High Impact HR Strategies

8/3/2019 High Impact HR Strategies

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HighImpactHR

Strategies

HighImpactHRHighImpactHR

StrategiesStrategies

VancouverVancouver–– May25,2005May25,2005OttawaOttawa–– May31,2005May31,2005TorontoToronto–– June2,2005June2,2005

In partnership with



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HighImpactHR

Strategies

HighImpactHRHighImpactHR

StrategiesStrategies

Dr.ShawnaODr.ShawnaO’’GradyGradyQueenQueen’’sSchoolofBusinesssSchoolofBusiness

© ShawnaO’Grady,2005



OverviewOverview

SelectingandretainingthebestSelectingandretainingthebest

SuccessionplanningandtalentmanagementSuccessionplanningandtalentmanagement

CoachingthroughsegmentationCoachingthroughsegmentation

UnleashingthepassionandspiritofyourUnleashingthepassionandspiritofyourpeoplepeople

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©ShawnaO’Grady,2005



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SelectionandRetention




WarForTalentWarForTalent

EconomygrowthEconomygrowth

MassiveretirementsinthenextfiveyearsMassiveretirementsinthenextfiveyears

DemographicchangesDemographicchanges

By2016,annualgrowthinthelabourforcewillBy2016,annualgrowthinthelabourforcewillbenearzerobenearzero

58%ofCanadianemployeesareopentomove58%ofCanadianemployeesareopentomovetootherorganizations(ConferenceBoardoftootherorganizations(ConferenceBoardofCanada2005)Canada2005)

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DoyouhaveanintegratedDoyouhaveanintegrated

strategyforselecting,strategyforselecting,retaining,andmanagingretaining,andmanaging

talentwithinyourtalentwithinyourorganization?organization?

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WhyIsSelectionImportant?WhyIsSelectionImportant?

Selectthebest,andyouwillSelectthebest,andyouwill

eliminateninetypercentofeliminateninetypercentofyourperformanceproblemsyourperformanceproblems

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WhyIsSelectionImportant?WhyIsSelectionImportant?

HighperformingorganizationsuseselectivityinHighperformingorganizationsuseselectivityin

recruitmentandselectionrecruitmentandselection

AnorganizationcantrainforskillsandAnorganizationcantrainforskillsandknowledge,butitshouldselectforcoretraitsknowledge,butitshouldselectforcoretraitsandattitudesandattitudes

TwentyTwenty--fiveyearsofresearchandexperiencefiveyearsofresearchandexperience

haveproventhattherearesignificantdifferenceshaveproventhattherearesignificantdifferencesbetweensuperiorandaverageperformersbetweensuperiorandaverageperformers

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Productivity differences between average performers andProductivity differences between average performers and

top 1% of all performers in the same organizationtop 1% of all performers in the same organization

For low complexity jobs (front line workers in a fast-food restaurant)

Top-level performer 50% more productive than average workers

For medium complexity jobs (production workers in a high-tech factory)


For high complexity jobs (an associate in an investment bank)


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Source: Journal of Applied Psychology



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Productivity differences between average performers andProductivity differences between average performers and

top 1% of all performers in the same organizationtop 1% of all performers in the same organization

For low complexity jobs (front line workers in a fast-food restaurant)


For medium complexity jobs (production workers in a high-tech factory)


For high complexity jobs (an associate in an investment bank)


Source: Journal of Applied Psychology




Gapbetweentop1%andGapbetweentop1%and

bottom1%bottom1%ForlowcomplexityjobsForlowcomplexityjobs

FormediumcomplexityjobsFormediumcomplexityjobs

ForhighcomplexityjobsForhighcomplexityjobs

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Gapbetweentop1%andGapbetweentop1%and

bottom1%bottom1%ForlowcomplexityjobsForlowcomplexityjobs 300%300%

Formediumcomplexityjobs1,200%Formediumcomplexityjobs1,200%

ForhighcomplexityjobsunForhighcomplexityjobsun--measurablyhighmeasurablyhigh

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PredictiveValidityofMainPredictiveValidityofMain

SelectionMethodsSelectionMethodsSelectionMethodSelectionMethod ValidityCoefficient(r)ValidityCoefficient(r)

AssessmentcentresAssessmentcentres .65.65Interviews(behavioural)Interviews(behavioural) .48.48-- .61.61

WorksampletestsWorksampletests .54.54

AbilitytestsAbilitytests .53.53

““ModernModern”” personalitytestspersonalitytests .39.39

BiodataBiodata .38.38ReferencesReferences .23.23

Interviews(nonInterviews(non--behavioural)behavioural) .05.05-- .19.19

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ImprovingSelectionImprovingSelectionUseacombinationofselectiontechniquestoincreaseUseacombinationofselectiontechniquestoincreaseeffectivenessbeyondtheintervieweffectivenessbeyondtheinterview

EnsurethoseusingthetechniquesaretrainedEnsurethoseusingthetechniquesaretrained

appropriatelyinspecificsappropriatelyinspecifics

WhatWhat’’syourEmployerValueProposition(EVP)?syourEmployerValueProposition(EVP)?

IdentifythecharacteristicsofstarperformersIdentifythecharacteristicsofstarperformers

OnlyallowyourtoptalenttoattracttalentOnlyallowyourtoptalenttoattracttalent

CraftyourcapturestrategyCraftyourcapturestrategy

Followup&closetheloopFollowup&closetheloop–– measureyoursuccessmeasureyoursuccess

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HIPOHIPO’’ssoror

POPOPOPO’’ss

DoYouHave:DoYouHave:

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What are you doing to talentproof your organization?




PerformanceLevel PercentageIncreaseAveragePerformers

TopPerformers

3%

5.1%

What message does this send?

PayIncreasesForCanadianPayIncreasesForCanadian

EmployeesEmployees

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Source: Conference Board of Canada, 2005



Differential PrevalenceNil

.25%to1.00%

1.10%to3.00%

Over3.00%

30%

19%

37%

14%

MedianDifferential=1.25%

CompensationIncreaseDifferentialBetweenCompensationIncreaseDifferentialBetweenOutstandingandSatisfactoryPerformersOutstandingandSatisfactoryPerformers

Source: Hay Management Consultants

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Retention Strategies

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WhyDoEmployeesLeave?WhyDoEmployeesLeave?

TheyhaveapoorrelationshipwiththeirbossTheyhaveapoorrelationshipwiththeirboss

TheyThey’’redissatisfiedwiththeircurrentjobredissatisfiedwiththeircurrentjob

TheyhaveabetteralternativeTheyhaveabetteralternative

WhyDoEmployeesStay?WhyDoEmployeesStay?

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Staying is not the obverse of leaving

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WhydoPeopleStay?WhydoPeopleStay?

It It ’ ’ snotwhetherpeoplearesatisfiedorsnotwhetherpeoplearesatisfiedordissatisfiedthat dissatisfiedthat ’ ’ stheissue,it stheissue,it ’ ’ showshowintegratedpeopleareintheirjobsthatintegratedpeopleareintheirjobsthat

oftenpreventsthemfromleaving.oftenpreventsthemfromleaving.

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TheBestRetentionStrategiesTheBestRetentionStrategies

Focuson:Focuson:1)1) LinksLinks tootherstoothers

2) 2) Fit Fit withthejob&community withthejob&community

3)3) SacrificesSacrifices they they ’ ’ dhavetomakedhavetomake

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CREATELINKSCREATELINKSCREATELINKS

COACHESCOACHESCOACHES TEAM

BUILDING

TEAMTEAM

BUILDINGBUILDING

MENTORSYSTEMS

MENTORMENTOR

SYSTEMSSYSTEMS

TIMEOFFTOVOLUNTEERIN

COMMUNITY

TIMEOFFTOTIMEOFFTO

VOLUNTEERVOLUNTEERININ

COMMUNITYCOMMUNITY

DESIGNATED

ROLEMODELS

DESIGNATEDDESIGNATEDROLEMODELSROLEMODELS

CHOOSECLIENTS

CHOOSECHOOSECLIENTSCLIENTS

PROVIDEINFOON

COMMUNITYRESOURCES/ ACTIVITIES

PROVIDEINFOPROVIDEINFO

ONONCOMMUNITYCOMMUNITY

RESOURCES/ RESOURCES/ ACTIVITIESACTIVITIES

DISCOUNTONHOMES

PURCHASEDINNEARBYCOMMUNITY

DISCOUNTONDISCOUNTONHOMESHOMES

PURCHASEDPURCHASED

INNEARBYINNEARBYCOMMUNITYCOMMUNITY

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ENSUREFITENSUREFITENSUREFIT

PERSONALITYTESTS

PERSONALITYPERSONALITY

TESTSTESTS

FLEXIBLESCHEDULESFLEXIBLEFLEXIBLESCHEDULESSCHEDULES

JOB

SCULPTING

JOBJOB

SCULPTINGSCULPTING

35-HOURWORKWEEK 3535--HOURHOUR

WORKWEEK WORKWEEK

TELECOMMUTINGTELECOMMUTINGTELECOMMUTING

CAFETERIASTYLEBENEFITS

CAFETERIACAFETERIASTYLEBENEFITSSTYLEBENEFITS

REALISTICJOB

PREVIEWS

REALISTICJOBREALISTICJOBPREVIEWSPREVIEWS

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INCREASETHESACRIFICE

INCREASETHEINCREASETHESACRIFICESACRIFICE

MINI-

SABBATICALS

MINIMINI--

SABBATICALSSABBATICALS MASSAGES

MASSAGESMASSAGES

EVENTTICKETS

EVENTEVENT

TICKETSTICKETS

COMPANYVEHICLES

COMPANYCOMPANYVEHICLESVEHICLES

CONCIERGECONCIERGECONCIERGE

EXERCISE

FACILITIES

EXERCISEEXERCISE

FACILITIESFACILITIES

CHILDCARECHILDCARECHILDCARE

TRAININGAND

DEVELOPMENT

TRAININGANDTRAININGAND

DEVELOPMENTDEVELOPMENT

OFFICEDECORATEDOFFICEOFFICE

DECORATEDDECORATED

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YouNeedToKnow:YouNeedToKnow:Whoquitsandwhy?Whoquitsandwhy?

Industryquitrates?Industryquitrates?

Whostays?Whostays?

DatasegmentedbyemployeegroupsoyoucanDatasegmentedbyemployeegroupsoyoucan

developfocusedstrategiesthatrespondtothedevelopfocusedstrategiesthatrespondtotheuniqueconcernsoftargetedemployeegroupsuniqueconcernsoftargetedemployeegroups

Becausepoorlyfocusedretentionstrategies(i.e.Becausepoorlyfocusedretentionstrategies(i.e.

acrossacross--thethe--boardraises)maydoasmuchtoboardraises)maydoasmuchto promotetheretentionofpoorperformersasthey promotetheretentionofpoorperformersastheydotopromotetheretentionofhighperformersdotopromotetheretentionofhighperformers

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Coaching for Success

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CoachingCoaching

75%ofperformancecomesfromwhat75%ofperformancecomesfromwhathappensafterthegoalsaresethappensafterthegoalsareset

ShouldbeadayShouldbeaday--toto--dayactivitydayactivity

EmployeesacceptsuggestionsforimprovementiftheyEmployeesacceptsuggestionsforimprovementiftheyaregiveninlessconcentratedformaregiveninlessconcentratedform

EmployeeswantfeedbackthatissimplerandgivenmoreEmployeeswantfeedbackthatissimplerandgivenmore

oftenoftenStudiesofthelearningprocessshowthatfeedbackislessStudiesofthelearningprocessshowthatfeedbackislesseffectiveasmoretimeisallowedtoelapsebetweentheeffectiveasmoretimeisallowedtoelapsebetweentheperformanceandthefeedbackperformanceandthefeedback

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DistinguishingCharacteristicsDistinguishingCharacteristics

ofaCoachingStyleofaCoachingStyle

AstrongdevelopmentalbiasAstrongdevelopmentalbias

ExtensivepersonalcontactExtensivepersonalcontact

CaringCaring

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CoachingCoaching

CurrentPerformance

Coach

Next

step

Next

step

Next

step

Next

step

Next

step

Next

step

End

Goal

Maintain

Focus

K n o w

P e r f o

r m a n

c e g o

a l s

K n o w

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HowmanyorganizationsHowmanyorganizations““segmentsegment”” yourworkforcesoyourworkforcesothatyoucanfocusinvestmentthatyoucanfocusinvestment

onmotivatingthekindsofonmotivatingthekindsofbehaviourchangesthatwillyieldbehaviourchangesthatwillyield

thehighestreturns?thehighestreturns?

SegmentingSegmenting

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TRAINEE

MARGINAL

STAR

50

45

40

35

30

25

20

15

10

5

5 10 15 20 25

Potential

P r o d u c t i v i t y

DEAD-

WOOD

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WORKHORSE

PROBLEM

CHILD




Wheredoyouspendyourtime?Wheredoyouspendyourtime?

Whereshouldyouspendyourtime?Whereshouldyouspendyourtime?

SegmentationhelpsyoudecidewhereSegmentationhelpsyoudecidewheretimeshouldbespenttimeshouldbespent

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SpendingTimeonDeadwoodSpendingTimeonDeadwood

IsanalogoustoagameofgolfwhenyouIsanalogoustoagameofgolfwhenyouareasked,areasked,““Howwasit?Howwasit?”” andyouanswer,andyouanswer,““Good,exceptafterthethirdholewhenGood,exceptafterthethirdholewhen

JoewasstruckbylightningJoewasstruckbylightning-- thenitwasthenitwas--hittheball...dragJoe,hittheball...draghittheball...dragJoe,hittheball...drag

JoeJoe…”…”

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SegmentingatCampbellSegmentingatCampbell

SoupCompanyLtd.SoupCompanyLtd.HighpotentialHighpotential

PromotablePromotableExpandableExpandable

ValuedprofessionalValuedprofessionalSuitablyplacedSuitablyplacedFindamoresuitableassignmentFindamoresuitableassignment

OutplaceOutplaceToosoontoevaluateToosoontoevaluate

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SegmentingbyPerformanceSegmentingbyPerformance

andAttitudeandAttitude

PerformancePerformance

Lo

Lo

Hi

HiAttitudeAttitude

HoneyBees

Bumble

Bees

Drones

S.O.B.s

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OrganizationalCultureandOrganizationalCultureand

DevelopmentDevelopmentWhereyouspendyourtimesendsapowerfulWhereyouspendyourtimesendsapowerful

messagemessageWhenpeopleknowthattheirperformancewillbeWhenpeopleknowthattheirperformancewillbenoticedandrewarded,itisatremendousmotivatornoticedandrewarded,itisatremendousmotivator

Whatdoyouneedtocompeteinthefuture,andWhatdoyouneedtocompeteinthefuture,anddoesyourorganizationhavewhatitneeds?doesyourorganizationhavewhatitneeds?

TraineesaretheorganizationTraineesaretheorganization’’sinvestmentinfuturesinvestmentinfuturecapitalcapital

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HRHR’’sRoleinSuccessionsRoleinSuccession

PlanningPlanningHRhelpsbuildsystemstosupportsuccessionHRhelpsbuildsystemstosupportsuccessionplanningplanning

HRinitiates;executives/managersprovidecontentHRinitiates;executives/managersprovidecontent

CollectinformationverballyandfaceCollectinformationverballyandface--toto--facefaceAskquestionsdirectlyandchallengeexecutiveAskquestionsdirectlyandchallengeexecutiveresponsesresponses

WatchforleaderswhoWatchforleaderswho““EattheiryoungEattheiryoung””

Simplifytheprocessforexecutives/managersSimplifytheprocessforexecutives/managers

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SuccessionPlanningKeySuccessionPlanningKey

SuccessFactorsSuccessFactorsOwnedbylinemanagement;supportedbystaff Ownedbylinemanagement;supportedbystaff

TreatedaspartoftheprocessusedtorunthebusinessTreatedaspartoftheprocessusedtorunthebusiness

AccountabilityandfollowAccountabilityandfollow--upup

UnderstandtheUnderstandthe““dealbreakersdealbreakers”” inyourorganizationinyourorganization––behaviorseverypersoninthejobmustdisplayandembracebehaviorseverypersoninthejobmustdisplayandembracetomoveaheadinyourcompanytomoveaheadinyourcompany–– thesecanmakeorbreakthesecanmakeorbreaksomeonesomeone

EveryhighpotentialpersonneedsaplanofdevelopmentEveryhighpotentialpersonneedsaplanofdevelopment––

rotationandexposurerotationandexposure–– amentorandacoachamentorandacoach

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Unleash The Passion And Spirit Of Your

People




KeepYourPeopleHealthyKeepYourPeopleHealthy1/3ofCanadiansdonottaketheirholidays;theymissan1/3ofCanadiansdonottaketheirholidays;theymissanaverageof8vacationdaysperyear(netting$8Binaverageof8vacationdaysperyear(netting$8Binunusedholidaysannually)(2005Expedia.ca/Ipsosunusedholidaysannually)(2005Expedia.ca/Ipsos--Reid)Reid)

36%ofCanadiansareincontactwiththeofficewhile36%ofCanadiansareincontactwiththeofficewhileawayaway

ChroniclackofsleepplaguesournationChroniclackofsleepplaguesournation–– someofthesomeoftheworldworld’’smosthorrificaccidentshavebeenattributedtosmosthorrificaccidentshavebeenattributedtosleepdebt(i.e.ExxonValdez,Challengerspaceshuttle)sleepdebt(i.e.ExxonValdez,Challengerspaceshuttle)

Eventually,takesitstollinlackofproductivity,creativity,Eventually,takesitstollinlackofproductivity,creativity,workplaceaccidents,timeawayduetostressandillness,workplaceaccidents,timeawayduetostressandillness,andincreasedriskofdeathandincreasedriskofdeath

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l hi i d i i



UnleashingPassionandSpiritUnleashingPassionandSpirit

JobSculptingJobSculpting-- AssignpeopletoworkthatAssignpeopletoworkthattheyfindmotivatingtheyfindmotivating

Train&developemployeesintheirTrain&developemployeesintheir

strengthstoworldclassperformancestrengthstoworldclassperformance

PromoteteamworkandacollaborativePromoteteamworkandacollaborative

cultureculture

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Thankyou!Thankyou!

Dr.ShawnaODr.ShawnaO’’GradyGradyAssociateProfessorAssociateProfessor

SchoolofBusiness,QueenSchoolofBusiness,Queen’’sUniversitysUniversityKingston,OntarioKingston,OntarioPhone:Phone: 613613--533533--23282328Email:Email: [email protected]@business.queensu.ca

Documents

High Impact HR Strategies