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Strategic Employee Development
Craig S. Juengling, PCCTheE2Coach.com
301-502-5005 cell
225-757-1559 office
1
Strategic EmployeeDevelopment (SED)
Agenda
Why… beyond the obvious
Identifying the Gaps
Goal Setting
Strategies and
Tactics of SED
Drafting the IDP
Copyright Juengling & Associates, LLC 2014; All rights reserved
2
Why, beyond the obvious…
Compelling megatrends and population shifts
Copyright Juengling & Associates, LLC 2014; All rights reserved
3
Why, beyond the obvious…
Compelling megatrends and population shifts
Succession planning imperatives
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4
Why, beyond the obvious…
Compelling megatrends and population shifts
Succession planning imperatives
Employee engagement*•Management sincerely interested in employee well-being•Organization’s reputation in the community
•Improved my skills and capabilities over the last year•Appropriate amount of decision-making authority to do my job well•Organization quickly resolves external customers’ concerns
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5*Towers Watson
Absenteeism -37% Customer +10%
High Turnover Org -25% Productivity +21%
Low Turnover Org -65% PROFITS +22%
Shrinkage -28%
Safety/Incidents -48%
Pt. Safety Incidents -41%
Quality (Defects) -41%
Difference between Top and Bottom Quartile
Gallup Consulting: State of the American Workplace 2012
Engagement Critical Outcomes
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6
Why, beyond the obvious…
Compelling megatrends and population shifts
Succession planning imperatives
Employee engagement
Safety, regulations and compliance
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7
Why, beyond the obvious…
Compelling megatrends and population shifts
Succession planning imperatives
Employee engagement
Safety, regulations and compliance
Improved outcomes
and results
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8
Strategic Employee Development (SED)
70 - 20 - 10 Rule*
*Centers for Creative Leadership The Lessons of Experience
70% on the job20% relationships + feedback (boss)10% formal training opportunities
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9
Strategic Employee Development (SED)
70 - 20 - 10 Rule*
Where do you invest?Formal
Feedback
On the JobOR
Formal
Feedback
On the Job10
Strategic Employee Development (SED)
70 - 20 - 10 Rule*
*Centers for Creative Leadership The lessons of Experience
Where and howshould you invest?
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11
STRATEGIC EMPLOYEE DEVELOPMENT
Create the Path
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12
Create the PathAlice: Would you tell me, please, which way I ought to go from here?The Cat: That depends a good deal on where you want to get toAlice: I don't much care where.The Cat: Then it doesn't much matter which way you go.
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13
Identify the Gaps
Evaluation against core competencies
Tools to use
Tomorrow’s leaders: spend wisely –
use the 9 Box
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14
Core Competencies*
Individual Contributor
Manager
Leader/Executive
*Lominger, CCL, Employee Development by H. Azulay
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15
Individual Contributor
Initiative and action oriented
Creativity
Decision quality
Functional/Technical skills
Team capability
Influencing
Peer relationships
Task Management
Problem Solving
Drive for results
Following direction
Learning capacity
Organizing and planning
Standing Alone
*Lominger, CCL, Profiles, etc
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Manager
Initiative and action oriented
Command skillsConflict managementCreativity and innovationDecision quality and
timelinessCustomer orientation Functional/Technical skills Influencing Systems thinking
Integrity and TrustTeam capability and
leadershipDrive for resultsManagerial CourageOrganizing, planning and
time management Self-development +
learningMotivating othersBoss and peer
relationships
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17
Leader and Executive
Initiative and action oriented Command skills Conflict management Creativity, innovation and change Decision quality and timeliness Customer orientation Functional/Technical skills Influencing Systems thinking and business
acumen Dealing with ambiguity Strategic thinking Setting organizational priorities Inspiring; Vision and Purpose Developing Others
Integrity and Trust Team capability and leadership Drive for results Managerial Courage Organizing, planning and time
management Self-development + learning Motivating others Boss and peer relationships Negotiating Political Savvy and organizational
awareness Listening and communication Goal setting; stretch
BOLD = HBR; Are the Best People Promoted?Underline= additions from Manager’s competencies 18
Tools to Measure the Gap
Self Assessment
Performance evaluations… maybe?
Assessments
o Hogan Emotional Intelligence
o DISC Etc.
o Birkman
360 evaluations...
but done correctly
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19
Why 9 Box?Tool to focus development discussion
Often used in group setting; dynamic discussion of candidates
Axis may vary slightly
Part of a larger process
Can be used by individual
managers
Can reduce subjectivity and
bias… used correctly
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20
9 Box Definitions*
3 2 1
EnigmaHigh potential to advance although underperforming
Growth EmployeesDemonstrates high potential
to advance; valued talent
Future LeadersHighest Potentials; Ready
for next level assignment or more responsibility
A
DilemmaCurrently underperforming
but puts in great effort
Core EmployeesDelivers predictable and
valued results
High Impact Performers
Demonstrates strong performance skills; Has
future potential for more responsibility
B
Under PerformersHas reached job potential and is underperforming
Effective Performers
Specialized or expert talent
SpecialistsExpert Talent in functional
area of expertise
C
Cu
ltu
re
Performance
Shaping the culture
Cultural Norm
Culturally holding us back
*Stuller, Inc.21
Talent Management- 9 Box Grid Assessment
3 2 1
Enigma Growth Employees
Future LeadersA
Dilemma Core Employees High Impact Performers
B
UnderPerformers
Effective Performers
SpecialistsC
Performance
Cu
ltu
re (
Val
ue
s an
d B
eh
avio
rs)
Highest Potential-
“Leaders of Tomorrow”
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22
9 Box- Potential Actions/ Outcomes3 2 1
EnigmaJob assessment- may be in
wrong job; may need intervention
Growth EmployeesChallenge, reward, recognize
and develop
Future LeadersReward, recognize,
promote and develop
A
DilemmaProvide performance
coaching
Core EmployeesMotivate, engage and
reward
High Impact Performers
Challenge, reward, grow and motivate
B
Under PerformersPerformance manage or
exit
Effective Performers
Engage, focus and motivate
SpecialistsRetain, reward and use to
help develop others
C
Performance
Cu
ltu
re
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23
STRATEGIC EMPLOYEE DEVELOPMENT
Goal Setting
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24
Easy Frame of Reference
“What do I want my resumeto look like in two to five years?
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25
Goal Setting
Try to make it objective
Goal should be framed as a positive
Narrow the focus and be realistic
Knowledge; doesn’t know
something
Skill; can’t do something
Attitude; doesn’t agree
with something
Personal Trait; can’t be
something
Which is the hardest to change?
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26
Development Needs
Knowledge; doesn’t know
something
Skill; can’t do something
Attitude; doesn’t agree
with something
Personal Trait; can’t be
something
Easiest toChange
Hardest toChange
Doesn’t know:•Strategy•Culture•Budget process
Can’t:•Set priorities•Handle conflict•Drive accountability
Won’t:•Agree w/ strategy•Company policy•Values
Can’t:•Be strategic•Accept change•Be EQ•Be selfless
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27
STRATEGIC EMPLOYEE DEVELOPMENT
Strategies and Tactics of SED
Formal
Feedback
On the Job
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28
3 Phases of the Journey
1
• DISCOVERY
• Awareness, Acceptance, Grasping the Impact
2
• DEVELOPMENT
• Desire, Understanding, Capacity, Engaging
3
• DEMONSTRATION
• Practice, Seeking/Accepting Feedback, Exhibit
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29
10% - Formal Training Opportunities
Formal
Feedback
On the Job
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30
10% - Formal Training Opportunities
Conferences, Symposiums, Workshops,
Training, Continuing or Executive Ed, etc.o Unless practiced, minimal retention in six months
o Ask attendee to present and teach others
o Require routine use of the new
“learning”, i.e. demonstrate
the learning
o Great way to build your network
o Do we overdo it? Why?
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31
10% - Formal Training Opportunities
Degrees or Advanced Degrees; Certifications
oRequested or required?
oHuge time commitment, including the employer
oFuture executives and leaders only?
oWho’s buying?
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32
Formal
Feedback
On the Job
20% Relationships + Feedback
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33
Mentee; Company Sponsored?
o The Boss? Maybe, maybe not
o Structured
o Training and expectations
o Inside and outside your co.
o Used for various purposes
oMentees are twice as likely
to get promoted*
20% Relationships + Feedback
*Dr. Ellen F Eland; George Mason University
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34
Networking
o Collaboration and influence
o Internal networks
o External networks
o Builds visibility
o Relationships matter
o Learning becomes more informal
o Comfortable “push” to new content
o You must be intentional and have a plan
20% Relationships + Feedback
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35
Coaching
o Internal vs. External?
o Executives need
Executive Coaches
o Documented ROI
o 3 “ingredients” required for success
o Developmental or remedial
o Your speaker’s personal favorite…
20% Relationships + Feedback
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36
Educate
Remediate Motivate
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Coaching Client Quadrant
LOW
HIGH
HIGH
Knowledge and Technical Expertise
Ab
ility
to
Ch
ange
an
d G
row
37
Top 5 Areas of Improvementwith Executive Coaching
• People Management: 90%*
• Relationships with Other Managers: 79%*
• Goal Setting and Prioritization: 88%*
• Productivity and Engagement: 78%*
• Communications: 68%*
Kombarakaran et al, (2008) Executive Coaching: It works!
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38
Formal
Feedback
On the Job
70% On The Job and Structured*
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39
Become a Mentoro Volunteers only
o Structured
o Training and expectations
are a must
o Willing to commit long term
o Selflessness required
o Confidentiality is crucial
o Not the direct report?
70% On The Job
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40
Volunteering in the Communityo Givers gain philosophy; be “selfish
and selfless”
o Seek challenges unlike yours at work
o Different business model for your
development and growth
o Choose different industry
o Be very active on a Board
o Great way to build external network
70% On The Job
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41
“Field Trips”o “Similar” companies, competitors or “themes”
o “Plagiarize” ruthlessly? Learn from their learning
o Position yourself to learn and “ask advice”
o Set agenda before; what do
you want to learn from them?
o Explore their mistakes too
o Candidate to report back
o Build your network!
70% On The Job
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42
Company Sponsored Trainingo Use staff as faculty, carefullyo Be deliberate with your executives;
teaching not chest beatingo Your “real world” vs.
outsider’s view/perspectiveo Do you have sufficient internal
experts?o No company propagandao Powerful potential tie to
Mission, Vision and Values
70% On The Job
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43
Job Shadowing
o Rounding someone out;
not preparing for that job
o More than just watching
o Time limited; hours or days?
o Determine desired learning
o Structured with goals
o “Shadowed” employee must buy-in and be prepared
70% On The Job
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44
Reading/Book Study Groupso Led by a credible source
schooled in facilitating
o Intentional; how are books
chosen?
o Intentional; what is desired
learning from the book?
o Must be a safe environment to talk
o What about the hard discussions?
70% On The Job
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45
Cross Functional Teamso Be intentional; what is the desired
skill to be learned?
o Tactical or strategic?
o Usually temporary; ad hoc
o Improved problem solving skills
or expanding knowledge base
o Collaboration/network building
o Visibility
o One of the most powerful
tools in your tool box
70% On The Job
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46
Stretch Assignmentso Early in career is better
o Not in isolation; don’t leave them alone
o Longer term, not ad hoc teams and not always a new job
o If well done: confidence building
o Demonstration of skill, not just awareness
o Be intentional; what is
desired outcome?
o Not for everyone
70% On The Job
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47
Lateral strategic job moves
o Different from stretch assignments
o Manage the message; this is not
up or down
o Round ‘em out
o Easier w/ large employers
o Regenerating/rejuvenating
o Usually part of a longer journey
70% On The Job
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48
Games/Contests and Competitive Events
o Creative and interactive
o Board games, computer simulation, cards, puzzles
o Convey just about anything; what’s the desired learning?
o Collateral benefits: team building and collaboration
o Make it FUN!
o Not volleyball
70% On The Job
49
The Future is Now
e Learning or Social Learning
oRequested or required?
oSelf-disciplined learners
oNot just for millennials anymore
oRemote learning
oSynchronous or asynchronous
oNumerous “venues”
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50
e Learning
Linear Learningo Computer based, self-paced
o Assessments at conclusion to test learning
o Basic to stimulating
o Very costly to customize
o Little human interaction
o Additive to other options
o Best for static process
learning
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51
e Learning
Collaborative Learning
o aka “e Learning 2.0”
o Multiple participants possible
o Can be highly interactive
o Classroom 2.0 – connect
multiple locations
o Intranets and company blogs
o Generational challenges?
o Appropriate for workplace?
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52
STRATEGIC EMPLOYEE DEVELOPMENT
Drafting the IDP
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53
Don’t “Overthink” It
Action Items
Time Lines
Support/Resources
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54
3 Phases of the Journey
1
• DISCOVERY
• Awareness, Acceptance, Grasping the Impact
2
• DEVELOPMENT
• Desire, Understanding, Capacity, Engaging
3
• DEMONSTRATION
• Practice, Seeking/Accepting Feedback, Exhibit
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55
Drafting the IDP
Action Items (lots of overlap):o How to change or adopt a behavior Patience, Composure, Approachability, Motivating
Others, Listening, Professionalism, Trustworthiness
o How to understand and learn a processConflict Management, Problem Solving, Fairness,
Confronting Direct Reports
o How to gain knowledge AND demonstrate itDecision Making, Building Effective Teams, Time
Management, Managing Change
*Example CompetenciesCopyright Juengling & Associates, LLC 2014; All rights reserved
56
Drafting the IDPSupport and Resources
o Review the Strategies and Tactics of SED o HR buy-in and supporto Budgeto Supervisor sign offo Colleagues, peers and direct reportso Internet, blogs, Harvard Business Review, etco Books
EMPLOYEES MUST TAKE RESPONSIBILITY AND ACCEPT
ACCOUNTABILITY FOR THEIR IDPCopyright Juengling & Associates, LLC 2014;
All rights reserved57
Thank You!
Craig S. Juengling, PCCTheE2Coach.com
301-502-5005 cell
225-757-1559 office58