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  • BuildingandSustainingHighPerformanceTeams:AManagementModelforSuccess

    2016UNCSystemAdvancementSymposiumWinstonSalemStateUniversityMay17,2016

    AmyBronsonExecutiveDirectorAdvancementResources&StrategicTalentManagementBostonUniversity

  • WhatWeWillCover

    Trendsintalentmanagement

    Finding,Growing&KeepingyourStaff

    ImportanceofStaffEngagement

    Partnershipforsuccess

    RetentionStrategies

    WhatWeWillCover

  • LoveEmorLoseEm

    Would I ever leave this company? Look, I'm all about loyalty. In fact, I feel like part of what I'm being paid for here is my loyalty. But if there were somewhere else that valued loyalty more highly, I'm going wherever they value loyalty the most.

    Loveem orLoseem.

  • Newtonotforprofitsector Emergingfieldinhighered advancement Intersectionwithforprofitsector Rapidlygrowing Manyresources Manymodels,practitioners

    ABriefHistoryofSTM

  • AGrowingFieldUniversity of Michigan: Learning & Organizational Effectiveness; Strategic Talent Management

    MIT:Strategic Talent Management; HR & Staff Development

    University of Rochester: Talent Management, Employee Development& RecruitmentPrinceton: Strategic Initiatives

    and Organization EffectivenessNortheastern: Talent Management & Organizational Development

    USC: Learning & Performance

    Northwestern University: Talent Acquisition and Resources;Talent Development

    Wake Forest: Strategy & Operations

    University of Illinois:Administration & Talent Management

    Carnegie Mellon: Organizational Development

    Notre Dame:Talent and Engagement; Compensation & Recruiting

    University of Florida : Talent Management, Strategy & Planning

    Stanford: Learning & Performance

    AGrowingField

    Caltech: Talent and Prospect Management

  • AStrategicApproachTalentManagementisastrategicapproachtomanaginghumancapital,whichisanorganizationsmostvaluableassetandusuallywhereitinveststhemost. OrganizationalDevelopment Resourceallocation ValuesandVision Assessment Compensationsystems

    AStrategicApproach

  • ItsAboutPeopleItsawaytofind,hire,train,grow,retainandplantodevelopthebestqualitystaffthereis.

    TalentAcquisition Onboarding(&Offboarding) LearningDevelopment ProfessionalDevelopment PerformanceManagement CareerPathing SuccessionPlanning Reward&Recognition

    ItsAboutPeople

  • Managersplayanimportantroleinrecruiting,developingandretainingthebestandthebrightest.

    LeadershipDevelopment ManagementTraining Coaching Mentoring CareerPaths Internships Diversifyingthefield Attractingnewtalenttothefield

    ItsAboutLeadership

  • ItsAboutROIAstrongtalentmanagementprogramorapproachwilldirectlyaffectaninstitutionsgoals,andcontributedirectlyandindirectlytothebottomline.

    PeopleMetrics InstitutionalBrand Compensation Benchmarking&Analysis PerformanceManagement Metrics ROI

    ItsAboutROI

  • Whatareyourhiringchallenges?

    Whatareyourhiringchallenges?

    Compensationisnotcompetitive

    CulturalIssues(unhealthyculture,badmanagers)

    Lackofqualifiedtalentinmyarea

    Littleornoupwardmobilityforstaff

    Lackoftimeortalenttocommittoeffectivesearch

    Toomuchcompetitioninmyregion

    Geography

    Poorprocess,centralHRissues

    TalentAcquisitionchallenges

  • CostsofTurnover

    NumberofStaffReplacedandCostofStaffTurnoverat$49,554/staff

    Year1 Year2 Year3 Year4

    16MonthTenureNumberofstaffreplaced 0 4 4 4totalcostofstaffreplacement 0 198,216$ 198,216$ 198,216$

    36MonthTenureNumberofstaffreplaced 0 0 4 0totalcostofstaffreplacement 0 0 198,216$ 0

    CumulativeCostofStaffReplacementsbyendof4thYear16Monthtenures 0 $198,216 $396,432 $594,64836Monthtenures 0 $0 198,216$ 198,216$

    *PenelopeBurk,DonorCenteredLeadership,28

    CostsofTurnover

  • GettheDataGetthedata!

  • ImpactonTurnoverbyGeneration

    *PenelopeBurk,DonorCenteredLeadership,37

    Under30 3044 4560 61+MostRecentPosition 1.6years 3.5years 4.2years 6.5yearsSecondMostRecentPosition 1.8years 3.0years 4.0years 5.8yearsThirdMostRecentPosition 1.0years 2.9years 2.4years 4.3years

    AverageLengthofStayRespondents'Age

    Length of Stay in Last Three Positions by Age Group

    ImpactofTurnoverbyGeneration

  • WhyHaveanSTMProgram?WhatdoesTalentManagementmeantoyou?

    "Talentmanagementhashelpedtheentireorganizationsucceedbyputtingtherightpeopleintherightjobsattherighttime.Ihavenodoubttherecordbreakingsuccesswehaveachievedisdirectlyattributedtothetalentwehaveonboardandtohavecounseledoutthosewhoareinthewrongprofession.

    ScottNicholsSeniorVicePresident,DevelopmentandAlumniRelationsBostonUniversity

    WhyhaveanSTMprogram?

  • TRUST thepeopletheyworkfor

    HavePRIDE inwhattheydo

    ENJOY peopletheyworkwith

    CONNECT theirworktotheirorganizationsfuture/vision

    EngagedEmployeesSayThey

  • KeepingYourStaffEngaged

    Staff Engagement

    Strategic Staff Planning & Assessment

    Retention: Career Progression

    Growth and Well Being

    Recruitment, Onboarding, Training &

    Development

    KeepingYourStaffEngaged

  • ProactiveRecruitment

    Astrategicapproachtoensuringyouidentify,cultivate,hireandretainthebesttalent

    Requirescollaborationandcommitment

    Requiresinvestmentintime,staffandotherresources

    Requiresassessment:doyourhomework

    Recruiting&Retentionarealigned

    ProactiveRecruitment

  • DoYourHomeworkAssessyoursituation:Whatdoyouhaveinplacenowandwheredoyouwanttogo?

    Resources,culture,programs,highlights,lowlights Whatiscommunicationlike? Whatareyougoodat? Whathaveyoumeasured? Whatdoessuccesslooklike? OrganizationMaturity

    StartUp,TurnAround,SustainingSuccess OrganizationalStructure

    Centralized,Decentralized,TopDown,Matrix

    Doyourhomework

  • StakeholderTruth

    Everyonessuccessdependsoneachother

    StakeholderTruth

  • StakeholderReality

    WhatsinitforME?

    StakeholderReality

  • BostonUniversity,Development&AlumniRelationsRecruitmentWebsiteBUDARTalent

  • UNCChapelHillTalent

  • TalentDashboardUniversityofDenverTalentDashboard

  • PartneringforSuccess

    InternalRecruitmentStaff,HiringManagers,CentralHumanResourcePartners

    ExecutiveSearchFirms Peers PeopleTechnology

    LinkedIn CandidateDatabase References SocialMedia

    PartneringforSuccess

  • LookinYourOwnBackyard

    AppalachianStateUniversity EastCarolinaUniversity ElizabethCityStateUniversity FayettevilleStateUniversity NorthCarolinaA&TStateUniversity NorthCarolinaCentralUniversity NorthCarolinaStateUniversity UNCAsheville UNCChapelHill

    UNCCharlotte UNCGreensboro UNCPembroke UNCWilmington UNCSchooloftheArts WesternCarolinaUniversity WinstonSalemStateUniversity NCSchoolofScienceandMathematics

    Lookinyourownbackyard

  • Partnerships Across Teams

    Invitepeoplein Knowwhatothersdo Askquestions Crosstrain,learnnewskills Knowothersmeasuresofsuccess Gotolunch,attendtraining,recognizeagoodjob

    PartnershipsAcrossTeams

  • MetricsMetrics

  • TalentAcquisition

    Strategydependsonyourtalentacquisitiongoals. Ensurecandidateshaveagoodexperienceinterviewing Buildthecandidaterelationshipfromthefirstexchange

    Managetheintegrityofthesearchprocess. Candidateswillsharetheirexperiencewithothers Interviewerswanttoknowtheirvoiceswereheard Stayintouchwithprospectivecandidates

    TalentAcquisition

  • StrategicRecruiting

    Everytouchcounts Buildapipeline Coachyourpartners Treatcandidateslikeprospects Everyoneisavailable Followyourinstinct Backdoorreferencing Nailthedetails Betransparent Haveaprocess

    StrategicRecruiting

  • HaveaProcess!Haveaprocess!

  • Compensation

    Whereareyouinthemarket? Whatpositionsareachallenge? Howimportantiscompensationoverall? CurrentTrends

    Compensation

  • CompensationAssessment

    Marketanalysisorsalarybenchmarking

    Talktopeers/network

    Callarecruiter

    Lookatyourresources

    Alternativeformsofcompensation

    Staffsurvey

    CompensationAssessment

  • Onboarding

    FirstImpressions Thebeautyisinthedetails Firstthreemonthsarecrucial! Checkin,checkin,checkin!

    Onboarding

  • OnboardingSomuchdependsonmakinggoodimpressionsduringthosefirstdays.

    Staffannouncementsallowallteamstoprepare Office/cubiclespaceorganizedwithtechreadiness Schedule/calendarofactivitiesoverfirstweek/month Breakfast/lunchwithteam,peers,etc. Immerseincampusculture,attendevents,workshops Touchpointsoverfirst90dayswithbuddy,HR,etc. Programming:newleader,buddy,VPwelcome

    Onboarding

  • Training&ProfessionalDevelopment

    Haveaplan Thinkoutsidethebox Constantlyassess;dontassume Ifyoudontinvest,staffwillfindsomeonewhodoes

    TrainingandProfessionalDevelopment

  • WhyBuildaLDProgram?

    EmployeeEngagement Investinginstaffmakesthemfeelvalued(EVP)

    Retention Reduceturnover,costimpact Successionplanning,careerpath

    Productivity Staffperformbetter,bottomlineimpact

    Recruitment EmployersofchoiceofferstrongLDprograms

    LearningDevelopmentPrograms

  • Training&ProfessionalDevelopmentTrainingandProfessionalDevelopment

  • Training&ProfessionalDevelopmentTrainingandProfessionalDevelopment

  • Training&ProfessionalDevelopmentTrainingandProfessionalDevelopment

  • ManagersandLeaders

    BadManagers=HighTurnover Manyresourcesavailable Noteveryoneshouldbeamanager Everyonecanbealeader

    ManagersandLeaders