Building A High-Performance Organization
Building A High-Performance Organization
Building A High-Performance Organization
Jay Jay J. Jamrog J. Jamrog Sr. VP Research, Sr. VP Research, i4cp i4cp
1. 2. 3. 4.
Decentralized HR generalist supports BUs Admin processes centralized in shared services There is a low HR / Employee ratio HR advise is available on-line
Maybe you think that these activities make the change and make you a better market performer ...
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This also means: If you dont do these activities well, this can have a negative impact on your market performance !!!
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Most important HR activites: - Drive data in order to make better decisions - Drive change management
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Source: Pat Wright, Cornell University
In other words... 1. Identify what the organization needs 2. Develop a strategy to execute on what the organization needs 3. Use the metrics to demonstrate or prove how we are driving Business performance
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What drives the value / What do organizations need based on our research?
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Strategy
All employees need to understand...
the importance of the strategy
Strategy
Rank
Corr. with market performance
Highest
Higher
Higher
4 5
High
High
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According to the
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Not easy!
it is not the lack of a strategy that causes [Senior Executives] to lose sleep, but rather their organizations inability to execute against a strategy Having a great strategy is no longer enough lots of companies can develop great strategies. To win, companies must be able to turn great strategy into great performance. In short, they must
be able to execute.
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Fast Logical !
Slow People Operations Fast And follows a Logical ! different logic High Performance depends on people alignment, Yet this is the hardest element to align!
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Leadership
Leaders, at all levels, need to have the right
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Leadership
Rank
Corr. with market performance
Highest
Highest
Highest
4 5
Higher
High
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1. 2. 3. 4.
Senior Management involved Dedicated resources to LD Breadth and depth of talent reviews Transparency
Consistency and structure
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Executing Influencing
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Leadership Competencies
Leadership Success Index Market Performance Index (MPI)
13 of 46 standard Leadership Competencies were Only 5 of the competencies listed were found to found to be predictive of Leadership Success: be predictive of Market Performance:
Strategy development Business ethics Strategy execution Decision-making sciences Knowledge of the customer Creating an environment of trust and respect Coaching skills Community involvement Role model for organizational values Emotional intelligence Developing other leaders Change management skills Hiring talent Sales Role model for organizational values Negotiation skills Business writing skill Hiring talent
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Leadership Competencies
Leadership Success Index Market Performance Index (MPI)
13 of 46 standard Leadership Competencies were Only 5 of the competencies listed were found to found to be predictive of Leadership Success: be predictive of Market Performance:
Strategy development Business ethics Strategy execution Decision-making sciences Knowledge of the customer Creating an environment of trust and respect Coaching skills Community involvement Sales
Hiring talent
Only 2 Leadership Competencies studied were predictive of both Leadership Success and Market Performance :
Hiring talent
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Benefits
Engagement Speed and efficiency Retention Engagement
BOTH Customer and Employee
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Talent
The right: People skills behaviors place things
Right?
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1. 2. 3. 4.
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Talent
Rank
Correlation with market performance
Highest
Higher
Here for a long time Compensated fairly and based on performance Supported in their Talent Development
Higher
High
High
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According to the
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The State of Talent Management Is Not Good To what extent does your organization have systematic Talent Management practices? Who answered
To a Very High Extent To a High Extent
25%
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Higher
Higher
High
Highest
talent management
We effectively integrate the components of
Highest
talent management
Market Performance Indicator Score (MPI)
Higher Performers Lower Performers
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Higher
Higher
High
Highest
talent management
We effectively integrate the components of
Highest
talent management
Market Performance Indicator Score (MPI)
Higher Performers Lower Performers
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High
Predictor!
Highest Higher
High
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so
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We compared High and Low Performers. The gap between how integrated they viewed PM was the highest for any component
419.8 350.1
Market Performance Indicator Score (MPI)
Higher Performers
* Please see the notes section for an explanation of how the Talent Management Integration Scores were calculated.
Lower Performers
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* Please see the notes section for an explanation of how the Talent Management Integration Scores were calculated.
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75%
Highest
61%
43.6% 44%
High
55%
36.3%
Higher
36%
improvement
Our performance management processes
27.2%
52%
Higher
27%
25.6%
47%
Higher
26% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
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Training is provided (for managers) on conducting a performance appraisal meeting and resolve poor performance
3. The quality of performance appraisals is measured 4. A system is in place to address 5. Information other
managers
6. Process is consistent across the organization 7. Feedback is provided more 8. 360 or multi-rater 9. Ongoing goal
According to the
Engagement Study
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3.
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Engaged
1. 2. Has passion for work Has positive attitudes toward peers and customers Has desire to set and achieve goals Adaptable Intelligent Confident in work abilities Has excellent job skills 5. 6. 7. 1. 2. 3. 4. 4. 5. 6. 7.
Disengaged
Intelligent Confident in work abilities Has excellent job skills Has positive attitudes toward peers and customers Emotionally mature Has passion for work Has desire to set and achieve goals
3.
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Engaged
Disengaged
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Engaged
2. Has positive attitudes toward peers and customers Has desire to set and achieve goals Adaptable 2.
Disengaged
Confident in work abilities
3.
3.
4.
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2. Actively promote engagement 3. Recognize and reward engagement 4. Build it into other talent management
practices 5. Build a learning culture
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Culture
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Culture
Rank
Corr. with Market Performance
Our culture is
Responsive to the market
Highest
Higher
Higher
4 5
High
High
Committed to Innovation
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According to the
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At our company we
6.1
Highest
Higher
future needs
Build processes and systems to best meet the needs of the customer Are organized in order to maximize
Higher
5.3
3.9 5.1 3.7 6.0
4 5
Higher
customer value
Strive to be best at providing value for our best customer
High
4.9
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1. 2. 3. 4.
According to the
Innovation Study
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6 Questions
1. What does innovation mean? 2. How do we identify and select the best new ideas and make a quick go/no-go decision? 3. How do we measure success? 4. Are leaders prepared to drive innovation within their
organizations?
5. What does talent with a propensity toward innovation look
like?
6. What does it take to recruit, retain and keep engaged
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According to the
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Conclusion
If your company displays...
1. 2. 3. 4. Strategy-
Passionate leaders that walk the talk Talent aligned to the strategy A culture that is aligned with the strategy
5.
you will:
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Jay Jamrog
[email protected] 727-345-2226
i4cp.com
2012 Institute for Corporate Productivity, Inc. Member companies may reproduce and distribute this file on an unlimited basis to their employees for internal management purposes only. Nonemployees may not be given copies of or access to i4cps reports, online services or conference materials.
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