Welcome to People Prophet

PEOPLE PROPHET

Your Virtual HR Manager

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People Prophet - your virtual HR manager

• Competency based HR system

• Anywhere, anytime, online

• Mobile

• Scalable

• SaaS model

• BIG DATA

• Developed by Bullseye

3

Presentation Outline

People Management

• Aligning organisational capability with business objectives

• Measuring, monitoring, planning, developing

Behaviours

•Defining your code of behavior/brand values/beliefs

•Institutionalisation of the chosen behaviours

Effecting Change

•Organisational porosity

•Permeability of messaging and communication

4

Big ROI in better People Management

Key Messages

• Can’t manage people without a robust working people management system

• Business strategy must determine positioning, competitive advantage and organisational core competencies

• Must have a competency-based people management system

• You can’t manage what you don’t measure and monitor

• We have a scarcity of data in HR

• BIG DATA in People Management is here

People Manage

ment

• People Management

Behaviours

Effecting Change

5

People Prophet – what it does

Modules

• Set Up

• People Register

• Competency Model

• Appraisal System

• Career Development Plans

• Position Descriptions (and Organisational Design)

People Manage

ment


Behaviours

Effecting Change

6

How to align to business needs

Structure People Prophet to meet business needs

• Competencies and attributes

• Disciplines (groups of core skills eg sales, production)

• Departments (business units, divisions, etc.)

• Grades (G1 to G10)

• Team leaders (reporting lines - accountability)

• Position descriptions (organisational design)

• Delegated authorities

People Manage

ment


Behaviours

Effecting Change

Module:

Set Up

7

People Register - the source of truth

People Manage

ment


Behaviours

Effecting Change

Module:

People Register

8

People Register - public and private data

People Manage

ment


Behaviours

Effecting Change

Public Data Private Data

Personal Details

First Name Username

Surname Middle Name

Known As Address 1

State Address 2

Nationality Suburb/City/Town

Mobile Phone Number Post Code/Zip Code

Interests State

Nationality

Home Phone Number

Mobile Phone Number

Gender

Disability

Date of Birth

Secondary Email

Marital Status

Children

Emergency

Contact Details

Relationship

Name

Phone Number

Secondary

Contact Person

Relationship

Name

Phone Number

Career Summary

Date Joined Employment Status

Current Job Grade End of Employment Date

Department

Office

Discipline

Reports To

Remuneration

Currency

Current Fixed Income

Current Additional Remuneration

History

Qualifications

Training History

Attachments

Files Uploaded

Competency Audit Result

Module:

People Register

9

Competencies needed to be a winner

People Manage

ment


Behaviours

Effecting Change

Discipline

Proficiency

People Effectiveness

Commerciality

Client Centricity

Business Sustainability

Module:

Competency Model

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Measuring competency

• Competency audit

• Score attributes

• Self assessment and team leader assessment

• Algorithm determines competency level

• Grades are guided by competency levels achieved

• Competency based assessment tells us:

if an employee has reached the limit of their capability

If an employee has capability in excess of their role

People Manage

ment


Behaviours

Effecting Change

11

Discipline

Proficiency

People

Effectiveness

Commerciality

Client Centricity

Business

Sustainability

Personal Mastery Managing Others Contribution to

Profitability Customer Satisfaction

Winning and Retaining

Clients

Experience Managing Self Negotiation Skills Service Quality Contribution to

Corporate Knowledge

Qualifications Communicational

Skills Contribution to

Strategy and Culture. Professionalism

Innovation and

Continual

Improvement

Skills Transfer Self Development Conflict Resolution

Skills. Delivering on Time

Problem Ownership

and Resolution

Peer Recognition Development Of

Others

Compliance with

Company Policies and

Procedures Delivering on Budget Business Promotion

Competencies break down into attributes

People Manage

ment


Behaviours

Effecting Change

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Discipline

Proficiency

People

Effectiveness

Commerciality

Client Centricity

Business

Sustainability


Profitability Customer

Satisfaction Winning and

Retaining Clients


Corporate

Knowledge


Skills

Contribution to

Strategy and

Culture. Professionalism

Innovation and

Continual

Improvement



Problem

Ownership and

Resolution


Others

Compliance with

Company Policies

and Procedures

Delivering on

Budget Business

Promotion

Competency audit

People Manage

ment


Behaviours

Effecting Change

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Discipline

Proficiency

People

Effectiveness

Commerciality

Client Centricity

Business

Sustainability




Retaining Clients


Corporate

Knowledge


Skills

Contribution to

Strategy and


Innovation and

Continual

Improvement



Problem Ownership

and Resolution


Others

Compliance with

Company Policies

and Procedures

Delivering on

Budget Business Promotion

Slice and dice data

People Manage

ment


Behaviours

Effecting Change

Filter by: • Discipline

• Office

• Department

• Training courses

• Qualifications

• Experience

• Team leader

• etc

Report type: • Stop light chart

• Trend lines

• Distribution

curves

• Pivot tables

• Correlation

Discipline

Proficiency

People

Effectiveness

Commerciality

Client

Centricity

Business

Sustainability




Retaining Clients


Corporate

Knowledge


Skills

Contribution to

Strategy and


Innovation and

Continual

Improvement



Problem Ownership

and Resolution


Others

Compliance with

Company Policies

and Procedures

Delivering on

Budget Business Promotion

Sydney

Melbourne

Attribute Score for Customer Service

Personal Mastery

Quals

Experience

Skills Transfer

Peers

14

Attribute definition and scoring

People Manage

ment


Behaviours

Effecting Change

Customise to meet your business needs:

• Define the attribute

• Set scoring glossary

15

Performance Reviews – data collection

• Most performance evaluations are relatively subjective

• Objectivity can he enhanced by:

Variety of people providing input (including clients)

Collecting input from a whole duration of the review period

Capturing real examples of behaviours both positive and

negative ie

proof points

People Manage

ment


Behaviours

Effecting Change

Module:

Performance Measurement

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Performance Review - real time, on line

People Manage

ment


Behaviours

Effecting Change

Project ABC

Feedback

Feedback

Project XYZ

Feedback

Feedback

Project Ted

Feedback

Feedback

Leaders

Peers

Clients

Feedback

• anywhere, anytime, anyone

• linked to competencies/attributes

• diversity of authors

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People Manage

ment


Behaviours

Effecting Change

Project ABC Review

Feedback

Feedback

Project XYZ Review

Feedback

Feedback

Project Ted Review

Feedback

Feedback

Leaders

Peers

Clients

Review of project or period of

performance.

• Key learnings

• Development areas

• Performance assessment

• “Proof points”

Feedback




Reviews

• must evaluate Feedback

• done by project director

• diversity of reviewers

• minimum of 3 per annum

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People Manage

ment


Behaviours

Effecting Change

Project ABC Review

Feedback

Feedback

Project XYZ Review

Feedback

Feedback

Project Ted Review

Feedback

Feedback

Leaders

Peers

Clients

Review of project or period of

performance.

• Key learnings

• Development areas

• Performance assessment

• “Proof points”

Feedback




Reviews

• must evaluate Feedback

• done by project director

• diversity of reviewers

• minimum of 3 per annum

Appraisals

• assess against CDP

• must evaluate Reviews

• annual (or semi-annual)

• done by team leader

Appraisal of

performance against

KPIs set in Career

Development Plan

Key development areas

Competency Audit update

New Career Development Plan

Grade and salary review

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Career Development Planning – (CDP)

• Must have agreed targets

• Must be communicated and agreed

• Measure progress to plan

• Flexibility is needed - people’s roles change

• Document so that the goals post movement is clear

• CDP is not primarily an appraisal instrument

• …it is a development tool any where, any time, online.

People Manage

ment


Behaviours

Effecting Change

Module:

CDP

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CDP establishes the targets

People Manage

ment


Behaviours

Effecting Change

Elements

1.Career Objective

2.Job Description

3.Business Plan Objectives

4.Key Development Areas

5.Personal Objectives

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CDP is also a management tool

People Manage

ment


Behaviours

Effecting Change

22

Position descriptions define responsibility

MD

Sales Director

Sales Rep

Sales Rep

Marketing Director

Solar Business Director

Product Manager

Procurement Manager

CFO

Accountant

People Manage

ment


Behaviours

Effecting Change

Position Description - Sales Director - G7 to G9

Develop and manage a team of sales representatives

Set sales targets in line with Business Plan

Coordinate with marketing to ensure marketing rollout

Position Description - Sales Representative - G4 to G6

Take responsibility for a distribution channel

Create orders in line with assigned sales targets

Hand over orders to production

• A well designed organisation should run like a well oiled machine

• Each role needs top be defined in terms of responsibilities

• The capability (competency) required to deliver these

responsibilities should be determined

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From generic to specific - PD to JD

People Manage

ment


Behaviours

Effecting Change



Write orders in line with assigned sales targets


Job Description - Sales Representative – G5

Take responsibility for growing Sydney outlets

Write $2.5m in orders

Manage customer expectation on delivery times

Position Description

•Generic description of responsibilities of that role

Job Description

•Tailored responsibilities for the person taking that role

KPIs

•Measures of progress for each responsibility

Milestones

•Periodic progress to annual KPI

KPIs

Grow the number of outlets by 25% over the next year

Write $2.5m in orders, with $2m coming from existing outlets

Hand winter orders to production with 14 days, summer orders in 30 days

KPI Q1 Q2 Q3 Q4

# of outlets 40 42 46 50

$2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)

Ave

handover

12 28 30 14

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Behaviour (living and breathing your brand)

People Management


• Measuring, monitoring, developing

Behaviour

•Defining your code


Effecting Change



25

Influencing Behaviours

Key Points

• Must tell people what the desired behaviour is

• Regular and consistent feedback

• The importance of role models

• Public recognition is a powerful force

Behaviours

•Behaviours

Effecting Change

26

A proposition - what drives behaviour?

Behaviours

•Behaviours

Effecting Change

Perceptions

(company not doing well)

Emotions

(fear – economic and failure)

Motivations

(keep job)

Behaviours

(do work myself, not sharing with team)

Most

decisions

are based

on emotion

not logic

27

What behaviours are desired?

Competencies

(strategist’s view)

Beliefs

(psychologist’s view)

Brand

(marketer’s view)

Behaviours

•Behaviours

Effecting Change

What do we

need to be

really good at

doing?

What do we

need to deliver

to our clients

and how do we

align our people

to do this?

What should our

core values be,

what purpose

are we serving?

Failure to plan

is a plan for

failure

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From generic to specific - PD to JD

People Manage

ment


Behaviours

Effecting Change



Write orders in line with assigned sales targets


Job Description - Sales Representative – G5

Take responsibility for growing Sydney outlets

Write $2.5m in orders

Manage customer expectation on delivery times

Position Description

•Generic description of responsibilities of that role

Job Description

•Tailored responsibilities for the person taking that role

KPIs

•Measures of progress for each responsibility

Milestones

•Periodic progress to annual KPI

KPIs

Grow the number of outlets by 25% over the next year

Write $2.5m in orders, with $2m coming from existing outlets

Hand winter orders to production with 14 days, summer orders in 30 days

KPI Q1 Q2 Q3 Q4

# of outlets 40 42 46 50

$2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)

Ave

handover

12 28 30 14

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Appraisals CDP

Set KPIs and milestones

Finalise CDP

Incorporate business plan objectives for following year

Update job description for following year

Determine promotion and salary recommendation

Identify KDAs for following year

Use proof points to update competency audit

Evaluate performance against KPIs

People Manage

ment


Behaviours

Effecting Change

30

Behaviour (living and breathing your brand)

People Management



Behaviour



Effecting Change



31

Influencing Behaviours

Key Points

• Must tell people what the desired behaviour is

• Regular and consistent feedback

• The importance of role models

• Public recognition is a powerful force

Behaviours

•Behaviours

Effecting Change

Module:

Kudos

32

What behaviours are desired?

Competencies

(strategist’s view)

Beliefs

(psychologist’s view)

Brand

(marketer’s view)

Behaviours

•Behaviours

Effecting Change

What do we

need to be

really good at

doing?

What do we

need to deliver

to our clients

and how do we

align our people

to do this?

What should our

core values be,

what purpose

are we serving? Are they all

saying the

same thing?

33

A proposition - what drives behaviour?

Behaviours

•Behaviours

Effecting Change

Perceptions

(company not doing well)

Emotions

(fear – economic and failure)

Motivations

(keep job)

Behaviours

(do work myself, not sharing with team)

Most

decisions

are based

on emotion

not logic

34

Kudos - recognition and reinforcement

• Public recognition system

• Staff posts examples of “right” behaviour – give Kudos

• Behavioral attribute identified

• Results published, e.g., People Register and leaderboard

• Kudos points (+K) accumulated can earn “prizes”

• Gamification theory and Big Data – it is a powerful tool if used properly

• …alternatively, it can be a shallow gimmick

Behaviours

•Behaviours

Effecting Change

35

Giving Kudos is as easy as tweeting

Behaviours

•Behaviours

Effecting Change

36

Giving Kudos is as easy as tweeting

Behaviours

•Behaviours

Effecting Change

37

Kudos – badges for behaviours

• Badges for each desired behaviour

• Select appropriate badge when giving Kudos

• Preset behavioral badges

• Can be customised to any set of behaviours desired

Behaviours

•Behaviours

Effecting Change

38

Who is being recognised?

Behaviours

•Behaviours

Effecting Change

0

2

4

6

8

10

12

14

Innovate

Time Lord

Teacher

39

What is changing?

Behaviours

•Behaviours

Effecting Change

0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4

innovation

Quaiity

Leadership

40

Who is doing the mentoring?

Behaviours

•Behaviours

Effecting Change

Kudos Authored

Client Service

Team Player

Problem Solver

Initiative

>G7 = 70%

<G6 = 30%

>G7 = 50%

<G6 = 50%

>G7 = 10%

<G6 = 90%

>G7 = 20%

<G6 = 80%

41

Kudos leaderboards

Behaviours

•Behaviours

Effecting Change

42

Gaming theory and gamification

Behaviours

•Behaviours

Effecting Change

FLOW

• An uncertain, yet optimistic, chance of winning, creates an experience called flow

• Flow is the exhilaration of creative accomplishment and heightened performance

• Time moves differently here (hours seems like minutes)

• Flow is a very productive state – where activity is fun

MAGIC CIRCLE

• People prefer to collaborate with each other against the machine

• We voluntarily chose to play with strangers, form a bond, and fight the common foe

• When we play a game we exist within the magic circle of the game

• Social norms do not apply here, we can be unconventional

• And the more players there are, the safer it is to be this way

FIERO

• When we win we experience fiero - the Italian word for pride

• Its the emotional high after we overcome an obstacle

• You throw your arms in the air and scream – its caveman wiring

• It happens individually and in teams.

43

How brand can drive behaviour

Behaviours

•Behaviours

Effecting Change

Perceptions

(this is a GREAT company)

Emotions

(I want to be like this company)

Motivations

(I must demonstrate that I belong here)

Behaviours

(perform at a higher level)

See, hear, feel

Pride, empathy, happy

Improvement, recognition

“Played hard, did good”

44

But how can we drive this into the organisation?

People Management



Behaviour



Effecting Change



45

Are organisations as “thick as a brick”?

Key Points

• Porosity is a measure of how “tight” people are in an

organisation ie how close knit or diverse

• Permeability is a measure of how quickly and

accurately information moves through an organisation

• It is widely acknowledged that communication is the

key to effecting change

• Digital platforms can now be used to measure

communication effectiveness within an organisation

and to see if change is being effected.

Behaviours

Effecting Change

•Effecting Change

Effecting Change

46

Porosity by discipline

Discipline

Production

Support

Sales

Management

Behaviours

Effecting Change

•Effecting Change

47

Porosity by grade

0123456789

10

Lowest Grade

Highest Grade

Mode = M

M

M

M M

Behaviours

Effecting Change

•Effecting Change

48

Porosity by demographics

0

10

20

30

40

50

60

70

80

% of Total

Under 30

Non Australian

Single

Children

Overseas travel

Own Home

Behaviours

Effecting Change

•Effecting Change

49

Porosity by thinking styles

Behaviours

Effecting Change

•Effecting Change

Work Force

Rational

Process

Feeling

Conceptual

Hermann Brain Dominance Index

50

Porosity by thinking styles

Behaviours

Effecting Change

•Effecting Change

Work Force

Rational

Process

Feeling

Conceptual

Process Map

and check lists

Facts and

ROI

Taking care of

people

Scamps

Hermann Brain Dominance Index

51

Permeability – the flow of messaging

• How deep into the organisation does messaging go?

• Conduct “soundings”, i.e., test messaging

• CEO message, policy announcements, brand

launches, etc.

• Survey staff and measure results by porosity metrics

• Determine how deep into the organisation things go

• Identify what sort of messages work with different

groups

Behaviours

Effecting Change

•Effecting Change

52

Sounding – sending a probe

Behaviours

Effecting Change

•Effecting Change

53

Measuring how far the probe reached

Our brand

is price

leader in all

segments

Behaviours

Effecting Change

•Effecting Change

Grade

Discipline

Gender

Office Thinking Styles

Department

Porosity Metric

Permeability

54

Conclusions

People Manage

ment


Behaviours

• Behaviours

Effecting Change

• Effecting Change

• Millennial workforce rejects structure but structure is needed

• Structures can be institutionalised through digital platforms

• Gamification (and comification) is the new language

• You can’t manage what you don’t measure

• Big data is coming and analytics is a powerful tool

• Shape your organisation or it will shape itself.

• Brand can be built from the inside out

… if you treat brand as a management issue

[email protected]

Jim McKerlie – Digital Prophet