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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
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2. NEED FOR DIVERSITY
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• 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
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• 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
