Building a Human Capital, Competency-Based, Systems Solution for Bottom-Line Results

Transcription

1 Real-time Resources for Developing Leadership Competency Building a Human Capital, Competency-Based, Systems Solution for Bottom-Line Results

2 Our feedback from our internal HR Colleagues Need for budget-friendly solutions? HR being more stretched (under-resourced and greater expectations/needs) than ever before Need for greater influence within whole organization Sense of urgency Diane Foster & Associates 2012 All Rights Reserved 2 2

3 Orientation: Working With Core Competencies Understanding of SKL Competency Model Case Studies of Use as a Systems Approach Application Considerations Implementation Planning Questions/Discussion Diane Foster & Associates All rights reserved 3 3

4 TOP 10 CRITICAL ISSUES OF 2010 TOP 10 CRITICAL ISSUES OF Leadership development 2. Managing/coping with change 3. Succession planning 4. Talent management 5. Strategy execution/alignment 6. Measuring/rewarding results 7. Performance management 8. Knowledge retention 9. Workforce planning 10. Engagement 1. Leadership development 2. Succession planning 3. Strategy execution/alignment 4. Managing/coping with change 5. Talent management 6. Innovation and Creativity 7. Performance Management 8. Knowledge Retention 9. Engagement 10. Coaching From a study done by The Institute for Corporate Productivity 4

5 TOP 5 CRITICAL ISSUES OF 2012 For High Performers TOP 10 CRITICAL ISSUES OF 2012 For Low Performers 1. Leadership development 2. Succession planning 3. Managing/coping with change 4. Talent management 5. Learning and Development 1. Managing/coping with change 2. Leadership development 3. Managing organizational change 4. Performance Management 5. Engagement From a study done by The Institute for Corporate Productivity 5

6 CEOs are realizing that they can talk about execution all they want, but you need a depth of top quality and dedicated talent to pull it off. If you boil it down to its basics, execution is about people, and companies are incorporating the talent side the human side of execution into their overall business strategy. Inside the Mind of the CEO, The Conference Board DFA/TFG, All rights reserved 6

7 Currently our turnover rate of 20% is 5% worse than our industry average. At a replacement cost of $150,000 per employee, we are spending $18.75 million more than our competition. What could we do with an additional $18.75 million that would delight our customer? 7

8 High Mission Impact Low Profitability P R O F I T A B I L I T Y Low Mission Impact Low Profitability I M P A C T High Mission Impact High Profitability P R O F I T A B I L I T Y Low Mission Impact High Profitability Diane Foster & Associates All rights reserved 8 8

9 What is a Core Leadership Competency? A Success-Factor defined in behavior-based terms An individual s demonstrated knowledge and skills performed to a specific standard within a job context. Defines what employees must know and do to perform their jobs. Diane Foster & Associates 2012 All Rights Reserved 9 9

10 Your One Stop Self-Study HR Human Capital Solution PERFORMANCE MANAGEMENT RECRUITING/ HIRING SUCCESSION PLANNING SHARED CLARITY ON CORE COMPETENCIES LEADERSHIP DEVELOPMENT CAREER DEVELOPMENT IMPLEMENTING A COACHING CULTURE

11 CORE Core HR/Leaders Recruiting/ Performance Leadership Succession Career Competencies as Coach Hiring Management Development Planning Development

12 Core Competencies

13 Core Competencies HR/Leaders as Coach

14 CORE COMPETENCY DEFINITION FOR COACHING Facilitates the client's or employee's learning process by using professional methods and techniques to help the client to improve what is obstructive and nurture what is effective, in order to reach the client's goals. It is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. Supports improvement of their performance, particularly through listening, inquiry, and observation. Able to customize approach to individual needs. Seeks to elicit solutions and strategies from individual; believes in their natural creativity and resourcefulness. Builds capacity in each individual or team through providing support to enhance the skills, resources, and creativity that is already there. Models emotional intelligence and awareness to build trust and to reduce fears and anxieties about threats to competence, purpose, and status. Works effectively with communication and teases out the facts from a conversation. Lays out options objectively and non-judgmentally. Diane Foster & Associates All rights reserved 14 14

15 Insure that you have an engine to drive the leadership competency model, using a coach approach Are your HR Professionals Able to Model Great Coaching? Are Your Leaders Working as Coaches With Direct Reports, Peers, and Customers? Key=make sure that everyone knows your Core Competencies and how to develop these.

16 Step 1 Establish Focus C U R R E N T R E A L I T Y Step 2 Discover Possibilities Step 3 Plan the Action Step 4 Remove Barriers Coaching Through the Gap COACHING SKILLS Contextual Listening Discovery Questioning Messaging Acknowledging T H E G O A L Step 5 Recap

17 Core Competencies HR/Leaders as Coach Recruiting/ Hiring

18 Insure your Core Competency needs are matched against the abilities of candidates. Be clearer on Competencies that need replacing during restructuring or change Describe your leadership/management needs for recruiting in terms that are consistent with performance management, succession planning and career development objectives. Easily develop your behavioral interviews for selection from SKL competency definitions. Discriminate between average and GREAT candidates relative to your Core Competencies

19 Organizations that start by investing in an individual s natural talent and then add the pertinent knowledge and skills experience a much greater return on every hour and dollar they spend developing people. From Gallup Poll Results

20 Core Competencies CORE HR/Leaders as Coach HR as Coach Recruiting/ Hiring Performance Management

21 In setting performance expectations can leaders refer to your core competencies? Are they able to resource competency challenges by referring the employee to that SKL Competency unit for suggestions to improve, or understand it better by reading about it or visiting the Video Insights section? Insure that all Leaders can Use SKL Competency Definitions for Writing clear Performance Reviews

22 Core Competencies CORE Leadership HR/Leaders Recruiting/ Performance as Coach Hiring Management Development

23 Designed as skill-builders to be used behind a 360 or good performance reviews, HR Leader/Coaches: Support Development Plans with SKL units Send the digital SKL whole package to anyone in organization for self-study Coach on a competency and then support leader to customize a skill-building activity in a coaching session Hand it off as a self-study unit to be digested between coaching sessions or reviews. Use the SKL units for dialogue in Group Coaching or Action-Learning sessions.

24 Core Competencies CORE Succession HR/Leaders Recruiting/ Performance Leadership as Coach Hiring Management Development Planning

25 Competencies for leaders not aligned with business objectives and strategies The organization has conducted a retention risk analysis, a process of estimating the projected departure dates for each individual in the workforce or work group, for reasons of retirement or otherwise. The organization has no way to respond quickly to sudden, surprise losses of key talent. The time it takes to fill positions what is called the time-to-fill metric is unknown or is perceived by managers to be too long. Managers at one or many levels complain that they have trouble finding people ready for promotion or else have trouble finding people who are willing to accept promotions as vacancies occur. Workers complain that promotion decisions are made unfairly or capriciously. Women, minorities, and other groups protected by law are not adequately represented at various levels and in various functions throughout the organization. Critical turnover that is, the percentage of high potential workers leaving is higher than the number of fully successful (average) workers leaving.

26 The Best Succession Plans Start with the Business Plan and Your Core Competencies Succession planning, focuses on developing people rather than merely naming them as replacements. Its goal is to build deep bench strength throughout the organization You want to focus on leadership development experiences before results are needed. Use your core competencies to assess workforce skills

27 Core Competencies CORE Career HR/Leaders Recruiting/ Performance Leadership Succession as Coach Hiring Management Development Planning Development

28 The Average year old employee stays with one employer only 1.8 years A 2.4% unemployment rate on the job market for those who hold post-graduate degrees= need to attract the best and the brightest and know what they can do for your organization relative to your core competencies As the recession lifts, employers can not count on greater employee tenure. Offering Career Development gives you a greater chance of being considered an Employer of Choice

29 CORE Core HR/Leaders Recruiting/ Performance Leadership Succession Career Competencies as Coach Hiring Management Development Planning Development

30 Customizable to Your Organization s Current Leadership Programs Affordable Updated 2012 SKL will support and increase leverage of its previous purchase and use at Your Organization New Self-study Emphasis all employees can learn at their own pace system or be coached by HR Reps or their boss. Easy to apply to real-life Your Organization situations around the Globe Promotes a Coaching Culture : HR Reps can model adopting a coaching culture for support while developing their own leadership Supports a stronger Business Partner Role for HR Diane Foster & Associates 2012 All Rights Reserved 30

31 Identify Core Leadership Competencies Assesses HR and Org Leaders Readiness for Systems Solution in Human Capital Development Mentor Coaching of HR and Executives on Use of Skill Units by a Certified Master Coach Provides Consultation on Linking Assessment to Measure Development Results Can introduce a Customized Corporate Coaching Clinic to Drive Your Implementation Consultation/Mentoring on Links to Succession Planning and Career Development by saavy, experienced professional 31

32 Potential Implementation Steps: Step 1 - Needs-Analysis Step 2 - Consultation for design of Implementation Step 3 - Facilitated Session to Identify Your Core-Competencies or Marry Yours to the SKL Step 4 - Train the Trainer-Coaching Clinics for Leaders and HR Staff (in-person or web-based) Step 5 Webinar Trainings on Core SKL Competencies Diane Foster & Associates 2012 All Rights Reserved 32

33 Doubled Productivity in Business Units at US Department of Labor Made Front Page of Wall Street Journal with Leadership/Coaching Program for Contracting/Engineering and Development Co. Movement of 65 technical individuals to leadership roles completed for a Fortune 50 high tech company after a merger

34 Profiling and leadership coaching for competency development for top 16 leaders of a financial services organization to support the pending business redesign Coaching and development for utility leaders to support movement into a competitive business environment for the first time Competency Development for 75 Selected Leaders of National Performing Arts Organizations Used with hundreds, perhaps thousands of leaders in every industry, and sector

35 Assuring all hired individuals can function successfully in their roles as both leaders and individual contributors. Administering all Human Systems for Alignment. Attracting, Retaining and Promoting the best and brightest. Administering Performance Management consistently and with ease. Administering Succession Planning successfully. New PR for Career Development support Leveraging internal Human Resources strengths. Builds a Coaching Culture 35 Diane Foster & Associates 2012 All Rights Reserved 35

36 More Product viewing? (all on call will receive a complimentary electronic copy of a SKL unit if you let me know.) More Understanding? Sign-up for our Newsletter on our site Friend and Like our new Facebook business page to forward announcements to those you work with and support Diane Foster & Associates 2012 All Rights Reserved 36

37 Call my office at By September 15th Pricing structure is by head-count, so I will need to discuss a fee with you. I will honor this offer through this date, but need to hear from you right away as we want to work to support your implementation, and need to watch resource allocation. External coaches and consultants should get in touch with their potential clients for a review of this ASAP. Diane Foster & Associates 2012 All Rights Reserved 37

38 Diane Foster, MCC, MA Career Development, has over 30 years of broad experience as an internal and external organization and career development executive coach and consultant. Her expertise has been focused in the areas of leadership and team development, strategic planning, organizational change, influence and communication. Diane has partnered with HR colleagues in domestic and international organizations in the manufacturing, high tech, health care, bio-tech, education, retail, government and financial sectors. DFA/TFG, All rights reserved 38

39 Call: DFA at diane-foster.com/ For a full review of the 2012 Skill Kit for Leaders Program Go to the What s Happening bucket to pick up: The published paper on Bottom Line Results Through a Leadership Coaching Program Other great articles relating to our work http: // Go here to take samples of some of our substantive career assessment tools. Diane Foster & Associates 2012 All Rights Reserved 39