NASSCOM HR Summit 2013: MasterClass II: The Journey to Success - step by step - Chris Roebuck

www.chrisroebuck.net

Journey to success – Journey to success – step by step step by step

Nasscom, 23Nasscom, 23rdrd July 2013 July 2013

Chris RoebuckChris RoebuckVisiting Professor of Transformational Leadership, Visiting Professor of Transformational Leadership,

Cass Business School, LondonCass Business School, London


The basics we forget The basics we forget

Organisations objective : Maximising Organisations objective : Maximising organisational performance organisational performance

Individuals objective : Meeting their needs Individuals objective : Meeting their needs and achieving their aspirationsand achieving their aspirations

So what does the organisation have to do : So what does the organisation have to do : Enable employees to meet their needs and Enable employees to meet their needs and achieve their aspirations as they deliver achieve their aspirations as they deliver the organisations objectives the organisations objectives


What is your greatest What is your greatest challenge ?challenge ?

As an organisation ?As an organisation ?

As a leader ? As a leader ?


10%

30%30%

40%40%

15%15%

5%5%

Top quality

Strategic veneer

Finding their feet

Just starting the journey

Not concerned

Integrated system. CEO leading by example, line managers at all levels engaging and developing people and performance. Clarity on people roles.

Systems apparently in place but only delivering to top 10% of rank and performance

Implementation of first core components – risk minimisation – eg succession planning

Starting to integrate a system from ad hoc components, good individual leaders but no system.

How good are organisations at getting high performance ?


How are you doing on being How are you doing on being the best ?the best ?

Score your organisation on 1 - 4 scale (1 poor, 4 good) : Score your organisation on 1 - 4 scale (1 poor, 4 good) :

1. Core capability – can everyone do the job ? 1. Core capability – can everyone do the job ?

2. Engagement – does everyone want to do more ?2. Engagement – does everyone want to do more ?

3. Alignment – is everyone focused on customer ? 3. Alignment – is everyone focused on customer ?

4. Alignment – is everyone focused on critical 4. Alignment – is everyone focused on critical

deliverables?deliverables?

5. Performance – everyone getting better ?5. Performance – everyone getting better ?


Key elements to help you Key elements to help you

What works from experience :What works from experience :The organisational systemThe organisational systemHR : culture and systemsHR : culture and systemsThe senior managementThe senior managementThe line managersThe line managersWhat you can achieve nowWhat you can achieve now


Why ? Intangibles are key to value Why ? Intangibles are key to value creationcreation

Strategy

Brand

Leadership

Talent

2013 ??

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www.chrisroebuck.net8

Case study : UBSCase study : UBS UBS was the world's leading provider of wealth management

services and one of the largest asset managers globally.

In the investment banking and securities business, UBS is among the leading global houses.

In Switzerland, UBS was the clear market leader serving retail and corporate clients.

Key objective : to deliver seamless service to the client – One UBS - “You and Us” leveraging business across boundaries


UBS

70,000 employees worldwide (over 60% outside Switzerland)

OsakaTokyo

RomeBresciaBolognaFlorenceMilanNaplesTorinoPadova

Auckland

SydneyMelbourne

ParisBordeauxLilleLyonMarseilleNantesStrasbourg

BeijingSeoul

Mumbai

Johannesburg

Shanghai

MoscowStockholm

Warsaw

TaipeiHong Kong

Bangkok

Jakarta

Manama Singapor

e

Cairo

Nicosia

Tel AvivBeirut

Istanbul

MiamiNassau

New York

Mexico

Dallas

Lima

AmsterdamBrusselsLuxembourg

Buenos Aires

MontrealVancouver Toronto

Rio de Janeiro

Santiago de Chile

Bogota

Sao Paulo

Panama Caracas

Montevideo

Switzerland

Abu DhabiDubai

Lisbon

BerlinDüsseldorfFrankfurtHamburgMunichBielefeldOffenbachStuttgart

Athens

MadridBarcelonaMarbellaSevilleValencia

Monte CarloVienna

LondonEdinburghJersey

Punta del Este


Complexity of structure and cultures Complexity of structure and cultures

Business Groups / models:Business Groups / models: Wealth Management : Retail and Private Banking - salariedWealth Management : Retail and Private Banking - salaried Global Wealth Management in US : Commission based Global Wealth Management in US : Commission based Investment Bank : Trading and Corporate Finance (M&A) Investment Bank : Trading and Corporate Finance (M&A) Global Asset Management : Trading and client relationship Global Asset Management : Trading and client relationship Corporate Centre : Specialist and strategicCorporate Centre : Specialist and strategic

NationalityNationality & culture (not always the same) & culture (not always the same) Mainly Swiss, British, US, Indian, Asian, Australian, Other Mainly Swiss, British, US, Indian, Asian, Australian, Other

(0ver 100 in total) (0ver 100 in total) Sub cultures :Sub cultures :

Front office / back officeFront office / back office Residual culture from acquisitions & mergers (7 in a few years)Residual culture from acquisitions & mergers (7 in a few years)


Did it work ? Internal Did it work ? Internal

Internal success : Internal success : Acceptance of line managers responsibity for Acceptance of line managers responsibity for

performance & development grew significantlyperformance & development grew significantly Increased requests for support from line managers to Increased requests for support from line managers to

help develop better business performancehelp develop better business performance Agreement for common approach across HR to deliver Agreement for common approach across HR to deliver

effective development from senior leaders and HR effective development from senior leaders and HR communitycommunity

Requests to attend “development” activity increased. Requests to attend “development” activity increased. New systems : Faster development for High Potentials, New systems : Faster development for High Potentials,

better identification, better performance management, better identification, better performance management, mentoring, and more…… mentoring, and more……


Did it work ? ExternalDid it work ? External

External success :External success : Harvard Case StudyHarvard Case Study Best Practice Award (Alignment) and Excellence Award Best Practice Award (Alignment) and Excellence Award

(Leadership Programmes) 2006 – Corporate University Exchange(Leadership Programmes) 2006 – Corporate University Exchange Best European Business Grand Prix 2006 – Financial Times Best European Business Grand Prix 2006 – Financial Times Best Company in Europe for leaders 2005 – Hewitt /Independent Best Company in Europe for leaders 2005 – Hewitt /Independent Best Company 2007 - in top 10Best Company 2007 - in top 10 Best launch of a Corporate University – Fortune / Corporate Best launch of a Corporate University – Fortune / Corporate

University ExchangeUniversity Exchange Top ten in developing executive talent 2005 – Executive Top ten in developing executive talent 2005 – Executive

Development Association surveyDevelopment Association survey Numerous business awards for different parts of organisationNumerous business awards for different parts of organisation Copied by competitorsCopied by competitors


The key questions at startThe key questions at start

Where do we want to get to Where do we want to get to – viable and – viable and inspiring destination – “best bank in world”inspiring destination – “best bank in world”

Where are we now Where are we now – realistic assessment of – realistic assessment of current situation – “some good some not” current situation – “some good some not”

How are we going to get there How are we going to get there – what is the – what is the overall strategy – broken into people and overall strategy – broken into people and process elements. process elements.

How are we going to get everyone to join us on How are we going to get everyone to join us on the journey ? - the journey ? - building “one UBS” – UBS building “one UBS” – UBS Leadership Institute as catalystLeadership Institute as catalyst


How will we get there ? How will we get there ? BusinessBusiness

Better customer focusBetter customer focus Leveraging one bank Leveraging one bank More entrepreneurial More entrepreneurial Better development to drive : Better development to drive :

Better personal performanceBetter personal performance Better business performanceBetter business performance

Aligned and integratedAligned and integrated Working in partnership and networkedWorking in partnership and networked ““Pick up the phone test”Pick up the phone test”


How will we get there ? How will we get there ?

People : The UBS Leadership Institute People : The UBS Leadership Institute (not initially part of HR reported directly to CEO) (not initially part of HR reported directly to CEO)

Building understanding and commitment at Building understanding and commitment at toptop

Facilitating the changeFacilitating the change Developing skillsDeveloping skills Measuring performanceMeasuring performance Enabling cascade of key messagesEnabling cascade of key messages Ensuring HR systems were business friendly Ensuring HR systems were business friendly


Our three key stepsOur three key steps

Where are we now, where are we going Where are we now, where are we going and planning the journeyand planning the journey

Getting everything world class by Getting everything world class by engagement and extra effortengagement and extra effort

Then focusing that on what matters – Then focusing that on what matters – customers, efficiency and risk by being customers, efficiency and risk by being entrepreneurial to be the best and create a entrepreneurial to be the best and create a new paradigm in the industry. new paradigm in the industry.


From the HR perspectiveFrom the HR perspective


HR is critical HR is critical

SENIOR LEADERS

HR LINE MANAGERS

INDIVIDUALS

CUSTOMERS

“THE WAY FORWARD”

FACILITATION

DEVELOPMENT &HR SYSTEMS


Why HR is criticalWhy HR is critical HR is the only area capable ofHR is the only area capable of

Presenting business case to engage senior leadersPresenting business case to engage senior leaders Ensuring accurate performance assessmentEnsuring accurate performance assessment Identifying key positions & future leaders. Identifying key positions & future leaders. Developing leaders capability to fill roles and align Developing leaders capability to fill roles and align

effort to critical deliverableseffort to critical deliverables Running the communication cascade to all Running the communication cascade to all

employeesemployees Supporting and facilitating both the process Supporting and facilitating both the process

change and cultural changechange and cultural change Developing employees capability with line Developing employees capability with line

managersmanagers Co-ordinating, aligning and integrating both people Co-ordinating, aligning and integrating both people

and systems, eg getting people to refer business or and systems, eg getting people to refer business or dealing with differential pay levels globally. dealing with differential pay levels globally.


So what does HR need to So what does HR need to do ?do ?

Show senior leaders how they can drive Show senior leaders how they can drive change and maximise the performance of change and maximise the performance of people and the organisation. people and the organisation.

Develop and run an HR system that supports Develop and run an HR system that supports this in a business friendly waythis in a business friendly way

Bring the organisation together as an aligned, Bring the organisation together as an aligned, mutually supportive and networked team . mutually supportive and networked team .

Working in areas that HR normally doesn’t Working in areas that HR normally doesn’t think of as its responsibility, eg branding, risk think of as its responsibility, eg branding, risk


Organisational level:Organisational level:Aligned, consistent, integrated systemAligned, consistent, integrated system

driving change driving change


How are you doing ?How are you doing ?Score your organisation on 1 - 4 scale (1 poor, 4 good) : Score your organisation on 1 - 4 scale (1 poor, 4 good) :

1. Are senior leaders engaged with transformational HR ? 1. Are senior leaders engaged with transformational HR ?

2. Do they know about the potential benefits ? 2. Do they know about the potential benefits ?

3. Do you have an employee engagement strategy ? 3. Do you have an employee engagement strategy ?

4. Do all your line managers get trained on how to 4. Do all your line managers get trained on how to engage employees as well as possible ? engage employees as well as possible ?

5. Do you have leadership development programmes 5. Do you have leadership development programmes and identify performance and potential ? and identify performance and potential ?


The secrets of successful The secrets of successful change ?change ?

Boston Consulting Group developed a DICE (duration, Boston Consulting Group developed a DICE (duration, integrity, commitment & effort) model reviewed over integrity, commitment & effort) model reviewed over 1000 change initiatives. 4 key success factors came 1000 change initiatives. 4 key success factors came out : out :

Regular progress reviews (min 2 weeks on large Regular progress reviews (min 2 weeks on large initiatives, 6 on smaller) initiatives, 6 on smaller)

Change project team must be the best people to make Change project team must be the best people to make it workit work

Commitment – those engaged in planning and Commitment – those engaged in planning and delivering change must be committed to it or they delivering change must be committed to it or they block it. block it.

Bandwidth – those delivering change must have time Bandwidth – those delivering change must have time to do change as well as their day job or more to do change as well as their day job or more resources must be obtained. resources must be obtained.


The reasons for unsuccessful The reasons for unsuccessful changechange

Based on studies published in 2011 Harvard Based on studies published in 2011 Harvard Business Review : Business Review :

Avoidance of reality Avoidance of reality Lack of management commitment Lack of management commitment Too many initiatives Too many initiatives Disengaged staffDisengaged staff Loss of intertiaLoss of intertia Doing change or business as usual but not Doing change or business as usual but not

both. both.


So key success factors So key success factors are ?are ?

High profile launch and keep up momentumHigh profile launch and keep up momentum Confront reality – those driving change must see Confront reality – those driving change must see

the reason for itthe reason for it Commitment – those driving change must support Commitment – those driving change must support

itit Best people to lead change Best people to lead change Keep it simple and focused – a few key simple Keep it simple and focused – a few key simple

initiatives and messages. initiatives and messages. Frequent progress reviews Frequent progress reviews Change & BAU challenge – those delivering change Change & BAU challenge – those delivering change

must have bandwidth to do change as well as their must have bandwidth to do change as well as their day job or more resources must be obtained. day job or more resources must be obtained.


Present Leaders Future

Leaders

Line Managers &

Staff Engagement

Performance Management

& reward

OrganisationalDesign -Optimum structure

HR Policy and

measurement

Employee communication

& culture building

Internal & external brand

What impacts upon your people, what they do

and how well they do it

PRODUCES

CONFUSION

Alignment is key to performance !


ORGANISATIONAL

PERFORMANCE

ALIGNMENT ONTO

KEY DELIVERABLES


Leaders

Line Managers &

Staff Engagement


& reward Organisational Design -Optimum structure

HR policy and measurement


& culture building



SELF ASSESSMENT – DO ALL OF THESE

ALIGN TO KEY STRATEGIC

DELIVERABLES IN YOUR ORGANISATION?


Leaders

Line Managers &

Staff Engagement


& reward Organisational Design -Optimum structure

HR policy and measurement


& culture building



The system jigsaw …The system jigsaw …

Development Programmes

Mentoring

Coaching

Performance measurement

Communication planning/ touch

points

Transparency

Chief Exec Engagement

Line manager engagement

Creation of value chain for individualLink to brand

Integration of initiatives

Breaking down silos

Measuring potential

Building networks

Talent segmentation

Role/ responsibility clarity

Talent risk assessment

HR development

Line manager tools

On job development

Data governance

Identifying critical roles

Succession planning

Alignment to Strategy

CE & Execs setting example

Performance improvement and development for all

Being open to give up talent to others

Link to objectives and reward

Diversity objectivesGaps for talent to go to

Delivery friendly HR policy


Who does what must be Who does what must be clear clear

The top leadership team – create the The top leadership team – create the vision, set direction and example vision, set direction and example

Line managers – align effort on to key Line managers – align effort on to key deliverables and drive performancedeliverables and drive performance

Future leaders – inspire others, Future leaders – inspire others, challenge the status quo, set example, challenge the status quo, set example, deliver their best deliver their best

People at all levels – want to make it People at all levels – want to make it happen and perform at their best happen and perform at their best


The HR system as a The HR system as a driver to deliver business driver to deliver business

objectivesobjectives


Identified challenges Identified challenges

No overall co-ordination of development or performanceNo overall co-ordination of development or performance No overall strategy or objective on aligning people to performance No overall strategy or objective on aligning people to performance Engaging senior leaders Engaging senior leaders Line Manager engagement and accountability limitedLine Manager engagement and accountability limited Line Manager skills and knowledge development needed – Line Manager skills and knowledge development needed –

especially for those managing High Potentialsespecially for those managing High Potentials HR community own skills and knowledge development in this areaHR community own skills and knowledge development in this area Over exposure of Talent Development and Leadership development Over exposure of Talent Development and Leadership development

as phrases – business boredom with ‘leadership’ as phrases – business boredom with ‘leadership’ Development focus on individual outcomes not businessDevelopment focus on individual outcomes not business Key Message cascade weak, lack of knowledge of strategy, visionKey Message cascade weak, lack of knowledge of strategy, vision Language differences between HR and business and HR seen as Language differences between HR and business and HR seen as

not business focusednot business focused


Plus ..new areas HR needed to Plus ..new areas HR needed to impactimpact

Risk management via culture, especially Risk management via culture, especially reputational riskreputational risk

Customer service cultureCustomer service culture Building brand through leadership Building brand through leadership Alignment of effort on to critical Alignment of effort on to critical

deliverablesdeliverables Delivering cost and process efficiencyDelivering cost and process efficiency Building a holistic and aligned “one team”Building a holistic and aligned “one team”


The HR imperative, get line managers leadingThe HR imperative, get line managers leading

process people

Operational

StrategicVISION AND VALUES

TALENT MANAGEMENT

LEADERSHIP DEVELOPMENT

CULTURE & ORGANISATIONAL CHANGE

SIMPLE, LOW VALUE

ADD AND SHORT TERM CRITICAL –

TRADITIONAL AREA

COMPLEX, HIGH VALUE ADD AND

LONG TERM CRITICAL – BUSINESS

PARTNER

Line managers resume their “people”

role

“Operational HR”


Key transformation questions Key transformation questions Do line managers :Do line managers :

Know they have to lead development of people & performance ?Know they have to lead development of people & performance ? Have the skills to do it ?Have the skills to do it ? Have the tools to do it ?Have the tools to do it ? Think there is a “cost benefit” to want to do it ?Think there is a “cost benefit” to want to do it ? Expect to be measured on it ?Expect to be measured on it ? Know they will be rewarded and/or recognised for it ?Know they will be rewarded and/or recognised for it ?

Do HR :Do HR : Have the knowledge and skills to support line mangers in the above ?Have the knowledge and skills to support line mangers in the above ? Are they credible “business partners” to the line ?Are they credible “business partners” to the line ? Approach it from the business rather than the HR perspective ?Approach it from the business rather than the HR perspective ?

Does the organisation Does the organisation :: Have systems and processes to support the aboveHave systems and processes to support the above Have this as a key part of its Vision and ValuesHave this as a key part of its Vision and Values Have senior management that leads by example ? Have senior management that leads by example ?


So …core areas of actionSo …core areas of action Engage senior leaders : ASF (top 80) , SLC (top 500) Engage senior leaders : ASF (top 80) , SLC (top 500) Create an inspiring vision : Vision & Values Create an inspiring vision : Vision & Values Identify key roles and ensure capability : Key PositionsIdentify key roles and ensure capability : Key Positions Global & consistent performance management : PMMGlobal & consistent performance management : PMM Suite of development activities to focus on business as well as Suite of development activities to focus on business as well as

individual needs : GLE I, II, III. Mentoringindividual needs : GLE I, II, III. Mentoring Consistent and simple communication : 3 messagesConsistent and simple communication : 3 messages Clear responsibilities & benefits for all.Clear responsibilities & benefits for all. Engage line managers : Engagement strategy Engage line managers : Engagement strategy Identify future leaders and engage : Hipo programmesIdentify future leaders and engage : Hipo programmes HR systems & service aligned to support : eg, Pipelines & CRM HR systems & service aligned to support : eg, Pipelines & CRM

development development Be more entrepreneurial : EL assessment & developmentBe more entrepreneurial : EL assessment & development


UBS Leadership Development SystemUBS Leadership Development System

Leadership

Pipeline

Coordinated

Differentiated & Functional

Corporate Center

Global Asset Management

Investment Bank

Global Wealth Management &

Business Banking

Integrated & Strategic

Between Business Groups

With Business Groups

Across Business Groups


Create a performance pipeline : Create a performance pipeline : at all levels at all levels

BUILDING CORE CAPABILITY IDENTIFYING &

ACCELERATING TALENT TRANSITION SUPPORT


Performance and Talent PipelinePerformance and Talent PipelineCore Development Core Development for all, inc HP&P for all, inc HP&P

Development for Development for Talent Talent

Transition/selection Transition/selection and support and support

Senior Leaders Senior Leaders

Board DevelopmentBoard Development External mentorsExternal mentors Effective CE ProgrEffective CE Progr

Top level Programme Top level Programme

Selection : Interview board + Selection : Interview board + p/p review p/p review

Support: 100 days programme Support: 100 days programme

Dept headsDept heads

Effective Director ProgEffective Director Prog Aspiring CE Programme Aspiring CE Programme Internal mentorInternal mentor

Selection: Selection: Assessment/Interview + p/p Assessment/Interview + p/p review. Support: 100 days review. Support: 100 days programmeprogramme

Middle managers Middle managers

Effective Asst DirectorEffective Asst Director Aspiring MD ProgAspiring MD Prog Internal mentorInternal mentor

Selection: 2 stage Interview + Selection: 2 stage Interview + p/p review p/p review

First line First line managers managers

Effective ManagerEffective Manager Accelerated Asst Director Accelerated Asst Director

ProgProg

Selection: Interview + p/p Selection: Interview + p/p reviewreview

Lead SelfLead Self

Effective working and Effective working and partnership partnership

Accelerated Management Accelerated Management Programme Programme

Interview and/or graduate Interview and/or graduate programmeprogramme


Developing future Developing future leadersleaders

Engaging others Engaging others – getting things done through – getting things done through other people and establishing effective rapportother people and establishing effective rapport

Learning ability Learning ability – learning from experience to – learning from experience to improve performance in self and others. improve performance in self and others. Proactively seeking feedback. Proactively seeking feedback.

Managing change Managing change – being effective in any fast – being effective in any fast moving situation and to consider implications for moving situation and to consider implications for the future as well as present. the future as well as present.

Strategic Understanding – Strategic Understanding – understanding, understanding, leveraging and improving the whole organisationleveraging and improving the whole organisation

Resilience Resilience – ability to withstand pressures of – ability to withstand pressures of challenging environmentschallenging environments and enabling other to and enabling other to do the same do the same

Entrepreneurial mindsetEntrepreneurial mindset – adding the – adding the entrepreneur on top of engaging leadership entrepreneur on top of engaging leadership


Good leadership builds Good leadership builds sustainabilitysustainability

Which creates new quality leaders

A few quality leaders in the right place now

Talent management identifies new potential leaders

Who are up skilled by development

Who engage & develop staff

That improves current performance

AND grows potential talent

Who are put in best place by talent management to grow further

Which restarts the cycle building even better performance & more leaders


Making the system work Making the system work

Key stakeholdersKey stakeholders HR SpecialistsHR Specialists HR Client Relationship ManagersHR Client Relationship Managers Senior ManagementSenior Management Line ManagersLine Managers Employees Employees


Line manager & HR as partners Line manager & HR as partners

Line Manager

Talent

HR BP

Link development to strategy, on-the-job

development, feedback

Education on Talent Mgmt, guidance, support and

monitoring

Human Capital planning, identification of development

opportunities

Personal drive to develop,

discussion, & delivery

Sounding board, development opportunities, network

opportunities

Support in development discussion & planning

on request


The practical toolsThe practical tools Line managers Line managers

Engagement strategy Engagement strategy Tool kits and TrainingTool kits and Training

HR CRMsHR CRMs Workshops, Guidelines & Reference GuideWorkshops, Guidelines & Reference Guide ToolkitToolkit

Senior ManagementSenior Management Set agenda and role model – mentoring / development activitiesSet agenda and role model – mentoring / development activities Drive messages about objectives down organisationDrive messages about objectives down organisation Making space for people to move into Making space for people to move into

Systems / processesSystems / processes Agreed Talent ArchitectureAgreed Talent Architecture Integration and co-ordination of planning & delivery Integration and co-ordination of planning & delivery Agreed communication / transparencyAgreed communication / transparency Enhanced development component in performance managementEnhanced development component in performance management IT platform to support programme IT platform to support programme Cross Business Group Talent MarketsCross Business Group Talent Markets

Involvement in new areas, eg branding


You and Us - UBSYou and Us - UBS


IT as a microcosmIT as a microcosm

ITI project – integration / stream lining of ITI project – integration / stream lining of existing systems and capacity existing systems and capacity

Project team 3500 globally Project team 3500 globally New management board of 40 New management board of 40 Representatives from all businesses, main Representatives from all businesses, main

locations and main specialist areaslocations and main specialist areas Used as a pilot area Used as a pilot area


Senior leaders must be on boardSenior leaders must be on board


Engaging senior management Engaging senior management

Facilitating at development eventsFacilitating at development events Town halls Town halls All Group Executive Board mentor Group Managing BoardAll Group Executive Board mentor Group Managing Board All Group Managing Board mentor Key TalentsAll Group Managing Board mentor Key Talents Key Talents mentor High PotentialsKey Talents mentor High Potentials Benefits :Benefits :

Improvement of knowledge of UBS as a wholeImprovement of knowledge of UBS as a whole Deepening of relationships across boundariesDeepening of relationships across boundaries General networking – developing one leadership teamGeneral networking – developing one leadership team Operational problem solvingOperational problem solving Discussion of key organisational challengesDiscussion of key organisational challenges Career developmentCareer development Talent Mobility Talent Mobility Enhancement of coaching capabilityEnhancement of coaching capability


The line managerThe line manager


““People join organisations and leave bosses” People join organisations and leave bosses”

The line manager is critical factor in : The line manager is critical factor in : Individuals effective assimilation into the organisationIndividuals effective assimilation into the organisation Their understanding of organisational vision, values and cultureTheir understanding of organisational vision, values and culture Identification and leverage of the individuals personal needs Identification and leverage of the individuals personal needs Effective performance managementEffective performance management Identification of their potential and development needs Identification of their potential and development needs Seeing the first signs of potential loss to organisationSeeing the first signs of potential loss to organisation Preventing potential lossPreventing potential loss Developing the leaders of the futureDeveloping the leaders of the future

Poor line managers are the greatest risk to losing the Poor line managers are the greatest risk to losing the investment committed during the recruitment and investment committed during the recruitment and development process. development process.

Lack of development, career path and effective leadership are Lack of development, career path and effective leadership are major influencers in the decision to leave. major influencers in the decision to leave.


Why are line managers not adding value ? Why are line managers not adding value ?

They haven’t been told what they are expected to do They haven’t been told what they are expected to do They don’t realise the importance of their role They don’t realise the importance of their role They have other “higher” prioritiesThey have other “higher” priorities They don’t want to do it They don’t want to do it They don’t know how to do itThey don’t know how to do it They aren’t assessed on it They aren’t assessed on it HR don’t give the support required to enable HR don’t give the support required to enable them to them to

do itdo it HR wont let them do it HR wont let them do it


Line managers are key to success Line managers are key to success

The line manager is responsible for 17 of the top 20 drivers of effort The line manager is responsible for 17 of the top 20 drivers of effort maximisation : maximisation :

A clear line of sight from individual to organisational objectives can A clear line of sight from individual to organisational objectives can increase performance by up to 28%increase performance by up to 28%

Fair & accurate feedback can increase performance by up to 39%Fair & accurate feedback can increase performance by up to 39% A good credible development plan supported by the line manager A good credible development plan supported by the line manager

can increase performance by 38% can increase performance by 38% A line manager who shows their team they genuinely care about A line manager who shows their team they genuinely care about

them can increase performance by over 25% them can increase performance by over 25% Effective “on boarding” improves performance of new hires by 25%Effective “on boarding” improves performance of new hires by 25% Overall …. a good line manager who leads well can increase an Overall …. a good line manager who leads well can increase an

individuals performance individuals performance and and potentialpotential by at least 30%. by at least 30%. So all leaders have to be effective not just those at the top So all leaders have to be effective not just those at the top

Corporate Leadership Council 2004 (n=30,000+)Corporate Leadership Council 2004 (n=30,000+)


Line Manager Engagement Strategy Line Manager Engagement Strategy

To enable line manager engagement use all possible levers. To enable line manager engagement use all possible levers. Clear value proposition with business case for Line Managers Clear value proposition with business case for Line Managers Clear accountability via Appraisal system for delivery of agendaClear accountability via Appraisal system for delivery of agenda Focusing recognition and reward more on agenda Focusing recognition and reward more on agenda Senior Leaders setting personal exampleSenior Leaders setting personal example Full support for line managers via HR and Line Managers toolkitFull support for line managers via HR and Line Managers toolkit Develop basic talent training modules for Line Managers – eg Develop basic talent training modules for Line Managers – eg

coaching coaching Effective Metrics & MeasurementEffective Metrics & Measurement


Top management must make Top management must make expectations clear ! expectations clear !

“Line managers own talent and have a clear responsibility for building and developing all talent within and across UBS. HR supports them in delivering this.Peter Wuffli - 2005

”


Simple messages to line managers… Simple messages to line managers…

Development and retention is about you developing your people to Development and retention is about you developing your people to help them perform better. No one else is so important to this. help them perform better. No one else is so important to this.

It is proven to improve individual performance, team performance It is proven to improve individual performance, team performance and thus enhance the bottom line……..so it will make your life and thus enhance the bottom line……..so it will make your life easier whilst improving your bonus and promotion chances.easier whilst improving your bonus and promotion chances.

This is your basic leadership role as a line manager, it is nothing This is your basic leadership role as a line manager, it is nothing new. We will give you the skills to do this simply and easily new. We will give you the skills to do this simply and easily

So developing people and getting them to perform better is a So developing people and getting them to perform better is a LEADERSHIP issue NOT and HR issue LEADERSHIP issue NOT and HR issue

Do you want the best people in the organisation working for you or Do you want the best people in the organisation working for you or not ? not ?

Do you want a big bonus or not ? Do you want a big bonus or not ?


Entrepreneurial Leadership : Entrepreneurial Leadership :

the final part of the journey the final part of the journey


Moving from Moving from engagingengaging to to entrepreneurialentrepreneurial leadership leadership

– focusing effort on what – focusing effort on what matters both locally and matters both locally and

strategically.strategically.


Entrepreneurial overview Entrepreneurial overview is vital is vital

Entrepreneurial leader


Aligned entrepreneuri

al strategy





Example & direction

Co-ordination & support

Delivery and inspiration


Creating an entrepreneurial Creating an entrepreneurial cultureculture

Maximum effort is the foundation for an entrepreneurial Maximum effort is the foundation for an entrepreneurial culture but won’t deliver it. Key steps to make it culture but won’t deliver it. Key steps to make it happen are :happen are :

Day to day delivery by all leaders : Day to day delivery by all leaders : Total customer focus – end clients not just “own” Total customer focus – end clients not just “own” Innovation and creativity – new ideas from inside and out. Innovation and creativity – new ideas from inside and out. Risk optimisation not minimisation - also manages reputational risk Risk optimisation not minimisation - also manages reputational risk Proactive responsibility – and developing it in other staff. Proactive responsibility – and developing it in other staff. Delivering constant change as normal – the journey to excellence Delivering constant change as normal – the journey to excellence Building Emotional Inspiration – all wanting to be the best they canBuilding Emotional Inspiration – all wanting to be the best they can

Leveraging the whole organisation by all leaders :Leveraging the whole organisation by all leaders : Driving alignment and integrationDriving alignment and integration Role model for trust, integrity and partnership Role model for trust, integrity and partnership Being an effective ambassador for whole firm internally and Being an effective ambassador for whole firm internally and

externally externally Supporting long term improvements to firm not just short term Supporting long term improvements to firm not just short term

revenues – sustainability. revenues – sustainability.


360 Entrepreneurial assessment360 Entrepreneurial assessment

Total customer focus in their business Total customer focus in their business Role model Role model

Ambassadorial effectiveness out of own areaAmbassadorial effectiveness out of own area IntegrityIntegrity Partnership Partnership Leveraging the whole organisation Leveraging the whole organisation

Championing & Driving Championing & Driving Development of people and performanceDevelopment of people and performance Alignment to strategy at all levelsAlignment to strategy at all levels Integration to streamline, simplify & reduce costIntegration to streamline, simplify & reduce cost Innovation & creativityInnovation & creativity


Entrepreneurial LeadersEntrepreneurial Leaders

Great functional knowledge

Entrepreneurial mindset

Market / environment knowledge

Strategic business understanding

Operational understanding

Core business/ project/ financial knowledge


Creating entrepreneurial Creating entrepreneurial HRHRReview current service delivery, in both transactional and

transformational HR Work with business to identify opportunity to simplify, improve

or use less resource Review whether current service delivery is aligned to the

achievement of critical strategic objectives or just operational objectives.

Prioritise work of strategic benefit with senior leaders then align operational activity to support that. Take a holistic view.

Ensure clarity of responsibilities between HR, line and senior management

Don’t announce that you are an HR Entrepreneur, just deliver the service.

Review organisations current strategic and operational objectives to identify potential new support HR could provide to enhance the delivery based on the knowledge gained in 1. above.

Constantly review what is being delivered through the filter of improving organisational performance and customer service not the HR “best practice”.

Applies to all support functions not just HR


Entrepreneurial Team Entrepreneurial Team EventEvent Practical 2 hour team event you can run to start Practical 2 hour team event you can run to start

things moving.things moving. What is Entrepreneurial Leadership and for non leaders What is Entrepreneurial Leadership and for non leaders

being entrepreneurial ? – You being entrepreneurial ? – You What is the business case ? – You What is the business case ? – You How do the team think they are doing at present ? – Them How do the team think they are doing at present ? – Them How could they be better in the key areas ? - ThemHow could they be better in the key areas ? - Them What specific things could they do as a team and as What specific things could they do as a team and as

individuals ? – You and them.individuals ? – You and them. Remember the idea that EL underpins all actionsRemember the idea that EL underpins all actions Can you review and improve legacy systems and process ? Can you review and improve legacy systems and process ?

Get them to agree a team plan to become more Get them to agree a team plan to become more entrepreneurial that focuses on delivering critical entrepreneurial that focuses on delivering critical objectives ? – You and them.objectives ? – You and them.

Get them to agree individual targets ? ThemGet them to agree individual targets ? Them Can your more experienced help the less experienced Can your more experienced help the less experienced

people or can people outside the team help ? You and them. people or can people outside the team help ? You and them.


Key points from my journeyKey points from my journey. . Clear business driven strategy – implemented in a holistic way by Clear business driven strategy – implemented in a holistic way by

everyone in partnership to deliver integrated engagement everyone in partnership to deliver integrated engagement /development /entrepreneurial activity/development /entrepreneurial activity

Senior management lead by example and consistently cascade Senior management lead by example and consistently cascade vision & key messages on importance of development/performance vision & key messages on importance of development/performance

Line Managers be skilled to lead the Line Managers be skilled to lead the engagement/development/performance of employees – especially engagement/development/performance of employees – especially High PotentialsHigh Potentials

HR must grow skills and understanding to partner line managers to HR must grow skills and understanding to partner line managers to deliver – and use business languagedeliver – and use business language

Clear career paths and peronal development opportunities - Clear career paths and peronal development opportunities - Creating space for talent to move intoCreating space for talent to move into

Ensuring development of everyone, not just those defined at top. Ensuring development of everyone, not just those defined at top. Using talent/performance management to drive the transformation Using talent/performance management to drive the transformation

via HR as catalyst.via HR as catalyst.


So what can you achieve So what can you achieve ? ?


Delivering success in a Delivering success in a year – the system (1)year – the system (1)

Review current service delivery in both transactional Review current service delivery in both transactional andand

transformational areas:transformational areas:o Work across business to identify opportunities to simplify or Work across business to identify opportunities to simplify or

improve or use less resourcesimprove or use less resources

o Review whether current service delivery is aligned to the Review whether current service delivery is aligned to the

achievement of critical strategic objectives or just operational achievement of critical strategic objectives or just operational

objectivesobjectives

o Prioritise work of strategic benefit with senior leaders, then align Prioritise work of strategic benefit with senior leaders, then align

operational activity to support that - take a holistic viewoperational activity to support that - take a holistic view

o Ensure clarity of responsibilities between HR, line and senior Ensure clarity of responsibilities between HR, line and senior

management for performancemanagement for performance


Delivering success in a Delivering success in a year – the system (2)year – the system (2)

Review future strategic and operational Review future strategic and operational objectives toobjectives to

identify new ways to work and enhance delivery identify new ways to work and enhance delivery based onbased on

the knowledge gained abovethe knowledge gained above Constantly review delivery through the filter of Constantly review delivery through the filter of

improvingimproving

organisational performance and customer service, organisational performance and customer service, notnot

through how it has been done beforethrough how it has been done before


Senior leaders to understand, develop and Senior leaders to understand, develop and champion entrepreneurial leadership via an champion entrepreneurial leadership via an inspiring vision. inspiring vision.

Identify talent quickly via entrepreneurial criteria Identify talent quickly via entrepreneurial criteria and develop their leadership. (organisational and develop their leadership. (organisational performance as well as personal development) performance as well as personal development)

Get line managers up to competence level via no Get line managers up to competence level via no cost basics that maximise performance of all cost basics that maximise performance of all employees employees

Roll out entrepreneurial leadership to all line Roll out entrepreneurial leadership to all line managersmanagers

Encourage entrepreneurial behaviour amongst all Encourage entrepreneurial behaviour amongst all employees. employees.

Delivering success in a year – the people


Review the challenges Review the challenges

In your tables for each what are the 3 In your tables for each what are the 3 main challenges in your view : main challenges in your view : Organisational / laedership – to get Organisational / laedership – to get your organisation to be the best. your organisation to be the best. HR – to help leaders in maximising HR – to help leaders in maximising the effort of people and focusing it on the effort of people and focusing it on what matterswhat matters


Action plans Action plans

Based on discussion so far write down Based on discussion so far write down 3 things that you can implement NOW 3 things that you can implement NOW that could help that could help You be a better leader You be a better leader Your HR team perform even better than Your HR team perform even better than

currently currently Make the whole organisation more Make the whole organisation more

effectiveeffective


Final thoughtFinal thought

Never forget that what we do Never forget that what we do influences the day to day lives of influences the day to day lives of many people, for them if we get it many people, for them if we get it right we can make their dreams right we can make their dreams come true and if we achieve that we come true and if we achieve that we should be proud ! should be proud !