Building a Ferrari by Amy Buck
ERE 9.11
in·no·va·tion 1. Something new or different introduced.
2. The act of innovating: introduction of new things or methods.
Roadblocks
Winning the race
1. Build the (Agile) team
This is your Ferrari, think horsepower
2. Solve a business problem
Urgency + Value
3. Get a business sponsor
Credibility, Validation, Influence
4. Provide the vision
Know the reason why
5. Communicate: embrace the Purple Cow
Bust through clutter, motivate to action
6. Remove obstacles to action
Be prepared to “do it for them”
7. Never let up
Traditions die hard
8. Make it stick
What gets measured gets managed
Real life example SIO and Cisco Talent Connection
SIO Organization
Delivery R&D Common Services Sustaining
SIO Portfolio
• Marketing/OA • Business Analytics • Technology
Complex Business Environment
Web 2.0 COLLABORATION 50+ Market Adjacencies Collaborative Leadership
Globalization Entering New Business Models
By the Numbers
2% profiles
completed
Business Imperatives
>4,000 Open opportunities
Survey: Almost 50% of employees say
“internal development opportunities are NOT available”
Talent Connection Journey
Limited visibility into opportunities
Open marketplace of
opportunity
Post and pray
Opt-in employees contacted
Back-door interviews, notified
at application
Current manager
notified after employee is
vetted
Current manager/staffing
limited involvement
Both managers and staffing as partners
“My talent”
“Cisco talent”
How Talent Connection Works
Employee creates CareerPath profile and
opts in to learn more, recruiters
may contact.
Managers: Once a requisition for open position is
approved, it automatically posts on CareerPath so
that employees can see it and apply
for it.
To augment the slate of candidates who
apply, recruiters will also search for
candidates who have the skills and
expertise to match the position.
Managers regularly engage
in open conversations
with employees regarding their
career development
opportunities and their areas of interest.
Managers: Qualified candidates’
information sent to manager for
review and decision on whether to interview.
Interviews take place.
Managers / Employees:
If both hiring manager and employee are
interested in moving forward in selection process,, employee
notifies current manager of decision to pursue
opportunity.
Then a Selection Meeting will be
scheduled between the hiring manager, current
manager and recruiter.
Managers need to ensure that a hiring
decision is made within 5 days of the Selection Meeting.
Communications
Mass
Targeted
Grassroots
RTP Career Fair
Video/Photo Contest
Talent Connection Metrics Evolution
KPIs Stabilization Success
Staffing Focused
Execution /Activity Based
Performance to Process
Program Focused
Program Goals &
Objectives
Drive the over-all Success of
Talent Connection
Staffing Focused
Execution /Activity Based
Ensure Process Stabilization
Talent Connection Program Success Measures
Enterprise Engagement/Adoption Enterprise Business Value As Presented in the Qtrly OPS
Operational Success Employee Career Development
• Awareness • Survey • Web Hits
• Participation • Profiles/Opt In (Open Market) • Total Candidates Attached to
Requisitions (Open Market)
• Cost Avoidance/Savings Cost Saving Elements • Cost savings due to internal hires vs. external
hires • IT Cost Savings • Staffing Cost Savings
• Reduction in voluntary attrition • Reduction in Time to Fill = if the TC
• Internal Recruitment effectiveness (% of total reqs filled internally)
• TC Hire = #of Hires that have gone through the TC Process (Search, Selection Mtg)
• Over-all Process Satisfaction • TTF difference between Internal & External
Requisitions
• Pulse Results (Yearly) • Staffing Career Growth survey question (link
to pulse score improvement) • Promotions through TC (measureable career
growth through requisitions) • % of reqs filled with employees with a
completed profile
Success Stories—Pilot & Beyond
Pilot > 3% employees performing below average participated
No rush of low performing employees wanting new roles
~ 20% employees promoted into new role
No rush of employees wanting to be promoted
100% manager participation in Selection meetings
+ 23% response when communications were targeted
Launch
Internal reduced time to fill by 25 days
1330 requisitions filled internally in 3 months, 48% of open reqs filled internally
Hiring satisfaction increases 10% when recruiters source employees
75% employees say TC effectively aided in career growth
The mechanics
2 years Starting team of 35 ended
with 11 $150k comm’s
8 off-sites 1 market study 1 launch party
3 launch dates 60 program reviews
$150k recruiter training
200+ HR presentations
1 Proto, 1 global Pilot
500 speaking engagements
• Fancy org names • Hire marathon runners not sprinters • Keep it simple
Build the Ferrari
Pre-race Checklist
1. • Build your team
2. • ID the business problem
3. • Get your sponsor
4. • Define the vision
5. • Create your comm’s/OA plan
6. • ID stakeholders & obstacles
7. • Carbo load & test endurance
8. • Measure and don’t let up, accountability
Resources • Our Iceberg is Melting, John Kotter
• Coaching Agile Teams, Lyssa Adkins
• Me, [email protected]
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