pipl - practice area leadership development practice

STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence

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USA • UK • INDIA

Progressive Intelligence

Partners in Achievement

Solving the Management ConundrumCapabilities Assessment & Talent Growth

Professional DevelopmentProfessional Development

Our Core Value Proposition

Dr. Sanjeev B. AhujaManaging Director

[email protected]

2 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence

Overview

Economics of Professional Development

Talent Growth - the Burning Platform

What is our approach and how we help

What the HR Experts are saying

The Management Conundrum

The PIP Model

Continuous Improvement Proposition



Message on Hewitt’s Website“Thousands of clients rely on our outsourcing, consulting and integrated HR

solutions because we help them manage the important issues that affect the lives and performance of their people”

Source: CIPD


19%

61%

20%

Engaged Not Engaged Disengaged

Statistics* on Staff EngagementVast majority of UK’s 27m employees aren’t engaged with their work!


#1 Problem: Poor Management• Little effort by Managers to be role

models or spend time with their staff• Staff take their lead from managers• Unfettered apathy among staff towards

their job and achieving results

#2 Problem: Attrition of Talent� Staff’s abilities are unknown� Negative attitudes of unvested staff

fester and go unchecked� What is important to staff is overlooked� Staff is seen as just another resource

*UK Employee Engagement Survey


Staff want to be inspired at work• Managers to ask and listen to their staff’s views• Managers to tell staff what they appreciate about them• Managers to give staff the recognition, in the team and also with their own boss• Managers who do not treat staff as ‘resources’ to be driven to ever higher targets• Managers who know their relationship with staff is important … not just a means

to achieve the manager’s targets and his/her own bonus


Profound Conclusions from Statistical FactsPeople wish foremost to be treated as people, to know what is expected of them, and to maximize their talents in doing more of what they are good at … they want

to be encouraged to ‘enjoy the holiday’, not made to feel guilty because they’d have to be covered during their absence


In most companies …• Development is constrained by backward looking static processes that often focus

on monetary aspects of variable compensation rather than on talent growth• Where offered, talent growth is restricted to training courses in skills or industry

certifications rather than capabilities required in a well-rounded professional

Companies are looking for a better way …• To stem the unaffordable attrition of valuable personnel to competition• To improve utilization and strengths of their existing pool of talent• To consciously tap into more of what their staff can offer• To continuously enhance capabilities of their staff

Almost all companies identify with the issuePeople are a critical source of competitive advantage; talent growth is a key factor

in retaining the best and brightest engaged - yet apathy and attrition runs high!

The Management Conundrum


The Real Cost of AttritionAttrition contributes to at least 2.5% of the salary bill in additional recruiting and

training costs, a 50% loss in productivity for each new employee in their first year, indirect economic impact due to sub-optimal quality of work during ramp-up, and

in lost opportunity costs

Economics of Professional Development

HR Investments

SavingsReturn on

Investments

Lower cost

of Sourcing

“Seeding”

Lower cost

of Attrition

“Farming”

Higher ROI from

Training & Development

“Nurturing”

Higher ROI from

Perf. Improvement

“Harvesting”

In one population of 200 management staff, the directly measurable costs of a 5% rise in

attrition were circa £500k per annum!

Human Resources KPI• Staff Longevity• Career Trajectory• Employee Satisfaction• Recruit/On-board costs• Value Contribution


Current appraisal approaches and tools foster wrong discussions• Assessment of past performance is backward looking• Approach is designed to support a decision rather than arrive at one• Predominant focus is on gaps or shortcomings rather than strengths• Individual assessment is independent of team fit or industry context• Assessment deteriorates to a negotiation about variable pay• At worst, managers’ attitude is paternalistic or patronising

Professional development is divorced from day-to-da y realities• It is usually outside the context of the working environment• No opportunity to apply any of the learning once back at work• After two weeks, little is remembered and no sustainable improvement


A concerted ‘pull’ from the line is missing and there is limited follow-upTalent growth needs to be forward-looking, rooted in job responsibilities, and

reflecting individual aspirations tied into team and industry benchmarks!



Professional development and talent growth are goals that must be integral to any annual performance objectives set by the business

Companies can quantify the financial cost and measure the economic benefits of this ongoing investment, which must be tracked to ensure adequate returns

3-key elements characterize best-in-class solutions• A practical methodology governed by a formal holistic framework• An approach that is embedded into the day-to-day routine• An easy to use basic toolkit that allows a quick start


Observations (Static)

Penalties/RewardsPerformance Reviews

Diagnosis (Forensic) Well-Being (Dynamic)

Results

• In the present (realities)• Founded in the team• Exploits strengths• Bolsters weaknesses• Continuous improvement

• In the future• Ad hoc comparison• Neglected opportunity• Forensic analysis• Speculative decrees

• In the past• Individual emphasis• Ignores assets• Focuses on gaps• Infrequent checks


Appraisals (Backward) Development (Forward)


Dynamic proactive assurance process rather than a static forensic critiqueMain focus is on installing management processes that will drive development as

part of day to day work activity

Integrated within the team structure rather than fo r a sole individual• Focus is on developing the skills most needed for team excellence

Based on expressed aspirations and observed outputs• No retrospective navel-gazing that is speculative and subjective at best

Talent goals linked to team performance and industr y benchmarks• Contribution by each individual is tracked within the specific context of

assignments and accountability, but in light of professional development and talent growth goals



Aim is to develop capable and effective staffProfessional development must become part of daily routine and talent growth

must be linked to performance assurance

Foundational building blocks• Capability assessments• Performance reviews• Opportunity analysis

Financial business case• Achieve cost savings• Secure return on investment

The PIP Model - Value Drivers


The PIP Model - Foundation (Example)

1 Below Par

2 Basic Requirements

3 – 4 Focus on Improvement

5 – 6 Focus on Big Picture

Managerial

Functional

Operational

Vocational

Capability Selection

Competency Targets


The PIP Model - Talent Growth Pyramid

ManagerialManagerial OperationalOperational VocationalVocational FunctionalFunctional

Strategy

Excellence

Productivity

Performance

BusinessBusiness

FunctionFunction

TeamTeam

IndividualIndividualCollaborate

Deliver

DirectMotivate

DefineSteer

ShapeInspire

Respo

nsibi

lity

Professional

Development

Current Target


The PIP Model - Goal Setting Process

Results

Define clear, succinct and

meaningful goals

1 4 7 10

3 6 9 12

2 5 8 11

Develop a joint agenda and value

proposition

Communicate and widely evangelise value proposition

Enable the team to deliver the

value proposition

Agree a shared strategy to deliver

real value

Connect individual goals to derived

value

Agree on mix of internal/external

capabilities

Assess individual strengths and weaknesses

Acknowledge strengths & shore

up weakness

Agree how roles play to strengths for development

Agree SMART performance

objectives

Guide individual performance to

meet targets

Manager

Individual

Vocational OperationalFunctionalManagerial


Continuous Improvement Proposition - Cycle


Assess

Guide

Develop12

3

Coaching for PerformanceMentoring for Growth

Follow-up Calls Performance Reviews

Periodic MeetingsPeriodic Team Workshops

Personal & Team CounsellingKey Performance Indicators

Annual Objectives

1-on-1 ReviewsProject-based guidance/advice

Capability Assessment360°evaluations (min. of 4)

Continuous Improvement Proposition - Process


� Results from the review• Capability assessment

• Team• Individual

• Relative comparisons• Individual vs. Peers • Individual vs. Team• Individual vs. Industry• Team vs. Industry

• Recommendations • Performance evaluation against KPI • Projected delivery and growth prospects• Opportunities for raising performance • Areas of strengths and further development • Summary of conclusions

Continuous Improvement Proposition - Analysis


� Assess : Set standards and review gap• Self-assessment• 1-on-1 assessment interview• Multiple referee feedback

� Aim : Identify opportunities• Placement relative to peers, team, and industry • Suitability to current role• Performance and growth

� Align : Exploit assets and overcome liabilities• Individual recommendations• Team recommendations

� Comply : Assure performance (monitor, measure, mentor)• Measurable KPI for individual and the team • Periodic reviews and feedback (quarterly/annual)

� Target : Establish the goal-post• Characterize objectives in terms of min/stretch targets

Continuous Improvement Proposition - Milestones


� Reference Collateral• Team

- Desired capabilities and target qualifications

• Individual- Description of current role and copy of resume- Desired capabilities and target qualifications (Default: Team)- Annual Objectives and Targets: Top-3 accountabilities (+ next 2, if desired) - List of referees

� Deliverables• Project schedule• Questionnaires

- Self-Assessment- Referees response- Consultant’s response (Interview notes)

• Reports- assessment, comparisons, observations, and recommendations

Continuous Improvement Proposition - Project


ReviewMethodology

DefineScope

AgreeCriteria

SetTargets

AssessTeam

ReviewResults

PrepareReports

�Concept Presentation

�Sample Reports

�Scope of Assessment

�Pool of Referees

�Performance KPI

�Opportunity Standards

�Capability Selection

�Evaluation Targets

� Interview Referees

�Consolidated Results

�Normalised Results

�Evaluation Feedback

�Assessment Report

�Personal & Team Counsel

Customisation Project Setup Objectives Benchmarks Evaluation Normalization Final Results

Continuous Improvement Proposition - Project Plan


Sample Project Outputs


PERFORMANCE MANAGEMENT

Business Value

10 small, 7 medium, 3 large sized projects15 Dec 2007Productivity: Projects Completed

$70m - $80m15 Dec 2007Opportunity: Value of Projects

$5mQuarterlyUtility: Value/Cost of Project

80%15 Dec 2007Execution: On-schedule/In-budget

2007 TargetsTargetsTarget DatePerformance Objectives

1. Joan must establish and gain the buy-in of key stakeholders to a new structured procurement process

2. She must introduce critical quality metrics in the procurement process to allow close monitoring for delivery assurance

HIGHLIGHTS (List of critical achievements in key areas of job responsibility)

3. As a member of the management team, Joan must influence her peers in the adoption of the new quality process

Delivery Assurance, Governance & Compliance

70%QuarterlyPlanning: % Projects w/ Plan

70%QuarterlyQuality: % Projects w/ Quality Data


Continuous Improvement Proposition - KPI/Targets



Business Value






1. Joan successfully established and gained the buy-in of key stakeholders to the new structured procurement process

2. She introduced critical quality metrics in the procurement process to allow close monitoring for delivery assurance


3. As a member of the management team, Joan critically influenced her peers in the adoption of the new quality process





Continuous Improvement Proposition - Assess


Managerial

Functional

Operational

Vocational

Takes the lead in defining shared goals, stretches (without intruding) across others’ issues, resolves mutual dependencies, acts as catalyst for collective action planning

6

5

321

4

Continuous Improvement Proposition - KPI/Targets

Instigates strategic thinking, repeatedly inspires colleagues to align them behind key initiatives, drives the creation of action plans, key enabler for achievement of team goals through collective delegation

6

5

321

4

Instigates strategic thinking, repeatedly inspires colleagues to align them behind key initiatives, drives the creation of action plans, key enabler for achievement of team goals through collective delegation

6

5

321

4

Takes the lead in defining shared goals, stretches (without intruding) across others’ issues, resolves mutual dependencies, acts as catalyst for collective action planning

6

5

321

4

Leadership (4)Execution (3)Influence (3)

Teamwork & RM (4)

Self Management (4)Sourcing Processes (3)Systems Capability (3)

Strategic & Analytical (4)Financial Understanding (3)

Legal T’s & C’s (4)Negotiation Skills (4)Communication (4)

Domain Expertise (4)Cross Functional Breadth (4)

Organizational Fit (5)Expectations Management (4)


O

SAT

BT

SBT

T

U

AT

2

1

4

5

6

3

Execution Teamwork Influence Leadership

2

1

4

5

6

3

Execution Teamwork Influence Leadership

Individual Observations Team Observations• Joan can be an inspiring role model and consistently

meets or exceeds key expectations from a Grade 5 staff• She is clearly an effective contributor, a collaborative

member of the team, and a thought leader• She is often pitching-in to help others achieve shared

objectives, and regularly able to convince others of a point of view

• She needs guidance on how to take the lead on ideas she believes in and garner support for these among her peers

• The team is expected to maintain relatively high performance standards

• Joan appears to have strong aptitude and displays a constructive attitude towards her peers

• She could help her peers with development of effective performance measures, be a catalyst for cooperation on complex cross-functional initiatives, and act as a mentor and coach for colleagues who need further development

• She needs guidance on how to take the lead on ideas she believes in and garner support for these among her peers



O

SAT

BT

SBT

T

U

AT

Execution

2

1

4

5

6

3

JS JLA DW DOS BSES

Teamwork

2

1

4

5

6

3

JS JLA DW DOS BSES

Influence Leadership

2

1

4

5

6

3

JS JLA DW DOS BSES

2

1

4

5

6

3

JS JLA DW DOS BSES




Business Value






1. Joan must proactively seek out higher value projects and attempt to add value beyond the original remit

2. She needs to track the schedule and budget more closely with quarterly or even monthly reviews


3. Joan must move up another notch on her oversight of higher quality and timely acquisition of critical data elements





Continuous Improvement Proposition - Reset


Employee

AssessmentReports



AssessmentReports

Self Evaluation

Referee EvaluationsResume & Role

Employee



Opportunity

Growth and Delivery

Delivery

Grow

th

S: Substantial

A: Appreciable

M: Modest

I: Insignificant

S

A

M

I

SAMI

T

SAT

Empower

Motivate

Coach

Change

��

Areas to Sustain

Areas to Develop

• Good influencing skills

• Eager to take on additional responsibility

• Focused on delivery to assigned tasks

• Strong motivator of her staff

• Would benefit from formal leadership and management training

• Needs to be bold and take charge of difficult situations more frequently

• Requires coaching to reach the next level of performance



Summary

• Joan would also benefit from attending workshops on Strategy and Operations, complementing her existing skills to take on a bigger role in the future.

• Joan’s management skills are driven by intuition and draw on her personality. She should be sent for further management training, specifically oriented towards Leadership Skills.

• Joan is very driven, with an eye for detail in service delivery. She needs coaching on how to take a step back and look at the big picture, rather than get absorbed in the minutiae of daily activities.

Tim Pennise

Bob Meyeres

Stefanie Dupuis

RickGrafton

Joan Smith

Referee Pool

Manager - Present Colleague Associate Direct Reports

Continuous Improvement Proposition - Actions


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