john m. toller feb 27, 2014 the 21st century workforce…

John M. TollerFeb 27, 2014

The 21st Century Workforce…

Managing the 21st Century Workforce is a Matter of Perspective…

What’s Yours??

20th Century Workforce

Job/Job/TasksTasks

©JMToller 2004

21st Century Workforce

IndividuIndividualal

©JMToller 2004

What do I want/need??

WORK!

Changing World of Work

20th Century 21st Century

Basic Paradigm: Hierarchy Shared ResponsibilityOwner: Management EveryoneOrg Design: Pyramid Web/NetworkOrg Focus: Control CollaborationMindset: Parent PartnerTransactions: Adult/Child Adult/AdultSupervisory Action: Direct/Order Coach/EnableSupervisory Focus: Conformance Continuous ImprovementAction: React (Downstream) Anticipate (Upstream)Change: Slow/Steady Fast/Chaotic

What’s Holding People back?

Source: Rapid Learning Institute

What Inspires You??

21st Century Manager’s Priorities

AttentionAlignmentAccountability

Build Future Capacity

Increase Effectiveness

Enhance Employee Engagement

Key Skill: Communicate Effectively!

Ulrich et al: Competency Target

Source: HR From the Outside In: Six Competencies for the Future of Human Resources by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich

Great People Create Great Outcomes1. Avoid mediocrity: eliminate actions that reward/sustain less-than-great outcomes.

2. Define “greatness”: calibrate success, even in the absence of solid metrics.

3. Confront the Brutal Facts: measure outputs, rather than inputs. Assemble evidence and be accountable for sharing it.

4. Attain Level 5Level 5 Leadership: get things done within a diffuse power structure.

5. Adopt a “First Who/Then What” approach: get the right people on the bus at the outset—self-motivated; self-disciplined

6. Adapt the Hedgehog Concept: create “fit” between individuals and your organization.

7. Develop/sustain a culture of discipline: focus on ideas and actions essential for producing ongoing exceptional results.

8. Keep the flywheel turning: Use clock-building rather than time-telling to create and sustain momentum.

From Good to Great, Jim Collins

Q1: I know what is expected of me at work.

Q2: I have the materials and equipment I need to do my work right.

Q3: At work, I have the opportunity to do what I do best every day.

Q4: In the last 7 days, I have received recognition or praise for doing good work.

Q5: My supervisor, or someone at work, seems to care about me as a person.

Q6: There is someone at work who encourages my development.

Q7: At work, my opinions seem to count.

Q8: The mission or purpose of my company makes me feel my job is important.

Q9: My associates or fellow employees are committed to doing quality work.

Q10: I have a best friend at work.

Q11: In the last 6 months, someone at work has talked to me about my progress.

Q12: This last year, I have had opportunities at work to learn and grow.

The Rewards of Work® Model

Source: Sibson Consulting

4 Categories Of Purpose:

Source: The Why of Work Dave and Wendy Ulrich

HR’s Perspective…

ECU Core Work Values All Employees Supervisors/Mgrs

Human Resources Management LeadershipBudget/Financial Management

High Performing Organizations:Creating a Culture of Abundance• Excuses for failure are everywhere.

• I would have gotten the job done if only…• The goals/tasks were not clearly defined…• I knew what I needed to do but no one else helped get

it done…• I had/have a headache…• The dog ate my homework…

• Building an “I think we can” philosophy starts with understanding connecting points…

Finding Meaning @ Work

Source: The Why of Work Dave and Wendy Ulrich

Sustaining Abundance…

• If every contributor gives more than he/she takes, the result is an “abundance” of resource.

• The TRUTH IS…Contributors who have their hearts and souls engaged—in addition to their minds—consistently give more than they take.

Who Do You Know Who Creates Abundance?…

Talent Management Model

©JMToller 2004

Roles

Functions

Tasks

Work

==Results

Talent

Skills

Expertise

Personal Interests & Attributes

Worker

Past

Future

Present

+

Contribution Equation

C = T x A x (Mi + Me)Contribution = Talent x Attitude x (Internal Motivation + External

Motivation)

©JMToller 2009

Most Important HR Challenges??

How Engagement Effects Performance

Source: Gallup 2013 State of American Workplace Report

How Engaged Are Employees?

Source: Gallup 2013 State of American Workplace Report

Question: If the engine powering your car was “engaged” only 30% of the time what would you do?

Exponential Engagement

Source: Towers Watson, The Power of Three: Taking Engagement to New Heights

3

The Economics of Wellbeing…

Source: The Economics of Wellbeing, Tom Rath and Jim Harter, Gallup Press, 2010

------Suffering------ ------Struggling------ ------Thriving------

$3,384

5 Key Elements to Engagement…

Source: 5 Ways to Avoid the Engagement Abyss, Globoforce Whitepaper

Becoming the “Best”…

Revenue: $2.3BEmployees: 10,849Turnover: 2%Applicants: 45,181 (123 pp)

Openings: 368

•Onsite Fitness Center•Job Sharing•Compressed Week•Telecommuting

The Royal Treatment

The Business of HR

Source: Great Place to Work Institute, 2011

Importance of Communication…

Source: Gallup Research

21st Century Managers’ Role:

…and keeping them in balance… Putting the Pieces Together…

And Maintaining Balance…

Integrated Talent Management

Source: SUCCESS FACTORS WHITEPAPER: Get the Right People: 9 critical design questions for securing and keeping the best hires

ECU Workforce Master Plan

Workforce Operational View

Top Competencies of HR Leaders…

Steps for Continuous Improvement

Source: People Capability Maturity Model, Carnegie Mellon University

Strategic Planning Hierarchy

Source: Moving Mountains, Success Factors Research

Sample HR Mission & Vision…HR Mission

Through proactive leadership and innovative practices, the mission of ECU Human Resources is to attract, develop, and retain a diverse, talented, and engaged workforce that supports University excellence and sustains a high-performance, results-oriented work culture.

HR Vision

HR’s vision is to serve as the University’s strategic workforce architect, maximizing the return on investment in human capital through development and ongoing support of a transformational workforce and workplace characterized by:

-Consistently high achievement

-A highly competent, engaged, and inspired workforce

-Efficient and effective support systems and processes

-Institutional, organizational, and individual balance

-Appropriate influence, impact, and execution of issues relating to the University’s workforce

-A wide array of collaborative partnerships that continually support and renew the culture of cooperation, openness, and access

-Ongoing identification, analysis, and development of plans to reduce gaps between needs and results at the individual and organizational levels

Sample HR Values…HR Values

HR seeks to operate according to the values embedded in the University’s motto, Servire (to serve):

SS uperior service provided by functional experts quickly, professionally, and competently

EE xcellence in every plan, project, interaction, and transaction

RR eadiness for change to enable achievement of the University’s strategic objectives

VV alue-driven decisions aligned with the University’s Core Work Values

II nnovation and flexibility in developing solutions to complex HR issues, with decisions supported by information that is timely, accessible, and accurate

RR elationships that are collaborative, open, transparent, and supportive

E E thical perspective and practices that ensure effective implementation of University objectives

Leadership Styles: What’s Engaging?

Essential Leadership Skills…

• Create self-awareness• Collaborate across boundaries• Connect deeply with various communities• Cultivate critical thinking (develop innovative

solutions to complex challenges)• Courageously work to change the status quo• Catalyze change by action/example

Source: Center for Creative Leadership

Iacocca’s 9 C’s of Leadership:• Curiosity (be alert; experiment; act outside the box)

• Creativity (take risks; manage change)

• Communication (talk often to everyone)

• Character (always do the right thing)

• Courage (stand up for character)

• Conviction (use fire in your belly to get the job done)

• Charisma (be an inspiration; promote trust)

• Competence (solve problems, don’t talk about solving them)

• Common Sense (listen; use reason)

Source: Lee Iacocca, Where Have All the Leaders Gone

Welch’s Top 25…

Lead More, Manage Less

1. Lead2. Manage Less3. Articulate your Vision4. Simplify5. Get Less Formal

6. Energize Others7. Face Reality8. See Change as an Opportunity9. Get Ideas from Everywhere10. Follow Up

Build a Winning Org

Create a Market- Leading Org

Energize Your People

11. Eliminate Bureaucracy12. Eliminate Boundaries13. Put Values First

16. Involve Everyone17. Make Everyone a Team Player

14.Cultivate Leaders15. Create Learning Culture

18. Stretch19. Instill Confidence20. Make Work Fun

21. Be Number 1 (or 2)22. Live Quality23. Focus on Innovation

24. Live Speed25. Behave like a Small Org (regardless of size)

Source: Jack Welch, Winning

Delivering Leadership Capability in the 21st Century…

Empathy (understand and accept alternative perspectives—this is the “glue” that holds the pieces together)

Experience (observe others; assess results of actions; use feedback; make adjustments)

Engagement (Actively practice being/doing “with” vs. being/doing “for”)

Source: Center for Creative Leadership

How Effective is HR??

Effective33%

Neutral56%

Ineffective11%

Global Line Mgr Responses

Source: Corporate Leadership Council http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf

Building GREAT HR PartnershipsInsight Influence I-countability

Use data-driven information (24%)

Set Service Expectations (17%)

Be measured on completion of predefined objectives

(16%)

Tailor solutions to org needs (17%)

Communicate relevant information (14%)

Be measured on business unit Human Capital

Outcomes(11%)

Understand business operations (11%)

Articulate a strong point of view (13%)

Be measured on business unit Financial Performance

(9%)

Maintain an Enterprise viewpoint (12%)

Source: Adapted from Corporate Leadership Council http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf

Actions and Impact on Bottom Line

Final Thoughts…Whether you think you can, or think

you can’t, you’re right! Henry Ford

The main thing is to keep the main thing the main thing.

Steven Covey

We can’t become what we need to be by remaining what we are. 

Max DePree, retired CEO, Herman Miller

Questions/Comments???

John Toller: tollerj@ecu.edu