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STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
9225 W. Jewell Place,#101, LakewoodColorado 80227
USA
•1245 Wild Rose Lane
Lake ForestIllinois 60045
USA
•333 Rector Pl, #908
New YorkNew York 10280
USA
•4921 Waterfowl Way,
RockvilleMaryland 20853
USA
•6143 Leesburg Pike, #607
Falls Church
Virginia 22041
USA
•1st Floor, 19 BracknellGardens, Hampstead,
London NW3 7EEUK
•B-18 Swasthya Vihar
Vikas MargDelhi 110092
INDIA
USA • UK • INDIA
Progressive Intelligence
Partners in Achievement
Solving the Management ConundrumCapabilities Assessment & Talent Growth
Professional DevelopmentProfessional Development
Our Core Value Proposition
Dr. Sanjeev B. AhujaManaging Director
2 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Overview
Economics of Professional Development
Talent Growth - the Burning Platform
What is our approach and how we help
What the HR Experts are saying
The Management Conundrum
The PIP Model
Continuous Improvement Proposition
3 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
What the HR Experts are saying
Message on Hewitt’s Website“Thousands of clients rely on our outsourcing, consulting and integrated HR
solutions because we help them manage the important issues that affect the lives and performance of their people”
Source: CIPD
4 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
19%
61%
20%
Engaged Not Engaged Disengaged
Statistics* on Staff EngagementVast majority of UK’s 27m employees aren’t engaged with their work!
What the HR Experts are saying
#1 Problem: Poor Management• Little effort by Managers to be role
models or spend time with their staff• Staff take their lead from managers• Unfettered apathy among staff towards
their job and achieving results
#2 Problem: Attrition of Talent� Staff’s abilities are unknown� Negative attitudes of unvested staff
fester and go unchecked� What is important to staff is overlooked� Staff is seen as just another resource
*UK Employee Engagement Survey
5 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Staff want to be inspired at work• Managers to ask and listen to their staff’s views• Managers to tell staff what they appreciate about them• Managers to give staff the recognition, in the team and also with their own boss• Managers who do not treat staff as ‘resources’ to be driven to ever higher targets• Managers who know their relationship with staff is important … not just a means
to achieve the manager’s targets and his/her own bonus
What the HR Experts are saying
Profound Conclusions from Statistical FactsPeople wish foremost to be treated as people, to know what is expected of them, and to maximize their talents in doing more of what they are good at … they want
to be encouraged to ‘enjoy the holiday’, not made to feel guilty because they’d have to be covered during their absence
6 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
In most companies …• Development is constrained by backward looking static processes that often focus
on monetary aspects of variable compensation rather than on talent growth• Where offered, talent growth is restricted to training courses in skills or industry
certifications rather than capabilities required in a well-rounded professional
Companies are looking for a better way …• To stem the unaffordable attrition of valuable personnel to competition• To improve utilization and strengths of their existing pool of talent• To consciously tap into more of what their staff can offer• To continuously enhance capabilities of their staff
Almost all companies identify with the issuePeople are a critical source of competitive advantage; talent growth is a key factor
in retaining the best and brightest engaged - yet apathy and attrition runs high!
The Management Conundrum
7 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
The Real Cost of AttritionAttrition contributes to at least 2.5% of the salary bill in additional recruiting and
training costs, a 50% loss in productivity for each new employee in their first year, indirect economic impact due to sub-optimal quality of work during ramp-up, and
in lost opportunity costs
Economics of Professional Development
HR Investments
SavingsReturn on
Investments
Lower cost
of Sourcing
“Seeding”
Lower cost
of Attrition
“Farming”
Higher ROI from
Training & Development
“Nurturing”
Higher ROI from
Perf. Improvement
“Harvesting”
In one population of 200 management staff, the directly measurable costs of a 5% rise in
attrition were circa £500k per annum!
Human Resources KPI• Staff Longevity• Career Trajectory• Employee Satisfaction• Recruit/On-board costs• Value Contribution
8 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Current appraisal approaches and tools foster wrong discussions• Assessment of past performance is backward looking• Approach is designed to support a decision rather than arrive at one• Predominant focus is on gaps or shortcomings rather than strengths• Individual assessment is independent of team fit or industry context• Assessment deteriorates to a negotiation about variable pay• At worst, managers’ attitude is paternalistic or patronising
Professional development is divorced from day-to-da y realities• It is usually outside the context of the working environment• No opportunity to apply any of the learning once back at work• After two weeks, little is remembered and no sustainable improvement
Talent Growth - the Burning Platform
A concerted ‘pull’ from the line is missing and there is limited follow-upTalent growth needs to be forward-looking, rooted in job responsibilities, and
reflecting individual aspirations tied into team and industry benchmarks!
9 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Talent Growth - the Burning Platform
Professional development and talent growth are goals that must be integral to any annual performance objectives set by the business
Companies can quantify the financial cost and measure the economic benefits of this ongoing investment, which must be tracked to ensure adequate returns
3-key elements characterize best-in-class solutions• A practical methodology governed by a formal holistic framework• An approach that is embedded into the day-to-day routine• An easy to use basic toolkit that allows a quick start
10 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Observations (Static)
Penalties/RewardsPerformance Reviews
Diagnosis (Forensic) Well-Being (Dynamic)
Results
• In the present (realities)• Founded in the team• Exploits strengths• Bolsters weaknesses• Continuous improvement
• In the future• Ad hoc comparison• Neglected opportunity• Forensic analysis• Speculative decrees
• In the past• Individual emphasis• Ignores assets• Focuses on gaps• Infrequent checks
What is our approach and how we help
Appraisals (Backward) Development (Forward)
11 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Dynamic proactive assurance process rather than a static forensic critiqueMain focus is on installing management processes that will drive development as
part of day to day work activity
Integrated within the team structure rather than fo r a sole individual• Focus is on developing the skills most needed for team excellence
Based on expressed aspirations and observed outputs• No retrospective navel-gazing that is speculative and subjective at best
Talent goals linked to team performance and industr y benchmarks• Contribution by each individual is tracked within the specific context of
assignments and accountability, but in light of professional development and talent growth goals
What is our approach and how we help
12 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Aim is to develop capable and effective staffProfessional development must become part of daily routine and talent growth
must be linked to performance assurance
Foundational building blocks• Capability assessments• Performance reviews• Opportunity analysis
Financial business case• Achieve cost savings• Secure return on investment
The PIP Model - Value Drivers
13 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
The PIP Model - Foundation (Example)
1 Below Par
2 Basic Requirements
3 – 4 Focus on Improvement
5 – 6 Focus on Big Picture
Managerial
Functional
Operational
Vocational
Capability Selection
Competency Targets
14 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
The PIP Model - Talent Growth Pyramid
ManagerialManagerial OperationalOperational VocationalVocational FunctionalFunctional
Strategy
Excellence
Productivity
Performance
BusinessBusiness
FunctionFunction
TeamTeam
IndividualIndividualCollaborate
Deliver
DirectMotivate
DefineSteer
ShapeInspire
Respo
nsibi
lity
Professional
Development
Current Target
15 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
The PIP Model - Goal Setting Process
Results
Define clear, succinct and
meaningful goals
1 4 7 10
3 6 9 12
2 5 8 11
Develop a joint agenda and value
proposition
Communicate and widely evangelise value proposition
Enable the team to deliver the
value proposition
Agree a shared strategy to deliver
real value
Connect individual goals to derived
value
Agree on mix of internal/external
capabilities
Assess individual strengths and weaknesses
Acknowledge strengths & shore
up weakness
Agree how roles play to strengths for development
Agree SMART performance
objectives
Guide individual performance to
meet targets
Manager
Individual
Vocational OperationalFunctionalManagerial
16 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Continuous Improvement Proposition - Cycle
17 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Assess
Guide
Develop12
3
Coaching for PerformanceMentoring for Growth
Follow-up Calls Performance Reviews
Periodic MeetingsPeriodic Team Workshops
Personal & Team CounsellingKey Performance Indicators
Annual Objectives
1-on-1 ReviewsProject-based guidance/advice
Capability Assessment360°evaluations (min. of 4)
Continuous Improvement Proposition - Process
18 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
� Results from the review• Capability assessment
• Team• Individual
• Relative comparisons• Individual vs. Peers • Individual vs. Team• Individual vs. Industry• Team vs. Industry
• Recommendations • Performance evaluation against KPI • Projected delivery and growth prospects• Opportunities for raising performance • Areas of strengths and further development • Summary of conclusions
Continuous Improvement Proposition - Analysis
19 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
� Assess : Set standards and review gap• Self-assessment• 1-on-1 assessment interview• Multiple referee feedback
� Aim : Identify opportunities• Placement relative to peers, team, and industry • Suitability to current role• Performance and growth
� Align : Exploit assets and overcome liabilities• Individual recommendations• Team recommendations
� Comply : Assure performance (monitor, measure, mentor)• Measurable KPI for individual and the team • Periodic reviews and feedback (quarterly/annual)
� Target : Establish the goal-post• Characterize objectives in terms of min/stretch targets
Continuous Improvement Proposition - Milestones
20 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
� Reference Collateral• Team
- Desired capabilities and target qualifications
• Individual- Description of current role and copy of resume- Desired capabilities and target qualifications (Default: Team)- Annual Objectives and Targets: Top-3 accountabilities (+ next 2, if desired) - List of referees
� Deliverables• Project schedule• Questionnaires
- Self-Assessment- Referees response- Consultant’s response (Interview notes)
• Reports- assessment, comparisons, observations, and recommendations
Continuous Improvement Proposition - Project
21 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
ReviewMethodology
DefineScope
AgreeCriteria
SetTargets
AssessTeam
ReviewResults
PrepareReports
�Concept Presentation
�Sample Reports
�Scope of Assessment
�Pool of Referees
�Performance KPI
�Opportunity Standards
�Capability Selection
�Evaluation Targets
� Interview Referees
�Consolidated Results
�Normalised Results
�Evaluation Feedback
�Assessment Report
�Personal & Team Counsel
Customisation Project Setup Objectives Benchmarks Evaluation Normalization Final Results
Continuous Improvement Proposition - Project Plan
23 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
PERFORMANCE MANAGEMENT
Business Value
10 small, 7 medium, 3 large sized projects15 Dec 2007Productivity: Projects Completed
$70m - $80m15 Dec 2007Opportunity: Value of Projects
$5mQuarterlyUtility: Value/Cost of Project
80%15 Dec 2007Execution: On-schedule/In-budget
2007 TargetsTargetsTarget DatePerformance Objectives
1. Joan must establish and gain the buy-in of key stakeholders to a new structured procurement process
2. She must introduce critical quality metrics in the procurement process to allow close monitoring for delivery assurance
HIGHLIGHTS (List of critical achievements in key areas of job responsibility)
3. As a member of the management team, Joan must influence her peers in the adoption of the new quality process
Delivery Assurance, Governance & Compliance
70%QuarterlyPlanning: % Projects w/ Plan
70%QuarterlyQuality: % Projects w/ Quality Data
2007 TargetsTargetsTarget DatePerformance Objectives
Continuous Improvement Proposition - KPI/Targets
24 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
PERFORMANCE MANAGEMENT
Business Value
10 small, 7 medium, 3 large sized projects15 Dec 2007Productivity: Projects Completed
$70m - $80m15 Dec 2007Opportunity: Value of Projects
$5mQuarterlyUtility: Value/Cost of Project
80%15 Dec 2007Execution: On-schedule/In-budget
2007 TargetsTargetsTarget DatePerformance Objectives
1. Joan successfully established and gained the buy-in of key stakeholders to the new structured procurement process
2. She introduced critical quality metrics in the procurement process to allow close monitoring for delivery assurance
HIGHLIGHTS (List of critical achievements in key areas of job responsibility)
3. As a member of the management team, Joan critically influenced her peers in the adoption of the new quality process
Delivery Assurance, Governance & Compliance
70%QuarterlyPlanning: % Projects w/ Plan
70%QuarterlyQuality: % Projects w/ Quality Data
2007 TargetsTargetsTarget DatePerformance Objectives
Continuous Improvement Proposition - Assess
25 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Managerial
Functional
Operational
Vocational
Takes the lead in defining shared goals, stretches (without intruding) across others’ issues, resolves mutual dependencies, acts as catalyst for collective action planning
6
5
321
4
Continuous Improvement Proposition - KPI/Targets
Instigates strategic thinking, repeatedly inspires colleagues to align them behind key initiatives, drives the creation of action plans, key enabler for achievement of team goals through collective delegation
6
5
321
4
Instigates strategic thinking, repeatedly inspires colleagues to align them behind key initiatives, drives the creation of action plans, key enabler for achievement of team goals through collective delegation
6
5
321
4
Takes the lead in defining shared goals, stretches (without intruding) across others’ issues, resolves mutual dependencies, acts as catalyst for collective action planning
6
5
321
4
Leadership (4)Execution (3)Influence (3)
Teamwork & RM (4)
Self Management (4)Sourcing Processes (3)Systems Capability (3)
Strategic & Analytical (4)Financial Understanding (3)
Legal T’s & C’s (4)Negotiation Skills (4)Communication (4)
Domain Expertise (4)Cross Functional Breadth (4)
Organizational Fit (5)Expectations Management (4)
26 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Continuous Improvement Proposition - Assess
27 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
O
SAT
BT
SBT
T
U
AT
2
1
4
5
6
3
Execution Teamwork Influence Leadership
2
1
4
5
6
3
Execution Teamwork Influence Leadership
Individual Observations Team Observations• Joan can be an inspiring role model and consistently
meets or exceeds key expectations from a Grade 5 staff• She is clearly an effective contributor, a collaborative
member of the team, and a thought leader• She is often pitching-in to help others achieve shared
objectives, and regularly able to convince others of a point of view
• She needs guidance on how to take the lead on ideas she believes in and garner support for these among her peers
• The team is expected to maintain relatively high performance standards
• Joan appears to have strong aptitude and displays a constructive attitude towards her peers
• She could help her peers with development of effective performance measures, be a catalyst for cooperation on complex cross-functional initiatives, and act as a mentor and coach for colleagues who need further development
• She needs guidance on how to take the lead on ideas she believes in and garner support for these among her peers
Continuous Improvement Proposition - Assess
28 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
O
SAT
BT
SBT
T
U
AT
Execution
2
1
4
5
6
3
JS JLA DW DOS BSES
Teamwork
2
1
4
5
6
3
JS JLA DW DOS BSES
Influence Leadership
2
1
4
5
6
3
JS JLA DW DOS BSES
2
1
4
5
6
3
JS JLA DW DOS BSES
Continuous Improvement Proposition - Assess
29 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
PERFORMANCE MANAGEMENT
Business Value
10 small, 7 medium, 3 large sized projects15 Dec 2008Productivity: Projects Completed
$85m - $100m15 Dec 2008Opportunity: Value of Projects
$5mQuarterlyUtility: Value/Cost of Project
90%15 Dec 2008Execution: On-schedule/In-budget
2008 TargetsTargetsTarget DatePerformance Objectives
1. Joan must proactively seek out higher value projects and attempt to add value beyond the original remit
2. She needs to track the schedule and budget more closely with quarterly or even monthly reviews
HIGHLIGHTS (List of critical achievements in key areas of job responsibility)
3. Joan must move up another notch on her oversight of higher quality and timely acquisition of critical data elements
Delivery Assurance, Governance & Compliance
90%QuarterlyPlanning: % Projects w/ Plan
85%QuarterlyQuality: % Projects w/ Quality Data
2008 TargetsTargetsTarget DatePerformance Objectives
Continuous Improvement Proposition - Reset
30 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Employee
AssessmentReports
Continuous Improvement Proposition - Reset
31 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
AssessmentReports
Self Evaluation
Referee EvaluationsResume & Role
Employee
Continuous Improvement Proposition - Reset
32 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Opportunity
Growth and Delivery
Delivery
Grow
th
S: Substantial
A: Appreciable
M: Modest
I: Insignificant
S
A
M
I
SAMI
T
SAT
Empower
Motivate
Coach
Change
����
Areas to Sustain
Areas to Develop
• Good influencing skills
• Eager to take on additional responsibility
• Focused on delivery to assigned tasks
• Strong motivator of her staff
• Would benefit from formal leadership and management training
• Needs to be bold and take charge of difficult situations more frequently
• Requires coaching to reach the next level of performance
Continuous Improvement Proposition - Reset
33 STRICTLY CONFIDENTIAL © Copyright 2014 Progressive Intelligence
Summary
• Joan would also benefit from attending workshops on Strategy and Operations, complementing her existing skills to take on a bigger role in the future.
• Joan’s management skills are driven by intuition and draw on her personality. She should be sent for further management training, specifically oriented towards Leadership Skills.
• Joan is very driven, with an eye for detail in service delivery. She needs coaching on how to take a step back and look at the big picture, rather than get absorbed in the minutiae of daily activities.
Tim Pennise
Bob Meyeres
Stefanie Dupuis
RickGrafton
Joan Smith
Referee Pool
Manager - Present Colleague Associate Direct Reports
Continuous Improvement Proposition - Actions