02. k3 gestión efectiva del talento humano manu vora
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EFFECTIVE TALENT MANAGEMENT
MANU K. VORA, Ph. D., MBA, ASQ CQE and Fellow Chairman and President, Business Excellence, Inc., USA
Past Vice President, American Society for Quality (ASQ)
Adjunct Professor, School of Professional Studies, Northwestern University
Advisor of Eminence, Business Excellence, ASQ India
Naperville, Illinois, USA
Thursday, 11 June, 2015, Lima, Peru
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A Case for Employee Satisfaction - Why
Talent Management Principles - What
Talent Management Practices - How
Focus on Employees
Employee Participation
Employee Motivation
Employee Development
Best Practice Examples
Major References
Outline
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Organizational Excellence Model
Delighted
Customers
(VOC)
Improved
Processes
(VOP)
Excited
Employees
(VOE)
Operational Performance
Financial Performance
VOC - Voice of
the Customer
VOE -Voice of the
Employee
VOP - Voice of
the Process
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Employee-Customer-Profit Chain, Sears, USA
Employee
Attitude and
Behavior
Customer
Impression
Revenue
Growth
A Compelling
Place to Work
A Compelling
Place to Shop
A Compelling
Place to Invest
+ 1.3 % + 0.5 %
Source: Rucci et al., Harvard Business Review, 1998.
+ 5.0 %
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Customer-Supplier Relationships
Supplier Customer Process
Input Output
Requirements & Feedback
Requirements
& Feedback
Source: AT&T PQMI, Issue 1.1, 1988.
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Baldrige Criteria for Performance Excellence Framework: A Systems Perspective (2015-2016)
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ISO has determined eight quality management principles that focus on business excellence with an emphasis on customer satisfaction:
Customer Focus
Leadership
Involvement of People: Involvement of all employees at every level enables each person to utilize their abilities to benefit the organization
Process Approach
Systems Approach to Management
Continual Improvement
Factual Approach to Decision Making
Mutually Beneficial Supplier Relationships
ISO 9000:2000 Principles of Quality Management
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Talent Management Model
Recruit
Involve
Motivate
Develop
Retain
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Globalization’s Impact on
HRM • Need global reach to serve global customers
• All markets are local markets
• Speed and urgency will be the norm
• Deeper understanding of local needs and national culture for local distribution
• Outsourcing non-core services
• Top HR Priorities:
Leadership development Recruiting high-quality employees Employee retention
Reference: Rosen et al., 2000 and Rioux et al., 2000
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How To Fill the Talent Gap
The Problems:
1. Emerging Markets – lack of cultural knowledge
2. Narrow Thinking – lack of integrated solutions for customers
3. Demographics and Economics – lack of qualified management personnel
4. The Expectation Gap – lack of loyalty and stability
5. Blind Spots - lack of diversity
Source: Douglas A. Ready and Jay A. Conger, MIT Sloan MR (2007)
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How To Fill the Talent Gap
The Solutions:
1. Make Talent Plan Match Business Plan – build capabilities among your employees to add customer value
2. Talent Management is Everyone’s Job – need deep commitment, high levels of engagement and widespread accountability
3. Global Excellence Needs Local Effectiveness – well-crafted local hiring and development practices
4. Support Matters – coaching, feedback, networking and executive education
5. Measure What Matters – metrics for talent development linked to strategic objectives
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Gallup Study:
– Over one million employee surveys
– Over 80,000 manager interviews
– Broad range of:
• Companies
• Industries
• Countries
Source: First Break All the Rules, Buckingham & Coffman, 1999.
Focus on Employees
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Focus on Employees
Select a person … based on talents (and train the person for skills)
Set expectations … by defining the right outcomes (not the right steps)
Motivate a person … by focusing on strengths (not on weaknesses)
Develop the person … by helping him/her find the right fit (not the next rung on the ladder)
Source: “First Break All the Rules”, Buckingham & Coffman, 1999.
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Strength = Talent X Investment (Strengths Finder 2.0, Tom Rath, 2007 )
T - Thinking
I - Skills
I - Knowledge
I - Experience
T - Behaving
T - Feeling
STRENGTH
Strength – The ability to consistently provide near-perfect performance 15
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My Top 5 Strengths - from a list of 34
1. Arranger - as a conductor enjoy managing all of the variables
2. Achiever - drive that keeps me moving
3. Learner - energized by the steady and deliberate journey from ignorance to competence
4. Maximizer - excellence, not average, is my measure
5. Relator - attitude toward my relationships
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Employee Excellence Model
Excited
Employees
Participation
Motivation
Development
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New Employee Orientation:
– Overview of Company (provide a big picture)
– Organization structure, Company history – Key Products/Services – Key Markets/Customers – Strategic Direction - Vision, Mission, and Values – Executive Presence a definite plus – Within few weeks of new hires in the
company
Employee Participation
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Effective Meetings:
– Establish the need for a meeting – Define Purpose (P) – Define Agenda (A) – Set Limit (L) – Invite appropriate audience – Designate a Scribe & a Facilitator – Conduct Meeting Evaluation – Provide Quick Meeting Summary with key
discussion and action items on a timely basis
Employee Participation
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Teamwork:
– Together Everyone Achieves More
– Forming, Storming, Norming, Performing, and Adjourning – Management should create a culture of cooperation – Set clear goals and expectations of team members – Resolve the conflict to get the most out of team members
Employee Participation
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Five Dysfunctions of Team (P. Lencioni, 2002)
Absence of Trust (Invulnerability)
Fear of Conflict (Artificial Harmony)
Lack of Commitment (Ambiguity)
Avoidance of Accountability (Low Standards)
Inattention to Results (Status & Ego)
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Business Excellence, Inc., USA, 2009
Empowerment
Theory of
Strengths
Employee Suggestion
Recognition/Celebration
Top Management
Process Teams
Process Teams
Top
Management Active Employee
Engagement is
required by all
ISO 9001 based
Standards.
Employee Motivation Practices
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In the last six months, how many of you received recognition?
In the last six months, how many of you gave recognition to others?
Does your company have a systematic recognition process? For how long?
How many of you think you are getting too much recognition?
Employee Motivation: A Case for Recognition
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Supervisors were asked to identify one thing most important to employees:
Money
Employees were asked to identify
most important aspect in the work place:
Full appreciation for work done Source: Aetna Life & Casualty Employee Survey.
What Do Employees Really Want?
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Level 1 - Survival (food, clothing, shelter)
Level 2 - Security (job, training)
Level 3 - Social Interaction (getting close to people)
Level 4 - Ego Status (myself in the world)
Level 5 - Self-Actualization (realizing potential)
Recognition helps at Level 3, 4 & 5, once a job takes care of Levels 1 & 2.
Abraham Maslow’s Hierarchy of Basic Human Needs (1943)
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To increase job satisfaction, an employer would have to first overcome Dissatisfiers and then provide Motivators.
Dissatisfiers (will produce job dissatisfaction when absent):
– Company policy
– Supervision
– Working Conditions
– Interpersonal Relating
– Salary
Motivators (will provide job satisfaction when present):
– Achievement
– Recognition
– Responsibility
– Growth Opportunity
– Challenging Job
Fredrick Herzberg (1966)
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Basic Philosophy:
Employees who feel good about themselves produce good results
One of the Best-In-Class companies on Recognition since 1982 (Tom Peters “In Search for Excellence”)
Process:
Three-tiered approach: Day-to-Day, Informal, & Formal
Day-to-Day recognition (“That-A-Way” note)
Informal recognition (various forms, 150 brainstormed ideas)
Formal recognition (nomination process, individuals & teams)
Management training on how to give and receive recognition
Annual budget of $30-35 per employee for recognition
Role Model - Tennant Company
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Recognition/Celebration:
– Day-to-day (thank you note, memo, e-mail)
– Informal (team milestone completion - memento)
– Formal (nomination, evaluation, celebration)
– Determine need for employee recognition
– Manage Recognition/Celebration as a Process
– Allocate Budget and Measure Quarterly Results
Employee Motivation
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Suggestion System:
– Employees have knowledge
– Create a simple process to gather, acknowledge, and act on suggestions
– Involve employees who gave suggestions
during the implementation of their idea
– Recognize & reward employees whose suggestions are implemented with positive impact
Employee Motivation
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Education and Training (E/T):
– Continuous education and training for superior skills
– Encourage new learnings - Leaders lead by examples
– Develop curriculum at all levels (Technical, problem solving, teamwork, continuous improvement, etc.)
– Set objective to achieve X hours & Y$ per year
– Develop a company data base for E/T - allow employees to log their hours and cost in the system
– Tie E/T to annual review process
– Use a variety of methods (In-class, videos, sharing, books/journals reading, cascade training)
– Use E/T to recognize good work
Employee Development
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Education and Training (E/T):
– Evaluate Education and Training Effectiveness (Kirkpatrick & Kirkpatrick, 2006):
• Level 1 - Reaction (Immediate feedback)
• Level 2 - Learning (Before and after knowledge
retention)
• Level 3 - Behavior (6 months after completion of
E/T to increase performance at Dept. level)
• Level 4 - Results (One year later, assess value of
E/T through a supervisor for the enterprise)
– Learning is a process, not a goal
– Each new insight creates another new layer of potential insights
Employee Development
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Performance Appraisals:
– More frequent (more than once a year)
– Objective (criteria: quality, customer satisfaction)
– Focus on positives (The Strength’s Theory)
– Meaningful, Constructive and Developmental
– Variety of input (360 degree feedback - customers, suppliers, peers, superiors, etc.)
– Encourage & reward teamwork
– Focus on systems perspective (do not blame individuals)
Employee Development
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Employee Satisfaction:
– Gather pulse of the employees - annual
survey (ideally by a Third-Party)
– Use data at a department level to make
improvement on few key issues of dissatisfaction
– Involve employees in solution of the key issues
– Communicate widely issues/actions/results
Employee Development
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Employee Retention Ideas
1. Ask - What Keeps You? Do you know what they want?
2. Buck – It Stops Here. Who’s in charge of keeping them?
3. Careers - Support Growth. Are you building their future or are you in the way?
4. Dignity – Show Respect. Do they know they respect you?
5. Enrich – Energize the Job. Do your people have to leave to find growth and challenge?
6. Family – Get Friendly. Avoid making your employees choose between work and family life.
7. Goals – Expand Options. There are five career paths other than up.
8. Here – Fit Is It. Make a match or start from scratch.
9. Information – Share It. Do you have it? Do you hoard it?
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Employee Retention Ideas
10. Jerk – Don’t Be One. Are you one? 11. Kicks – Get Some. Are you having fun yet? 12. Link – Create Connections. If you build them, they will
stay. 13. Mentor – Be One. Are they learning from you? 14. Numbers – Run Them. Calculate the cost of loss. 15. Opportunities – Mine Them. Will they find them inside
or outside? 16. Passion – Encourage It. Help them find the work they
love – without leaving. 17. Question – Reconsider The Rules. Which will you keep:
the rules or the people? 18. Reward – Provide Recognition. Which matters more:
praise or pay?
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Employee Retention Ideas 19. Space – Give It. Are your people on a short leash?
20. Truth – Tell it. The truth hurts – or does it?
21. Understand – Listen Deeper. When you tune out, you lose out – and they move out.
22. Values – Define and Align. What matters most?
23. Wellness – Sustain It. Are they sick or tired?
24. X-Ers and Other Generations – Handle with care. They are different? Can you keep them?
25. Yield – Power down. Give it up to keep them.
26. Zenith – Go for It. Test your Retention Probability Index.
Source: “Love’Em or Lose’Em: Getting Good People to Stay”, Beverly Kaye & Sharon
Jordan-Evans, Berrett-Koehler Publishers, Inc., San Francisco, CA, 2002.
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AT&T Universal Card Services (1992 Baldrige, Service): Best-in-class in employee recognition and suggestion system (spent 2% of payroll on Recognition & Suggestion system).
Federal Express Corporation (1990 Baldrige, Service): Survey/Feedback/Action management evaluation system. From 1985-1990, 91% of employees “proud to work for Federal Express.”
IBM Rochester (1990 Baldrige, Mfg.):
Invested heavily in Education and Training, the
equivalent of 5% of its payroll.
Best Practices - Baldrige Winners
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Pearl River School District (2001 Baldrige, Education): In four years, faculty satisfaction rose from 89 to 98 % and staff satisfaction from 86 to 96%.
SSM Health Care (2002 Baldrige, Health Care): Employee turnover rate reduced from 21% in 1999 to 13% in August 2002.
Trident Precision Manufacturing (1996 Baldrige, Small Business): 95% of the improvement at Trident stems from employee improvement suggestions.
Best Practices - Baldrige Winners
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AT&T (1988), Process Quality Management & Improvement Guidelines, Issue 1.1.
Baldrige Performance Excellence Program (2015-2016, Criteria for Performance Excellence, US NIST, Gaithersburg, MD.
http://www.nist.gov/ Beatty, R. W. , Huselid, M. A., & Schneier, C. E. (2003), “New HR Metrics: Scoring on the Business Scorecard”, Organizational Dynamics, Vol. 32, No. 2, pp. 107-121. Buckingham, M. & Clifton D. O. (2001), Now, Discover Your Strengths, The Free Press, New York, NY. Buckingham, M. & Coffman C. (1999), First, Break All The Rules, Simon & Schuster, New York, NY.
Carr C. (1990), Front-Line Customer Service - 15 Keys to Customer Satisfaction, John Wiley & Sons, NY, NY.
Clifton, D. O. & Nelson, P. (1992), Soar with Your Strengths, Delacorte Press, New York, NY.
European Foundation for Quality Management (2003), EFQM Excellence Model, The Netherlands, http://www.efqm.org/
International Organization for Standardization (2003), “Quality management Principles”, http://www.iso.org/ Kirkpatrick, D. L. & Kirkpatrick, J. D. (2006), Evaluating Training Programs: The Four Levels, 3rd Edition, Berrett Koehler Publishers, San Francisco, CA. Nelson, B. (1997), 1001 Ways to Energize Employees, Workman Publishing, New York, NY.
Nelson, B. (1994), 1001 Ways to Reward Employees, Workman Publishing, New York, NY.
Rioux, S. M., Bernthal, P. R., & Wellins, R. S. (2000), “The Globalization of Human Resource Practices”, HR Benchmark Group, DDI, Bridgeville, PA. http://www.ddiworld.com/pdf/CPGN56.pdf
Rosen, R., Digh, P., Singer, M., & Phillips, C. (2000), Global Literacies: Lessons on Business Leadership and National Culture, Simon & Schuster, New York, NY.
Rucci, A. J., Kirn, S. P., & Quinn, R. T. (1998), “The Employee-Customer-Profit Chain at Sears”, Harvard Business Review, Vol. 76, No. 1, pp. 82-97.
Vora, Manu K., (2013). “Business Excellence through Sustainable Change Management”, The TQM Journal, Vol. 25, No. 6, pp 625-640.
Vora, M. K. (2005), “Managing Human Capital”, Six Sigma for Transactions and Service, Chapter 17, pp. 471-500, McGraw-Hill, New York, NY.
Major References
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