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1

Talent Management

In the Trenches

2

About Kevin Oakes

Background

Founder, CEO of i4cp

Former Chairman, Jambok

Former Chairman, ASTD Board

Founder, President, SumTotal

Systems

Former CEO, Chair of Click2learn

Founder, CEO Oakes Interactive

The Executive Guide to Integrated

Talent Management

3

Who we are:

i4cp focuses on the people

practices that make

high-performance

organizations unique.

4

High-performance organizations consistently outperform most of their competitors for extended periods of time.

These companies performed better over the past five years, based on these four indicators:

1. Revenue growth

2. Market share

3. Profitability

4. Customer satisfaction

Defining High Performance

5

i4cp research has shown that high-performance companies excel in five core areas:

1. Strategy

2. Leadership

3. Talent

4. Culture

5. Market (customer focus)

The 5 Domains of High Performance

6

i4cp helps organizations leverage the core domains of high performance through 4 delivery vehicles:

1. Research

2. Peers

3. Tools

4. Data

What We Do

7

Grounded in High Performance

8

The Future of HR: Moving to

Performance Advisor

Leadership Competencies:

Readying for the Future

Critical Human Capital Issues of

2012

Effective Internal

Communications

The State of Employee

Healthcare Benefits

Recent Reports

Measuring Time-to-full-

productivity

Measuring Quality of

Movement

Talent Management in the

Trenches

Tying Pay to Performance

Innovate or Perish: Building

a Culture of Innovation

9

i4cp Network

2007 2008 2009 2010 2011

2011 - 2012

10

Connecting Companies

11

“You have to be efficient and at

the same time, more effective in

transactions, in relationships, and

as leaders of the business. That’s

a real change for HR – from the

early industrial relations experts

of yesterday to the growth leaders

of tomorrow.”

The Growth Leaders of Tomorrow

John Lynch

CHRO

12

Add Value &

Maximize Upside

Limit Liability

& Protect

Downside

Imp

act/

Co

ntr

ibu

tio

n t

o t

he

Bu

sin

ess

Strategic

HR Planning

Organizational

Design

Compensation

Compliance

Labor/Union

Relations

Employee

Relations Performance

Management

Survey Action

Planning

HR Information

Systems (HRIS)

A Century of Evolution in the Function

Labor Employee Personnel Human Organizational Relations Relations Resources Effectiveness

HR Continues to Evolve

HR as

Business

Partner

Benefits

Safety &

Workers’

Compensation

Staffing

Training &

Development

Culture

& Image

EEO/AA

Talent

Management

14

Uniting the silos

15

Higher-performing organizations (HPO) are

more effective at managing talent

Overall, to what extent is your organization

managing talent effectively?

16

What do HPOs include in talent management?

17

“It’s the manager’s responsibility

to manage the relationship with

each one of his or her employees.

HR is there to help managers be

the best managers of people they

can be.”

HR Must Help Managers Be Better

Karla Gehlen

EVP of HR

18

271 participants took the entire survey

175 were from organizations with 1,000 or more employees

Note: The data presented in this deck only represents this population; responses from companies below 1,000 employees were filtered out

145 were from Global or Multinational organizations

About the Survey

19

MPI: the extent to which various TM

practices and activities correlate (influence) market performance (market share, profitability, revenue growth, customer satisfaction)

Description of Correlations

Integration: the extent to which line managers’ involvement correlates

with the Design, Development and Execution of TM practices and activities

• Design and Develop: Correlation with line managers’ involvement

with only the Design and Development of TM activities

• Execution: Correlation with line managers’ involvement with only the

Execution of TM activities

20

Core Findings

21

High-performing companies are more than twice as likely to say that frontline managers are involved as partners in the design, development and execution of TM processes and services.

Line Manager Involvement in TM

22

Line Manager involvement in the Design, Development and

Execution of TM is highly correlated with Market Performance

0

10

20

30

40

50

60

Execution

Design & Development

22% 22%

52%

44%

Low Market Performers High Market Performers

23

Integration is the key

0 10 20 30 40 50 60 70

Our TM functions are plannedand executed as part of a single

overall TM strategy

Our TM strategies are createdto be an integral component of

enterprise-level businessstrategies

44%

52%

48%

65%

High Market Performers Low Market Performers

24

Unclear expectations

Not enough bandwidth

Lack of training

Lack of support from HR

Lack of accountability/metrics

Lack of incentives/rewards

Common Barriers to Involvement

25

Positioning Talent Management

010

20

30

40

50

60

70

80

Our TM strategy is abusiness issue, not just

an HR issue.Our TM strategy

ensures that we willhave the right people inplace to execute future

business strategy.

57%

36%

72%

58%


26

“I tell my team that if we are doing our

job properly, we put the HR function out

of work. One U.S. retail chain I know of

essentially has no HR department. They

have a corporate compensation function,

but hiring, development, employee

relations, etc., are vested with leaders and

people in the field.”

Putting HR Out of Business?

Larry McClure

SVP of HR

27

How Important is Mgr. Involvement?

57

62 62

81 81

73

82 82

87

91

50

60

70

80

90

Learning andtraining

High-potentialemployee

development

Leadershipdevelopment

Employeeengagement

Performancemanagement


28

There is a high correlation with market performance

when line managers are involved in 5 TM practices…

29

43

14 14 14

40

49

27

42

27

0

10

20

30

40

50

60

Learning andtraining

Employeeengagement

High-potentialemployee

development

Leadershipdevelopment

Career/employeedevelopment


1. Learning and training

2. Employee

engagement

3. High-potential

employee

development

4. Leadership

development

5. Career/employee

development

29

…but not these two

0

10

20

30

40

50

60

70

80

Compensation &Rewards Recruitment &

Selection

33

71

27

60


30

Another View

“In Hertz we found that full involvement of

frontline leaders in selecting the right staff

increases retention and performance significantly.

If one couples this with effective onboarding and

integration, frontline development shows its full

potential. Effective frontline management

involvement shows better business results at

Hertz, especially if frontline leaders act as

coaches, providing real-time, situational feedback.

In contrast, there is a lot of evidence at Hertz that

poor selection will, by definition, result in more

remedial training, which is pure waste.”

Karl-Heinz Oehler

VP, Global Talent

Management

Hertz

31

1. Conducting review of current talent utilization

2. Indentifying short and long term needs based on an understanding of the business strategy

3. Working with HR to manage and identify resource needs

4. Indentify future leaders within their part of the organization

5. Arrange for one-on-one coaching or mentoring 6. Maintaining data that can be used to inform staffing decisions

for key roles 7. Indentify critical succession issues or needs 8. Accept or release employees for development assignments

Specific areas of mgr. involvement that are correlated

with high performance organizations

32

“A raised bar for future business

partners will mean that those

professionals understand they must

engage managers differently,

asking such questions as, “can we

talk about what your business will

look like five years from now, what

effect will that have on the talent

you need and the skills they’ll

need? Let’s have a conversation

about where you’re going.”

Strategic Workforce Planning

EVP of HR

Financial Industry

33

Workforce Planning

0

5

10

15

20

25

30

35

40

45

50

Our workforce planning isdriven primarily by long-term business strategy,

not by short-termdemands for talent.

There is sufficientdialogue between HR/TM

and business leadersduring our strategicplanning process.

We have adequateability/resources withinour HR/TM organization

to link workforce planningwith business strategy.

14% 21%

21%

44%

42% 50%


35

“When we think of talent management

responsibilities for our frontline

managers, we primarily think of

employee engagement, retention,

attraction, reducing turnover, and

trying to provide a better work

environment.”

Case Study

Paul Humphries

EVP of HR

36

Global electronics manufacturer

More than 200,000 employees worldwide

Majority of employees are hourly manufacturing employees, such as operators, technicians, materials handlers

Frontline Manager Challenge: Engage and Retain Workers

Case Study

37

The Capability Acceleration Program:

Identified ten critical jobs in the organization and the necessary skills and competencies

Frontline managers determine the best ways to develop those skills – whether through online learning, classroom learning, or projects and assignments

Humphries says, “… through training, the cream does rise to the top”

Case Study

38

Counseling and services for frontline workers: Majority of Flextronics employees are hourly workers in lower-cost

regions (China, Brazil, Malaysia, Mexico, and Eastern Europe)

Reside in company-managed dormitories away from their families, and face a degree of monotony in their work

Related social, financial & quality-of-life issues affect performance

Supervisors are involved in developing counseling programs and providing related services to help reduce turnover and improve recruitment

These support services include online learning, self-improvement classes, Internet cafes, psychological counseling, talent shows and intramural sports

Case Study

39

Process Improvement Efforts: Hourly employees are involved in many Lean Sigma and Six Sigma

process-improvement efforts designed to reduce lead time, improve quality, and reduce non-value activities

Frontline supervisors are trained to manage in a more collaborative way through effective one-on-one conversations, group discussions, and problem-solving

Says Humphries, “We’ve been missing an opportunity to get the involvement of the direct employees. It’s a huge population, and it can create a real differentiator. If our employees can find ways to each save just one dollar a day, we can save around $60 to $70 million a year.”

Case Study

40

“If you look at every other

function that sits at the

executive table – whether it’s

sales, finance, marketing,

operations, etc. – they’ve done

a great job at using data

analysis to help run their

functions and justify their

approaches.”

The Importance of Data Analysis

Charles Piscitello

SVP and Chief People Officer

41

Next Practice?

0

5

10

15

20

25

We measure the impact ofinvestments in TM

services on businessmeasures

17% 25%


42

Highest Correlation in Study (.37)

0

10

20

30

40

50

60

We track key performanceindicators, as well as results, for all

of our TM processes.

14%

50%


43

“I think managers should be held

accountable for the success and

development of their people… If

you give managers control of

something they want control of

anyway and you make it easy for

them, it will work.”

Accountability Counts

Bob Morrissey

CHRO

44

Measurement Matters

010

2030

4050

60

We integrate both human capital metrics with businessmetrics to demonstrate the effective alignment between

TM functions and the strategies of the enterprise.

TM metrics are used for strategic business planningpurposes.

We employ human capital analytics to help answerspecific business-related questions.

Senior levels of management regularly review TMmetrics.

7%

14%

14%

29%

36%

36%

39%

56%


46

“The HR function provides a lot

of data but not information.

You’ve got to be able to provide

data, but also to tell people how

to use it to make educated

decisions. That’s information.

Business leaders want

information – they don’t want

more data.”

Lot of Data. Not Much Information.

Skip Spriggs

CHRO

47

Today vs. 5 Years From Now

Effectiveness Metrics: When HR translates data

into meaning, business results emerge

Currently

effective at doing

Expected effectiveness

in 5 years

Connecting human capital practices to organizational

performance 24% 55%

Identifying where talent has the greatest potential for strategic

impact 27% 60%

Supporting organizational change efforts 35% 66%

Contributing to decisions about business strategy and human

capital management 32% 61%

Using advanced data analysis and statistics 22% 56%

Providing high-quality (complete, timely, accessible) talent

measurements 27% 59%

48

“The ability to look at data and

determine what it reveals is an

amazing skill. It makes work

more interesting and creates

greater impact when you can

tell an effective story. Taking

complexity and making sense

of it is such a value.”

Storytelling is Critical

SVP of HR

Entertainment Industry

49

Lower-performers are often more likely to measure

tactical recruiting metrics than higher-performers

56%

50%

56%

82%

68%

45%

46%

57%

66%

59%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Percent of offers accepted

Acceptance rate of first offers

Cost to fill

Hiring cycle time

Number of recruiter requests

High Market Performers

Low Market Performers

50

Higher-performers are more likely to measure quality

of recruiting efforts than lower-performers

15%

19%

39%

43%

26%

61%

0% 10% 20% 30% 40% 50% 60% 70%

Employee referral rates by specific

segment

Cycle time to competency or full

productivity

Employee referral rates

High Market Performers

Low Market Performers

51

Quality of Hire Scorecard

53

Attrition Metrics – Tactical

Finding: When comparing large organizations (10,000+ employees), there is no significant difference between higher- and lower-performers’ likelihood of measuring tactical retention metrics.

54

Attrition Metrics – Strategic

Finding: When comparing large organizations (10,000+ employees) higher-performers are more likely to measure who is leaving the organization than lower performers.

55

Quality of Attrition Scorecard

56

Quality of Attrition Scorecard

58

Promotion Rate

Promotion Rate is defined as a change in job code and an increase in salary in the HRIS system of record including progression promotions, internal hires, development assignments

59

Internal Placement Rate

Internal Hire is defined as a current employee is selected for a role that was posted on an external job board

60

Quality of Movement Scorecard

61

How does our organization’s partnership between the business and the talent management function compare to the data in the survey?

How are we holding managers at all levels accountable for their roles in TM?

How are managers rewarded for these roles?

What metrics clearly show the impact of talent management on the business?

What’s in the way of engaging line managers in key talent management processes and activities?

Questions to get started…

63

411 First Avenue South , Suite 403

Seattle, WA, U.S.A. 98104

866-375-i4cp (4427)

For More Information: [email protected]

206.357.7667

© 2012 Institute for Corporate Productivity, Inc. Member companies may reproduce and distribute this file on an unlimited basis

to their employees for internal management purposes only. Nonemployees (including outside consultants) may not be given

copies of or access to i4cp’s reports, online services or conference materials.

64

Appendix:

Data Tables

65

Correlated with Market Performance Correlated with line manager’s involvement

with Design and Development Correlated with line manager’s

involvement with Execution

1 Conducting review of current talent utilization

Conducting review of current talent utilization

Working with HR to manage and identify resource needs

2

Creating career development plans for individual employees

Indentifying short and long term needs based on an understanding of the business strategy

Making sure compensation is aligned with business goals

3 Indentify future leaders within their part of the organization

Working with HR to manage and identify resource needs

Conducting review of current talent utilization

4

Verifying that training has achieved the desired outcomes

Maintaining data that can be used to inform staffing decisions for key roles


5 Arrange for one-on-one coaching or mentoring

Accept or release employees for development assignments


6 Providing one-on-one coaching and mentoring

Arrange for one-on-one coaching or mentoring

Indentify critical succession issues or needs

7

Maintaining data that can be used to inform staffing decisions for key roles

Distinguishing between average and top performers in both compensation and rewards

Making sure compensation is aligned with business goals

8 Accept or release employees for development assignments

Indentify critical succession issues or needs Maintaining data that can be used to inform staffing decisions for key roles

9

Providing appropriate development experiences for those with the potential to move into key roles

Indentify future leaders within their part of the organization

Indentify future leaders within their part of the organization

10 Participating in the delivery of key training activities

Ensuring line of sight between effort and company impact


Top 10 TM Activities

66

Involvement of line managers in various workforce planning

activities: Does and Should

80.0

13.3

84.6

38.5

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Working with HR to manage and identify

resource needs

Corr. With MPI

Corr. With Integration

Corr. With Design and

Develop

Corr. With Execution

.15 .45 .37 .47

HR Professionals Non-HR Professionals

87.0

34.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

72.7

18.2

0.0 20.0 40.0 60.0 80.0

Should

Does

67



73.3

6.7

89.7

28.2

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Conducting review of current talent

utilization

Corr. With MPI



Develop


.24 .45 .45 .39

80.0

21.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

81.8

22.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


68



60.0

13.3

82.1

25.6

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does



Corr. With MPI



Develop


.11 .41 .39 .38


73.9

21.7

0.0 20.0 40.0 60.0 80.0

Should

Does

77.7

36.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

69

Involvement of line managers in various recruitment &

selection activities: Does and Should

93.3

80.0

89.7

82.1

70.0 75.0 80.0 85.0 90.0 95.0

Should

Does


Selecting candidates

Corr. With MPI



Develop


.09 .20 .20 .17


91.3

76.5

65.0 70.0 75.0 80.0 85.0 90.0 95.0

Should

Does

90.9

72.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

70



86.7

60

87.2

61.5

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Defining the requirements of the

position

Corr. With MPI



Develop


.02 .25 .24 .23

HR Professionals

87.0

66.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

95.5

59.1

0.0 20.0 40.0 60.0 80.0 100.0 120.0

Should

Does

Non-HR Professionals

71



40.0

13.3

35.9

17.9

0.0 10.0 20.0 30.0 40.0 50.0

Should

Does


Sourcing candidates

Corr. With MPI



Develop


.09 .20 .20 .17


33.0

10.4

0.0 10.0 20.0 30.0 40.0

Should

Does

50.0

40.9

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Should

Does

72

Involvement of line managers in various performance

management activities: Does and Should

66.7

26.7

89.7

53.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Collecting data for performance evaluations

Corr. With MPI



Develop


.17 .24 .22 .24


88.7

52.2

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

77.3

63.6

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

73



93.3

60

94.9

66.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Developing performance goals with measurable

outcomes

Corr. With MPI



Develop


.14 .27 .23 .27


93.9

58.3

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

86.4

54.5

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

74



93.3

66.7

100.0

82.1

0.0 20.0 40.0 60.0 80.0 100.0 120.0

Should

Does


Conducting performance reviews

Corr. With MPI



Develop


.06 .15 .08 .20


98.3

82.6

70.0 75.0 80.0 85.0 90.0 95.0 100.0

Should

Does

86.4

81.8

78.0 80.0 82.0 84.0 86.0 88.0

Should

Does

75



86.7

46.7

89.7

53.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Developing performance

improvement plans

Corr. With MPI



Develop


.06 .25 .25 .23


94.8

54.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

81.8

63.6

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

76

Involvement of line managers in various career/employee

development activities: Does and Should

57.1

21.4

75.7

27

0.0 20.0 40.0 60.0 80.0

Should

Does


Creating career development plans for individual employees

Corr. With MPI



Develop


.24 .28 .30 .23


69.7

17.4

0.0 20.0 40.0 60.0 80.0

Should

Does

55.0

25

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Should

Does

77



85.7

21.4

94.6

37.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Providing one-on-one coaching and

mentoring

Corr. With MPI



Develop


.21 .29 .30 .24


91.7

19.3

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

88.0

55

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

78



78.6

21.4

89.2

29.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Monitoring progress of individual development plans (more than once

or twice a years at performance appraisals)

Corr. With MPI



Develop


.16 .27 .30 .22


89.0

16.5

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

80.0

45.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

79



92.9

7.1

78.4

21.6

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Identify and recommend rotational or cross-

training assignments

Corr. With MPI



Develop


.13 .20 .22 .15


76.1

10.1

0.0 20.0 40.0 60.0 80.0

Should

Does

80.0

30.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

80

Involvement of line managers in various succession planning


92.9

21.4

91.9

32.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Providing appropriate development

experiences for those with the potential to move into key roles

Corr. With MPI



Develop


.19 .33 .30 .31


82.6

17.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

75.0

40.0

0.0 20.0 40.0 60.0 80.0

Should

Does

81



35.7

7.1

64.9

32.4

0.0 20.0 40.0 60.0 80.0

Should

Does


Maintaining data that can be used to inform staffing decisions for

key roles

Corr. With MPI



Develop


.21 .37 .36 .35


55.0

12.8

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Should

Does

70.0

35.0

0.0 20.0 40.0 60.0 80.0

Should

Does

82



78.6

14.3

70.3

27

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Indentify critical succession issues or

needs

Corr. With MPI



Develop


.16 .37 .32 .37


74.3

14.7

0.0 20.0 40.0 60.0 80.0

Should

Does

75.0

30.0

0.0 20.0 40.0 60.0 80.0

Should

Does

83

Involvement of line managers in various learning & training


78.6

0.0

78.4

29.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Verifying that training has achieved the desired

outcomes

Corr. With MPI



Develop


.22 .12 .19 .03


80.7

10.1

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

70.0

45.0

0.0 20.0 40.0 60.0 80.0

Should

Does

84



64.3

14.3

70.3

35.1

0.0 20.0 40.0 60.0 80.0

Should

Does


Monitoring training completion and

compliance needs of individual employees

Corr. With MPI



Develop


.15 .05 .09 .02


68.8

19.3

0.0 20.0 40.0 60.0 80.0

Should

Does

65.0

45.0

0.0 20.0 40.0 60.0 80.0

Should

Does

85



42.9

7.1

54.1

24.3

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Should

Does


Participating in the delivery of key training

activities

Corr. With MPI



Develop


.19 .16 .19 .10


52.3

9.2

0.0 10.0 20.0 30.0 40.0 50.0 60.0

Should

Does

45.0

40.0

36.0 38.0 40.0 42.0 44.0 46.0

Should

Does

86



92.9

21.4

75.7

40.5

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Providing input into training needs

Corr. With MPI



Develop


.12 .02 .02 .02


80.7

25.7

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

85.0

40.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

87

Involvement of line managers in various leadership & high-

potential development activities: Does and Should

78.6

28.6

75.7

37.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does



Corr. With MPI



Develop


.20 .38 .36 .37


74.1

27.8

0.0 20.0 40.0 60.0 80.0

Should

Does

90.0

40.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

88



71.4

7.1

83.8

35.1

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Indentify future leaders within their

part of the organization

Corr. With MPI



Develop


.23 .34 .31 .32


75.0

25.0

0.0 20.0 40.0 60.0 80.0

Should

Does

70.0

30.0

0.0 20.0 40.0 60.0 80.0

Should

Does

89



57.1

7.1

75.7

16.2

0.0 20.0 40.0 60.0 80.0

Should

Does



Corr. With MPI



Develop


.22 .36 .35 .32


64.8

5.6

0.0 20.0 40.0 60.0 80.0

Should

Does

65.0

25.0

0.0 20.0 40.0 60.0 80.0

Should

Does

90

Involvement of line managers in various compensation &

rewards activities: Does and Should

92.9

42.9

83.8

54.1

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Distinguishing between average and top

performers in both compensation and

rewards

Corr. With MPI



Develop


.15 .39 .34 .40


88.0

47.3

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

90.0

35.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

91



64.3

21.4

59.5

21.6

0.0 20.0 40.0 60.0 80.0

Should

Does


Making sure compensation is aligned

with business goals

Corr. With MPI



Develop


.04 .32 .25 .36


62.0

18.5

0.0 20.0 40.0 60.0 80.0

Should

Does

80.0

20.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

92



92.9

50

89.2

51.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Providing recognition for good performance

Corr. With MPI



Develop


.03 .29 .22 .32


92.6

44.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

95.0

45.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

93

Involvement of line managers in various engagement


100.0

35.7

89.2

43.2

0.0 20.0 40.0 60.0 80.0 100.0 120.0

Should

Does


Ensuring line of sight between effort and

company impact

Corr. With MPI



Develop


.13 .31 .31 .28


88.9

30.6

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

85.0

35.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

94



64.3

14.3

83.8

32.4

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Involving employees in departmental decisions

that effect them

Corr. With MPI



Develop


.14 .21 .29 .30


81.5

25.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

75.0

40.0

0.0 20.0 40.0 60.0 80.0

Should

Does

95



100.0

42.9

81.1

24.3

0.0 20.0 40.0 60.0 80.0 100.0 120.0

Should

Does


Meeting regularly with employees to monitor

work satisfaction

Corr. With MPI



Develop


.12 .24 .25 .21


88.9

27.8

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

85.0

30.0

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

96



92.9

21.4

81.1

27

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does


Linking the employees interest with work

assignments

Corr. With MPI



Develop


.04 .17 .18 .13


83.3

24.1

0.0 20.0 40.0 60.0 80.0 100.0

Should

Does

75.0

35.0

0.0 20.0 40.0 60.0 80.0

Should

Does

97

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