welcome to people prophet
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PEOPLE PROPHET
Your Virtual HR Manager
2
People Prophet - your virtual HR manager
• Competency based HR system
• Anywhere, anytime, online
• Mobile
• Scalable
• SaaS model
• BIG DATA
• Developed by Bullseye
3
Presentation Outline
People Management
• Aligning organisational capability with business objectives
• Measuring, monitoring, planning, developing
Behaviours
•Defining your code of behavior/brand values/beliefs
•Institutionalisation of the chosen behaviours
Effecting Change
•Organisational porosity
•Permeability of messaging and communication
4
Big ROI in better People Management
Key Messages
• Can’t manage people without a robust working people management system
• Business strategy must determine positioning, competitive advantage and organisational core competencies
• Must have a competency-based people management system
• You can’t manage what you don’t measure and monitor
• We have a scarcity of data in HR
• BIG DATA in People Management is here
People Manage
ment
• People Management
Behaviours
Effecting Change
5
People Prophet – what it does
Modules
• Set Up
• People Register
• Competency Model
• Appraisal System
• Career Development Plans
• Position Descriptions (and Organisational Design)
People Manage
ment
• People Management
Behaviours
Effecting Change
6
How to align to business needs
Structure People Prophet to meet business needs
• Competencies and attributes
• Disciplines (groups of core skills eg sales, production)
• Departments (business units, divisions, etc.)
• Grades (G1 to G10)
• Team leaders (reporting lines - accountability)
• Position descriptions (organisational design)
• Delegated authorities
People Manage
ment
• People Management
Behaviours
Effecting Change
Module:
Set Up
7
People Register - the source of truth
People Manage
ment
• People Management
Behaviours
Effecting Change
Module:
People Register
8
People Register - public and private data
People Manage
ment
• People Management
Behaviours
Effecting Change
Public Data Private Data
Personal Details
First Name Username
Surname Middle Name
Known As Address 1
State Address 2
Nationality Suburb/City/Town
Mobile Phone Number Post Code/Zip Code
Interests State
Nationality
Home Phone Number
Mobile Phone Number
Gender
Disability
Date of Birth
Secondary Email
Marital Status
Children
Emergency
Contact Details
Relationship
Name
Phone Number
Secondary
Contact Person
Relationship
Name
Phone Number
Career Summary
Date Joined Employment Status
Current Job Grade End of Employment Date
Department
Office
Discipline
Reports To
Remuneration
Currency
Current Fixed Income
Current Additional Remuneration
History
Qualifications
Training History
Attachments
Files Uploaded
Competency Audit Result
Module:
People Register
9
Competencies needed to be a winner
People Manage
ment
• People Management
Behaviours
Effecting Change
Discipline
Proficiency
People Effectiveness
Commerciality
Client Centricity
Business Sustainability
Module:
Competency Model
10
Measuring competency
• Competency audit
• Score attributes
• Self assessment and team leader assessment
• Algorithm determines competency level
• Grades are guided by competency levels achieved
• Competency based assessment tells us:
if an employee has reached the limit of their capability
If an employee has capability in excess of their role
People Manage
ment
• People Management
Behaviours
Effecting Change
11
Discipline
Proficiency
People
Effectiveness
Commerciality
Client Centricity
Business
Sustainability
Personal Mastery Managing Others Contribution to
Profitability Customer Satisfaction
Winning and Retaining
Clients
Experience Managing Self Negotiation Skills Service Quality Contribution to
Corporate Knowledge
Qualifications Communicational
Skills Contribution to
Strategy and Culture. Professionalism
Innovation and
Continual
Improvement
Skills Transfer Self Development Conflict Resolution
Skills. Delivering on Time
Problem Ownership
and Resolution
Peer Recognition Development Of
Others
Compliance with
Company Policies and
Procedures Delivering on Budget Business Promotion
Competencies break down into attributes
People Manage
ment
• People Management
Behaviours
Effecting Change
12
Discipline
Proficiency
People
Effectiveness
Commerciality
Client Centricity
Business
Sustainability
Personal Mastery Managing Others Contribution to
Profitability Customer
Satisfaction Winning and
Retaining Clients
Experience Managing Self Negotiation Skills Service Quality Contribution to
Corporate
Knowledge
Qualifications Communicational
Skills
Contribution to
Strategy and
Culture. Professionalism
Innovation and
Continual
Improvement
Skills Transfer Self Development Conflict Resolution
Skills. Delivering on Time
Problem
Ownership and
Resolution
Peer Recognition Development Of
Others
Compliance with
Company Policies
and Procedures
Delivering on
Budget Business
Promotion
Competency audit
People Manage
ment
• People Management
Behaviours
Effecting Change
13
Discipline
Proficiency
People
Effectiveness
Commerciality
Client Centricity
Business
Sustainability
Personal Mastery Managing Others Contribution to
Profitability Customer
Satisfaction Winning and
Retaining Clients
Experience Managing Self Negotiation Skills Service Quality Contribution to
Corporate
Knowledge
Qualifications Communicational
Skills
Contribution to
Strategy and
Culture. Professionalism
Innovation and
Continual
Improvement
Skills Transfer Self Development Conflict Resolution
Skills. Delivering on Time
Problem Ownership
and Resolution
Peer Recognition Development Of
Others
Compliance with
Company Policies
and Procedures
Delivering on
Budget Business Promotion
Slice and dice data
People Manage
ment
• People Management
Behaviours
Effecting Change
Filter by: • Discipline
• Office
• Department
• Training courses
• Qualifications
• Experience
• Team leader
• etc
Report type: • Stop light chart
• Trend lines
• Distribution
curves
• Pivot tables
• Correlation
Discipline
Proficiency
People
Effectiveness
Commerciality
Client
Centricity
Business
Sustainability
Personal Mastery Managing Others Contribution to
Profitability Customer
Satisfaction Winning and
Retaining Clients
Experience Managing Self Negotiation Skills Service Quality Contribution to
Corporate
Knowledge
Qualifications Communicational
Skills
Contribution to
Strategy and
Culture. Professionalism
Innovation and
Continual
Improvement
Skills Transfer Self Development Conflict Resolution
Skills. Delivering on Time
Problem Ownership
and Resolution
Peer Recognition Development Of
Others
Compliance with
Company Policies
and Procedures
Delivering on
Budget Business Promotion
Sydney
Melbourne
Attribute Score for Customer Service
Personal Mastery
Quals
Experience
Skills Transfer
Peers
14
Attribute definition and scoring
People Manage
ment
• People Management
Behaviours
Effecting Change
Customise to meet your business needs:
• Define the attribute
• Set scoring glossary
15
Performance Reviews – data collection
• Most performance evaluations are relatively subjective
• Objectivity can he enhanced by:
Variety of people providing input (including clients)
Collecting input from a whole duration of the review period
Capturing real examples of behaviours both positive and
negative ie
proof points
People Manage
ment
• People Management
Behaviours
Effecting Change
Module:
Performance Measurement
16
Performance Review - real time, on line
People Manage
ment
• People Management
Behaviours
Effecting Change
Project ABC
Feedback
Feedback
Project XYZ
Feedback
Feedback
Project Ted
Feedback
Feedback
Leaders
Peers
Clients
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes
• diversity of authors
17
Performance Review - real time, on line
People Manage
ment
• People Management
Behaviours
Effecting Change
Project ABC Review
Feedback
Feedback
Project XYZ Review
Feedback
Feedback
Project Ted Review
Feedback
Feedback
Leaders
Peers
Clients
Review of project or period of
performance.
• Key learnings
• Development areas
• Performance assessment
• “Proof points”
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes
• diversity of authors
Reviews
• must evaluate Feedback
• done by project director
• diversity of reviewers
• minimum of 3 per annum
18
Performance Review - real time, on line
People Manage
ment
• People Management
Behaviours
Effecting Change
Project ABC Review
Feedback
Feedback
Project XYZ Review
Feedback
Feedback
Project Ted Review
Feedback
Feedback
Leaders
Peers
Clients
Review of project or period of
performance.
• Key learnings
• Development areas
• Performance assessment
• “Proof points”
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes
• diversity of authors
Reviews
• must evaluate Feedback
• done by project director
• diversity of reviewers
• minimum of 3 per annum
Appraisals
• assess against CDP
• must evaluate Reviews
• annual (or semi-annual)
• done by team leader
Appraisal of
performance against
KPIs set in Career
Development Plan
Key development areas
Competency Audit update
New Career Development Plan
Grade and salary review
19
Career Development Planning – (CDP)
• Must have agreed targets
• Must be communicated and agreed
• Measure progress to plan
• Flexibility is needed - people’s roles change
• Document so that the goals post movement is clear
• CDP is not primarily an appraisal instrument
• …it is a development tool any where, any time, online.
People Manage
ment
• People Management
Behaviours
Effecting Change
Module:
CDP
20
CDP establishes the targets
People Manage
ment
• People Management
Behaviours
Effecting Change
Elements
1.Career Objective
2.Job Description
3.Business Plan Objectives
4.Key Development Areas
5.Personal Objectives
21
CDP is also a management tool
People Manage
ment
• People Management
Behaviours
Effecting Change
22
Position descriptions define responsibility
MD
Sales Director
Sales Rep
Sales Rep
Marketing Director
Solar Business Director
Product Manager
Procurement Manager
CFO
Accountant
People Manage
ment
• People Management
Behaviours
Effecting Change
Position Description - Sales Director - G7 to G9
Develop and manage a team of sales representatives
Set sales targets in line with Business Plan
Coordinate with marketing to ensure marketing rollout
Position Description - Sales Representative - G4 to G6
Take responsibility for a distribution channel
Create orders in line with assigned sales targets
Hand over orders to production
• A well designed organisation should run like a well oiled machine
• Each role needs top be defined in terms of responsibilities
• The capability (competency) required to deliver these
responsibilities should be determined
23
From generic to specific - PD to JD
People Manage
ment
• People Management
Behaviours
Effecting Change
Position Description - Sales Representative - G4 to G6
Take responsibility for a distribution channel
Write orders in line with assigned sales targets
Hand over orders to production
Job Description - Sales Representative – G5
Take responsibility for growing Sydney outlets
Write $2.5m in orders
Manage customer expectation on delivery times
Position Description
•Generic description of responsibilities of that role
Job Description
•Tailored responsibilities for the person taking that role
KPIs
•Measures of progress for each responsibility
Milestones
•Periodic progress to annual KPI
KPIs
Grow the number of outlets by 25% over the next year
Write $2.5m in orders, with $2m coming from existing outlets
Hand winter orders to production with 14 days, summer orders in 30 days
KPI Q1 Q2 Q3 Q4
# of outlets 40 42 46 50
$2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)
Ave
handover
12 28 30 14
24
Behaviour (living and breathing your brand)
People Management
• Aligning organisational capability with business objectives
• Measuring, monitoring, developing
Behaviour
•Defining your code
•Institutionalisation of the chosen behaviours
Effecting Change
•Organisational porosity
•Permeability of messaging and communication
25
Influencing Behaviours
Key Points
• Must tell people what the desired behaviour is
• Regular and consistent feedback
• The importance of role models
• Public recognition is a powerful force
Behaviours
•Behaviours
Effecting Change
26
A proposition - what drives behaviour?
Behaviours
•Behaviours
Effecting Change
Perceptions
(company not doing well)
Emotions
(fear – economic and failure)
Motivations
(keep job)
Behaviours
(do work myself, not sharing with team)
Most
decisions
are based
on emotion
not logic
27
What behaviours are desired?
Competencies
(strategist’s view)
Beliefs
(psychologist’s view)
Brand
(marketer’s view)
Behaviours
•Behaviours
Effecting Change
What do we
need to be
really good at
doing?
What do we
need to deliver
to our clients
and how do we
align our people
to do this?
What should our
core values be,
what purpose
are we serving?
Failure to plan
is a plan for
failure
28
From generic to specific - PD to JD
People Manage
ment
• People Management
Behaviours
Effecting Change
Position Description - Sales Representative - G4 to G6
Take responsibility for a distribution channel
Write orders in line with assigned sales targets
Hand over orders to production
Job Description - Sales Representative – G5
Take responsibility for growing Sydney outlets
Write $2.5m in orders
Manage customer expectation on delivery times
Position Description
•Generic description of responsibilities of that role
Job Description
•Tailored responsibilities for the person taking that role
KPIs
•Measures of progress for each responsibility
Milestones
•Periodic progress to annual KPI
KPIs
Grow the number of outlets by 25% over the next year
Write $2.5m in orders, with $2m coming from existing outlets
Hand winter orders to production with 14 days, summer orders in 30 days
KPI Q1 Q2 Q3 Q4
# of outlets 40 42 46 50
$2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)
Ave
handover
12 28 30 14
29
Appraisals CDP
Set KPIs and milestones
Finalise CDP
Incorporate business plan objectives for following year
Update job description for following year
Determine promotion and salary recommendation
Identify KDAs for following year
Use proof points to update competency audit
Evaluate performance against KPIs
People Manage
ment
• People Management
Behaviours
Effecting Change
30
Behaviour (living and breathing your brand)
People Management
• Aligning organisational capability with business objectives
• Measuring, monitoring, developing
Behaviour
•Defining your code
•Institutionalisation of the chosen behaviours
Effecting Change
•Organisational porosity
•Permeability of messaging and communication
31
Influencing Behaviours
Key Points
• Must tell people what the desired behaviour is
• Regular and consistent feedback
• The importance of role models
• Public recognition is a powerful force
Behaviours
•Behaviours
Effecting Change
Module:
Kudos
32
What behaviours are desired?
Competencies
(strategist’s view)
Beliefs
(psychologist’s view)
Brand
(marketer’s view)
Behaviours
•Behaviours
Effecting Change
What do we
need to be
really good at
doing?
What do we
need to deliver
to our clients
and how do we
align our people
to do this?
What should our
core values be,
what purpose
are we serving? Are they all
saying the
same thing?
33
A proposition - what drives behaviour?
Behaviours
•Behaviours
Effecting Change
Perceptions
(company not doing well)
Emotions
(fear – economic and failure)
Motivations
(keep job)
Behaviours
(do work myself, not sharing with team)
Most
decisions
are based
on emotion
not logic
34
Kudos - recognition and reinforcement
• Public recognition system
• Staff posts examples of “right” behaviour – give Kudos
• Behavioral attribute identified
• Results published, e.g., People Register and leaderboard
• Kudos points (+K) accumulated can earn “prizes”
• Gamification theory and Big Data – it is a powerful tool if used properly
• …alternatively, it can be a shallow gimmick
Behaviours
•Behaviours
Effecting Change
35
Giving Kudos is as easy as tweeting
Behaviours
•Behaviours
Effecting Change
36
Giving Kudos is as easy as tweeting
Behaviours
•Behaviours
Effecting Change
37
Kudos – badges for behaviours
• Badges for each desired behaviour
• Select appropriate badge when giving Kudos
• Preset behavioral badges
• Can be customised to any set of behaviours desired
Behaviours
•Behaviours
Effecting Change
38
Who is being recognised?
Behaviours
•Behaviours
Effecting Change
0
2
4
6
8
10
12
14
Innovate
Time Lord
Teacher
39
What is changing?
Behaviours
•Behaviours
Effecting Change
0
10
20
30
40
50
60
70
Q1 Q2 Q3 Q4
innovation
Quaiity
Leadership
40
Who is doing the mentoring?
Behaviours
•Behaviours
Effecting Change
Kudos Authored
Client Service
Team Player
Problem Solver
Initiative
>G7 = 70%
<G6 = 30%
>G7 = 50%
<G6 = 50%
>G7 = 10%
<G6 = 90%
>G7 = 20%
<G6 = 80%
41
Kudos leaderboards
Behaviours
•Behaviours
Effecting Change
42
Gaming theory and gamification
Behaviours
•Behaviours
Effecting Change
FLOW
• An uncertain, yet optimistic, chance of winning, creates an experience called flow
• Flow is the exhilaration of creative accomplishment and heightened performance
• Time moves differently here (hours seems like minutes)
• Flow is a very productive state – where activity is fun
MAGIC CIRCLE
• People prefer to collaborate with each other against the machine
• We voluntarily chose to play with strangers, form a bond, and fight the common foe
• When we play a game we exist within the magic circle of the game
• Social norms do not apply here, we can be unconventional
• And the more players there are, the safer it is to be this way
FIERO
• When we win we experience fiero - the Italian word for pride
• Its the emotional high after we overcome an obstacle
• You throw your arms in the air and scream – its caveman wiring
• It happens individually and in teams.
43
How brand can drive behaviour
Behaviours
•Behaviours
Effecting Change
Perceptions
(this is a GREAT company)
Emotions
(I want to be like this company)
Motivations
(I must demonstrate that I belong here)
Behaviours
(perform at a higher level)
See, hear, feel
Pride, empathy, happy
Improvement, recognition
“Played hard, did good”
44
But how can we drive this into the organisation?
People Management
• Aligning organisational capability with business objectives
• Measuring, monitoring, developing
Behaviour
•Defining your code
•Institutionalisation of the chosen behaviours
Effecting Change
•Organisational porosity
•Permeability of messaging and communication
45
Are organisations as “thick as a brick”?
Key Points
• Porosity is a measure of how “tight” people are in an
organisation ie how close knit or diverse
• Permeability is a measure of how quickly and
accurately information moves through an organisation
• It is widely acknowledged that communication is the
key to effecting change
• Digital platforms can now be used to measure
communication effectiveness within an organisation
and to see if change is being effected.
Behaviours
Effecting Change
•Effecting Change
Effecting Change
46
Porosity by discipline
Discipline
Production
Support
Sales
Management
Behaviours
Effecting Change
•Effecting Change
47
Porosity by grade
0123456789
10
Lowest Grade
Highest Grade
Mode = M
M
M
M M
Behaviours
Effecting Change
•Effecting Change
48
Porosity by demographics
0
10
20
30
40
50
60
70
80
% of Total
Under 30
Non Australian
Single
Children
Overseas travel
Own Home
Behaviours
Effecting Change
•Effecting Change
49
Porosity by thinking styles
Behaviours
Effecting Change
•Effecting Change
Work Force
Rational
Process
Feeling
Conceptual
Hermann Brain Dominance Index
50
Porosity by thinking styles
Behaviours
Effecting Change
•Effecting Change
Work Force
Rational
Process
Feeling
Conceptual
Process Map
and check lists
Facts and
ROI
Taking care of
people
Scamps
Hermann Brain Dominance Index
51
Permeability – the flow of messaging
• How deep into the organisation does messaging go?
• Conduct “soundings”, i.e., test messaging
• CEO message, policy announcements, brand
launches, etc.
• Survey staff and measure results by porosity metrics
• Determine how deep into the organisation things go
• Identify what sort of messages work with different
groups
Behaviours
Effecting Change
•Effecting Change
52
Sounding – sending a probe
Behaviours
Effecting Change
•Effecting Change
53
Measuring how far the probe reached
Our brand
is price
leader in all
segments
Behaviours
Effecting Change
•Effecting Change
Grade
Discipline
Gender
Office Thinking Styles
Department
Porosity Metric
Permeability
54
Conclusions
People Manage
ment
• People Management
Behaviours
• Behaviours
Effecting Change
• Effecting Change
• Millennial workforce rejects structure but structure is needed
• Structures can be institutionalised through digital platforms
• Gamification (and comification) is the new language
• You can’t manage what you don’t measure
• Big data is coming and analytics is a powerful tool
• Shape your organisation or it will shape itself.
• Brand can be built from the inside out
… if you treat brand as a management issue
jim.mckerlie@bullseye.com.au
Jim McKerlie – Digital Prophet
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