make growth happen for all employees

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How to make growth happen for all employees

Elva Ainsworth Talent Innovations

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Outline for this Session

• Introducing a strategic framework for development

•The business case for employee development

•Current issues concerning employee development

• Introduce “Whole Organisation Development”

• Assessment for Development

• Range of methods to enable development

• Tips and secrets for successful 360 implementation

• Case studies

• A taster....

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T A L E N T I N N O V A T I O N S

The Business Case

Development will occur - key question is:

Intervene or not?

1.Cost (incl Opportunity Cost) vs Benefit OR

2.Cost of doing nothing

e.g. http://www.kenblanchard.com/Management_Training_Programs/Cost_of_Doing_Nothing_Calculator/

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T A L E N T I N N O V A T I O N S

Example Analysis: Company X

Alongside the business:

Project-specific coaching

On the job training

Projects

Performance management/PDP

Keeping up to date - reading literature, blogs, linked in etc

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T A L E N T I N N O V A T I O N S

Example Analysis: Company X

Additional to current business:

360 degree feedback

Formal training

Slots in team meetings

Mentoring

Personal Development training

Shadowing

Community team-build

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T A L E N T I N N O V A T I O N S

Example Analysis: Company X

Costs - current year

£13,300 cash spent + £18,090 lost time = £31,390

Impact of no action

£20k less new business + £30k less retained business = £50,000

Year 2011/12 £100k?

No bright junior Consultant

No Intern

No research project

Less motivation and buzz

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T A L E N T I N N O V A T I O N S

Current Issues??Challenges

Blockages

Concerns

Opportunities

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T A L E N T I N N O V A T I O N S

Current Issues• No such thing as standing still

• Belief and leap of faith required

• Most effective development happens on the job

• British culture is somewhat blame-focused

• Mixed degree of openness and appetite for learning

• Mixed level of skill within the managerial group to support development effectively

• Training budget is often a target for cost-cuts

• Business imperative often not visible or urgent enough

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T A L E N T I N N O V A T I O N S

Survey Results (1)PDPs are not easy to write. What proportion would you say generally have a fully formed, quality PDP? Average: 37% 

What proportion of employees with good-quality plans actually fulfil those plans? (i.e. take the development actions) Average: 32% What proportion of employees who take their planned development actions get the results they expect (i.e. Actuallydevelop their skills/abilities as intended) Average: 41% Proportion of Employees who get desired results from a PDP37% x 32% x 41% = 5%

40 HR/L&D Managers Sept 2010 Talent Innovations  

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T A L E N T I N N O V A T I O N S

Survey Results (I1)Common issues / problems:

Running follow-up

Still forming our ideas

The level of managerial support and commitment

Lack of regular meetings to follow through the performance learning & supervision process

Ensuring that execution matches intention

Lack of development opportunities

They don't see it as important; don't plan; react to events, even senior people

Timeliness

 What are your main concerns and biggest problems around implementing or running Personal Development Plans?No concerns, I would like to do thisGaining management buy-in to the valueMy industry is dying just like steel, Mining, automotive, ship building, textiles ETC. if my government don’t care about the welfare of employees in manufacturing why should I ?

40 HR/L&D Managers Sept 2010 Talent Innovations

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Development in Context

CONTEXT

ECONOMY

CULTURE

BOSS

JOB

REGION

COMPANY

COUNTRY

PEERS

EDUCATION SYSTEM

OWN TEAM

BUSINESS MODEL

STRATEGY

VISION

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T A L E N T I N N O V A T I O N S

Impact of Adding Development to your context

• Employee engagement

• Attraction

• Retention

• Performance issues

• Movement

• Succession

Growth is an empowering and positive context

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T A L E N T I N N O V A T I O N S

How to Assess for Development

• Outcome focused

• Connect to business goals

• Relate to personal career goals

• Ensure everyone has something at stake

• Positive focus

• Include acknowledgement

• Ownership 100% with participant

• Respect permission rights

• Management responsibility

• Use accurate and meaningful measures

• Tools practical and “easy to use” – a culture fit

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T A L E N T I N N O V A T I O N S

Different Approaches to Learning

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T A L E N T I N N O V A T I O N S

Development Methodology

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T A L E N T I N N O V A T I O N S

Transformational Methodology

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T A L E N T I N N O V A T I O N S

Development Integrated within Performance

Management

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T A L E N T I N N O V A T I O N S

Whole Organisation Development METHODS Board Mgrs Staff Hi Po

Project-specific coaching

On the job training/coaching

Projects

Perf mgt/PDP

Keeping up to date

360 degree feedback

Formal training

Slots in team meetings

Mentoring

Personal Dev training

Shadowing

Community work

Executive Coaching

Development Centre

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T A L E N T I N N O V A T I O N S

Methods to Enable Development

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T A L E N T I N N O V A T I O N S

Small Group Work

What has worked well in your organisation to enable employee development?

What has not worked so well in your organisation?

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T A L E N T I N N O V A T I O N S

Tips and Secrets for Successful 360

•Choose an expert supplier to partner

• Create a process that matches your objectives and your culture

• Choose a model that will drive the required behaviours of the future

• Have an expert write your 360 items for you

• Choose the form of survey to meet your needs e.g. Ipsative/normative

• Select the appropriate benchmarks

• Build your vision/values/strategic themes into the instrument

• Include relevant hard business measures for later validation purposes

• Work with a communications expert to brand the project and tool

• Trial your new instrument - test the firewall, content, the communications, the process, the report output and the follow-through

• Make amendments to ensure it works 100%

• Train up coaches/managers in skills to support 360s

• Plan for follow-up and year-on-year comparisons

• The programme was led by a the Head of Talent Development EMEA• There was full involvement of some of the business lines but not all• Created a selection process which used their current performance

management assessment, adding a “potential” measure for everyone. Managers were then asked to nominate from those above a certain grade who were in the top performance/top potential box. These individuals were seen as being “aspiring VPs”.

• These individuals were assessed and coached on a whole day personal assessment with a Business Psychologist – using traditional psychometrics, a specially designed 360 degree report plus a business simulation case study written by and with the client (which was updated every 18 months). A career goal was agreed, development areas agreed and a 20 page written report prepared.

• The individual was assigned a business mentor by the HR Partner and this mentor took part in the assessment day by role-playing a senior manager. This innovative solution meant there was easy buy-in from the top team as they were instrumental to the recommendations and were exposed to them in a useful way

• Findings from the day were presented to Talent Management Committees by the sponsors (and HR) and strategic decisions were then made on placements, promotions and projects

• A year of intense development followed for the individual with sponsor and HR input plus a range of strategic and collegiate training provided

• Follow-up and completion took place 15 months after the assessment with a phone call from the Psychologist

• Results from the individual perspective were 95% positive on the value of the key intervention and mixed re the follow-through - depending on whether a development plan was created by the individual. Most value was gained from the clarity gained re career goal and the assessment day itself.

Case Study 1: Global IT Company