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Simon PENNY
The Multiple Models
Core Needs and Values—the Characteristics that Drive
Our Behaviors
How We Influence Others and Define Relationships
16 type patterns based on integration of self-
discovery
Temperament Patterns
Interaction Styles
1
Best-fit Type
La GPECNégocier la
mise en place de la stratégie
européenne
Déterminerles écarts entre
notre capital humain
d’aujourd’hui et celui dont on aura besoin
demain
Construction d’une offre de formation à la
fois collective et individuelle Construire un parcours
de professionnalisation permettant chaque salarié d’entretenir son employabilité
Augmenter la valeur intangible de
l ’entreprise en développant les
compétencesIndividuelles des
salarié
Stratégie clairement
expliquée aux représentants du personnel
Vision &
Strategy
CUSTOMER“To achieve our vision, how should we appear to our customers?”
Objectives Measures Targets Initiatives
FINANCIAL
“To succeed financially, how should we appear to our shareholders?”
Objectives Measures Targets Initiatives
INTERNAL BUSINESS PROCESSES
“To satisfy our shareholders and customers, what business processes must we excel at?”
Objectives Measures Targets Initiatives
INNOVATION AND LEARNING
“To achieve our vision, how will we sustain our ability to change and improve?”
Objectives Measures Targets Initiatives
Strategic Objectives:
What the strategy is trying to achieve.
Measures: How success
or failure (performance)
against objectives is monitored.
Targets: The stated
level of performance
or rate of improvement
desired
Initiatives: Breakthrough
action programs initiated to achieve targets
NPS
Management de la Performance
Hertz Improvement Processus
Balanced Scorecard
The Balanced Scorecard & Hertz
Storytelling!
HOW?
Talent Management
Business Strategy
Business Results
Performance & career
• Achievement / reward• Feedback culture
• Cascade objectives
Competency management architecture – Hertz France
Succession & potentials
• Assess gaps• Mobility across organisation
Gestion Prévisionnelle des Emplois et Compétences - GPEC
Measure
Anticipate
Organizational Learning & Development
Our MissionOur Vision Our Values
Strategic initiative
Balanced scorecards
Selection & recrutement
• Core competency• attract & retain talent
Guide
Four Temperament Patterns
Improviser
Stabilizer
Theorist
CatalystCore needs : Meaning & Significance Unique IdentityTalent: Diplomacy
Core needs : Knowledge & Competence MasteryTalent: Strategy
Core needs : Free to act…Now! Ability to make an impact
Talent: Tactics
Core needs : Responsibility & Duty Membership
Talent: Logistics
Integration of Self Discovery Models The 16 Type Patterns
Foreseer Developer
Directing Informing Directing InformingRe
spon
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Resp
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LIAT
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PRAG
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ICABSTRACT CONCRETE
Chart-the- Course
Chart-the-Course
Chart-the- Course
Chart-the- Course Behind-the- Scenes
Behind-the- Scenes
Behind-the-Scenes
Behind-the- Scenes
In-Charge
In-Charge In-Charge
In-Charge
Get-Things- Going Get-Things- Going
Get-Things- Going Get-Things Going
HarmonizerClarifier
PlannerInspector
ProtectorSupporter
EnvisionerMentor
DiscovererAdvocate
ImplementorSupervisor
FacitlitatorCaretaker
ConceptualizerDirector
DesignerTheorizer
AnalyzerOperator
ComposerProducer
StrategistMobiliser
Explorer Inventor
PromoterExecutor
MotivatorPresenter
Integration of Self Discovery Models The 16 Type Patterns
ISFJISTJ
ENFJ ESFJESTJENFP
INTJ ISFPISTPINTP
ENTJ ESFPESTPENTP
Directing Informing Directing InformingRe
spon
ding
Resp
ondi
ngIn
itiati
ngIn
itiati
ngAFFI
LIAT
IVE
PRAG
MAT
ICABSTRACT CONCRETE
Chart-the- Course
Chart-the-Course
Chart-the- Course
Chart-the- Course Behind-the- Scenes
Behind-the- Scenes
Behind-the-Scenes
Behind-the- Scenes
In-Charge
In-Charge In-Charge
In-Charge
Get-Things- Going
Get-Things- Going
Get-Things- Going
Get-Things Going
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