HR Scorecard and MetricsSession 2-

The People Management Issues

2

1. LACK OF SKILLED PEOPLE

3

Business Performance Management (BPM) Forum’s

2007 Performance and Talent Management Trend

Survey

4

•77.5% of respondents say it takes longer to find talent •67.8% of respondents say it increases the need for internal talent development •54.8% of respondents say it increases salaries •32.2% of respondents say it increases need for recruitment services •21% of respondents say it creates competitive advantage through better talent management practices •19.9% of respondents say it limits business flexibility and expansion

5

Global Rank

Job Category

1 Sales Representatives

2 Skilled Manual Trades

*Skilled manual trades’ refers to a broad range of job titles that require workers to possess specialised skills, traditionally learned over a period of time as an apprentice.

Examples of skilled trades include electricians, bricklayers, carpenters, cabinetmakers, masons, plumbers and welders.

3 Technicians (primarily production/operations, engineering or maintenance)

4 Engineers

5 Accounting and finance staff

6

2. NEED FOR DIVERSITY

7

• Moving beyond compliance

• Ensuring that diversity is not only an issue of changing the numbers

• Rather about changing the work culture

8

3. ATTRACTION AND RETENTION

9

• Attraction 1.0 to Attraction 2.0

• Technology changing the paradigm and process

• From electronic “filing” to collaborative exploration and dialogue

• Company looking for “Q” talent

• Candidates not only saying “what is in it for me” to “who are you”

• Who is my manager/leader

• The modern worker, the global nomad is cynical

• The top considerations in taking career related decisions…

......

PaperPaper

Web basedWeb based

Enhanced Web BasedEnhanced

Web Based

Professional Community

Professional Community

Specialised Social Net

Specialised Social Net

General Social NetGeneral

Social Net

WHO DRIVES THE PROCESS?

• 68 people “friends”

• 50% in same area of business

• At least two are people who work for Deloitte and can provide work

• At least three university professors

• At least three in same alumni of past university and work (DBSA)

From Using Channels for Finding People

Finding and Building

Communities of Talent

25

OUTPUT OF COMMITMENT

FOCAL POINT OF

COMMITMENTCOMMITMENT

TYPE

Rational Commitment – What's in it for

me and us

Day to day work Going above

and beyond the call of duty

Team

COMMITMENT TYPE

FOCAL POINT OF

COMMITMENT

OUTPUT OF COMMITMENT

Emotional Commitment – Do I enjoy my work, my

team, my manager, my organization

Direct Manager

Intention to Stay

Organization

COMMITMENT TYPE

FOCAL POINT OF

COMMITMENT

OUTPUT OF COMMITMENT

Emotional Commitment – Do I enjoy my work, my

team, my manager, my organization

Direct Manager

Intention to Stay

Organization

31

4. PERFORMANCE CLIMATE (HIGH)

OUTPUT OF COMMITMENT

FOCAL POINT OF

COMMITMENTCOMMITMENT

TYPE

Rational Commitment – What's in it for

me and us

Day to day work Going above

and beyond the call of duty

Team

COMMITMENT TYPE

FOCAL POINT OF

COMMITMENT

OUTPUT OF COMMITMENT

Emotional Commitment – Do I enjoy my work, my

team, my manager, my organization

Direct Manager

Intention to Stay

Organization

OUTPUT OF COMMITMENT

FOCAL POINT OF

COMMITMENTCOMMITMENT

TYPE

Rational Commitment – What's in it for

me and us

Day to day work Going above

and beyond the call of duty

Team

30% OF DIFFERENTIATION 30% OF DIFFERENTIATION ATTRIBUTABLE TO HIGH ATTRIBUTABLE TO HIGH PERFORMANCE CLIMATEPERFORMANCE CLIMATE

LEADERSHIP CONTRIBUTESLEADERSHIP CONTRIBUTESNO LESS THAN 70% TO NO LESS THAN 70% TO

CLIMATE (THE MOOD OF THE CLIMATE (THE MOOD OF THE ORGANIZATION)ORGANIZATION)

WHICH AGAIN CONTRIBUTES WHICH AGAIN CONTRIBUTES TO THE CREATION OF A HIGH TO THE CREATION OF A HIGH

PERFORMANCE CLIMATEPERFORMANCE CLIMATE

The classic success causal The classic success causal relationshiprelationship

Modern success causal Modern success causal relationshiprelationship

Modern success causal Modern success causal relationship is however driven by relationship is however driven by

leadershipleadership

The ability to influence people toward the attainment of organizational goals.

Leadership is reciprocal, occurring among people.

Leadership is a “people” activity, distinct from administrative paper shuffling or problem-solving activities.

Leadership is dynamic and involves the use of power (mostly personal).

Copyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved.

Inter and intrapersonal

Intra and interpersonal

Intrapersonal

“ The good and the bad news is that it all starts with

you” Domien van Gool

Inter and intrapersonal

Intra and interpersonal

Intrapersonal

To be successfulhere

Inter and intrapersonal

Intra and interpersonal

Intrapersonal

First be successfulhere

The most admired characteristics of the

leader

21% Ambitious 40% Broad-minded 20% Caring 66% Competent 28% Cooperative 20% Courageous 33% Dependable 24% Determined 42% Fair-minded 71% Forward-looking

88% Honest 23% Imaginative 6% Independent 65% Inspiring 47% Intelligent 14% Loyal 17% Mature 8% Self-controlled 34% Straightforward 35% Supportive

The Leadership CoreThe Leadership Core

HonestForward-looking

Inspiring-InfluencingCompetent

To be competent you need to learn and un-

learn

Life – and the University of the World

The greatest dangerfor most of us

is not that our aim istoo high

and we miss it,but that it is

too lowand we reach it.

Michelangelo

One on one and team leadership

Clarity of purpose;Strong individuals;

Focus;Roles and role

flexibility;Training and competence;

Trust;Commitment;

Communication;Line of sight between

performanceand reward.

Communication between leader and constituent is at the heart of

everything.

John W. Gardner

Ninety percent of executives rate themselves as effective communicators. Only thirty percent of their subordinates

agree.

The biggest problem with leadership communication is the illusion that it has

occurred.

1. Understand

2. Agree

3. Care

4. Empowered to take action

Fatal

Assumptions

4

“Every year since 1950, the number of American children gunned down

has doubled.”

“Every year since 1950, the number of American children gunned down

has doubled.”

The facts may not be boring… but you might be.

Neurologists agree that facts, emotions and

symbols must be created as “images” in order for

the brain to order them,

process them and produce thought. Creating images is essential. And “images” include

sights, sounds, smells and feelings.

How big is an acre of land..

How big is an acre of land..

The size of a football field

“Telling stories…is probably a brain obsession and probably begins relatively early both in terms of evolution and in terms of the

complexity. Telling stories precedes language, since it is, in fact, a condition for

language, and it is based not just in the cerebral cortex but elsewhere in the brain and in the right hemisphere as well as the left.”

Antonio Damasio

Harley executive, quoted in Results-based Leadership

“What we sell is the opportunity for a 43 year-old accountant to dress up in

black leather, ride through small towns and have people be afraid of

him.”

“When leaders fail to communicate in facts, emotions,

and symbols, constituents will fill

in the blanks”

Not only what you sayAlso what you do – non verbal

communication

Emotional Intelligence:

“The capacity to handle your own

emotions and your relationships

with others.”

U.S. News & World

Report

“The Secret Skill of

Leaders” 1/14/2002

• Emotional high jacking:– Heart 10 beats per minute

above resting rate - can jump 30 beats per minute within single heart beat;

– Body pumping adrenaline and other disruptive hormones;

– Swamped by toxic/angry feelings;

– Thinking distorted, difficulty organizing thoughts and feeling overwhelmed.

The distance between the heart

and the head is very short – but it

is the longest journey in the

world!

Individual and teamLeadership – leading people

Organization leadership-building an enduring

enterprise

What creates trust, in the end, is the leader’s manifest respect for the followers.” — Jim O’Toole, Leading Change

•“The two most powerful things in existence: a

kind word and a thoughtful gesture.”

Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]

• “The deepest human need is the need to be appreciated.”

William James

Bad managers hurt – often permanently

HIPO’s need to be surrounded by quality people

Very few people truly ready to move to the next level

HIPO’s misidentification much higher than thought

107

5. NEED FOR WLB

110

7. NEED FOR ENABLING SYSTEMS

111

112

7. NEED FOR BUILDING HR CAPACITY

113

114

Five Minutes