Pcb Cpresentation Final

Raising the Talent Bar PCBC Bill Carpitella

Agenda Introduction Aligning Strategy, Values and Leadership Defining Competencies Recruiting the “Right” People Hiring for Success New Hire Orientation Leadership Development

Link organizational results with finding, developing and promoting the right people Change thinking about traditional people processes Link strategy, vision and values to organizational capacity to deliver – now and over time Workshop Objectives

Objectives: Laying the Groundwork Define competencies and their importance in generating results, selection and development Introduce “success profiles” and how to use them to align selection, development and promotion

Objectives: Defining the Talent Maximize success of recruiting and selection process, either internally or externally. Understand implications of hiring the “wrong” person. Utilize an interviewing technique that will greatly improve your chances of selecting the right person.

Objectives: Finding & Growing the Talent Get new hires off to a good start with a powerful orientation process designed to: reduce turnover establish clear expectations help new employees deal with contradictions Introduce a process that requires every leader in your organization to understand and own the development of their talent

Achieving Objectives Engage and participate in your learning Ask questions at the end of the workshop Extend your learning past the conference

Why Investing Time, Money and Effort in Your People is Good Business

Research on the Best/Worst Companies at Managing People Top 10% Bottom 10% Market Value to Book Value 11.06 3.64 Sales / Employee $617k $158k

People Practices: Best/Worst Companies Top 10% Bottom 10% Have formal grievance process 95% 59% Perform employee survey regularly 58% 5% Provide formal compensation plan 96% 47% Give performance appraisals 96% 60% Provide performance appraisal objective 63% 13% Fill jobs internally 53% 31% Provide formal staffing plan 48% 3% Companies…

People Practices: Best/Worst Companies Top 10% Bottom 10% New hire training hours 38 hours 5 hours Experienced employee training hours 23 hours 4 hours Employee turnover 21% 34%

Best/Worst Companies: 1-6 Point Scale Management focused on reducing HR costs 2.40 5.01 Aligned with business strategy 5.06 1.84 Visionary leaders 5.24 2.73 Clear mission 5.03 1.90 Job security 4.59 2.40 Top 10% Bottom 10%

Case Study: Georgia Pacific Action Upgraded 20 of 40 Plant Managers Results Profitability increased from $20 Million to $80 Million in 2 years

What’s the Payoff for Investing in Individual Performance? There’s a 97% difference in performance between below-average and good performers PERFORMANCE

What Is One Standard Deviation Worth? Non-sales Jobs 19-48% Sales Jobs 48-120% Engineering/Construction Managers 47%

Integrated HR Systems Sophistication of HR Systems – Percentage 390K 370K 350K 330K 310K 290K Market Value/Employee Catch Up Typical Best Practices Aligned Integrated 0 10 20 30 40 50 60 70 80 90 100

Changing Our Thinking About People in the Workplace

What Keeps us from Raising the Bar? Traditional worker/management model Repetitive, easily defined tasks Bell curve that makes “average” accepted

Traditional Performance Expectations The meaning of excellence varies per your company Employees follow the bell curve 10% Excellent 85% Average 5% Poor

3 Major Components KUS Abilities Passion

What Does Excellence Look Like? High Performers have the: Knowledge Know what to do Skills Have the right skills or know how to get them Understanding Understand why it is important to the success of the company

Abilities of High Performers Intellectual Emotional Physical Spiritual

Passion Organization success Team success Personal success HPs: Take great satisfaction from their work. First to arrive and last to leave. Inspire others to perform at their best. Demand excellence from the team. Take pride in working for a great company.

Defining Shared Strategy Find and keep great people Create strong vision and culture Organize for success Nurture loyal customer base

Defining Shared Strategy Participants get clear on: Key stakeholders Where they want their company to be How they want to behave in getting there Where they are going to operate Who their customer is going to be What their product offering is How they will win

Participation: Why? Widespread involvement in creating strategy helps to: Solicit multiple viewpoints Understand what’s important Develop abilities Ignite passion “ It’s better to have them inside the tent ‘spitting’ out than outside the tent ‘spitting’ in.” Lyndon Johnson

FastTrack™ Conference Structure Review the past Explore the present Stakeholders Scope Values/operating principles Create ideal design Develop common ground Develop strategy Make action plans

Strategy Translation Activity What is your company’s strategy? Values? What capabilities do you need to make it work? Organizational Capabilities Competencies Strategy & Values

Understanding Relationship of Competencies to Results

What is a Competency? Competency : a behavioral skill that focuses on how people do something rather than what they do. It is not: A technical or clinical skill An organization capability A cultural or leadership value A task or an outcome

Can You Develop Behavioral Skills? Gallup says you should not waste your time (focus on selection) Lominger says it depends. Not all behaviors are equally difficult to learn. We say… use both Action oriented easy Motivating others moderate Patience harder Understanding others hardest

Do Behavioral Skills Drive Performance? Answer: Some do and some don’t Drive for Results Customer Focus Motivating Others Conflict Management Perseverance Yes Listening Compassion Approachability Ethics & Values Humor No

Implications Hire for behavioral skills that: Are hardest to learn Correlate to performance Develop behavioral skills that: Are easiest to learn Correlate to performance

Getting Started: Create “Success Profiles” Define combination of behaviors and skills observed in your high performers for each job or level Model after your best

Activity: Competency Card Sort Directions: Individually, sort competency card deck into three piles: 22 competencies most important to the position of VP of Sales in your company 23 competencies that apply but are less important 22 competencies that do not directly apply or are not particularly useful As a group of three tables, record each individual’s top 22 competencies on the poster. As a group, select the 20 competencies most directly tied to success.

Foundation for Excellence Use Success Profiles to: Interview Manage Performance Train and Develop Promote

Recruiting for the Business , Not Just the Position

The Right Person, Not the Best Person Organizational Effectiveness Culture People Strategy

Finding the Right Person What cultures attract high performers? What do candidates perceive about your culture? How do you find people who suit your existing culture?

Knowing What You’re Looking For Avoid generic job descriptions that focus on price-of-entry skills Often based on last employee (successful or not) Tie strategy and culture to job description Consider what kind of person suits the culture What qualities do high performers share? What will it take to meet short term objectives? (6mo–1yr) What would excellence in this position look like? Build on success profiles

Implications for Hiring Once you know who you’re looking for, how do you select them? “Gut feel” is only 2% better than flipping a coin

Why Not Hire For Experience May have learned wrong attitude/ behavior from an inferior competitor. Retraining is more difficult. Harder to change behavior than train for experience.

Why Not Hire For IQ Intelligence doesn’t predict long-term success. IQ is the “price of entry”

Hiring the Right People Question What makes the difference in high performance people?

Answer IT IS NOT Experience Technical/functional Skills IQ IT IS Attitude/Behavior EQ (common sense) Common sense is twice as predictive of success as IQ Hiring the Right People

Conclusion: Why Hire For Attitude Attitude and behaviors get employees in trouble – not technical/functional skills Behavior is harder to change/train in most cases Can you name a company that hires for attitude?

Assessing Behavioral Skills in Hiring Behavioral-Event Interviewing dramatically improves hiring decisions Lominger Interviewing Express provides tool to help even novice interviewers improve their skills and interpret candidates’ answers Research Shows: Casual, 1-on-1 interview .20 Reference checks .26 Assessment centers .36 Panel interviews .37 Ability testing .53 Behavioral structured interviews .70

Interview Activity Conduct Structured Behavior-Event Interview Lominger Interviewing Express As a group of three, split into roles: Interviewer Interviewee Observer Interviewee chooses one of 3 roles: Person who knows or has seen the behavior Person who can demonstrate they’ve experienced it Person who has adapted it to a new situation

Orienting Staff – A beginning, not an end Panel discussion Experiences in typical and exceptional orientations

What Have We Learned About Developing Adults?* Behavioral skills get people in trouble 70% of adult learning is through experience 40-60% of performance success correlates directly to behavioral skills *Center for Creative Learning studies

How to Develop Behavioral Skills Focus first on honest feedback and improved self-awareness Adults learn by doing (experience). They must be coached to try new behaviors during daily interactions. The best way is stretch assignments (reaching out of comfort zone) Simply imparting new knowledge changes nothing

What Are Today’s Leaders Good At? Drive for Results Action Oriented Decision Quality Customer Focus Ethics and Values Perseverance Problem Solving Approachability What’s Missing?

Today’s Leaders Need to Develop… Dealing With Ambiguity Motivating Others Building Effective Teams Personal Disclosure Self Knowledge Developing Direct Reports Conflict Management Directing Others

Challenges for Supervisors Tend to hold on to marginal talent too long Don’t like confronting direct reports or giving tough feedback 30% of employees are blocked learners (resist all change) Out of 67 leadership skills, developing direct reports is dead last in skill level

Developing the Individual Isn’t Enough Organizational processes are needed to hold leaders accountable for upgrading their talent

Solutions For Upgrading Your Talent Create “success profiles” modeled after your best people Create an annual talent review process that requires you to force rank your talent on both performance and potential Hire for behavioral skills not just functional/technical skills Include behavioral skills in performance management Consider a 360° confidential multi-rater feedback process for high potentials. Require written plans targeting individual development. Provide coaching, mentoring and follow-up for high potentials

Performance/Potential Matrix Performance Potential Use This Matrix to Support Your Talent Review Process 9 High Potential 1 Serious Performance Issue 3 Seasoned Pro 7 “Head-scratcher” High performance, high potential Low performance, low potential; move out of organization High performance, low potential. Great in current position, coaching Low performance, high potential; may be in wrong position; worth addressing Determining Intervention: 7 8 9 4 5 6 1 2 3

Conclusions The tactical, strategic and economic impact of people systems can be significant Focusing on your staff’s performance can be profitable and drive revenue Excellence as an expectation Aligned people systems add to the bottom line Hire for attitude – train for skill

Questions? Research Strategy Competencies Recruiting Hiring Orienting Developing

Pcb Cpresentation Final

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