Personalizing Talent Management and the Mass Customization of People Practices

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Workforce of One co-author Susan Cantrell presented to the Seattle CHO Group on January 12, 2011. Slides from her presentation are posted here with permission from Accenture.

Transcript

  • 1. Workforce of One Revolutionizing Talent Management through Customization Susan M. Cantrell Personalizing Talent Management and the Mass Customization of People Practices CHO Group Session January 12, 2011
  • 2. Workforce of One
    • Following on the success of six books written by Accenture authors with the C-suite in mind.
    2007 2007 2008 2008 2009 2010 .
  • 3. Workforce of One
    • Workforce of One: Revolutionizing Talent Management through Customization
    • A joint research and writing effort between Accentures Talent & OrganizationPerformance service line and the Accenture Institute for High Performance
    • Publication date: May 4th, 2010
    • Published by Harvard Business Press
  • 4. Copyright 2010 Accenture All Rights Reserved.
  • 5. The power of customization
    • Customization has revolutionized entire fields of human endeavor it is now the age of granularity and the individual
    Education Products and Services Marketing Supply Chain Customer Service Web 2.0 Medicine Hello, John Doe. We have recommendations for you.
  • 6. Why then cant customization revolutionize talent management too?
  • 7. Instead of treating a workforce as a single monolithic entity. Copyright 2010 Accenture All Rights Reserved.
  • 8. Why not treat each and every employee as a workforce of one? Copyright 2010 Accenture All Rights Reserved.
  • 9. The case of Helen and Jill
    • Same:
    • Nationality
    • Gender
    • Job Titles
    • Performance
    • Yet Different:
    • Goals
    • Learning Styles
    • Work Styles
    • Job Activities
    • Career Plans
    • Skills
    • Motivations
    • Needs
  • 10. But customization isnt just good for individuals its good for organizations too
    • Companies we call workforce of one pioneers have greatly benefited from a customized talent management approach
  • 11. Business benefits can be achieved through customization for both customers and employees Benefits of customer customization Benefits of employee customization Increased revenues Increased workforce performance & productivity Improved customer satisfaction Improved employee engagement Attract & acquire the most profitable customers Attract & hire the most talented employees More effective use of marketing resources More effective use of HR resources Flexibly respond to changing consumer tastes Flexibly respond to changing employee tastes Create a competitive customer advantage Create a competitive talent advantage
  • 12. A look at the dataimproved business results start with improved employee performance My performance would improve at an organization where the following are customized: Workforce of One Survey, 2008 n=557 When I work Where I work My benefits My compensation My incentives My performance appraisal My learning My career path My job responsibilities My organization's recruiting approach My organizations hiring decisions 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
  • 13. Customization also helps organizations attract and retain the best talent I would be attracted to and more likely to remain at an organization where the following are customized: When I work Where I work My benefits My compensation My incentives My performance appraisal My learning My career path My job responsibilities My organization's recruiting approach My organizations hiring decisions Workforce of One Survey, 2008 n=557 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
  • 14. Yet few employees believe their organization provides relevant, tailored HR practices My organizations human resources practices are highly relevant The human resources department significantly supports and improves my performance at work strongly agree agree neither agree nor disagree disagree strongly disagree
  • 15. Its time to rethink our game plan Copyright 2010 Accenture All Rights Reserved.
  • 16. Catalysts for customization 2 3 4 5 6 1 Workforce of One Technology now enables customization Employees are customers too Knowledge work is changing HR fundamentally The C-Suite now cares about workforce performance Competition for talent will only get tougher Todays workforce is getting increasingly diverse
  • 17.
    • Workforce of One is about
    • Scalability, control and manageability
    • Meeting the needs of the business AND employees
    • Extending the diversity paradigm
    • Capitalizing on standardization work already done
    • Workforce of One is not about
    • Free agents
    • Empowerment
    • Customizing for critical workers or knowledge workers only
    • One-off arrangements that are difficult to scale and manage
    But how can we practically customize without devolving into chaos?
  • 18. If companies can figure out a way to acknowledge and respect the uniqueness of each person and then figure out how to do that in a reliable and scalable way we will make an enormous impact on individual employees success and on our companies collective success. The paradox is that we need to establish a norm that is itself abnormal . Joe Kalkman, Leader of HR Centers of Excellence, Best Buy
  • 19. The four workforce of one customization approaches HR creates HR creates HR creates HR supports A variety of practices A variety of options A broad and simple rule with clear boundaries which can be interpreted in a variety of ways by each individual Individuals in defining their own personalized people practices from which all individuals can choose customized for specific groups of individuals Group A Group B Group C HR-Driven customization (More control; Less customization) Employee-driven customization (Less control; More customization) Segment the workforce Offer modular choices Define broad and simple rules Foster employee-defined personalization
  • 20. Approach #1: Segment the workforce
    • HR groups employees based on shared preferences or needs and tailors people practices to each group
  • 21. Spanish bank Banesto segments its employees just as it segments its customers Segmentation for retail banking staff Board Premier Executives Other Executives Branch Managers Admin / Sales NEW ENTRIES LOW PERFORMERS PROGRESS POTENTIAL EXPERIENCIED HIRES NEW HIRES LOW PERFORMERS STANDARD PROGRESS HIGH POTENTIALS TALENT MAP
  • 22. Ways to segment Healthy & Happy or Stressed & Burned Out? or Motivations Employee demographic Generation, Life stage, Gender, Ethnicity, Education level Employee relationship to the company Tenure in the organization, Professional stage, Level, Employee vs. contractor Geography Region, Country, City Work roles Nature of work, Workforce, Profession Value High potential, High performing, Most critical, Most sought after Personality Learning or thinking style, Relationship or networking style, Strengths Health Mental health, Physical health Values and behavior Engagement, Meaning and value of work, Most likely to leave, Mobility Intended hires As a segment by itself, By any segmentation scheme described above
  • 23. Approach #2: Offer modular choices
    • HR creates a list of predefined, limited choices from which individuals can choose based on what suits their needs and preferences best
  • 24. Ways to offer modular choices Learning Style Choice in job activities JOB Choice in learning JOB Learning Modular chunks to be configured at will, Choices in learning channels Place Office/Home/Satellite Center/The Road, Menu of choice places in the office Work activities Disaggregation into small modular tasks, Menu of optional assignments Rewards/Recognition Menu of choices Performance appraisals Assessment criteria options Compensation Menu of c