One Page Talent Management

CONFIDENTIAL

One Page Talent Management

presented by

Eliminating Complexity, Adding Value

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Marc Effron George Babu Corporate Development & IP

rypple.com

President, The Talent Strategy Group; Author of One Page Talent Management

onepagetm.com

Your host Our guest

This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

A Quick Introduction

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Writing Consulting Speaking Volunteering

Great leaders benefit society, so build as many great leaders as possible around the world!

Marc Effron President

This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited. 1

A Short Story . . .


CEOs (and HR) aren’t happy with their co.’s talent

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We don’t always realize the opportunities

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Even HR Rates Its Performance Low

The New Talent Management Network

State of Talent Management 2010

Less than 50% rate assessment, development planning,

engagement and executive coaching as “Effective”

Even lower ratings for simplicity, transparency and accountability

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New Talent Management Network

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Getting the Best From Talent Management

How financially successful companies create

sustained talent pipelines

How to build better talent faster by simplifying and adding value

to your talent practices

How talent management groups are organized, the work they do,

how it gets done

We know the facts about how to grow great talent quickly. How can we better apply that knowledge?

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Why Isn’t It Working?

This seems strange since . . . !  The science is sound !  HR is an educated group

!  Our leaders want the results !  We have formal TM groups focused on this

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Let’s Start with What We Know

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The Behavioral Science Is

Sound

Line Managers Want to Succeed


So What If We . . . Identify the business goal, then:

Start with the Science

•  What’s actually proven to achieve the proposed business goal?

Eliminate Complexity, Added Value

•  How few steps and how little data will take us from the core science to the business outcome?

•  How can this process/tool help managers make smarter business decisions? Create some cake-mix?

Create Accountability

& Transparency

•  How will managerial accountability be enforced? •  How can the process be as transparent as possible?

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We’d have One Page Talent Management

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"   Our practices are academically correct but practically deficient

"   Only execution delivers value "   Two things matter (maybe three) in

each practice

"   We have added complexity without adding value

One Page Talent Management radically challenges conventional HR & TM thinking. It’s driven by the belief that:


The Value/Complexity Curve

!  Evaluate every element in a process or tool against the curve –  How does it add real value? –  Is it one of the two or three most

critical elements of the tool or process?

!  Evaluate the entire process or tool against the curve –  Do the sum of the elements still

add more value than complexity? –  Is this same value or portions of it

produced by another process? If so, does this process add unique value?

The Value/Complexity Curve™

Effort/Complexity Added

Valu

e A

dded

for M

anag

er

Continue

Caution

Stop

The V/C curve helps ensure that talent management processes truly benefit managers


OPTM Performance Management

The Science •  Harder goals motivate better •  Goals should align with self-interest •  Too many goals reduces effort on each

So why have . . .

Individual goal ratings

Fancy goal labels Competency-based assessments

10 different objectives

Individual goal weights ?

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OPTM Performance Management

!  Business Objective: Employees understand their goals; they’re fairly evaluated at year end

!  Maximize value/minimize effort –  Reduce complexity – No more than four goals, no goal

labels (crutch!), no competency ratings –  Remove false precision – Delete goal ratings and

weightings –  Stop doing what’s not proven, i.e. employees

participate in goal setting –  Stop worrying about the scale – it doesn’t matter!

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OPTM Performance Management Performance Management Plan – 2010

Associate Name: Title: Dept:

Manager: HR Generalist:

Specific, Important (business and employee), Keep it SIMple

Describe the Associate’s performance goals for the year (in order of priority) Metric

Results

A. B.

Summary Rating

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2

3 Signature & Date “ We have agreed to these objectives” 4 Employee

Manager

At goal setting Employee Manager

At year - end review

Goal Metric Results Goal Metric Results Goal Metric Results

Comments

A

“ A performance evaluation was conducted”

Describe the two behaviors that are most critical to achieve the goals listed above.

Focus on essential info •  What is the goal? •  How will you measure

results? •  Was it achieved?

Maintain Balance of “What/How” •  Behaviors critical to

achieve these goals

Reduce unnecessary info •  Rating: 1 – 5 with no

labels, weighting or needless complexity

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B C D

Goal

Measurable


Transparency and Accountability

Accountability

!  “Time bomb” communications !  Series of reminders increasing in

importance !  “Managed” distributions !  CEO role modeling

Transparency

!  Full transparency about the process

!  Everyone knows their ratings !  Distribution, if any, is known

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OPTM Associate Engagement

The Science !  Higher engagement leads to more employee discretionary

effort that benefits the firm

So why do we see . . . !  Questionnaires with 120 questions? !  Little focus on making follow up easy? !  No individual accountability for improving results?

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OPTM Associate Engagement

!  Business Objective: Managers take the “right” actions to increase engagement

!  Minimize Complexity –  45 questions –  Practical, so easy to act on results

!  Add Value –  Proprietary algorithm gives managers customized

analysis and recommendations –  No additional survey analysis required for a manager to

take action

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Engagement Summary Page for: Marketing – Asia

What will drive engagement for your group? The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group. They are not necessarily those items with the lowest scores. You should act on these questions before taking action on other survey questions.

Your Score: 63%

Your Goal: 3%

Your Change: 4%

Goal Met: Yes

Results overview

Item Score Key drivers (shown in order of priority for action) #23. My manager sets clear performance goals (My manager) 67% #12. I understand how my job contributes to the achievement of our business goals (Our strategy) 59%

#4. I have sufficient opportunities for professional development (Growth Opportunities) 55%

Strong Moderate Weak

Which areas have the most power to increase engagement? Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong, Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change.

Dimension Power

My manager 1.5:1 Our strategy 2:1

Growth opp’s

3:1

Dimension Power Dimension Power

Senior Mgmt. 5:1 Team strength 7:1 Empowerment 7:1

Communication 12:1 Diversity 13:1 Work Environ. 13:1

Focus on essential info •  What was our improvement goal? •  How did my group score? •  How did the company score?

How Powerful are The Drivers? (i.e. where should a manager focus his or her time)

What, specifically should the manager work on to increase engagement?

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Accountability

!  In VPs performance plan, set increase each year

!  Set organization-wide increase goals

Transparency

!  All managers share results within one month of receiving data; action plan within two months of receiving data

!  All data shared at executive team meeting

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The OPTM 360

The Science !  Feedback with follow-up often results in improved

behaviors

So why do we see . . . !  Meaningless scales (I’m a 3 out of 5?) !  50, 60, 70 questions? !  Long and confusing 360 reports?

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The OPTM 360

!  Business Objective: Leaders behave in a way that supports the business strategy

!  Eliminate Complexity –  Minimum number of questions (30) –  Unique scale – “Do much more” to “Do much less” –

instantly prioritizes development actions !  Add Value

–  One page report with three priorities –  Feedforward “Stop, Start or Continue” for each priority

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The OPTM 360

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Unique Scale •  Do much more – Do much less •  What should change, not are

you proficient?


The OPTM 360

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Clear Priorities •  Focused on top three

areas for change


The OPTM 360 Report (OK – two pages)

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A one-page summary of your top three priorities for change

Verbatim advice about specifically how to change



Accountability

!  Formal or informal, but must have teeth (i.e. considered in criteria for promotion, moves, development opportunities)

Transparency

!  Results shared widely (manager, HR leader, talent leader, maybe others)

!  Behaviors mattered when making promotion and movement decisions

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Who’s using it/does it work?

!  Who’s already implementing OPTM? American Express, Avon, IBM, General Mills, MasterCard among others

!  Some hard metrics –  Quantitative metrics

•  Engagement up 60% ! 72% from 2006 – 2009 •  Manager provides timely and helpful feedback: + 20% •  Manager plans for my professional development: + 15% •  Manager clearly communicates performance goals: + 9%

–  Qualitative metrics •  Line managers saying “thank you for new PM process” (!) •  Executive team said they’re making faster, more fact-based talent

decisions •  Able to make the talent moves we wanted, when we wanted to

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Getting Started

1. Take off your HR hat; forget your hard-earned HR knowledge 2. Select one practice you own or have input to 3. Pick your favorite effectiveness driver – simplicity,

accountability or transparency 4. Answer the question, “What one thing could we do to

increase (simplicity) in the next 30 days?” 5.  If you’re ambitious, answer, “What one thing could we do to

add more value to a manager in this process?”

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!  Remember, most exec’s not happy with state of HR & talent !  As an HR professional, do you fit better at Company #1 or

Company #2?


Some Quick and Easy Metrics

!  Simplicity –  Is it embarrassingly easy?

–  Are managers out of excuses?

! Accountability –  Why should they?

–  What are you going to do if they don’t?

!  Transparency: –  Can they describe the process?

–  Do they know how it impacts them?

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In Closing . . . .

!  Simple works – the facts prove it !  You can do it – others have (and more will soon) !  It’s in your hands – make it happen

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Thank you!

Questions please! For more information,

www.talentstrategygroup.com www.onepagetm.com

[email protected]

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