequently
- 19. 1. Match the reward to the person 2. Match the reward to the achievement 3. Be timely and specific
- 20. “The key to developing people is to catch them doing something right” (Ken Blanchard) Informal rewards: “Recognition for a job well done is the top motivator of employee performance” (Bob Nelson) Carefully design reward and recognition programs
- 21. • Sincere.Be genuine. "Token" acknowledgments are seen for what they are. • Meaningful. Align rewards with the values, priorities, and goals that matter the most. • Adaptable. The workplace has become diverse. Consider creative options. One size doesn’t fit all. • Relevant. Inject a personal dimension. The relevance of any recognition is improved with a personal touch. • Timely. Rewards should reinforce good behaviors. Don’t let too much time pass or the reward will be devalued and credibility eroded.
- 22. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 22
- 23. Planning Development BU Recruitment Requirements
- 24. Planning Attracting Selecting
- 25. Business Acumen Thought Leadership Customer Centric Results & Performance Driven Team Leadership & Personal Effectiveness
- 26. Make or buy? Define the process Define the engagement model
- 27. Company’s own Compensation Guidelines Base Pay Sign-on Bonus Bonuses/Incentives On-Hire & Annual Stock or SO Awards Benefits: tangible & intangible
- 28. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 28
- 29. 6 Climate Dimensions example Clarity Standards Responsibility Flexibility Rewards Team Commitment
- 30. 6 Managerial Styles example: Coercive Authoritative Affiliative Democratic Pacesetting Coaching
- 31. ©Copyright Hay Acquisition Company
- 32. • Understand graduates • Answer graduate‘s questions point of view • Keen to talk to graduate • Give meaning to action, • Be very open and straight in projects providing feedbacks • Listen carefully and • Send out graduate to value graduate's customers within the first thoughts and ideas weeks • Take graduate as a professional • Caring for the • Provide autonomy and graduate‘s career flexibility • Believe and trust in the • Be available for the graduate graduate • Give financial reward for good work • Give warm thanks for good work • Act as a coach * Based on: survey to 82 graduates • Put graduate on challenging projects working in HP and Generation Y Characteristics • Set clear objectives in line with (Web & Literature Research) HP strategy
- 33. Continuous expansion of Integration + responsibilities Teamwork and possibilities Discussion Work of graduate according to professional skills goals Giving advices and Job Rotation hints to Personal Work graduate Development Management monthly informal Support feedback Manager is available in Career Responsibilities + + quarterly formal and close to graduate development Challenges performance reviews
- 34. Management Excellence From Culture “Aspire To” Culture Features and technology Solutions and services Product focus Customer focus Last minute heroics Disciplined execution Activity-focus Results-focus Solve for my P&L Solve for the Company Individual-focused Collaborative Opacity Transparency
- 36. CAREER EVENTS CONNECTIONS CONTINUOUS LEARNING Manager Ramp Up Management Excellence Recommended Readings Manager (M1) Community (MEC) ME OneNote Notebook Foundation Leaders who Teach Job Aids Midterm Mentors and Coaches Tip of the Week Pivotal Community Events E-Coaching Manager of Managers (M2) MEC Web Online training Foundation Midterm Classroom training Pivotal Best Practices
- 37. Development is more than training Education 10% •Professional journals Learning & Development Continuum •Conferences/seminars •E-learning/Blended Learning •Books •Formal “Training” 10% Relationships 20% •Role models •Coaching •Ongoing 360 feedback 20% •Career Planning •Mentoring Experience 70% •Cross-functional teamwork •Start-up/Shut-down assignments •Job change/rotation •Special projects/taskforces 70% •Development in role “on the job” 37 18 June 2012
- 38. Only 10% of your managers will make a difference Develop Focus & Energy Source: "Beware the Busy Manager," by Heike Bruch and Sumantra Ghoshal
- 39. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 39
- 41. Building careers at HP Employee Manager HP OWNS SUPPORTS ENABLES • Takes responsibility for • Commits to career growth • Offers career development career for employees opportunities across many business models, customer • Regularly seeks • Hires the best talent segments, geographies & feedback • Communicates strategy, functional roles • Assesses his or her goals and performance • Delivers career strengths, opportunities, feedback development policies, tools goals, and aspirations • Encourages open, candid and resources: • Identifies career goals, dialogue on career −Grow @HP development needs and options potential next jobs −Career Development • Discusses potential future Resource Center • Prepares for and roles, opportunities, fit initiates career dialogue −Career Development • Co-develops actions, Frameworks with manager enters development plan • Co-develops actions into FPR tool −HP Professions program with manager and −FPR process • Provides guidance, timely executes plans feedback, support and • Drives staffing solutions to • Creates career profile removes barriers to optimize internal and applies to new jobs growth placement, e.g., hpFirst when ready 41 18 June 2012
- 42. Talent Calendar Begin defining Annual new year End of year Performance performance Review Total goals Managed Year-Round Rewards • Performance Management Differentiation • Career Development Q4 Career Q1 Dialogue • Talent Management Annual Talent Right-click icon to view web Operating Cycle content for each area Begin Talent Reviews Q3 Q2 VOW Mid-Year Goal Check-In End & Career Dialogue Talent 42 18 June 2012 Reviews
- 43. What stage am I in? Choose Development What path am I on? Activities Where do I want to go? What development activities and experiences will meet my development and career objectives? ONE Development Plan What results are expected? How do I get to the next Take Assessment stage? Where are my development gaps? What competencies enable better results?
- 44. Competencies Experiences Set of behaviors that differentiate Building blocks for outstanding performance learning and growth Career Stage Profiles (CSPs) What is expected in current stage and how to get to next stage on chosen career path 44
- 45. Talent Assessment Terms and Definitions
- 46. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 46
- 47. Providing a Competitive Advantage through more Productive Work Environments
- 48. Drive and apply Business Excellence in our daily activity More the External Vs Internal “Show case” External : for partner, friends, clients, community Internal : within your Company
- 49. Actions Media Emails Intranet Branding Eventi Surveys Mostra progetto Audience Sito intranet Team progetto Newletter Gruppi pilota Italy employees Visite guidate Community Eventi Emea/Corp
- 50. The Human Resour ces Role Perfor Off-the- mance record Manage ment Workpl Reward ace ing & Advant Recogn age ition Talent Manage Hiring ment Manage ment Excelle nce 50
- 51. The Influence Model forms the second phase of the Performance Leadership approach Where are you today and What do you need to How do you lead the where do you want to go? do to get there? implementation? Direction Account-ability Coordination & Control Role-modeling Fostering understanding and conviction External Leadership Innovation Behavior Orientation and mindset shifts Developing Reinforcing talent with formal Capability Motivation and skills mechanisms Environment & Vaues Performance Profile Influence Model Tailored Understand current Develop a set of Implementation performance and set initiatives required to Architect an aspirations for the future change mindsets and implementation program based on a diagnosis of behaviors and close the and make choices the nine elements of existing performance around tailoring the organizational gaps changes performance
- 52. The Influence Model consists of four change levers designed to shift mindset and behaviors "I will change my own behavior if…" Role-modeling Fostering “I see superiors, peers understanding and and subordinates conviction behaving in the new “I know what is way” expected of me – I agree with it, and it is meaningful” Reinforcing with Developing talent and formal mechanisms skills “The structures, “I have the skills and processes and systems competencies to behave reinforce the change in behavior I am being in the new way” asked to make”
- 53. Sharing some basic ethic values is fundamentally relevant for a complex business success, especially in tough times Ethics is a pragmatic discipline related to acting and decision making: to make sound business decisions one must develop criteria based on experience The key is to evaluate the effect of a given behavior not only from a pure economic perspective or by comparing it to theoretical ethical values: it’s fundamental to assess if a given action is pursuing the good of the human being
- 54. Be your Company’s Champion Take a pragmatic standing Be consistent
- 55. Ispirare le persone Essere “giovani” e aperti I nostri valori Strumenti informatici Investire sulle persone Prendersi cura dei dipendenti Premiare il contributo Impegno sociale MOTIVAZIONE
- 56. Learn Everyday! Give Feedback What’s Important – Mission & Values Build Relationships/Connect Broadly Impact & Accountability Be Compliant with all Policies Own your career Be aware of your work/life balance !
- 57. And, finally… “What motivates people is what motivates people” (Ken Blanchard)
- 58. BIBLIOGRAFIA “The secrets to successful strategy execution” - HBR, June 2008 “The heart of a leader” by Ken Blanchard “One more time: how do you motivate employees?” by Frederick Herzberg “1001 ways to reward employees” by Bob Nelson