Wabash Associates, LLC Wabash Associates, LLC Optimizing Talent.

Wabash Associates, LLC Optimizing Talent

A Framework for Aligning

Talent to Strategic Outcomes

Wabash Associates, LLC Keys to Success

Every Business/Organization Needs Four Types of Plans that are linked and aligned:

Financial Plan: outlining the details of the margins, segments, revenue projections, etc.

Strategic Plan: defining go-to-market approaches, competitive environment, future market opportunities, new products/service, and a value proposition.

Marketing Plan: covering market segments of customers, buying trends, future needs.

Talent Plan: outlining competencies for current and future business/organization requirements, analytics for performance, and impact & return on investment (ROI) of people plans

Wabash Associates, LLC The Talent Optimization

Framework™

Key Enablers

Leadership

Culture

The Talent Management SystemResults

The Best Talent

Improved Business Outcomes

Improved Diversity Of Talent

Lower Costs

Strategic Alignment

Talent Assessment

Performance Management

Learning &Development

Talent Data Analytics

HR Capacity

Copyright © 2011 by Information Age PublishingAll rights of reproduction in any form reserved. Reproduced with permission from the Author, Linda Sharkey.

Wabash Associates, LLC Key Enablers

LeadershipThe art and science of motivating by engaging people’s hearts and minds to deliver what you know needs to be accomplished. Effective leaders want an impact that is GOAL-FOCUSED, HUMANISTIC, AND COLLBORATIVE IN NATURE.

Key Enablers

Vision/Mission/Values

Thoughts/Emotions

Actions/Behaviors

BULL’S EYE EXERCISE

Experiences

Beliefs/Values

Decisions

Actions/Behaviors

Leadership

LEADERSHIP IMPACT

Wabash Associates, LLC Leadership Strategies

Prescriptive Leadership

Guide Or Direct The Activities Of Others Toward Goals, Opportunities, And Methods

Provides People With:

• A Direction To Channel Their Efforts

• Models Regarding How Things Should Be

• Positive Reinforcement To Encourage The Repetition Of Desired Behaviors

• A Set Of Parameters Specifying Their Sphere Off Influence

Restrictive Leadership

Constrain or prohibit activities and behaviors with respect to Goals, Opportunities, And

Methods

• Directions That Should Not Be Pursued

• Models Regarding Behaviors They Should Avoid

• Negative Feedback To Discourage The Repetition Of Undesired Behaviors

• A Set Of Parameters Limiting Their Sphere Of Influence

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2014 by Human Synergistics International. All Rights Reserved.

Wabash Associates, LLC

Climate

“The way things are around here.”

• Climate is perceptual: What people sense and perceive.

• Through perceptions we form an understanding of “how

things are” (present) or “how things have been” (past)

around here.

• Climate includes members’ perceptions of systems (e.g.,

reward systems), structures (e.g., distribution of

influence), and technology (e.g., the design of their jobs).

• It also reflects outcomes of the culture such as

engagement, teamwork, and perceived quality.

“The way we are expected to do things around here.”

• Culture is cognitive: what people believe and know.

• It reflects shared values (what is important) and beliefs

(how things work).

• It encompasses norms and expectations that influence

the way members of the organization think and behave.

• However, norms and expectations (Current Culture) are

not always in alignment with shared values (Ideal

Culture).

Culture

Does the organization have a culture that supports talent development and sharing of talent?Culture


Wabash Associates, LLC Which Should Leaders

Focus On? “Both” Many leaders focus exclusively on managing or changing

climate. Both climate and culture influence performance and

effectiveness. Culture tends to be a more reliable predictor of behavior and

performance than climate. Employees act on culture, and the culture is shaped and

reinforced by the climate. Climate dimensions therefore need to be driven by values to

bring cultural norms into alignment with the Ideal Culture.


Wabash Associates, LLC Why?

Climate leads to Culture leads to Outcomes

Positive Climate(e.g., use of rewards)

Constructive Culture Productive Behavior High Performance Long-term Effectiveness

Mixed Climate(e.g., use of rewards and punishment)

Aggressive/Defensive Culture

Counterproductive BehaviorMixed PerformanceLong-term Ineffectiveness

Negative Climate(e.g., use of punishment)

Passive/DefensiveCulture

Counterproductive BehaviorPoor Performance Long-term Ineffectiveness


Wabash Associates, LLC Three Categories of

Culture

Passive/Defensive Culture

Aggressive/Defensive Culture

Constructive Culture (High Performance)

The Organizational Culture Inventory® (OCI) is a reliable, quantitative picture of the Culture. The Circumplex™ brings together 12 styles of thinking and behaving; clusters these into 3 general

orientations. The 120 questions in the assessment (10 for each of the 12 styles) are rated on a 5-point scale and are

all behaviorally anchored. The OCI also measures key cultural outcomes in addition to the expected behaviors:

role clarity service quality commitment and satisfaction

It also identifies statistical relationships between the various elements of culture and these outcomes.


Wabash Associates, LLC Maslow's Hierarchy Of

Needs

Wabash Associates, LLC OCI Circumplex—

Dimension 1


Higher-Order SatisfactionPromote behaviors directed toward the fulfillment of higher-order satisfaction needs

Lower-Order Security Promote behaviors directed toward the fulfillment of lower-order security needs

Wabash Associates, LLC OCI Circumplex —

Dimension 2


Concern for TaskReflect expectations for behaviors that are task-oriented

Concern for People Reflect expectations for behaviors that are people-oriented


Constructive styles reflect a healthy balance of people and task-related concerns and promote the fulfillment of higher order needs. Styles associated with this orientation are directed toward the attainment of organizational goals through the development of people. Constructive styles account for synergy and explain why certain individuals, groups and organizations are particularly effective in terms of performance, growth and work quality.

Sample behavioral questions in the survey include:• I include others in decisions affecting them• I give positive rewards to others• I emphasize quality over quantity• I pursue a standard of excellence• I explore alternatives before acting

Constructive (Blue) Style


Wabash Associates, LLC Passive/Defensive

(Green) Style

Passive / Defensive styles represent an unduly strong orientation toward people as opposed to tasks, fuelled by and reinforcing individual insecurity. These styles characterize people who subordinate themselves to the organization but, in the process, end up creating stress for themselves and allowing the organization to stagnate. Passive/Defensive styles can produce a predictable and secure situation, but at the cost of learning, adaptability and ultimately survival.

Sample behavioral questions in the survey include:• I don’t ‘rock the boat’• I treat rules as more important than ideas• I push decisions upward• I switch priorities to please others• I cast aside solutions that seem different or risky


Wabash Associates, LLC Aggressive/

Defensive (Red) Style

Aggressive / Defensive styles emphasize tasks over people and are driven by underlying insecurities. In the extreme, these styles lead people to focus on their own needs at the expense of those of the group. Though sometimes temporarily effective, the presence of Aggressive/Defensive styles may lead to stress, decisions based on status rather than expertise and conflict rather than collaboration.

Sample behavioral questions in the survey include:• I refuse to accept criticism• I question decisions made by others• I stay on the offensive• I persist and endure• I compete rather than cooperate



How Culture Is Supposed to Work

PhilosophyMission

Individual Level

Group Level

Organizational Level

GoalsStrategy

Ideal Culture Current Culture Outcomes

OCI-Ideal OCI OEI

Values and Beliefs Norms and Expectations Effectiveness

Focus

Instrument

Measuring

“What should be expected here”“The way we are

expected to do things around here”

“How we’re doing here”

Assumptions Espoused

Values


Wabash Associates, LLC How Culture Works

Model

PhilosophyMission

Structures

Systems

Technology

Skills/Qualities

Individual Level

Group Level

Organizational Level

GoalsStrategy

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for ChangeNorms and

Expectations Effectiveness

Focus

Instrument

Measuring


Values


Wabash Associates, LLC How Culture Works:

Outcomes

PhilosophyMission

Structures▼Total influence

▼Distribution of influence▼Employee involvement

Systems▼Use of rewards

▼Use of punishment▼Participative

Technology▼Autonomy

▼Variety▼Significance▼Feedback

▼Interdependence

Skills/Qualities▼Interaction facilitation

▼Goal emphasis▼Consideration

GoalsStrategy

Ideal Culture Causal Factors Current Culture Outcomes

OCI-Ideal OEI OCI OEI

Values and Beliefs Levers for ChangeNorms and

Expectations Effectiveness

Focus

Instrument

Measuring


Values

Individual LevelPositive:

Role clarityMotivationSatisfaction

Intention to stay

Negative:Role conflict

▼Job insecurityStress

Group LevelIntra-unit teamwork and

cooperationInter-unit coordination

▼Department-level quality

Organizational LevelOrganizational-level quality

External adaptability



12. Maintain personal integrity Emphasize quality

11. Work toward self-set goals, take on challenging tasks

10. Set unrealistic goals , take care of every detail

9. Try to look good, outperform others

7. Look for mistakes, stay aloof and detached

5. Wait for others to act first be a good follower

6. “Lay low” when things get tough, stay away from problems

8. Stay on the offensive, maintain tight control

1. Develop others resolve conflicts constructively

3. Set goals to please others Agree with everyone

4. Resist ideas that are different Follow policies and practices

2. Cooperate, be friendly

Research and development by Robert A. Cooke, Ph.D. and J. Clayton Lafferty, Ph.D. Copyright © 1973-2011 by Human Synergistics International. All Rights Reserved

LSI Styles

Wabash Associates, LLC Strategic Alignment

Wabash Associates, LLC CCC Leadership

Framework


Objectives

Establish a framework for a formal performance discussion

Improve business performance –link and align individual

objectives with business strategy

Set clear expectations and stretch targets for performance

Develop leadership and technical skills

Identify strengths and development needs

Highlight career/job interests

Differentiate based on overall rating: top talent, highly valued and

less effective employees

Reward based on contributions and skills

Session C is an annual organizational and individual review process

GE Session C

Wabash Associates, LLC Key Development

Process…Session C

Focuses Both On The Individual + The Company

Individual

– Feedback– Development– Career

Company

– Organization– Leadership– Initiatives

Intense Performance Culture Shared Values and Growth Traits Disciplined and Rigorous Process

Wabash Associates, LLC Key Development

Process…Session C


1. Business Leadership• Direct Report organization chart• Overall rating/promotability - Officers & SEBs• Succession Plan for direct reports• Organization restructuring plans

2. Pipeline• Overall rating/promotability - EBs• VP and SEB potentials• Diverse representation and trend• Retention initiatives• Training nominations

3. Growth & Culture• Commercial Excellence• Globalization• “Expert Paths” in Careers• Growth Leaders

Business Session C Agenda

Consistent agenda… Discussion varies by

business needs

Wabash Associates, LLC GE Example

CEO commitment: Jeff Immelt CEO-GE spends twenty full days on people and succession planning within a three-month period …every year.

Wabash Associates, LLC What Is Your

Operating System?

Core business processes

April June August October December

March May July SeptemberJanuary November

February

Leadership meetings

Creating a CONSTRUTIVE CULTURE

Wabash Associates, LLC Talent Assessment

2 Dimensions of Talent Assessment

1. THE OVERALL RATING• The overall assessment of the employee’s contribution to the organization

• Objectively based on past performance, demonstrated values, and unique skills

• Guidelines available to ensure appropriate differentiation across the Organization

2. PROMOTABILITY RATING

1. High Potential: Continually expands personal capabilities and independently takes on greater responsibility. A

high probability of competing successfully for higher banded positions. Demonstrates the capability to move up

at least one salary band or to a position with significantly greater breadth and impact and realize significant

additional progression thereafter.

2. Moderate Potential: Continually expands personal capabilities and demonstrates willingness to take on greater

responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a

job at the same band with broader responsibilities.

3. Limited-Topped Out: An individual who is performing as a professional/expert, likely to remain in position or

move laterally within the same band with similar responsibilities/depth. Is positioned at the appropriate level to

maximize effectiveness.

Wabash Associates, LLC Talent Assessment

OVERALL RATING – OPERATIONAL DEFINITIONS1. Top Talent: Represents the very best contributors within the organization. Consistently performs and demonstrates

values at a level that strongly differentiates their contribution within the organization, and recognizes this additional level of capability and performance.

2. Highly Valued: Represents the strength of the organization. Consistently performs at a level that strongly supports business performance and values. Highly capable and high-achieving performers, who are recognized for their contribution within the organization.

3. Less Effective: Represents the least effective contributors within the organization. Not always able to contribute at a level that is desired. Recognizes a need for change, and generally associated with needed improvement in performance and/or values, with an action plan to address.

Wabash Associates, LLC Employee Differentiation

Overall RatingsEmployee Performance – Nine Block

Wabash Associates, LLC Employee Differentiation

Promotability

PROMOTABILITY RATING DEFINITIONS:1. High Potential: Continually expands personal capabilities and independently takes on greater responsibility. A high

probability of competing successfully for higher banded positions. Demonstrates the capability to move up at least one salary band or to a position with significantly greater breadth and impact and realize significant additional progression thereafter.

2. Moderate Potential: Continually expands personal capabilities and demonstrates willingness to take on greater responsibility. An individual with the likelihood of competing successfully for a higher banded position or take a job at the same band with broader responsibilities.

3. Limited-Topped Out: An individual who is performing as a professional/expert, likely to remain in position or move laterally within the same band with similar responsibilities/depth. Is positioned at the appropriate level to maximize effectiveness.

Promotabiltiy Can Be Constrained By A Recent Promotion Or Organization Structural Design

An Individual’s Capacity Based On Performance, Aptitude, Demonstrated Ability And Interest To Take On Broader Responsibilities

Demonstrates Attributes That Could Be Applied To Bigger Roles

Demonstrates Leadership Capabilities

Communication And Influence Skills


The top talents are scheduled for a talent assessment interview as part of their development action plan using behavioral interview techniques like the ones described in the books

THE EVALUATION INTERVIEW: HOW TO PROBE DEEPLY, GET CANDID ANSWERS, AND PREDICT THE PERFORMANCE OF JOB CANDIDATES by Richard Fear and, Robert Chiron; or TOPGRADING, 3RD EDITION: THE PROVEN HIRING AND PROMOTING METHOD THAT TURBOCHARGES COMPANY PERFORMANCE by Bradford D. Smart Ph.D.

The Talent Assessment Interview

Optimizing Talent Workbook, Chapter 5

Wabash Associates, LLC Optimizing Talent

HIPOTsHigh Potential

Talent

Tale

nt

Inv

en

tory

NON-HIPOTsHigh Potential

Talent

Career Growth Candidates

Succession Candidates

Exit

Key Contributors

Team Players

Problem Children

WHAT SHOULD YOU BE DOING?

Create A Framework To Develop Your Talent

Wabash Associates, LLC Benefits of

Optimizing Talent

Wabash Associates, LLC Performance

ManagementDefinition: A year-long collaborative process between an employee and manager that links individual performance to the objectives of the work unit and the strategic and operational goals & processes of the organization.

Planning Work And Setting Expectations Continually Monitoring Performance Developing The Capacity To Perform Periodically Rating Performance In A

Summary Fashion Rewarding Good Performance

EMPLOYEE PERFORMANCE MANAGEMENT INCLUDES:

Wabash Associates, LLC GE Simple Report


EMPLOYEE PERFORMANCE EVALUATION

NAME: DATE: PERFORMANCE (List your performance against your top 5 goals using data when available to support your performance) Goal Name: Performance Against Goal: Rating:

Exceeds Expectations Consistently Meets Expectations Development Needed

Goal Name: Performance Against Goal: Rating:






EMPLOYEE PERFORMANCE EVALUATION Goal Name: Performance Against Goal: Rating:


SHARED VALUES Ratings:


Rating

OVERALL SUMMARY (Summarize your overall accomplishments and the impact on the Organization). Goals Performance Rating:

Exceeds Expectations Consistently Meets Expectations Development Needed Shared Values Performance Rating:

Exceeds Expectations Consistently Meets Expectations Development Needed Overall Performance Rating:


GE Report Improved – Employee’s Section


EMPLOYEE PERFORMANCE EVALUATION STRENGTHS: (Describe your strongest skills and abilities as they relate to the position requirements and the Values and Principles of the organization). DEVELOPMENT NEEDS: (Describe 2-3 areas of development you plan to address over the next year in order to improve your overall performance and career development.) CAREER INTERESTS: (Describe your short and long term career interests) DEVELOPMENT ACTION PLANS: (Describe your action plans to improve your development needs and support your career interests)

Signature: DATE:

GE Report Improved – Employee’s Section


MANAGER’S EVALUATION

Name Date PERFORMANCE (Comment on employee’s performance against top 5 Goals using data when available to support your performance rating) Goal Name: Performance Against Goal: Rating:






Goal Name Performance Against Goal Rating:


MANAGER’S EVALUATION Goal Name: Performance Against Goal: Rating:


SHARED VALUES Ratings:


Rating

OVERALL SUMMARY: (Comment on employee’s overall performance and the impact on Organization). Goals Performance Rating:

Exceeds Expectations Consistently Meets Expectations Development Needed Shared Values Performance Rating:

Exceeds Expectations Consistently Meets Expectations Development Needed Overall Performance Rating:


MANAGER’S EVALUATION STRENGTHS: (Comment on employee’s strengths). DEVELOPMENT NEEDS: (Comment on employee’s Development needs) CAREER INTERESTS: (Comment on employee’s short and long term career interests) DEVELOPMENT PLANS: (Comment on employee’s development plans) MANGER’S SIGNATURE: APPROVED: DATE: DATE:

GE Report Improved – Manager’s Section

Wabash Associates, LLC GE VALUES


External Focus

Clear Thinker

Imagination

Inclusiveness

Expertise

• Defines success through the customer’s eyes• In tune with industry dynamics…sees around corners

• Generates new and creative ideas…open to change

• Resourceful…displays courage & tenacity

• Teamwork…respects other’s ideas + contributions

• Creates excitement and drives engagement

• Domain depth…credibility built from experience• Continuously develops self…loves learning

• Seeks simple solutions to complex problems…decisive• Focus…communicates clear + consistent priorities

Always With Unyielding Integrity

GE Growth Values… Headlining Phrases

GE Values Behavioral Anchors

Wabash Associates, LLC High Performance

Organizations1. 3 Critical Components Of Your Performance Management System

Job Related Goals Goals That Support The Organizations Culture/Values Behavior Strengths And Improvement Areas That Support Personal Growth And Career

Aspirations2. Discussion More Important Than The Form Itself Keep The System Simple, Automate If

Possible3. Be Clear About Expected Leadership Behaviors, Everyone Gets Feedback On How They Are

Progressing On The Leadership Aspects Of Their Job And It Is Aligned With Their Assessment4. Best In Class Standards For Job Or Function5. Train Leaders On How To Give Effective Feedback And Coaching, Make It Part Of Their Job

Requirements.6. Consistent Model For Coaching. Constructive!7. Career Pathing Model, Educate Leaders To Have Career Discussions With Their Employees,

Keep It Realistic 8. Create A Culture Where It’s Ok To Ask For Feedback9. Leverage Technology And Social Media To Enable Learning And Feedback Exchange10. Measure Effectiveness Through Employee Surveys, OCI, OEI.11. Be Prescriptive About Positive Management Leadership. Reinforce Through Positive

Recognition12. Celebrate Progress

Copyright © 2011 by Information Age PublishingAll rights of reproduction in any form reserved. Reproduced with permission from the Author, Linda Sharkey.

Wabash Associates, LLC Learning and

Development

Strategic Alignment Training and Developmental Assignments Job Enrichment Develop Leadership Coaching Skills Mentoring Top Talent – Train Leaders Professional Coaching Clearly Defined Leadership Competencies Address Development Gaps Measure Impact of Learning & Development Build a Constructive Culture Make it a part of your Session C process


Development Is More Than Attending Training…

POSSIBLE DEVELOPMENT ACTIVITIES

Lead A Team On An Important Project Handle A Negotiation With A Customer Or Supplier Install A New System Or Implement A Process Manage A Product, Program, Equipment Or Systems Purchase Interview Job Candidates Work On A Cross-functional Team Manage The Visit Of A VIP Customer Lead A Cost-cutting Project Resolve Conflict Among Team Members Facilitate A Meeting Lead A Team Of Experienced People Lead A Team Of Former Peers Work On Something You Hate To Do Mentor A New Employee Organize A Team Celebration Lead A Course Or Workshop Teach Someone How To Do Something

Talent Development

Wabash Associates, LLC Human Resources

Capability

How many of you have an Organization Development Function within you HR Department?

Cultural Assessments, OCI Exit Interviews Employee Climate Surveys, OEI Customer Surveys Regarding The Culture And Values Employee Advocate Assessment Skills, Both Organizational And Individual Talent Super Coach Strategist, Analyze And Solve People Impact, (CAP), Create Workforce Plans HR Analytics Leadership Development Measuring The Impact Of HR Activities And Initiatives

Wabash Associates, LLC Organization

Development Strategy

Talent Management: The process of facilitating the development and career progress of highly talented and skilled individuals for the future good of the organization.

Replacement Planning: Planning their potential replacement of current leadership positions.

Succession Planning: The process of looking at the leadership competencies and structures that will be needed for the future and ensuring the development of successors to meet future needs

Coaching: “Shape the understanding, development, and learning, of team members so they can deliver results both independently and in concert with the strategic goals and objectives of the whole organization”.

Wabash Associates, LLC Talent Data Analytics

Using The TOF to Ensure Sustainability & Growth By:

Gathering, Interpreting, and Leveraging the Right Talent Data Link to Take Survey – www.optimizingtalent.com/survey Critical To Success

1. Leadership Assessment Data – Assess Leaders against a set of criteria/ competencies

2. Cultural Assessment Data 3. Employee Engagement and Satisfaction 4. Customer Satisfaction Data – External and Internal

Retention Data R&R Data Talent Pipeline Data Hiring the Best Talent Data Market Performance Data

TOS

Wabash Associates, LLC Wabash Associates, LLC Optimizing Talent.

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