head count contribution margin...9/1/2017 1 dispelling the myths of talent management strategies:...
TRANSCRIPT
9/1/2017
1
Dispelling the Myths of Talent Management Strategies: Talent Strategy 3.0
head count contribution margin
achieving business resultsfilling jobs
9/1/2017
2
people are lucky to work here
we are lucky to access our people’s talent while they’re here.
9/1/2017
3
Measure Your Business Contribution
Redefine Your Role
Commit to Your Role Value
What’s Next?
What it takes from you
COURAGE & COMMITTMENT
9/1/2017
4
WORK WORLD - Current State
What’s Driving Active Disengagement
Wake Up Call
29% mismatch ratioEngagement all-time low
Sparse bench People ROI - Inequitable Widening Competency & Knowledge Gap
9/1/2017
5
A Shift in Mindset
Economic Turmoil
RPI
The Mood
Changing Demographics
Understanding Workforce Attitudes
Economic Trends
What’s the real unemployment
rate
9.5% or 4.9%
Financial Instability
New tax plan will mostly
benefit the Top 1%
Cost of Education impacting
career choices
*BLS 3/2017
9/1/2017
6
The Perfect Labor Storm
Sales / Service Management
Talent Deficit
Independent Contractors
Jobs Added by 2020
70M
60M
50M
40M
30M
10M
5M.5-1M
<25 1in9 26-49 26-49 50-70
Highly Skilled Knowledge Workers
Fewer people in
Gen X
15.1%
Want & Need to
work
Mature workers
75% of the workforce by
2020
Millennials
50% of all today’s jobs obsolete in
10 years
Job Shift
Workforce Demographic Trends
Employee Dissatisfaction
9/1/2017
7
Workplace Psychology
Warm Chair
Attrition
Life / Work Navigation
Corporate Cocooning
Corp Loyalty is
Dead!
Stay Marketable
Leadership Talent Deficit • Only 10% of workforce and 18% of leaders have the skill to lead
Mission and Purpose • Top Drivers of Engagement are Connected to Mission and Purpose
Active Disengagement Costs $$$$• Gallup estimates $450 - $550 billion per year
Only 35% of Managers are Engaged• The more engaged the leader, the more engaged the team
Gallup Poll
Not satisfied with their jobs
41%
Workload increased
46%
Dead end at current job
33%
Coping with “burn out”
78%
Sad with employer
56%
Distrust ‘the’ management
63%
Gallup Engagement Poll 2015
Gallup Poll - Employee
9/1/2017
8
Companies interviewed
300,000 70% CEOS
Cannot find right talent
PWC 2014
Industry Talent Survey
CEO Survey
77% of CEOs see the availability of key skills as the biggest threat to their business.
CEOs still say that they can’t find the talent they need – and it appears that HR has a long way to go in persuading business
leaders that it’s up to the challenge.
In 2015, 64% of CEOs felt that HR was unprepared for transformational change and that doubt still lingers; In 2016,
60% of CEOs said they are rethinking the HR function.
Talent Bankruptcy
Dearth of Leadership
“The Peter Principle” Lives
Young People Don’t Want to Lead
Leadership by Anointment
Lack of Training for Supervisors, Managers, Executives
9/1/2017
9
The Real Cost of Turnover
44~244%base salary
Gallup Organization
3~6 timesannual salary
Harvard Business
100%of base salary
Saratoga Institute
150%of base salary
Bliss-Gately
Other Long-Term Impacts
Leadership potential void
Company values drop with growth
Culture of mis-hires/mistakes
Empty Bench
Decline in Corp Stock Value
Meet Sue• 16% EBITDA ‐ 6%
decrease
• 45% turnover
• NO Bench 25%
• Software < 36 months
• Service < 24 months
• 55% < performance metrics
Meet Sue
9/1/2017
10
Needs Assessment
• Needs Assessment
• Talent Capacity Index
• Focus Groups
• Leadership Interviews
Talent Capacity Index
• Role Execution • Key Performance Indicators • Business Results
• Intellectual Capacity• Product Knowledge• Competencies• Leadership Acumen
Sue’s Turnaround Results
• 19% EBITDA - 3% increase • Stronger leaders • 9 promotions • 5 reassignments • Redeployment of poor
performers • 80% of employees > performance
9/1/2017
11
The Myths
• People most often leave for more pay
• Incentive programs produce long-term profits and improve productivity & morale
• People don’t want more responsibility
• Loyalty is dead
• Improving employee satisfaction is expensive
• Employee satisfaction is “fluff”
• Supervisors are the problem
• My company/industry/people are different
Engaging & Elevating the Workforce
Raising the Bar on Leadershipand Management
9/1/2017
12
Leadership Development Solution
• Demonstrate adverse impact of poor selection and retention practices
• Imbed culture, mission, vision, values
• Brainstorm branding of the organization & opportunity
• Articulate employee value proposition (EVP)
• Create desire and hunger for talent acquisition, selection, development & retention expertise
• Offer module training for hiring managers on effective structured interviewing, assessment, onboarding & development techniques
Accord
Maximize Managerial Effectiveness
Engagement ProductivitySatisfactionTransparency
All leaders - Awareness of Impact
��������� �� ����� �
��������� �� ������������
��������� �� ������������ �
9/1/2017
13
Response Agility
Competencies AbilitiesSkills Capabilities
Maximize People’s Strengths
Motivations & Drivers
Economic Theoretical Aesthetic Altruistic
Regulatory Individual Political
9/1/2017
14
Get feedback Criticism Acknowledgement Bad news Good news
Fears Environment Upset Triggers What makes your day?
Work & Learning Styles
HR GROWTH
Change AgentOrganizational Alignment Human Systems Engineering Courage, Credibility, Confidence, Clarity Self-Management and Empowerment
Neuropathways
9/1/2017
15
“Knowing others is intelligence;
knowing yourself is true wisdom.
Mastering others is strength;mastering yourself is true
power.”― Lao Tzu, Tao Te Ching
Thank You!Text: HRLEADER
to 44222for your
FREE assessment
Meet Tiffany
• Poor Engagement • Fear Based Culture • 35% of Boomers retiring within
5 years• NO OTJ Training • 45% turnover in new plant roles• Union Rep• High Regulatory
9/1/2017
16
• Leadership Level Set • All Company Mission, Vision, Values • All Key Roles Aligned • Management Training• HR Coaching - Found her Voice • Conscious Hiring
HR Transformation
Tiffany’s Turnaround Results
• 2% Reduced Operating Cost
• 1% Increase in Revenue• 10% Reduction in
Turnover• 50% Better Leadership
Scores • 25% Improved
Engagement
Workplace Trends & New Mindset
9/1/2017
17
What’s Next?
According to SHRM 2015 Workplace Forecast
Workplace trends are directly related toCulture Transformation, Learning &
Development and Engagement
6 of top 10
Context & Generational View Points
Seven Levels of Personal, Group, and Organizational Effectiveness
Inef
fect
ive
Eff
ectiv
e
Power and Freedom
7. Synchronicity
love, harmony
6. Innovation
objectivity, openness
5. Engagement
motivation, tolerance
4. Courage
bravery, resolution
3. Frustration
anger, egotism
2. Fear
anxiety, craving
1. Hopelessness
shame, dispiritedness
9/1/2017
18
Competitive Talent InnovationFront Burner Items
• Culture• Diversity• Engagement • Retention
Hot Items• Talent Acquisition & Selection• HR shifts to Talent Management
Deloitte’s 2015 Global Human Capital Trends
Engagement and Optimization• Values and Mission-driven Culture
• Performance Management re-design
• Overwhelmed Employees
• Corporate Learning transformed & key
• Re-design Talent Acquisition & Employee Selection
• Talent Mobility & Career Management necessary
• Investment in Talent Analytics & Workforce Planning
• Leverage Talent Technology
• HR re-design and professional development
Change of Mindset
• People need companies
• Machines, capital & geography are competitive advantage
• Better talent makes some difference
• Jobs are scarce
• Employees are loyal and jobs are secure
• People accept the standard package they are offered
Old Reality
• Companies need people
• Culture is our competitive advantage
• Better talent makes ALL the difference
• Talented people are scarce
• Employees are mobile and tenure is rare
• People need so much more
New Reality
9/1/2017
19
Leadership Must Think Outside the Box
• A vague notion that people are our most important asset
• HR is responsible for people management
• We have a two-day succession planning exercise once a year
• I work with the people I inherit
Old Mindset About People
• Deep conviction that better talent leads to better performance
• All managers are accountable for strengthening their talent pool
• Talent management is a central part of how we run the company
• I take bold action to build the talent pool I need
New Talent Mindset
Innovative companies are developing a
TALENT MINDSET.
21st Century Engagement
Top Drivers of Employee Engagement
Mission / Vision Good Future Work / Life Safety Excitement
Trust Seniors Recognition CSR Efforts RespectOn-Job Training
9/1/2017
20
Happiness Is?
A
C
L
F
Balanced Measurement System
A
�������������������������� ���������� �������� ������������ ������������������!��������������� �!�������������������!�������������� ���
Activities-Based Operations Measures
STRATEGYVISION
MISSIONVALUES
A L
FC
"�����������#����������������������������"��������������$����� ��� ���!��%����!����������!� ���������!��� ��&�������$������ ������' ���� ��������������
Culture and Quality Measures
STRATEGYVISION
MISSIONVALUES
Balanced Measurement System
9/1/2017
21
A
C
L
F
(�������������#�����������������!����$�!�)���������������� ���������������������������� ���
Financial Measures
STRATEGYVISION
MISSIONVALUES
Balanced Measurement System
A
C F
�����$$� ���'����������� ��������)���������� ����������������������������"�������������$� ������������������)��$$� ����
L
Leadership Measures
STRATEGYVISION
MISSIONVALUES
STRATEGYVISION
MISSIONVALUES
STRATEGYVISION
MISSIONVALUES
Balanced Measurement System
Engagement Strategies
9/1/2017
22
5 Families of Engagement
Environmental Relationship
Growth Compensation
Support
Overall Talent Strategy
Elements Impacting Engagement
Work/Life Balance
Family Centeredness
Care of the Individual
Flexible Workplace
Personal Growth
Social Responsibility
Educating Future Workers
Meaningful Rewards
9/1/2017
23
Making Work
MEANINGFUL.
Conscious Hiring®
OnBoarding
Career Pathing People
Optimization
Business Strategy
People Strategy
Valu
es
Alig
nmen
t Values A
lignment
People Optimization
The life of your company
depends on the culture you
inspire.
CHOOSE
TeachALIGN
9/1/2017
24
Measure Your Business Contribution
Redefine Your Role
Commit to Your Role Value
What’s Next?
9/1/2017
25
What it takes from you
COURAGE & COMMITTMENT
Q&AThank you for your participation today!
888-484-5551facebook.com/keenalignment
twitter.com/keenmargolinkedin.com/in/margaretgraziano/