Managers Survival Kit , India

Managers Survival Kit

The bottom line• Reduction of 5% of defective customers may result

in 80% increase in profitability

• 60% to 80% of lost customers were satisfied (King, 1996)

• 90% of customers who love a company will repeat but only 30% of customers who like the company will repeat (Opinion Research Corp.)

• 20-40% of your customers bring 80% of your profits

Radial organisation

CEO

Marketing

HR/Training

Operations

Finance

Functional StructureTraining/Quality

Operations/MIS

Marketing/Business

DevelopmentHR

Financial Control

Departmental Structure

CEO

Marketing HR/Training Operations

Finance

Unit StructureBusiness Manager

Exec Exec Exec

Supervis

orMarketing Exec

Hierarchy of Unit

Supervisor/ Asst Mgr

Senior Exec

Exect Exec

Senior Exec

Exec

Business Manager

Customer Service

Associate

Apprentice

Marketing Exec

Reporting Structure CEO

HR Ops/MISMarketing

Finance

Business Manager

EXEC EXEC

Exec

Supervisor/Asst Mgr Marketing

Exec UNIT 2UNIT 3

UNIT 1

The Four Functions of Management

Planning

Organizing

Controlling

Directing DynamicContinuous

Process

Management Functions

• Get the job done

• On time• Within

budget• Satisfactorily• Using

available resources

PlanningDevise short-range and long-range plans and set goals to help achieve the plans

OrganizingHow to use resources

StaffingDirecting

Guiding employees to perform their work

ControllingMonitoring progress towards goals

Management Levels

Flattening the pyramid

Basic Decision Making StructureSteering Committee/Facilitator

Strategic Level

OperationsLevel

Information Systems

MIS Management Information System

DSS Decision Support SystemsEIS Executive Information Systems

Decision making models - Rational Choice

Recogniseproblem &exploresituation

Defineproblem

Test forcauses

Identify Options

Examineoptionconsequences

Set objectives & evaluation criteria

Compare Options to criteria for best fit

Plan forimplementation& contingencies

Monitor &control

Assumes Logical steps for

optimal outcome Dispassionate, neutral, not political Empirical, data and information based Risk minimisation

Criticisms Does not explain how many decisions are

made in practice Do I know what I want? What is available?

Uncertainty. Risk and political balancing. Hunches and intuition. Perception and

pressure Decision maker's own limitations - time,

energy, processing power. 'Good enough' over optimal.

Steering Wheel StructureSupervisory+Seni

or Staff

SBM Level

HQ Departmental Heads

• Operations & Systems

• Quality Control• Unit Level

Objective/Goal Setting

• Implementing Strategy.

• Long Term Strategic Objective/Goal Setting

• Steering

Traditional vs Entrepreneur Styles

AcceptanceAvoidanceView toward mistakes

ModerateLowRisk tendency

Direct involvementDelegationActivity

5-10 year growth of business

Short-term goalsTime orientation

IndependenceCorporate rewards Primary motivation

EntrepreneurTraditional Manager

Customer-Focused Organizational Chart

Manager

Supervisor

Front-line

Employee

Customers

Front-line

Employee

Front-line

Employee

Front-line

Employee

Supervisor

Front-line

Employee

Front-line

Employee

Front-line

Employee

Front-line

Employee

Determining ABusiness-Level Strategy

Differentiation

CostLeadership

Focus

MBO

Starting theProcess

StrategiesMissionObjectives

Specific Plans

Directional Plans

Clear

General

Low

High

FlexibilityO

bjec

tives

Single-Use vs. Standing Plans

UniqueSituations

OngoingOperations

OrganizationalObjectives

DivisionalObjectives

DepartmentalObjectives

IndividualObjectives

What Is Management by Objectives?

More DifficultGoals LeadTo Higher

Performance

Does MBOWork?

Specific GoalsLead to

Better Results

Support fromTop

ManagementIs Critical

ParticipationIs Key

Identify CurrentMission, Objectives

& Strategy

The StrategicManagement Process

ReassessMission

Strategies

EvaluateResults

1

AnalyzeResources

Note Weaknessesand Strengths

AnalyzeEnvironment

NoteThreats and

Opportunities

2 3

4 5

6

7 & 8

9

Requirements for a service culture

• Developing a service strategy:– Business mission & service vision– Service concepts (what, where and

how?)– Human resource management

• Developing the organisational structure– Relatively flat structure with few

heirarchical levels (decisions made close to the customer)

– Operational systems, routines & work flows

Developing a service culture (cont.)

• Developing leadership:– Service-oriented leadership– Clear and unambiguous– Driven by senior management– Measurement and monitoring

• Service training programs:– Technical skills, service skills &

communication

Continuous improvement is more a leadership declaration than a working principle

Working Principles – Continuous improvement

Continuous improvement process (CIP)

Kick off CIP

Analyse

Situation

Define target

s

Develop measure

s

Plan measu

res/ condu

ct

Contro

l results

Standardi-zation

Plan

DoCheck

ActionQuality

Management

Leadership is responsible

Customer satisfaction

Legal consistence

Ensure quality on a regular basis

Use IT Involve employees

Improve processes/ organization

Clear Quality policy

Regard environmental aspects

Service Process Control

Resources

Identify reasonfor

nonconformance

Establish measure of performance

Monitorconformance torequirements

Take corrective

action

Service concept

Customer input

Customer output

Service process

Determinants of Perceived Service Quality

ExpectedService

PerceivedService

ServiceQuality

GapPerceived

ServiceQuality

Word ofMouth

PersonalNeeds

PastExperience

External Communication

to Customers

Quality Management is an ongoing procedure

Methods and Strategies – Quality Management

Elements, criterias and standards

Quality Managemen

t

Leadership is responsible


Legal consistence

Ensure quality on a regular basis

Use IT Involve employees

Improve processes/ organizationClear Quality policy

Regard environmental aspects

Criteria StandardsExampl

es•no delays•reliability of service production

•accuracy of information

•positive environment

•friendly and co-operative staff

• Max. waiting times

• Max. admissible defect rate of x %

• share of x% of target group

• information provided in writing

• offer of advice hearings

• waiting room and seats for x%

• maximum distance from public transport

• parking space for every customer

• continuing education and training

• address customers by name

Product Life Cycle Approach in RE-imagineers, India

Organizational Change

Organizational Change Management

Lewin’s Force-Field Theory of Change

Steps in the Organizational Change Process

Systems View

INPUT

OUTPUTPROCESS

Organizational Change

Control Process Steps

Three Organizational Control Systems

Suppliers Inputs Process Customers Requirements

Step 1:

Outputs

Step 2: Step 3: Step 4:

See Below

Step 5:

SIPOC

Organizing for Quality

Place and approach

Customer

ServiceStrategy

StaffSystems

Place/virtual/remoteFacilities-basedField-basedInternal (client-server)

Approachesproduction lineself-servicepersonal attention

High and Low contact

A “GAPS” MODEL OF SERVICE QUALITY

Customers’ Service

Expectations

CUSTOMER SERVICE ORGANIZATION

Service Quality

Gap

Customers’ Service

Perceptions

GAP 5

Organization’s Understanding of Expectations

Organization’s Service

Standards

Organization’s Service

Performance

Organization’s Communications

to Customers

Market Information

Gap

Service Performance

Gap

Internal Communicatio

n Gap

Service Standards

Gap

GAP 1 GAP

2GAP

3GAP 4

44

Content Measurements• Value Stream Alignment• Organizational Design• Performance Management• Efficiency Snapshot• High Level Process (SIPOC) (by output)• Trend of demand and capacity (by output)• Drivers, lead indicators and levers• Performance metrics – productivity, quality, timing

(by output), external benchmarks• Customer requirements and metrics (by output)• Unit costs and trend• Budget and expense management • Challenges, risks and opportunities• Commitments to go forward—2008 Goal creation

Factors affecting decision makingFactors associatedwith the individualPersonalityPerceptionsAttitudes to riskEthics & values

Decision ContextNature of decisionuncertainty

OrganisationalContextCulture & climatePolitics

Decision Process

Data, Information,and Systems

Contents information system

An Organizatio

n’sMISFinancialMIS

MarketingMIS

HumanResources

MIS

Etc.

Accounting

MIS

Drill down reports

Exception reports

Demand reports

Key-indicator reports

Scheduled reports

Databasesof

externaldata

Databasesof

validtransactions

Transactionprocessingsystems

Businesstransactions


Extranet

Internet

Etc.

Corporatedatabasesofinternaldata

Databasesofexternaldata

Databasesofvalidtransactions

Operationaldatabases


Managementinformationsystems

Decisionsupportsystems

Executivesupportsystems

Expertsystems


Input anderror list

Drill-down reportsException reportsDemand reports

Key-indicator reports

Scheduledreports

Employees

Corporateintranet

Applicationdatabases

Financial statements

Uses and managementof funds

Financial statisticsfor control

Operationaldatabases

Databasesof valid

transactionsfor each

TPS




Internet or

Extranet

FinancialMIS


Databases ofexternal data

Databases ofinternal data

FinancialDSS

FinancialES

Financialapplicationsdatabases

Customers,Suppliers

Quality control reports

Process control reports

JIT reportsOperationaldatabases

Databasesof valid


TPS




Internet or

Extranet

ProductionMIS




ManufacturingDSS

ManufacturingES

Manufacturingapplicationsdatabases

Customers,Suppliers

MRP reportsProduction schedule

CAD output

Sales by customer

Sales by salesperson

Sales by productOperationaldatabases

Databasesof valid


TPS



MarketingMIS



ManufacturingDSS

ManufacturingES

Marketingapplicationsdatabases

Pricing reportTotal service calls


Benefit reports

Salary surveys

Scheduling reportsOperationaldatabases

Databasesof valid


TPS



HumanResource

MIS



ManufacturingDSS

ManufacturingES

Humanresource

applicationsdatabases

Training test scoresJob applicant profilesNeeds and planning

reports

Organizational Culture• Corporate culture

– Shared values– Beliefs– Traditions– Philosophies– Rules– Role models for behavior

Summary Characteristics of the Four Corporate Culture

Relationshipsbetween employees

Adapted from Table 6–3: Summary Characteristics of the Four Corporate Culture

Four Corporate Cultures

Diffuse relation-ships to organic whole to which one is bonded

Specific role inmechanical system ofrequired interaction

Specific tasks in cybernetic system targeted on shared objectives

Diffuse, spontaneous relationships growing out of shared creative process

Attitude towardauthority

Status is ascribed to parent figures who are close and powerful

Status is ascribed to superior roles that are distant yet powerful

Status is achieved by project group members who contribute to targeted goal

Status is achieved by Individuals Exemplifying creativity and growth

Corporate CultureCharacteristic

Family Eiffel Tower Guided Missile

Incubator

Ways of thinking and learning

Intuitive, holistic, lateral and error correcting

Logical, analytical, vertical, and rationally efficient

Problem centered, professional, practical, cross disciplinary

Process oriented, creative, ad hoc, inspirational

KM ApproachesIndividual LearningGroup LearningCommunities of InquiryThink TanksManagement Planning

Training ProgramCommunities of PracticeKnowledge CaptureStorytellingKM InitiativesOperations mgmt

Knowledge PortalsInnovation mgmt toolsGroupware: collaboration apps, Virtual Teaming Tools, emailsDiscussion group

Information PortalsIntranetsInformation mgmtWork product mgmtContent mgmtGroupware

Demand-side KM Supply-side KM

Social Dim.

Tech.Dim.

Summary Characteristics of the Four Corporate Culture

Relationshipsbetween employees

Adapted from Table 6–3: Summary Characteristics of the Four Corporate Culture

Four Corporate Cultures

Diffuse relation-ships to organic whole to which one is bonded

Specific role inmechanical system ofrequired interaction

Specific tasks in cybernetic system targeted on shared objectives

Diffuse, spontaneous relationships growing out of shared creative process

Attitude towardauthority

Status is ascribed to parent figures who are close and powerful

Status is ascribed to superior roles that are distant yet powerful

Status is achieved by project group members who contribute to targeted goal

Status is achieved by Individuals Exemplifying creativity and growth

Corporate CultureCharacteristic

Family Eiffel Tower Guided Missile

Incubator

Ways of thinking and learning

Intuitive, holistic, lateral and error correcting

Logical, analytical, vertical, and rationally efficient

Problem centered, professional, practical, cross disciplinary

Process oriented, creative, ad hoc, inspirational

Organizational Cultures in MNCs

Adapted from Figure 6–2: Organizational Cultures

Person Emphasi

s

Task Emphasis

Equity

Hierarchy

Fullfillment-oriented culture

INCUBATOR

Project-oriented culture

GUIDED MISSILE

EIFFEL TOWER

Role-oriented culture

FAMILY

Power-oriented culture

Do Organizations Have Uniform Cultures

CoreValues

SubculturesDominantCulture

Jessica Chen-Burger

Kowledge Management Framework

How EmployeesLearn Culture/

How it is “reinforced”

MaterialSymbolsLanguage

Stories Rituals

Evaluating Group Effectiveness TYPE OF GROUP

Effectiveness Criteria Interacting Brainstorming Nominal Electronic

Number and quality of ideas Low Moderate High HighSocial pressure High Low Moderate LowMoney costs Low Low Low HighSpeed Moderate Moderate Moderate ModerateTask orientation Low High High HighPotential for interpersonal conflict High Low Moderate

LowCommitment to solution High Not applicable Moderate ModerateDevelopment of High High Moderate Lowgroup cohesiveness

Highly ineffectiv

e

Average effectiveness

Highly effective

Understanding the Conditions for Effectiveness

Adapted from Figure 6–5: Group Effectiveness and Culture

Perceived Service Quality

Word of mouth

Personal needs

Past experience

Expectedservice

Perceivedservice

Service Quality Dimensions

ReliabilityResponsiveness

AssuranceEmpathyTangibles

Service Quality Assessment1. Expectations exceeded ES<PS (Quality surprise)2. Expectations met ES~PS (Satisfactory quality)3. Expectations not met ES>PS (Unacceptable quality)

PROCESS MODEL FOR CONTINUOUS MEASUREMENT AND IMPROVEMENT OF SERVICE QUALITY

DO YOUR CUSTOMERS PERCEIVEYOUR OFFERINGS AS MEETING

OR EXCEEDING THEIR EXPECTATIONS?

DO YOU HAVE AN ACCURATE UNDERSTANDING OF

CUSTOMERS’ EXPECTATIONS?

ARE THERE SPECIFICSTANDARDS IN PLACE TO MEETCUSTOMERS’ EXPECTATIONS?

DO YOUR OFFERINGS MEET OREXCEED THE STANDARDS?

IS THE INFORMATIONCOMMUNICATED TO CUSTOMERS

ABOUT YOUR OFFERINGS ACCURATE?

CONTINUE TO MONITORCUSTOMERS’ EXPECTATIONS

AND PERCEPTIONS

YES

NO

YES

YES

YES

YES

TAKE CORRECTIVE ACTION




NO

NO

NO

NO

Relative Importance of Service Dimensions

TANGIBLES 11%

EMPATHY 16%

RELIABILITY 32%

ASSURANCE 19%

RESPONSIVENESS

22%

Customers as Contributors toService Quality and Satisfaction

•Customers can contribute to:–their own satisfaction with the service

• by performing their role effectively• by working with the service provider

–the quality of the service they receive• by asking questions• by taking responsibility for their own

satisfaction• by complaining when there is a service failure

Strategic Marketing and CRM

Product Service Mix

100% 75% 50% 25% 0% 100%75%50%25%

Self-service green grocerCar manufactureCarpet sales and fitting

Pizza HutCordon-bleu restaurant

Car maintenanceHairdressingConsulting services

Goods Services

Nine Service Design Principles

1. define service concept clearly & in detail. 2. evaluate image concept

– good service labelled poor if image out of line with customer expectations

– trace back to service presentation3. study the customer view (be a customer)

– manage expectations & perceptions during & after – break out of designer & operator "bounded rationality & familiarity".

4. Top management commitment to service quality– Mission + clear objectives.– Quality: inextricably linked to staff-customer contact. – MbyExample: top mgt. lip-service undermines credibility

5. Define functional & technical quality standards• tangibles - as for physical products. • intangibles & subjective elements

– key ingredients in package e.g. cleaning, waiting, manner/appearance, skills

– share understandings, recruit, train & reward for delivery expectation.

ServQual

Nine Service Design Principles

6. examine existing procedures and systems• "re-design" to support front-end providers. • service the servers via back-room procedures & support7. develop standard procedures to control• bankers (routinise), semi-controllables & unpredictables

–routines may not fit random events–if safety critical - allocate resources–emphasise training for the unexpected,

communicate & empower8. systems must support the good service objectives.• treat customer service staff as internal customers. 9. implement standards & performance monitoring

– Or drift, loose energy & deteriorate.– inspection activities are essential– action to restore and revitalise where needed.– Inspection/feedback: SPC, surveys, panels,

"mystery" shoppers

Service Quality Gap ModelCustomer

Perceptions

Customer

Expectations

Service

Delivery

Service Standards

ManagementPerceptions of Customer Expectations

Managing the Evidence

Conformance Service Design

Understanding the Customer

Customer Satisfaction GAP 5

Customer / Marketing Research

GAP 1

Conformance GAP 3

Communication GAP 4

Design GAP 2

Service Quality Gap Model

Decision making models - Bounded Rationality

Assumes 'If it ain't broke don't fix it' . Missed

opportunities & inefficiencies accumulate until…

unbounded, complex problems arise + need to reform

unclear about what information needed & criticalities involved

Time pressures constrain investigation

Imperatives to 'do something' Solutions reliant on experience &

intuition Use of decision 'heuristics' Satisficing > optimisation

What's the problem now?

Is problem resolved?Can we live with it?

Leave it aloneCome back later

Find small adjustmentto resolve theproblem (patch-it)

Implementsolution

Modify expectations?

Yes

Yes

No

No

The Six Steps in Decision Making

Identifying the Problem

Selecting the Best Alternatives

Analyzing the Alternatives

Following Up Determining AlternativeCourses of Action

Implementingthe Decision

Classification of ISInformation Systems

Operations Support System Management

Support System

Transaction processing systems

Process control systems

Office automation systems

Management information systems

Decision support systems

Executive information systems


Transition to quality culture at Xerox

TransitionTeam Training

Senior ManagementBehavior

XeroxCultureChange

Tools andProcesses Communication Reward and

Recognition

Customer Perceptions of Satisfaction


Strategies for supplier relationshipsCriteria Traditional

Approach Long Term Partnership

Philosophy "keep suppliers on their toes" "mutual dependence"

Supply base Large supply base Few suppliers - "single sourcing"

Contract length Often short term contracts Often long term contracts

Awarding contracts

Low cost bid Negotiated

Supplier costs Either company or supplier wins

Share cost savings (win-win)

Cooperation Cooperation as needed; company protects knowledge

Frequent joint problem solving

Relationship between Customer Satisfaction and Loyalty in Competitive Industries

Action Outline1. Select your market segment

– Identify most valuable customers (what criteria?)– Identify customers who might become valuable

2. Design a relationship-building service culture– Identify what type of treatment promotes customer loyalty– Identify what loyal customers want to give to you– Identify potential for the development of a brand community

3. Implement a loyalty treatment– Design specific communication strategy and message– Train staff to understand the importance and the process– Create opportunities to invest and receive investments– Generate a sense of community among your customers

4. Measure effects of program and redesign– Maintain constant communication with your loyal customers– Monitor costs and results of your program

4.

The Service Profit Chain


Factors that AffectCustomer Satisfaction*

Service Quality

Helpful Employees

Quick Service

Billing Clarity

Good Value Competitive Pricing

Friendly Employees

Billing Timeliness

Accuracy of Billing

Courteous Employees

Knowledgeable Employees

OverallCustomer

Satisfaction

Figure 1-8

Human Resource Strategies for Delivering Service Quality through People

Provideneeded supportsystems

Hire theright

people

Retain thebest

people

Developpeople to

deliverservicequality

Hire for servicecompetencies

andservice

inclinationCompete

forthe bestpeople

Measure and

reward strongservice

performersTreat

employees as

customers

Includeemployees

inthe

company’svision Develop

service-orientedinternal

processes

Providesupportivetechnology

andequipment

Measureinternal service

quality

Promoteteamwork

Empower employees

Train fortechnical and

interactiveskills

Be the preferredemployer

Customer-

OrientedServiceDelivery

Strategies for Enhancing Customer Participation

Levels of Customer Participation across Different Services

Technology’s Growing Role in Marketing to and Serving Customers:

Pyramid ModelCompany

Employees

Customers

Technology

Internal Marketing

Interactive Marketing

External Marketing

Customer Web site

Requirements

Perceivede-SQ

PerceivedValue

Purchase/Repurchase

Management’s Beliefs

about Customer Requirements

Design and Operation

of the Web site

Marketingof the

Web site

DesignGap

InformationGap

Conceptual Model for Understanding and Improving e-Service QualityCustomer

Company

CommunicationGap

FulfillmentGap

Customer Web site

Experiences

Drivers of Technology Readiness

Technology Readiness

Discomfort InsecurityInhibitors

Contributors InnovativenessOptimism


• Relationship building is a long-term process. To develop this notion, we have taken the long-established concept of the ‘ladder of loyalty’

Advocate

Partner

Supporter

Client

Customer

Prospect

PatronageLoyaltySatisfactionRetention

SeverityOf

Failure

PerceivedServiceQuality

Psychological-empathy-apology

Tangible-fair fix-value add

Psychological-apology-show interest

Follow-upService

Recovery

Tangible-small token

ServiceRecoveryExpectations

ServiceRecovery

CustomerLoyalty

ServiceGuarantee

Speed of Recovery

FrontlineDiscretion

ServiceFailure Occurs

ProviderAware ofFailure

Fair Restitution

Pre-recovery Phase Immediate Recovery Phase Follow-up Phase

Service Recovery Framework


Connecting withCustomers

Marketing CRM

Technology Relationships

Global

Diversity

Ethics

The Services Marketing Triangle

Internal Marketing

Interactive Marketing

External Marketing

Company(Management)

CustomersEmployees

“Enabling the promise”

“Delivering the promise”

“Making the promise”

Competitive Positioning Strategy

Productivity Strategy Growth Strategy

Improve Cost Structure

Increase Asset Utilization

Enhance Customer

Value

Expand Revenue

Opportunities

Strategic Theme

Strategic Theme

Strategic Theme

Strategic Theme

Product Development

BusinessAcquisition

EnablingProcesses

Care Advocacy

Product or Service

Retention

Value Chains

Integrate & Align Value Chain Processes

Improve Value Chain Processes

Internal Measures

ExternalMeasures

Market

Customer

Improve Product /Service

ExpandMarket

Impact vs. Probability

Control

Share Mitigate & Control

Accept

High Risk

Medium Risk

Medium Risk

Low Risk

Low

High

High

IMPACT

PROBABILITY

The Enterprise Risk Management Framework

ERM considers activities at all levelsof the organization:

• Enterprise-level• Division or

subsidiary• Business unit

processes

Control It

Share orTransfer It

Diversify orAvoid It

RiskManagement

ProcessLevel

ActivityLevel

Entity Level

RiskMonitoring

Identification

Measurement

Prioritization

RiskAssessment

Risk Analysis

99

Managers’ and Supervisors’ Roles and Responsibilities

• Initiate Performance Dialogue process

• Plan, manage, discuss and evaluate individual contribution

• Act as:LEADER

COACH

COMMUNICATOR

Managing and Coaching for Performance

LEADER

COACH

COMMUNICATOR

Observe performance Guide development Give feedback Document performance Create motivating climate

Performance Dialogue Overview (Cont’d)

POSITIVEWORK

CLIMATE

Clear Expectations– Clarify roles– Set objectives

Feedback Motivational Corrective

Results Competency Recognition and rewards Staff development

Give positive feedback about strengths, accomplishments and overall contribution

Give constructive feedback about aspects to be improved

Ask your staff member to suggest solutions for aspects to be improved

Share your ideas Check to see how you can offer help

Summarize the key decisions Take notes Express confidence Schedule follow-up meetings/actions

Summarize the strengths and the aspects to be improved and agree on follow-up activities

Establish development action plan

Ask staff member to review results Provide your assessment on results Document with facts and observed

behaviours Explore obstacles and problems, if

necessary Clarify expectations

Establish climate of trust Review meeting objectives/expectations

1. Welcome and establish a positive contact

2. Review results to date3. Reinforce and resolve

4. Agree on development actions5. Document decisions and

schedule a follow-up meeting

Conducting a Structured Appraisal Discussion

Building a Development Plan

• Identify individual/ development needs

• Identify with staff member the development needs

• Develop with staff members a development plan

• Provide developmental opportunities

• Follow up on execution

Know skills/knowledge associated with his job role

Conduct self-evaluation and discuss with manager/ supervisor

Be receptive to supervisor’s feedback

Take advantage of development opportunities

Be committed to his/her own development

SUPERVISER’S ROLE STAFF MEMBER’S ROLE

Overview of Process and Tools

Assess Organizational

Risks and Develop

Strategies

Managerand Self

Evaluations Org.Strategic

Initiatives, MissionVision & Values

Determine Gap between

Actual Performance & Behaviors vs.

Required Competencies

Decision-MakingMatrix

Monitor & Track Employee’s Performance

Executive Profiles &

Organization Chart

Dev. plans focuson both strengths

And dev.areas

Determine CompetenciesFor Leadership

IdentifyKey LeadershipCandidates &

Assess Against Competencies

ProcessDesign Process Implementation Process

Management

Decision Making MatrixSOLID CITIZEN PERFORMER(High Performance/Low Potential)Gets all important things doneIs a pro in his/her positionIs seen as a leader in his/her areaHas reached potentialAction Required:Continue developing in current position; is in the right job

STRONG PERFORMER(High Performance/Med Potential)Gets all important things doneMay act at level of capability of one level above current positionActs as leader and role modelExhibits many strengths or competencies beyond current roleSome leadership development issuesAction Required:Look for opportunity to display leadership in current job

STAR PERFORMER(High Performance/High Potential)Gets all important things doneActs at a level of capability of at least one level above current positionAcknowledged as a skilled leader and role modelExhibits many strengths or competencies beyond current roleHas wide spread influence beyond current roleAction Required:Stretch assignments to prepare for larger role

QUESTIONABLE PERFORMER(Medium Performance/Low Potential)Gets most important things doneIs very proficient in his/her current positionIs not seen as a leader in his/her area Action Required:Work on improving performance in current job; may be candidate for lateral move

SOLID CITIZEN PERFORMER(Medium Performance/Medium Potential)Gets most important things doneShows signs of leadership and role modelingExhibits many FCC executive competenciesMay be new in positionAction Required:Leave in current job; continue developing skills and improving performance

STRONG PERFORMER(Medium Performance/High Potential)Gets most important things doneAcknowledged as a leader and role modelExemplifies FCC executive competenciesActs at level of capability of next level in the organizationAction Required: Focus on performance short term and development opportunities long term

LOW PERFORMER(Low Performance/Low Potential)Isn’t getting most important things doneDifficulty performing to standards in his/her current positionAction Required:Consider reassignment to more appropriate position; including lower level or exit option

QUESTIONABLE PERFORMER(Low Performance/Medium Potential)Isn’t getting most important things doneCapable of making higher contributionMay be in wrong job or occupied with non-work distractionAction Required:Focus on improving performance

SOLID CITIZEN PERFORMER(Low Performance/High Potential)Isn’t getting most important things doneHas been acknowledged as a team player and role modelHas exemplified FCC executive competenciesMay be in wrong job or occupied with non-work distractionAction Required:Address root cause performance issue; worthy of investment in development

Perf

orm

ance

High Potential Leadership Development

Skill building•Degree programs

•Leadership scholarships

•Extraordinary leader program

•Management classes

Relationship- building and knowledge

•Executive retreat•Administrative manager/execut

ive events•Management

meetings•Leadership

luncheons

Define High Potential Characteristics

• Results Driven – has completed many challenging assignments

• People skill – Influences, motivates, works with a wide range of people.

• Mental ability – Street smart, asks insightful questions

• Lifelong Learning – seeks challenging opportunities for new knowledge, learns from successes and failures

• Integrated thinking – Links ideas, sees essence of problem

• Flexible – Adjusts priorities, takes risks, embraces change

• Energy – gets energy from work and energizes others

Results: Talent Summary by Individual

Participants

Integration and

Balance

Manage-ment

of Budget

Market Knowledg

e

Technology

andBusiness Methods

Strategy and

Planning

Participant 1

Participant 2

Participant 3

Participant 4

Participant 5

Participant 6

Participant 7

Participant 8

Participant 9

Participant 10

Participant 11

Participant 12

Participant 13

Cross Boundary

Perspective

Drive for Results Adaptability

Organization

Alignment

Communiactionand

Influence

Develops Self and Others

Functional Competencies Leadership Competencies

This graphical representation is a comparison of each individual’s performance by competency (each row on the vertical axis represents an individual's score).

- Exceeds Standards - At Standard - Needs Development

Leadership ModelFamily Independence Agency Leadership Academy Model

Individual Development Plan

DevelopmentalAssignments

Learning Forums

ActionLearning

Mentor and Supervisor

Leadership Development ProgramHIgh Potential

Inservice Training/Leadership Lunches

Technical Skill Training

Learning Communities

Conferences and Workshops

Senior Staff Meetings

Advanced College Degrees

Professional Development

Orientation

Leadership Workshops

Training

Replacement Assignments

Team Projects

Special Projects

Special Assignments

Internships

Job Rotation

OJT

Work Experience

Farm Teams

Networking Groups

Senior Leader Coaching

Informal Mentoring

Formal Mentoring

Coaching

Career Planning

Career Paths

Career Development

Leadership Development

Integrated Approach

Program Evaluation

Retention

Knowledge Management

Training and Development

Recruitment, Hiring and Selection

Competency Model

Promotion and Career Mobility

Workforce & Succession Planning

Why the Integrated Approach• Many ways to build leadership pipeline• Because all aligned with strategic plan,

workforce plan, competency model, and/or other frameworks, aligned with each other

• Pipeline larger to meet demand for more talent

Integrated Approach to Building the Leadership Pipeline

Workforce & Succe

ssion

PlanningCompetency Model

Recruitm

ent, Selectio

n,

Hiring Tra

ining & Development

Promotion & Career

Mobility

Retention

Knowledge Management

Compensation

Program Evaluation

Who’s in the Pipeline

High Potentials and Replacement Pool for Senior Managers

Middle Managers

First Line Supervisors

All Employees?

Technical SpecialistsTime

Building Your Leadership PipelinePlanning Model

Succession Planning Components

2. HR AuditDevelop a Pool of High Potential CandidatesMonitor and Evaluate Progress and Results

Make Adjustments

1. Replacement Planning

Identify Readiness of Successors for Key Positions

Review Performance and Development with Key

Management Staff

3. Identify High Potential Successors

Establish nomination criteria. Experience, Education, Manager/Mentor

Recommendation

4. Identify Successor

Developmental Needs

Identify skills gap, set goals, create development plan

Determine measurable goals and outcomes

5. Create Development Opportunities

Developmental Activities/ProjectsMentoring/Coaching

Create a Leadership Succession Plan

Leadership Support

Gain Buy-in from Senior Management

Identify Top Leadership Experience, Education, and Job ExperienceIntegrated Leadership

Development

360 Degree Feedback

Leadership Development

Process

Hiring/Selection

Performance Management

Employee Retention

Career Development

Talent Management StrategySuccession Planning

Job/Analysis Competency DevelopmentMeasure Results

Study On The Main Service Processes

Operational Workflow Procedures & systems

Knowledge & Training

in Customer Servicing

Quality service Standar

ds

Missing LinksVision +5yearMission Statements(Corporate Strategic & SBU level)

Standard Operating Procedures(Strategic+Operational)

Standards+Benchmarks(Quantitative+Qualitative)

Documents

Managers Survival Kit , India