Developing 2Day’s Employees

into 2Morrow’s Managers

NYS SHRM Annual ConferenceMonday, September 25, 2017

What’s keeping HR up at night?

What’s keeping your CEO up at

night?

CEOs say:

“Human Capital is their TOP CHALLENGE”

Conference Board CEO Challenge 2014-2015

Attribution:AnaBGD

HR and Non HR C-SUITE say:

“Developing the NEXT GENERATION OF

LEADERS is the top Human Capital

Challenge”SHRM Business and Human Capital Challenges Today and In the

Future - 2015

Attribution:AnaBGD

CHALLENGES TO THE NEXT GENERATION OF LEADERSVirtualWorkplace

Technology SkillsGap

FiveGenerations

VUCAWorld

(Dis)Engagement

WHY Employee Development?

• Create a Pipeline of Ready Candidates

• Attract and Retain Great Talent• Uncover Employee Potential• Increase Productivity• Keep Employees Engaged• Encourage Companies to Focus

Forward

MEETING THE CHALLENGE:Developing the Next Generation of Leaders

DEVELOPING THE NEXT GENERATION OF LEADERSINTERN

SHIPS

ON-BOAR

DING

CARE

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SKILL

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COAC

HINGAN

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TORING

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ESSION

PLAN

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TRUSTING

RELATIONSH

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INTERNSHIPS

Benefits• Brand Ambassadors• New Perspectives• Test Drive the Talent• READY pipeline of trained

candidates

Tips• Begin with the End in Mind• Educate Your Current Leaders• Resources• Right Fit for your Program• Orient and Follow Up

INTERNSHIPS – Best Practices• GE

– 83 locations, 42 companies– 25% in leadership training are

former interns• Facebook

– Impact – work along side engineers

– Offsite events, Hack-a-thons, Q & A with executives

• Newell Brands – #4 in Internships for 2017– E-commerce, design, research– Lunch and learn with execs– Teambuilding and mentors

ON-BOARDING“Organizations with a standard onboarding process experience 54%

greater new hire productivity.”~Urbanbound

“New employees who went through a structured on-boarding program were 58% more likely to be with the organization after three

years.” ~ The Wynhurst Group12

“83% of high-performing companies begin their onboarding process before an employee’s first day.”

~ Aberdeen Study

BOSS - DIRECT REPORT MEETING

ADDRESS RELATIONSHIP SHIFTS

LISTEN AND LEARN BE A ROLE MODEL

BUILD PARTNERSHIPS CREATE A PLAN

Attribution:ltenney1225

ON-BOARDING – Best Practices

• Netflix– Top Execs meet with new hires– Mentors– Ready workspace– Real life projects right away

• Buffer– Starts at yes– Six week boot camp– Leader, role and culture buddy

• Zappos– Five week course about culture

and values– $2000 to leave– Amazon - $5000 to leave

• Valve– New hire handbook– Created by current employees– Humor

CAREER PATHS

Career progression is the top priority for millennials who expect to rise rapidly through the organization. 52% said this was the main

attraction in an employer, coming ahead of competitive salaries in second place (44%).

- PwC Millennials at Work Global Study, 2012

CAREER PATHS

• Attracts new hourly and management candidates• Better engagement and motivation• Drives performance• Increases retention• Motivates hourly employees to consider a career with the company• Encourages ownership of their own development

CAREER PATHS

“Up is NOT the

Only WAY”BeverlyKaye|LindyWilliams|LynnCowart

CAREER PATHS – “Up is NOT the Only Way”

• Lateral Moves• Job Enrichment• Vertical• Exploration• Realignment• Relocation

• Maximizes resources• Increases back up• Increased communication,

innovation and collaboration• Better morale• Less misplacement• Improve quality of life• Honest, transparent

conversations

SKILL DEVELOPMENTYESTERDAY• Functional Training• Management/Leadership Skills

TODAY FORWARD• Collaboration• Managing remotely• Technology• Feedback and Tough

Conversations• Embracing/Managing Change• Resiliency• Innovation• Skills we don’t even know of …

SKILL DEVELOPMENT

EDUCATION EXPOSURE

EXPERIENCE

SKILL DEVELOPMENT – Best Practices

• Etsy – employees both teach and learn

• Airbnb – “Fireside Chats” with industry leaders

• Culture Amp – all employees have access to a professional coach

• Optoro – professional development budget for exempt

• Pixar – Pixar University; “Creative Brain Trust” of filmmakers

• Yelp – stretch roles

COACHING AND MENTORING“What factor most influenced your decision to take your current job?”

• Opportunity for personal development (65%)

• Reputation/brand of the organization (36%)

• Role itself (24%)• Starting salary/rate of pay (21%)

“Which of the following training/development opportunities

would you most value from an employer?”

• Working with strong coaches and mentors (28%)

• Changes/rotations of role to gain experience (21%)

• Support for further academic training (19%)

• Formal classroom training (6%)

- PwC Millennials at Work Global Study, 2012

COACHING AND MENTORING – Guidelines

• Leadership support• Defined objectives• Flexibility• Promote participation• WIIFM for Mentors

• Provide training• Match mentors and mentees• Track, measure, listen and

tune• Bring closure• Celebrate and broadcast

success

COACHING AND MENTORING – Best Practices• GE, IBM, Accenture -

Replacing annual performance reviews with frequent feedback by app

• Restaurant Company –quarterly “Check Ins”

• Sodexo: – Bridge program– IMPACT program– Peer to peer

• PayPal – Unity Mentoring Program – Employee led community to help women succeed

SUCCESSION PLANNING

The Process

• Pipelineofleaders• IDdevelopmentareas• Planforresources• Forwardthinking

SUCCESSION PLANNING

PERFORM

ANCE

WELLPLACEDINPOSITION

HIGHPROFESSIONAL TOP TALENT

NEEDSDEVELOPMENT

SOLIDPERFORMER FUTURESTAR

MANAGEOUT/REDFLAG

NEEDSDEVELOPMENT

TOONEWTORATE

POTENTIAL

SUCCESSION PLANNING

• Progress against goals• Results delivery• Performance level• Direct report development

• Learning agility• Potential next moves• Ability to develop/address

weaknesses• Flexibility; able to adapt to change

PERFORMANCE POTENTIAL

SUCCESSION PLANNING

Past behavior/track record is a predictor of future behavior/success

Past behavior/track record is only a valid predictor of future behavior/success if the past looks anything like the future.

READYABLEReady Now

SUCCESSION PLANNING – Guidelines

• Executive champions• Strong talent review process.• Developmentally oriented • Monitoring of the process,

the focus and integrity of the data.

• Simplicity of the system.• Appropriate line of business

and HR leaders participate.• Alignment with business

strategy.• Focus on potential

TRUSTING RELATIONSHIPS

Interviews with 2 million workers and 700 firms determined that employee longevity was directly related to the employee’s trusting

relationship with his or her supervisor.~ Gallup 2008

High trust companies are more than 2 ½ times more likely to be high performing revenue organizations than low-trust companies.

~2015 Interaction Associates study

DEFINITION OF TRUST • Assured reliance on the character, ability, strength or truth of someone or something

• One in which confidence is placed

WHAT IS YOUR DEFINITION OF TRUST?

TRUST CHARACTERISTICS?Attribution:TEDXNJLibraries

TRUST CHARACTERISTICS

• Honest and transparent• Consistent• Focused• Keep promises• Responsive• Positive attitude• Open to ideas

• Accountable• Flexibility• Competent• Respectful• Ask for feedback• Admits mistakes• Sense of Humor

TRUST IMPORTANCE• Inspires loyalty• Rely on your judgment• Boosts morale• More open to constructive

feedback

• Employees more open to sharing ideas

• Motivates others• Creates brand ambassadors• Employees accept change more

easily

PEOPLE WILL WANT TO WORK FOR YOU

COST OF LOW TRUST• Decrease in trust/believability• Employees not engaged; low

morale• Duplication of effort• Decisions may be questioned• Goals are not achieved• Complaints may be filed• Conflict increases; teamwork decreases• Less initiative, creativity and new ideas• Employees leave the company; which requires hiring

and training new people

BUILDING TRUST

ABCD TRUST MODELABLE – DemonstrateCompetence BELIEVABLE– Act withIntegrity

CONNECTED– CareAbout Others DEPENDABLE – MaintainReliability

©2006KenBlanchardCompaniesandTrustworks

SkilledKnowledgeable

GetsqualityresultsResolvesproblems

Expertise;goodatwhatyoudoTechnicallycompetent

Honest,EthicalandCredibleAdmitsmistakes

RespectfulKeepconfidences

SincereNon-judgmental

ListenwellPraiseothers

ShowinterestinothersWorkwellwithothers

CompassionateandcaringAskforinput

Dowhatyousayyou’lldo;keepspromisesReliable

ResponsiveOrganizedAccountableFollowUpConsistent

WHO DO YOU TRUST MORE?ABLE – DemonstrateCompetence BELIEVABLE– Act withIntegrity

CONNECTED– CareAbout Others DEPENDABLE – MaintainReliability

©2006KenBlanchardCompaniesandTrustworks

SkilledKnowledgeable

GetsqualityresultsResolvesproblems

Expertise;goodatwhatyoudoTechnicallycompetent

Honest,EthicalandCredibleAdmitsmistakes

RespectfulKeepconfidences

SincereNon-judgmental

ListenwellPraiseothers

ShowinterestinothersWorkwellwithothers

CompassionateandcaringAskforinput

Dowhatyousayyou’lldoKeepspromises;Reliable

ResponsiveOrganizedAccountableFollowUpConsistent

DEVELOPING THE NEXT GENERATION OF LEADERSINTERN

SHIPS

ON-BOAR

DING

CARE

ERPAT

HS

SKILL

DEVE

LOPM

ENT

COAC

HINGAN

DMEN

TORING

SUCC

ESSION

PLAN

NING

TRUSTING

RELATIONSH

IPS

Janet A. HoffmannHR Aligned Designjanet@hraligneddesign.com(917) 756-9560www.HRAlignedDesign.com@hraligneddesign

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