developing talent to increase business performance

Developing TALENT to Increase Performance

Derrick Barton

Chief Talent Leader/CEO

720-272-4243

[email protected]

June 23, 2010

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Today’s PurposeOutline how development makes a difference with TALENT

and long-term competitiveness

Deliverables:

1) Connect developing TALENT to organization performance

2) Link “Engagement” to results

3) How to make sure development adds value

ORGANIZATIONAL PERFORMANCE

Competitive Advantage…

You can do it faster.You can do it better.You can do more.You can do what others can’t.You can do it cheaper.You are able to do it first.

Center for Talent Solutions © 2010 All rights reserved.

Talent Results required to deliver organization performance


Organization Talent Requirements

PURPOSE: To define how the organization will change; what services/products will be provided; what improvements must be made… and where talent results are required to deliver sustainable results.


STEP 1 - Think about the key goals, initiatives, or changes which will happen within your organization in the coming year.


STEP 2 - Identify the specific “talent requirements” which will have the most impact on successfully achieving the goal, initiative, or change.


Talent Management Framework


ENGAGE TALENT

ORGANIZATIONRESULTS

ORGANIZATION

RESULTS

Productivity / Quality

Competitiveness

Speed/Execution

Innovation/Creativity

Build Culture

Reduce Costs

EMPLOYEE PERFORMANCE

ACTION (DO)More of... Less of... Differently...

ACHIEVE (RESULTS)

More (Quantity, Efficiency)Better (Quality/Service/Experience)Faster (Speed)Innovative SolutionsSame with Less Resources

AND

EMPLOYEE PERFORMANCE

Perform On-The-Job AND Results

Employee Performance Makes a Real Difference on Organization Results


Employee Performance Requirements

KNOW

what to DO

CAN

DO

WANT

to DO(Employee Engagement)Center for Talent Solutions © 2010 All rights reserved.

Perform-on-the-Job & ResultsEMPLOYEE PERFORMANCE

“Engage” & “Stay”EMPLOYEE DECISIONS

EMPLOYEE ENGAGEMENT

The productive use of one’s talents, ideas, and energy

SomewhatEngaged

FullyEngaged

Engaged

Disengaged

LENGTH OF SERVICE INTENTIONS

How long an employee intends to stay in their current job or

with the organization.

Stay for6 Months

Stay for1 Year

Stay for2 Years

Stay for3 to 5 Years

Stay for5+ Years

EMPLOYEE DECISION(S)


Employee Engagement... Engagement impacts what employees do on-the-job and the results they achieve. Employee Engagement... A Working Definition:

The productive use of one’s talents, ideas, and energy.

“Productive use” - you can observe engagement happening... it comes out in an employee’s actions and results. You define it vs. measure it as a concept resting within an employee’s head where it never transfers to what an employee does or achieves.

“One’s talents” - the capabilities we all have lodged within our knowledge, experiences, skills, and abilities which equip us to perform.

Our “ideas and energy” help drive our desire to perform.


MOST CRITICAL NEEDS

What I want out of my job…

The relationship I desire with my manager…

The work situation I prefer…

The type of organization I want to be a part of…

CURRENT WORK SITUATION

The Work

Manager Actions

The Work Environment

Organization Characteristics

FIT

Employee Engagement and Desire to Stay


DEVELOP TALENT

CTS Database80% of training is not used to improve results.

85% of managers do not make changes to their behavior based on the training they attend.

DEVELOPMENT:Building capabilities

which get used on-the-job to make an impact

on organization results


DEVELOPMENT MIRROR TESTAs we’ve watched organizations implement the good, the bad, and the ugly… we isolated a number of points which make a

difference in achieving something remarkable… something which adds real value… something which is sustainable.

Use the following points as a “mirror test” to

reinforce strengths and isolate improvements. If we do it… what happens?

If we don’t make the changes… what happens?

Then step up to the plate and make things happen!


Answer: WHY develop?

Hook to running the business… contributing now and in the future.

POINT 1

1st Development Question = _________________?

Choices: WHAT, WHERE, HOW, WHY, WHEN, WHO


POINT 2

Is “development” the answer to the performance question?


POINT 3

What is “development”?

MUCH more than training… contribution comes from others (Competent, Open, and Engaged) who equip us to go “DO”!


Silver Birch Hotels and Resorts

Harbour Towers Hotel and Suites Victoria

"It's the little things that make the difference".

Business Strategy - Increase Customer Experience – Customers Come Back… Customers Tell Others… Revenue… Profit… Long-term Success

Development Strategy… If customers have a question… take them to the answer.

Built a module for all employees… based on a number of common situations.

Performance Situation:

I come down to the lobby… Sign: Workout Facility is located on Mezzanine Level

“Restaurant Dude Bus Boy” is in a hall next to the lobby area… “Where is your workout facility?”

“Restaurant Dude Response”: Let me show you… Proceeds to escort me to the workout room around the corner… down a few steps… end of the hall on the left. Then says, “Have a great workout”

Not about providing “customer service training module”…

it is about developing capabilities to contribute on-the-job.

POINT 4

ENGAGEMENT is the key to contribution… use KSAs on-the-job to create value


Love to do…

Challenging…

Increased responsibility…

Up and down the value stream…

POINT 5

Create incredible energy for development by allowing people to do WORK - more/different work vs. do stuff I do right now… a little better.


POINT 6

“WORK” Opportunities vs. “JOB” opportunities

Others are doing…

Do more…

Do different…

Build depth of expertise…

Use expertise in another area…


POINT 7

Career Interest - Make it OK to stay in current role.

1) Career Interest? 2) Potential Next Positions?

3) Development Opportunities within Area


POINT 8

Current Role Development: Create a process where 100% of the organization is developing capabilities to increase contribution within their current role. (OLD DOG – NEW TRICKS)


POINT 9

FUTURE ROLE Development:1) Walk in and be able to do _________________.

2) Expect people to deliver “high performance” in 9 months.


POINT 10

DEVELOPMENT GOALS3 Parts (ABC)– Forget one and you lose!


POINT 11 - MEASURMENT

DO NOT measure or collect IDPs.

Creates compliance, Once I hand it in…

hit “save” – I’m done.

DO collect “Success Stories”

I DEVELOPED… I DID… IMPACT Created)

Creates focus to contribute,

I’m done when I create an impact.


Thank you & Questions

www.keeppeople.comCTS Mantra... “Without Action, We Have Nothing”

Derrick Barton

Chief Talent Leader/CEO

720-272-4243

[email protected]

http://www.keeppeople.com/