Download - Corporate Leadership Council HR Leadership Council © 2010 The Corporate Executive Board Company. All Rights Reserved. HRLC-AD6129510SYN 1 Purpose of This

Corporate Leadership Council HR Leadership Council

© 2010 The Corporate Executive Board Company. All Rights Reserved.HRLC-AD6129510SYN

1

Purpose of This Training Presentation

Employee development often takes a backseat to improving business results. However, these goals are not mutually exclusive. This presentation and the accompanying PDF guidebook are designed to show managers how they can increase the returns on the time they spend developing hourly employees without increasing the time they dedicate to this activity.

Quick Facts About This Training

Key Audience(s): Managers of hourly employees

Time Requirement: 45 minutes as designed (can be lengthened or shortened as desired)

Materials Needed: Slide projector, notepads, pens, whiteboard, or flip-charts with markers

Presentation Guide for HR/Training Professionals(Please click on the “View” menu and select “Notes Page” to begin)

How to Use

This slideshow is intended for presentation by HR professionals to groups of supervisors and line managers who manage hourly employees. Members wishing to offer these findings exclusively for self-study are encouraged to distribute the PDF version of this material directly to line managers. In most organizations, this presentation will enable HR practitioners to introduce managers to the content found in the PDF; in turn, managers can use the PDF version independently as reference material. Also available for follow-up are a couple of self-assessment exercises to the participants, mentioned later in the presentation. The presenter of this content should review the supplemental materials with training participants as part of the session.

Before Using This Presentation

Before conducting this training for your managers and distributing the associated supplemental materials, please incorporate the following customizations:

Remove this page. Identify the sections you wish to distribute to your managers and delete the rest (if applicable). Place your company’s logo on each page in the lower-right corner (or delete the “Insert Organization Logo Here” box).

<Remove this page before presenting>



2

Developing Hourly Employees1

Your Role as a Manager

CORPORATE LEADERSHIP COUNCIL ®

HR LEADERSHIP COUNCIL®

Insert Organization Logo Here

1Hourly Employee—An employee who is paid by the hour for the work that he or she does



3

OBJECTIVES FOR TODAY’S SESSION

Understand your role in the development of your direct reports.

Identify critical employee-development activities that most significantly improve the performance of your hourly employees.

Understand how you can become more effective at developing your hourly employees.




4

The Business CaseActivities That

Improve Performance

Increasing Your Effectiveness

ROAD MAP FOR THE TRAINING


Self-Assessment



5

ARE YOU ACHIEVING A RETURN ON YOUR INVESTMENT IN HOURLY EMPLOYEE DEVELOPMENT?


Increasing Returns on Time, Not Increasing Time

You already devote significant time to developing your hourly employees; you don’t necessarily need to allocate more time to this activity. Instead, you need to use this time more effectively. By doing so, you can significantly improve your direct reports’ performance.

Managers invest roughly 20% of their time developing employees, but most struggle to perform well in this role.

Average Time Managers Allocate to Employee-Development Activities

Hourly Employees’ Ratings of Their Managers’ Development Efforts

1 Roundtable research indicates that the average manager spends 10 minutes per day per employee on employee-development activities; assumes average manager has 10 direct reports.

2 Representative activities include developing individual development plans, providing performance feedback, clearly explaining performance evaluation criteria, etc.

Other Managerial Activities

Development of Direct Reports1,2

Neutral to Very Ineffective

Somewhat Effective to Very Effective

n = 3,078. n = 783.

Source: CLC–Learning and Development research; HR Leadership Council research.



6

THE ONE-WORD ARGUMENT FOR YOUR ROLE IN EMPLOYEE DEVELOPMENT: PERFORMANCE


Hourly employees of managers who are very effective at development can outperform their peers by up to 29%.

Impact of Manager-Led Development on Hourly Employee PerformanceIndexed

Hourly Employees Reporting to Manager A

Manager A is very ineffective at developing hourly employees.

Hourly Employees Reporting to Manager B

Manager B is very effective at developing hourly employees.

Performance of Hourly Employees Reporting

to Manager A

Performance of Hourly Employees Reporting

to Manager B

Twenty-Nine Percent Performance Improvement

Improvement is directly attributable to Manager B’s effectiveness at employee development.

29%

100%

129%




7

FOUR MORE REASONS TO ACTIVELY DEVELOP YOUR TEAM


Managers who are effective at employee development have hourly employees who are more satisfied, more committed to the organization, and more likely to stay.

Hourly Employees Reporting to Manager A

Manager A is very ineffective at developing hourly employees.

Hourly Employees Reporting to Manager B

Manager B is very effective at developing hourly employees.

Impact of Effective Manager-Led Development on Hourly Employee Attitudes and Behaviors

Employee Retention

Manager B’s hourly direct reports are 40% more likely to stay with the company than manager A’s hourly direct reports.

Hourly Employees Reporting toManager A

Hourly Employees Reporting toManager B

Employee Retention Employee Satisfaction

Discretionary EffortOrganizational Commitment







= 41.4%

Discretionary Effort

Manager B’s hourly direct reports are more likely to put extra effort into their jobs than manager A’s hourly direct reports.

= 36.9% = 12.1%

= 34.7%




8


Improve Performance




Self-Assessment



9

QUICK QUIZ: WHICH DEVELOPMENT ACTIVITIES MATTER MOST?


Time-pressed managers lack guidance as to where they should focus their hourly employee development efforts.

Seven Key Manager-Led Development Activities

Activity and Definition

1. Assess Development Progress: Review where employees stand against their development goals.

2. Create Individual Development Plans (IDPs): Help employees create plans to meet their development goals.

3. Explain Performance Evaluation Standards: Help employees understand their performance review standards.

4. Feedback on Performance Strengths: Give employees feedback during performance reviews about their performance strengths.

5. Feedback on Performance Weaknesses: Give employees feedback during performance reviews about their performance weaknesses.

6. Feedback on Personality Strengths: Give employees feedback during performance reviews about their personality strengths.

7. Model Expected Development: Participate visibly in the types of learning activities in which employees are expected to participate.

Which Activities Have the Biggest Impact on Hourly Employee Performance?

Rank the activities to the left in the order of their importance.

1.

2.

3.

4.

5.

6.

7.




10

FOCUSING ON WHAT MATTERS MOST


Hourly employees benefit most from managers who clarify performance standards and provide feedback.

Impact of Specific Manager-Led Development Activities1 on Hourly Employee Performance

1 For a complete definition of each activity, please see the previous page.

Explain Performance Evaluation Standards

Model Expected Development

Feedback on Personality Strengths

Feedback on Performance

Strengths

Assess Development

Progress

Create IDPs Feedback on Performance Weaknesses

19%

15%

13%12% 12%

11%

28%




11


THREE LEAD ROLES FOR MANAGERS

The manager-led development activities that impact hourly employee performance fall into three roles across the breadth of the development process.

Employee Development Process

Performance and Development Strategist

This role comprises activities that ensure employees know performance evaluation criteria and have development plans.

Development Role Model

This role consists of managersparticipating in the types ofdevelopment activities in which they want their employees to participate.

Honest Appraiser

Activities falling into this role consist of informing direct reports of their job performance and progress against theirdevelopment plans.

Activity and Impact

Explain Performance Evaluation Standards: 28.4%

Create Individual Development Plans (IDPs): 11.9%

Activity and Impact

Model Expected Development: 18.5%

Activity and Impact

Assess DevelopmentProgress: 12.0%

Give Effective Feedback on Personality Strengths: 15.4%

Give Effective Feedback on Performance Weaknesses: 10.6%

Give Effective Feedback on Performance Strengths: 13.0%




12


Improve Performance




Self-Assessment



13

INCREASING YOUR EFFECTIVENESS


While many factors influence your effectiveness at employee development, your relationship with hourly direct reports is of paramount importance.

Impact of Work Environment on Manager Effectiveness at Employee Development

Factors Influencing Hourly EmployeeDevelopment Effectiveness

Impact of Factor on Manager Effectiveness at Hourly Employee Development

Key Insight

Primary Importance

Your Relationships with Your Direct Reports Relationships are the foundation of development. By creating an environment where hourly employees respect your leadership, trust your vision, and are loyal and committed to you, you can significantly improve your effectiveness at employee development.

Commitment to Development By helping your team see the business case for growth anddevelopment, you can substantially improve your effectivenessat development activities.

Secondary Importance

Your Employee-Development Experience Managers with more experience at employee development are slightly more effective in this role than managers with little experience. Although there is little you can do about your experience levels, you can seek out opportunities to gain exposure to development planning, execution, and evaluation activities.

Your Organization’s Learning Culture You are not constrained by culture. Organizational learning culture has relatively little impact on your ability to effectively develop hourly employees.

Managers with healthy employee relationships are 27% more effective at employee development than managers with unhealthy employee relationships.

27.1%

15.8%

11.0%

5.1%




14

ANATOMY OF A HEALTHY RELATIONSHIP


The nature and strength of your hourly employee relationships have a significant impact on your ability to develop hourly employees.

Impact of Manager–Employee Relationship Attributes on Hourly-Employee Development Effectiveness

Attributes of Manager–Employee Relationship Impact of Attribute on Manager Effectiveness at Hourly EmployeeDevelopment

Key Insight

Primary Importance

Leadership and Vision You can most influence your effectiveness at hourly employee developmentby inspiring your direct reports through consistent leadership and cleararticulation of your vision.

Relationship Health By creating positive employee perceptions about your working relationships,you can increase your effectiveness at hourly employee development byalmost 53%.

Trust and Respect Demonstrating a willingness to discuss topics of concern with your hourlydirect reports and treating employees consistently, fairly, and with respectgreatly contributes to your effectiveness at employee development.

Loyalty and Commitment In contributing to a relationship where your hourly employees are committed and supportive of you and where they have a desire to perform well for you, you can increase the effectiveness of your employee development activities.

Secondary Importance

Your Interaction with Employees The frequency of your in-person and electronic interaction with your hourlydirect reports and the frequency of employee feedback both contributepositively to your development effectiveness.

Your Management Style Managers effective at employee development encourage team decisionmaking and employee creativity and honor others’ boundaries.

57.7%

52.9%

42.7%

37.2%

9.1%

7.7%




15


Improve Performance




Self-Assessment



16

SELF-ASSESSMENT

Self-Diagnostic Exercise I—Focusing on the Right Activities

Self-Diagnostic Exercise II—Establishing Healthy Relationships



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Download - Corporate Leadership Council HR Leadership Council © 2010 The Corporate Executive Board Company. All Rights Reserved. HRLC-AD6129510SYN 1 Purpose of This

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