Downloaded 23 times
Intuit NME Learning Journey
- 1. Intuit Confidential andProprietary1 Re-imagining the New Manager Experience: A Learning Journey Jill Coln
- 2. Intuit Confidential andProprietary2
- 3. Intuit Confidential andProprietary3 Create an environment where the world’s top talent can do the best work of their lives.
- 4. Intuit Confidential andProprietary4 1. Accelerate the business impact of new managers 2. Help managers to live and lead through the Intuit Values everyday 3. Promote a One Intuit mindset 4. Enculturate externally hired leaders into Intuit The Challenge
- 5. Intuit Confidential andProprietary5 How do you support the development of our front-line leaders and hold them accountable to behavior change?
- 6. Intuit Confidential andProprietary6 Honor What is Unique About Intuit Culture HistoryValues
- 7. Intuit Confidential andProprietary7 Experiment and Use Data to Make Decisions
- 8. Intuit Confidential andProprietary8 Changing Behavior is a Journey
- 9. Intuit Confidential andProprietary9 Peer Relationships are Critical
- 10. Intuit Confidential andProprietary10 In Summary: Immerse new managers in a 6 month journey to practice desired behaviors and skills Create an environment where managers learn from each other and get candid feedback Create experiences that honors what is unique about Intuit Continually experiment and use data to improve the impact
- 11. Intuit Confidential andProprietary11 New Manager Essentials: A Six Month Learning Journey 2 4 3 6 5 1 360 Pre-Assessment 1st Face-to-Face 2nd Face-to-Face Pulse Assessment Monthly Virtual Accelerator Calls Monthly Virtual Accelerator Calls 360 Post- Assessment
- 12. Intuit Confidential andProprietary14 Reinforcement and Accountability Complete monthly “Go-Do” assignments to apply learning on the job Join monthly coaching calls to reinforce learning, deepen relationship, and drive accountability 1 32 Create and delegate a stretch assignment to a member of your team Meet with stakeholder you need to get alignment with Ask for feedback from peers. Take away one action to work on. Month Coaching Call with facilitator and table team Coaching Call with facilitator and table team Final wrap-up virtual session with coach and table team Small Groups: Individualy: “Hearing how others are putting their learning into practice and having their feedback on situations that I am experiencing is very useful. I learn from their ideas as well as from giving and receiving coaching.” -Intuit New Manager
- 13. Intuit Confidential andProprietary15 Measuring Impact How well did participants like the learning process? • Net Promoter Score benchmarked across multiple companies • Post-Journey Feedback Survey What did they learn? What knowledge and skills were developed or improved? Coach observation of application of skill during Virtual calls 90-day 360 Pulse Survey to Manager and Participant To what extent did a change in behavior occur on the job? Pre and post 360 assessment Success Case to capture anecdotal impacts Post 4 month survey with managers of participants Weak results Strong Results Opportunity to improve
- 14. Intuit Confidential andProprietary16 Which Statement Below Best Characterizes Your Experience Regarding New Manager Essentials? 28.6% 36.5% 30.2% 3.2% 1.6% 0% 10% 20% 30% 40% I learned something new, have used it, and have evidence to describe the impact I learned something new, have used it, and expect results (not achieved yet) Mostly a reminder of what I already knew, but also valuable, motivating, and led to worthwhile results While I may have learned something new, I have not put it to use yet This training did not cover anything new or useful • Almost all respondents found the learning valuable (95%) • A majority can already point to evident impact (59%)
- 15. Intuit Confidential andProprietary17 Missed Opportunity to Drive Accountability Through Manager’s Manager 51.4% 21.4% 27.1% 0.0% 0% 10% 20% 30% 40% 50% 60% Any expectations I had came only from my own thinking I had some interaction with my boss about my participation, but no dialogue about expectations for results My boss and I talked generally about how I might benefit from this, but we did not jointly set any expectations My boss and I jointly discussed and set expectations Over half of respondents had no dialogue with their supervisors to help set expectations
- 16. Intuit Confidential andProprietary18 Thank You!
Editor's Notes
- #3 Intuit Inc. creates business and financial management solutions that simplify the business of life for small businesses, consumers and accounting professionals. Its flagship products and services include QuickBooks® and TurboTax®, which make it easier to manage small businesses and tax preparation and filing. Mint.com provides a fresh, easy and intelligent way for people to manage their money while ProSeries® and Lacerte® are Intuit's leading tax preparation offerings for professional accountants. Founded in 1983, Intuit had revenue of $4.2 billion in its fiscal year 2015. The company has approximately 7,700 employees with major offices in the United States, Canada, the United Kingdom, India and other locations. More information can be found at www.intuit.com. Are more than just Power Point slides…they have produced a strong and growing company that over 32 years has made a significant impact on our employees’, our customers’ , and our shareholders’ lives… For employees…we have been ranked for years as one of the most admired SW companies in the world… Our engagement scores are near best in class levels… And we have in the running to be ranked among the 100 best places to work for the 14th year in a row…
- #4 Our true north goals: Enable our people to do the best work of their lives
- #5 Here is what we were solving for with this program. We started with an in house experience that we built and then looked outside for a partner to help us take it to the next level.
- #6 Then the question is: How do you support development of our people and hold them accountable to making changes back on the job? We ran a lot of experiments to answer this question, and how we solved it works for our culture. I am not saying it is a perfect fit for every company, but we uncovered four principles that work for us. Those principles are…
- #7 In the development, we needed to honor what was unique about intuit’s culture, values, and history, and the experience needed to be practical to the manager role. Every L&D experience for this population supports what is unique about Intuit, and is practically focused on the manager role.
- #8 We didn’t get every piece of the journey right the first time. We continue to collect data from our customers, and we use that data to influence design changes, and future areas of focus.
- #9 We don’t believe in one and done (mindset in Intuit) and designing for delight is in everything we do. We believe that in order to change or start a behavior you have to put support in place to get people start to use the skills that they are practicing. We spent two years experimenting with the journey for the New Manager. Understanding the impact of length of time in the experience: what was too long / too short Looking at how best to leverage peer relationships and cohorts over time Virtual components vs in person How many face to face sessions were needed Competition and gamification Transition: let’s take a deeper look at the entire 6 months and our measurement tools
- #10 The journey creates an incredible bond between participants, and our job is to create environments that managers learn from each other not just from a facilitator. It starts with bringing a small group of 20-30 managers together in a class room for three days, and we keep them together for the entire journey. Every step of the away encouraging them to develop each other and hold each other accountable
- #11 We want people to know where they stand today #1 – define what it mean to be a great manager at Intuit, and how they stacked up against those desired behaviors #2- Make them a part of a community for 6 months, allow them to practice and share their experience with others all the while we support the behaviors we are helping them to embrace. #3- There are several ways we help managers see how they are doing and understand the impact of the experience: During the experience: there is the 360, a mid point pulse survey, role play, calls, team interaction #4: we are constantly trying to delight our customers and understand the impact: we do that several different ways: smile sheets / live interviews / the 360 (3x) / a 4 mon post survey after the experience to measure the participant and manager perceptions of impact along with more interviews
- #12 1. Walk away with critical skills that can be practically applied back on the job 2. Support and hold them accountable throughout the process 3. Bonds with peers that carries them beyond the experience Pre: 360 Assessment on the Intuit Manager Behaviors Meet with manager to discuss development objectives and plan Read the simulation case study to get ready to participate fully in the “New Manager Essentials” F2FI: Challenges and Choices: Recognize the daily challenges where a manager has an impact as a people and business leader Respond to challenges with the mindset and behaviors from the Intuit Values Practice responses, play out leadership conversations, get feedback and then practice more. Virtual Month 2: Meet with your manager and update your development plan Month 3: Meet with a stakeholder you need to get alignment with using inquiry Month 4: Ask for feedback from peers; take away one action to work on Measure Impact 90 Day Mini 360 Pulse Survey on topics covered in first face to face. F2FII: Challenges and Choices: Two day session which includes continued challenges and choices with a focus on: multiplying talent designing stretch assignments delegating for development More Practice on Real Life Challenges: Month 5: Create and delegate a stretch assignment to a member of your team Month 6: Arrange a team building volunteer event: “we care and give back”
- #16 This is an eye chart, but the purpose is to show that we are measuring impact at multiple points of the journey, and using this data to not validate our experiments but to inform our decisions going forward. We feel good about the results so far, but we also need to measure the impact on the business, and we will look at: Engagement Retention Promotion