make growth happen for all employees
DESCRIPTION
TRANSCRIPT
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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