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Professor Rob Cross, DBA, shares the latest network-driven methods to help you identify your critical team members, including high-performers, hidden talent, marginalized employees, and overloaded individuals - before they leave the company.
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1© 2013 Activate Networks, Inc. 1
617.558.0210 | [email protected] | www. activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462
How to Keep Top Talent & Improve Your Bottom Line
Prof. Rob Cross, University of VirginiaFriday, May 3rd, 2013
2© 2013 Activate Networks, Inc.
617.558.0210 | [email protected] | www. activatenetworks.net
1 Newton Executive Park, Suite 100 | Newton, MA 02462
3© 2013 Activate Networks, Inc. 3
Presenter: Rob Cross
Professor of Management at University of Virginia’s McIntire School of Commerce
Founder and Research Director of The Network Roundtable
Senior Consultant for Activate Networks, Inc.
Author of Driving Results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth
4© 2013 Activate Networks, Inc. 4
The Company at a Glance
Sponsor of the Network Roundtable
Representative Members
Utilizes innovative social network analytic technology developed by Prof. Rob Cross of the University of Virginia
Users of ONA include major global organizations and industry leaders
A software company providing the strategic tools to identify and understand the key social connections that drive commercial, organizational, and health results
5© 2013 Activate Networks, Inc. 5
Formal Structure
Sutherland
Smith
Crossley
Dhillon
Zaheer
Keller
Angelo
Schultz
Cordoza
Klimchuck
Mitchell
McWatters
Myers
Ramirez
Avery
Mares
Hopper
Hussan
Milavec
Waring
Informal Structure
Networks are often under-appreciated in comparison to the formal structure.
Exploration & Production
Zaheer
Schultz
Mitchell
Klimchuck
Angelo
Keller
Smith
GeologyDhillon
Myers
PetrophysicalCrossley
ExplorationAvery
Cordoza
Sutherland
Ramirez
DrillingMcWatters
Waring
ProductionHussan
ReservoirHopper
ProductionMilavec
Senior Vice PresidentMares
Networks are Often Under-Appreciated in Comparison to the Formal Structure
6© 2013 Activate Networks, Inc. 6
Getting Better Leverage From Key Talent…
Network Effectiveness
Perf
orm
ance
Rati
ng
AlignmentUnder-Utilized (25% High Performers But Peripheral)
Under-Recognized(40-50% Overlap Top
Talent Lists)
On-boarding, Staffing,
Development
7© 2013 Activate Networks, Inc. 7
Person A
Example: 71 people identified Person A as an effective source of info and 27 responded that greater access to him is critical to improving their effectiveness.
Issue:
• Hidden bottlenecks can invisibly slow down the work of everyone (when these over-loaded people feel busy and like things are happening).
• Who is Person A?• What would you do?
Leaders (and Most Organizations) Don’t Sufficiently Appreciate The Effect Of Overload Points In Networks…
Senior VP+Vice PresidentExecutive Director/Senior DirectorDirector or Below
Solutions• Structural: Re-allocation of
decision-rights, providing broader information access, delegation/addition of roles and formalized decision-flows.
• Relational: Defining and re-routing routine decisions (e.g., various personnel decisions, travel, resourcing efforts, clinical protocol and protocol design, modeling and simulation).
• Skill Development: Building alternative sources of expertise, behavioral modeling and coaching.
Gre
ater
Acc
ess
is C
ritica
l to
Effec
tiven
ess
1 21 41Effective Source of Information
61
-5
0
5
10
15
20
25
8© 2013 Activate Networks, Inc. 8
Decreasing Relational Load is Important for BOTH Performance and Well-Being at Work
0% 10% 20% 30% 40% 50%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% of Colleagues Desiring Greater Access
% o
f Col
leag
ues R
ating
the
Indi
vidu
al a
s an
Effec
tive
Sour
ce o
f Inf
orm
ation
9© 2013 Activate Networks, Inc. 9
% People Removed 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%% Ties Removed 29% 43% 53% 61% 66% 71% 75% 79% 82% 84%
0%
20%
40%
60%
80%
100%
% T
ies
Rem
oved
Issue• The organization’s revenue
base is VERY susceptible to departure of just a few employees. Many of these people were not recognized as critical in the formal talent processes and so were more likely to leave.
Typically only 40-50% overlap between key enablers and top talent lists
Solutions• Retention-Based: Allocating
additional resources/benefits, building networks among high connectors.
• Development-Based: Developing key expertise and client (or scientific) connections amongst others in the network.
• Succession-Planning: Helping emerging leaders build networks required for success in a new role.
Identification of Key Talent for Retention Purposes…
% T
ies
Rem
oved
% People Removed
% Ties Removed
10© 2013 Activate Networks, Inc. 10
Leaders (and Most Organizations) Don’t Sufficiently Know and Leverage Top Talent in Networks…
Name# Incoming
TiesDepartment Location % Energizing Ties
% Problem Solving / Bus Opp Ties
% Cross-Dept Ties
George A 52 Investment Banking Australia
Sharron M 48 Operations Other Asia
Stephano C 46 Financing North America
Jessica S 46 Research North America
Michael G 46 Equities North America
Pat B 43 Currncy & Commdts Australia
Deborah K 42 Financing North America
Roman N 41 Equities South America
Josh W 40 Asset Mgmt North America
Gene P 39 Investment Banking Europe
Birger S 39 Asset Mgmt Europe
Seth I 39 Equities South America
Dmitry K 38 Fixed Income China
Deborah K 38 Investment Banking North America
Johan W 37 Currncy & Commdts Australia
Ivana L 36 Other North America
Ricardo I 36 Investment Banking North America
Sylvia E 35 Fixed Income China
Richard M 34 Investment Banking Europe
Vladimir T 34 Financial Adv Svcs China
Andrey K 34 Financing North America 31%
57%
48%
50%
30%
64%
32%
45%
49%
38%
40%
45%
76%
31%
33%
30%
39%
26%
25%
45%
42%
54%
52%
58%
63%
47%
53%
64%
59%
61%
48%
33%
60%
43%
47%
49%
46%
41%
49%
40%
29%
62%
76%
53%
15%
40%
31%
94%
84%
39%
66%
49%
62%
44%
73%
54%
83%
91%
67%
87%
83%
96%
56%
11© 2013 Activate Networks, Inc. 11
Successful Leaders Know and Work through Networks by…
Knowing and utilizing the network’s center.
Leveraging the network’s edge.
12© 2013 Activate Networks, Inc.
Name # Effective Incoming Info Ties
# Advice Incoming
Ties
XXXTenure
Role FunctionPrimary
Therapeutic Area
Location
Person 1 41 22 1 to < 3 yrs VPDev Lead Metabolics NJ
Person 2 39 22 1 to < 3 yrs VP RMSCardio- vascular
Person 3 36 26 < 1 year VP GHOMultiple Areas NJ
Person 4 34 21 1 to < 3 yrsExec Drctr GCR ImmunologyNJ
Person 5 27 16 1 to < 3 yrs VP GCR OncologyPerson 6 23 15 1 to < 3 yrs Drctr RMS Metabolics
Person 7 22 18 1 to < 3 yrs VP DMCPMultiple Areas NJ
Person 8 20 13 1 to < 3 yrsExec Drctr Other
Multiple Areas
Person 9 19 13 1 to < 3 yrsExec Drctr DMCP Metabolics NJ
Person 10 18 11 1 to < 3 yrsGp
Drctr GCR Oncology
Understanding the Behaviors and Early Assignments of Least Tenured Top Connectors Can Improve
On-Boarding Processes of New Hires
Characteristics of Fast Movers (i.e., Least Tenured Connectors) Compared to Others in Same Tenure Band: Provide expertise across the enterprise: almost three times as many cross-function ties. Create enthusiasm: four times as many energizing incoming ties. Help others: more than two and a half times as likely to provide advice to help formulate
strategies and key decisions.
Ties by Tenure
Cross-Function Ties by Tenure
Avg. number of incoming ties
Avg. number of ties from people outside function.
Least Tenured Top Connectors
13© 2013 Activate Networks, Inc. 13
High Performers* Show Unique Network Patterns: Replicating These Networks Via Talent Programs Can Yield Impact
More than twice the number of people find high performers energizing compared to others. Energized subordinates give greater effort and attract effective networkers. Energized leaders create room and provide resources.
Higher performers have a much greater focus on those outside of their capability (ratios are fairly similar for unit & CoE also):
High performers are more sought and seek out others more frequently than others. The comparative ratio is:
High performers are 2.8 times as likely to play a brokering role in the network by positioning themselves at key inflection points.
Notes:1) High Performers are defined as those people who received a bonus rank of 1. This represents 22% of the population.2) Ratios represent the increment of ties of high performers over those of all others on average.
High performers have significantly more ties with people outside their location:
High performers are much more likely to seek out others up and down the hierarchy. They are also more sought out by people in other grade levels.
Sought by Others Seek Out Others
Expertise, Info & Resources
2.0X more frequently
27% more frequently
Sought by Others Seek Out Others
Within Capability
2.0X more frequently
17% more frequently
Outside Capability
2.1X more frequently
44% more frequently
Sought by Others Seek Out Others
Within Level 78% more frequently
23% more frequently
Outside Level 2.3X more frequently
30% more frequently
Sought by Others Seek Out Others
Within Same Work Location
86% more frequently
33% more frequently
Outside Same Work Location
2.3X more frequently
18% more frequently
14© 2013 Activate Networks, Inc. 14
Too Often the Things That Make You Successful – Being Accessible, a Problem Solver, etc. – Become Career
De-Railers at the Next Level of Responsibility• His effectiveness suffering…
‒ Health problems (overweight, high cholesterol, pre-diabetic).
‒ Family problems (stress of work came into home life).
‒ Interactions at work becoming more toxic.
• Subordinates intimidated and over-prepping.
• Peers though he was becoming an A*(%)hole.
• His group’s performance was suffering…
‒ Many people on the fringe were disheartened by missed opportunities.
‒ Several geographies were extremely disconnected.
‒ Top team had significant blind spots into key functions.
‒ Churn and gridlock on increasingly routine decisions.
Meet Scott P.
15© 2013 Activate Networks, Inc. 15
Scott Initially Focused on Structural Drivers of Overload – Informational Requests and Routine Decisions That He Did Not
Need to be Involved with
Project management: travel approvals, capital approval, budget, manuscript clearance forms, project strategy, etc
Capital requests and justifications
Alliance and collaboration management decisions (confidentiality agreements, milestone payments, etc.)
IT and data systems: data management, tools, reporting, workflow, data processing
Performance review and planning processes that were non-developmental.
Experimental planning, protocols, setup and design. Technical planning and technical alignment.
16© 2013 Activate Networks, Inc. 16
He Also Focused on Behaviors – Things He Did That Created Network Reliance/Overload
• Sent employees to meetings he had been attending to either be “in the know” or protect his group.
• Began to ask more questions (and answer fewer) while connecting people around him in the network.
• Was more selective on problems that he jumped into to help others solve.• Became more cautious in improving employees’ plans (don’t do if not more
than 25% impact).• Focused on addressing conflict earlier so that problems did not manifest deep
into the network.• Began using a blog to communicate certain ideas more consistently.
17© 2013 Activate Networks, Inc. 17
Network Overload is the Most Common Career De-railer
The Over-Loaded Leader or Expert
Issue: Intentionally or unintentionally creates heavy reliance on self. Uses own time – and others – inefficiently
Outcome: Personal burnout, the organization’s network is too slow to respond to threats or opportunities, innovation and decision making can stall
Decisions/Info You Can Shift
Behaviors You Can Alter
18© 2013 Activate Networks, Inc. 18
Specific Dimensions of Network Connectivity Promote Individual Performance.
High Performers (i.e., top 20%) Have Non-Insular Networks:
• Select ties up in the hierarchy (to your boss and others) provides a breadth of information, context, resources and political support for your initiatives.
• Lateral connections to peers within the organization are important for brainstorming and best practice transfer as these people face similar issues.
• High quality (i.e., energizing) relations to those lower in the hierarchy creates reputation and draws emerging high performers to you over time.
• Select ties to experts outside of the organization yield innovations and novel opportunities.
Reaching Up Provides Info and Support
Internal Peer Networks For B-Storming
Energized Subordinates Give Greater Effort and Attract High Performers
External Peer or SME Networks For Process or Product Innovation
Customer (Internal or External) Ensures Satisfied and Learning Relationships
Specific Dimensions of Network Connectivity Promote Individual Performance
19© 2013 Activate Networks, Inc. 19
Connections that provide personal support/energy• People you re-group with when you have had a tough meeting or bad day.• People that you are energized by or people you can “just be you” with.
Connections and activities that support balance• People that influence involvement in and hold you accountable for:
• Activities that improve physical health (e.g., sports, nutrition)• Activities that promote mental engagement (e.g., hobbies, learning)• Activities that feed the soul (e.g., music, religion, art, service, etc.)
Minimizing or removing interactions with negative relationships• Toxic relationships that create unhealthy levels of job or non-job related stress.• Friends, family members or co-workers that enable or encourage unhealthy
behaviors on either a physical (e.g., nutrition or exercise) or mental front.
Specific Dimensions of Network Connectivity Promote Career Satisfaction, Psychological Well-Being and Health
20© 2013 Activate Networks, Inc. 20
Questions? Use the Q&A widget to ask questions
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For More Information: ActivateNetworks.net
Contact Jackie Criscuolo: [email protected]