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Developing Leaders: A Case Study from the Legal Profession
Bonnie Bell, PHR Gus Prestera, PhD
Presented at the 2015 HR Summitof the Greater Valley Forge Human Resources Association
on October 16 | 3:00 – 4:15 | Penn State Great Valley
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Speaker
2015 Awards/Rankings•95 attorneys named Leading Lawyers for Business;23 practices recognized
•Ranked fourth in the nation for its percentageof women equity partners
•Fifteen practices ranked in the highest tiernationally
•Among the top 100 firms for female attorneys
Ballard Spahr is a national law firm of more than 500 lawyers in 14 offices.
• Law Firm Administrative Leader
• Director of Staff Development Ballard Spahr | www.ballardspahr.com
• Over 25 years of human resource related experience
• Certifications:
- The Philadelphia Paralegal Institute
- The Society for Human Resource Management (PHR)
- The Oz Principle Accountability Training
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improving the capabilities and performance improving the capabilities and performance of leaders and their employeesof leaders and their employees
Speaker
Gus Prestera• Organizational Learning and
Development Consultant
• Prestera FX | www.presterafx.com
• ~20 years experience developing workers and their leaders
• MBA and PhD Instructional Systems with Leadership Development focus
Prestera FXtraining and consulting
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To prepare you to:
1.Engage strategically with your senior leaders
2.Coach and educate managers through the process
3.Structure, facilitate, and implement staff development process
4.Navigate the potholes
Today’s Objectives
Q&A
OurSolution
OurProcess
What Did We Learn?
OurChallenge
What Happened?
Our Agenda
Our Agenda
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Our Challenge
• Executive Level Support
• Fee Earner Oriented Culture
• Mature Workforce
• Results Oriented Work Environment (ROWE)
• Lack of Dedicated People and Budget
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Objectives for Staff Development
• Same user experience across offices
• Innovative approach
• Must link to key results
• Enhanced Employee Engagement• S.M.A.R.T. Goals
Specific, Measureable, Achievable, Realistic, Time-Bound
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OurSolutionOur Solution
CompetencyModel
Competency-Based Learning Pathways
Development Worksheet
Self Development Training
ManagerTraining
ChangeManagement
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Competency Model
Job-Specific Job-Specific Competencies Competencies describe describe technical knowledge, skills, and technical knowledge, skills, and abilities that are needed to be abilities that are needed to be successful within a specific role and successful within a specific role and function. function.
Leadership Competencies are the knowledge, skills, and abilities needed to manage ourselves and others successfully. They apply firm-wide regardless of title, department or office, though they may apply differently based on your scope of leadership responsibilities.
Core Competencies are central to the mission and values of the Firm and apply to all employees equally, regardless of title, department, or office.
Competency Model
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JOB-SPECIFIC
CORE
101: Individual Contributor
201: Functional Leader
301: Leader of Others
401: Leader of Leaders
development tracks
Competency-Based
Learning Pathways
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Milestones
Goals &
Targets
Tasks & Resour
ces
TargetDates Reflect
& Assess
Self Development
Training
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Manager Training: Three Kingdoms
Realm ofProfessional
DevelopmentRealm of
PerformanceManagement
Realm ofLeadership
Development
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Four Development Conversations
11 EngageConversation 22 Align
Conversation 33 PlanConversation 44 Check-In
Conversations
ManagerTraining
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Technology ConsiderationsWhat we wanted:
•Knowledge portal as overlay, not replacement
•Seamless transition
•Learning community
•Tracking/reporting
•Convenient
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What can we access through ?What can we access through ?
1000+ providers500k+ courses
600m+ websites
tradegroupsLearning Learning
Management Management
SystemSystem
External contentInternal content Public content
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External Content We Can Access Through Degreed
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Our Process
Jul-15Jan-15
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What Happened? Where are we?
• Roll out to organization
• Level of Commitment
• The PUSH
• Reward & Acknowledge
Workin
Progress
Following initial rollout, our focus will be on follow-through and outreach
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“I Don’t Have Time!”
“You will never find time for anything.
If you want time, you must make it.”
Charles Buxton
19th Century English BrewerMinister of Parliament
PhilanthropistSocial Reformer
…and all-around “busy guy”
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What gets in the way of development?
Unable or unwilling to Unable or unwilling to prioritize itprioritize it
Can’t envision the Can’t envision the possibilitiespossibilities
Lacks access to the Lacks access to the right connectionsright connections Lacks opportunities Lacks opportunities
to apply new skillsto apply new skillsLacks alignment with Lacks alignment with
the firm’s needsthe firm’s needs
“Learning from mistakes is too risky
in this environment.”
“I need a mentor but who’s going to help
me?”
“It’s just one of those things that I
keep putting on the backburner…too
much happening.”
“How is all this development going to get me anywhere
in my career?”
Isn’t receiving or Isn’t receiving or processing feedbackprocessing feedback
“I’m taking classes on my own and
following through on my plan, but
none of it is relevant to my job.”
“I do development stuff all the time, but have I really
developed any new skills?”
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Potholes Encountered
• Lack of Accountability
• Compatibility of Technologies
• Educating Externals on Firm Culture
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Lessons Learned
Manager Manager accountabilityaccountability for for developing their team comes developing their team comes from accountability for their from accountability for their team’s performance resultsteam’s performance results
Focus Focus firstfirst on getting on getting development development conversationsconversations
happening, then technologies happening, then technologies and other factorsand other factors
Relevance: Get Relevance: Get inputinput from from bothboth learners and their learners and their
managers to ensure relevance managers to ensure relevance & alignment& alignment
Relevance: Help employees Relevance: Help employees visualizevisualize success via role success via role
models, career fairs, mentorsmodels, career fairs, mentors
Recognize, celebrate, reward Recognize, celebrate, reward behaviorsbehaviors associated with associated with
teaching, mentoring, modelingteaching, mentoring, modeling
““No time?” Teach and No time?” Teach and promote opportunistic promote opportunistic
micro-learningmicro-learning behaviors behaviors to build momentumto build momentum
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What’s Next?Advocat
es
Visibility
Show & Tell
Event
Connect Developmen
t to Performanc
e ResultsHiPo
Development
Focus Groups
Mentoring Circles
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Questions?
Developing Leaders: A Case Study from the Legal Profession
Bonnie Bell, [email protected]
Gus Prestera, [email protected]
Thank you!