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1© 2009 PeopleFirm. All rights reserved.© 2009 PeopleFirm. All rights reserved.
Introduction to PeopleFirm
2© 2009 PeopleFirm. All rights reserved.
PeopleFirm: our focus
We’re a consultancy passionate about our
singular mission:
helping our clients achieve a competitive advantage
through their people. Pe
ople
Str
ateg
y
Organizational Performance
Talent Management
Change Management
3© 2009 PeopleFirm. All rights reserved.
PeopleFirm: our focus
We are a leader in designing and leading change management and adoption efforts that lower risks and accelerate results.Change
Management
We help companies design and optimize how they manage talent across the full employee lifecycle from entry to exit, and beyond.Talent
Management
We assess organizational
investment options across all areas
related to people and talent
management with the goal of
selecting the best investment portfolio
to drive the organization's
strategy.
Peop
le S
trat
egy
Organizational Performance
We improve organizational performance using an approach that addresses all aspects of employee engagement and teamwork.
4© 2009 PeopleFirm. All rights reserved.
introduction to PeopleFirm
A woman-owned consulting firm with 3 founding partners:
Tamra Chandler: CEO
Beth Montag-Schmaltz
Marcus Scott
Experienced team averaging 12 – 20 years
75% of team hold advanced degrees in organization development, or industrial/organizational psychology, and business
© 2009 PeopleFirm. All rights reserved.
People Strategy
6© 2009 PeopleFirm. All rights reserved.
The best Corporate Strategies define an organization’s approach for winning in all three markets.
Capital
Customers
Labor
1
2
3
every organization is competing in three markets
7© 2009 PeopleFirm. All rights reserved.
what is a People Strategy?
Define, design, and implement a strategic vision for competing in the labor market.
Establish a prioritized investment plan in the human side of your organization.
The specific goal: Achieving your business strategy.
8© 2009 PeopleFirm. All rights reserved.
connecting your people strategy to your corporate direction
Business
Strategy
•Corporate Strategy
•Key operational drivers
•Key events including product launches / market shifts
•Growth plans including acquisitions
People
Strategy
•Desired organizational outcomes including:•Talent
needs and impacts by key employee segment
•Desired organizational performance and behaviors
•Talent process investment priorities and needs
•Employee Value Proposition
HR Strategy
•HR strategic initiatives
•HR services and capabilities
•HR policies, practices, and activities
•HR scorecard
a people strategy
defines how to enable a
corporations unique business
strategy and defines the course of
action and focus for HR
9© 2009 PeopleFirm. All rights reserved.
Optimization
Differentiation
Foundations
Alignment
PeopleFirm's People Strategy Framework
Efficiency
Eff
ecti
ven
ess
AlignmentIncrease the connectedness of your people to your strategic imperatives through improved
organizational structures, employee engagement, and
enhanced communication, and collaboration.
DifferentiationDesign and implement a
portfolio of people investments to further drive your strategic
vision and deliver a differentiated experience for
your people and your customers
FoundationsEnsure core Talent
Management systems and processes are in place to
support effective management of the employee lifecycle.
OptimizationImprove business and talent related decisions, optimize
resource usage and enhance your employee’s careers and
experiences.
10© 2009 PeopleFirm. All rights reserved.
there is not one right path, just the best path for your organization
Alignment
Efficiency
Eff
ecti
ven
ess
Differentiation
Foundation Optimization
The journey that defines an organization’s culture, employee experiences,
talent and HR process and tools will be unique. The key question is -- Will your path be planned or reactionary? PeopleFirm has the tools to
help you plan a path that aligns with your corporate
strategy and fits your financial and resource
capabilities.
11© 2009 PeopleFirm. All rights reserved.
Foundation Optimization
Alignment Differentiation
Efficiency
Eff
ecti
ven
ess
how do you score against best practices? how should you? how do you get there?
Sourcing & Recruiting
Performance Management
Career Planning
Competency
Learning
Rewards and Recognition
Workforce Planning
Succession Planning
Talent Management Maturity
Measuring along the x-axis
1. Measure your organization against talent management best practices.
2. Identify your highest returning talent management opportunities.
3. Support key decisions including technology and resource investments.
4. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.
12© 2009 PeopleFirm. All rights reserved.
Optimization
Differentiation
Efficiency
Eff
ecti
ven
ess
Alignment
Foundation
how do you score against best practices? how should you? how do you get there?
Employee Engagement
Collaboration
Knowledge Sharing
Strategic Awareness & AlignmentLeadership engagement
Communication
Structure and environment
Organizational Performance Maturity
Measuring along the y-axis
1. Measure your organization against Organizational Performance best practices.
2. Identify the highest returning opportunities to increase your team’s performance.
3. Build a roadmap to drive improved organizational performance across the enterprise.
© 2009 PeopleFirm. All rights reserved.Your People = Your Business
Organizational Performance
14© 2009 PeopleFirm. All rights reserved.
organizational performance: helping you build a high performance teams
Employee Engagement
Collaboration
Knowledge Sharing
Strategic Awareness & AlignmentLeadership engagement
Communication
Structure and environment
Organizational Alignment Maturity
Measuring along the y-axis
Optimization
Differentiation
Efficiency
Eff
ecti
ven
ess
Alignment
Foundation
1. Measure your organization against Organizational Performance best practices.
2. Identify the highest returning opportunities to increase your team’s performance.
3. Build a roadmap to drive improved organizational performance across the enterprise.
15© 2009 PeopleFirm. All rights reserved.
common challenges or needs related to building high performance teams
We are experiencing high turnover
We need one culture, but we have a history of acquisitions
The majority of our professionals will be retiring in 5-10 years
We can’t seem to make decisions and execute in our organization
We need higher productivity– and we can’t afford more people
We want to become a “Best Places to Work” to attract and retain talent
We need more collaboration and innovation to compete
We want stronger employee engagement, but where do we begin?
Our people question our leaders commitment to key initiatives or our organizational values
16© 2009 PeopleFirm. All rights reserved.
engaging employees is not just nice… it’s a business imperative
Employee engagement
is the extent to which
employees are
committed to, believe in
and support the
company’s values, feel
pride in working for their
employer, and are
motivated to go the
extra mile.
17© 2009 PeopleFirm. All rights reserved.
we build customized approaches based on your organization's unique needs
Common Organizational Performance
Initiatives
Sampling of PeopleFirm Assessment Tools
ONA(Organizational
Network Analysis)
Alignment (PeopleFirm Alignment
Methodology & Engine)
Knowledge Risk
Diagnostic
Employee Engagement
Change Risk
Diagnostic
Strategy alignment & execution
Organizational restructuring & transformation
Merger and integration
Collaboration & knowledge retention
Large change programs
Your People = Your Business
Talent Management
19© 2009 PeopleFirm. All rights reserved.
Foundation Optimization
Alignment Differentiation
Efficiency
Eff
ecti
ven
ess
talent management: making informed investment decisions in process and tools
Sourcing & Recruiting
Performance Management
Career Planning
Competency
Learning
Rewards and Recognition
Workforce Planning
Succession Planning
Talent Management Maturity
Measuring along the x-axis
1. Measure your organization against talent management best practices.
2. Identify your highest returning talent management opportunities.
3. Support key decisions including technology and resource investments.
4. Build a roadmap to drive improved efficiency in your talent management processes and tools across the full employee lifecycle.
20© 2009 PeopleFirm. All rights reserved.
status of talent management
Common challenges for many organizations today:
Unclear priorities
Siloed or decentralized efforts
Too many tools or divergent technologies
Lack of standards / poor data consistency
Weak integration
Complexity from acquisitions or rapid growth
Does your organization have an integrated talent management strategy?
21© 2009 PeopleFirm. All rights reserved.
status of talent management: multiple vendors
2007 i4CP data
22© 2009 PeopleFirm. All rights reserved.
Alignment Differentiation
Foundations Optimization
efficiency
eff
ecti
ven
ess
Focus Individual
Characteristics Standalone, paper-based processes with limited technology
Typical components
Training, performance reviews, compensation structure
Technology HRIS with limited siloed data
Focus Group
Characteristics Key processes integrated and automated
Typical components
Competency-based practices, integrated processes and systems, workflow
Technology HRIS with talent management solutions
Focus Enterprise
Characteristics Real-time workforce mgmt and optimization
Typical components
Continuous workforce innovation, differentiated talent solutions
Technology Predictive data, business/scenario modeling
Focus Organization
CharacteristicsFully integrated and automated processes that support your people and business strategy
Typical components
Strategy alignment, cultural health, workforce alignment, collabrity TM
Technology Unified data, fully integrated global talent management suite
common talent management attributes
23© 2009 PeopleFirm. All rights reserved.
Our view ensures inclusion of all elements of the lifecycle for true process definition and also incorporates:
Workforce Talent Inventory Competencies and Skills, Experiences &
Aspirations
Environmental Factors Strategy, Leadership, Culture, Knowledge
PF Employee Lifecycle
talent management from the employee lifecycle & the architectural perspectives
PF Talent Management Architecture
24© 2009 PeopleFirm. All rights reserved.
our talent management offerings
TM Foundation Assessment – assess the current state, evaluate best practices, and determine the optimal path to drive value your talent strategy.
Tool Selection – define requirements, evaluate available applications and tools, determine the best solution to meet your organizations needs, and plan the implementation of your talent solution.
Process Design – design future state processes to support your desired employee experience.
Systems Implementation –configure, test. and deploy your talent management systems.
Value Enhancement – tune up and optimize the value you receive from your talent management tools and processes.
Achieve your vision
• Value enhancement
Implement your foundation
• Process design
• System implementation
Set your course
• TM foundational assessment
• Tool selection
© 2009 PeopleFirm. All rights reserved.
PeopleFirm: a leader in change management
26© 2009 PeopleFirm. All rights reserved.
the change curve
Choice: Stay or Go Forward
27© 2009 PeopleFirm. All rights reserved.
how do we move peoplefrom awareness to ability?
awareness access
build an understanding of the business rationale and industry drivers
build confidence in strategic decisions driving change
begin honestly communicating how people will be impacted
access adopt
help them envision future possibilities and opportunities for themselves, their team, and colleagues
share implications of job impact and define new skills required for future success
help people “see” the new process flows or systems –visualize the changes from current to future
adopt benefits
teach new ways to work: processes; systems; and role changes
let people take time to apply new skills and processes -- “work-out” the kinks
encourage sharing of lessons learned -- seek and listen to feedback
adjust and continuously improve new processes & systems
28© 2009 PeopleFirm. All rights reserved.
our approach: practical, holistic, responsive, fluid
Assess
How big is the change?
Who is impacted and how?
How much resistance is anticipated?
Is the organization ready for change?
How much investment is necessary?
Approach
Impacts on jobs and the organization
Adoption of new norms and behaviors
Learning of new tools and processes
Customizes activities to the needs of different stakeholder groups
Engages the organization’s leaders and key influencers in the change process
Apply
Execution of customized workplan
Measurement via Adoption & Health Scorecard
PeopleFirm’s ACE Methodology
29© 2009 PeopleFirm. All rights reserved.
our approach:PeopleFirm’s 5 core change disciplines
.
Align Organization
Identify impacts to the current
organization and develop customized solutions to manage restructuring, roles and responsibility changes, and skill
gaps while building the infrastructure
for sustainable change.
Engage Leadership
Arm leaders with the tools and resources to
effectively guide their teams through transition. Prepare management teams
to actively lead change.
Prepare Stakeholders
Educate the organization on new
processes and technologies to
develop the knowledge, skills,
and behaviors necessary to
enable individuals to successfully perform in the
future.
Connect People
Connect the right people at the right
time delivering compelling
messages that engage people to
‘answer the call’ for change.
MeasureValue
Measure adoption success throughout the transition, and
help capture the full impact of the
changes well past completion.
The PeopleFirm methodology includes 5 core change disciplines in addressing organization adoption. Our approach applies the right tools and practices from each of these disciplines to address your unique adoption challenges.
30© 2009 PeopleFirm. All rights reserved.
our appraoch:best practices
Integrate commitments in
leader and middle management
review cycles and publically publish
Involve high impacted leaders
and middle managers
throughout the entire lifecycle of
the project
Ensure change effort is tied directly
to top business priorities
Align priorities, structure,
processes, job roles and performance to successfully enable
the change
Move high impact stakeholders
through the change curve before
training begins
Equip stakeholders with the right tools,
skills and motivators perform in the future state
Translate the business case in a
way that is compelling to stakeholders
(WWIFM)
Create high-touch communication
messages from top-level , direct-line supervisors and
peers
Incorporate change health statistics in
project management
scorecards
Assess change health at regular
intervals to ensure stakeholders re
moving along the curve as intended
Engage Leadership
Align Organization
Prepare Stakeholders
Connect People
MeasureValue
Your People = Your Business
www.peoplefirm.com
PeopleFirm, LLC2201 Sixth Ave. Suite 1516Seattle, WA 98121
Your People = Your Business
www.peoplefirm.com
Tamra Chandler
o 206.462.6463 c 206.399.8701
Beth Montag-Schmaltz
o 206.462.6463 c 425.591.3400
Thank You!