Developing, Motivating and Retaining Talent © 2008 Targeted Learning Presented by:

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  • Developing, Motivating and Retaining Talent 2008 Targeted Learning Presented by:
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  • 2008 Targeted Learning 0109 NTPT 2 Which of the following represent concerns? 1 1.Attracting qualified people 2.Retaining talent 3.Developing employees 4.Developing future leaders 5.Motivating people 6.Utilizing peoples talents
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  • 2008 Targeted Learning 0109 NTPT 3 Which represents the greatest single barrier to sustainable success? 1.Attracting qualified people 2.Retaining talent 3.Developing employees 4.Developing future leaders 5.Motivating people 6.Utilizing peoples talents 1
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  • 2008 Targeted Learning 0109 NTPT 4 Objectives 1 1.To provide you with research, concepts, tools and information that you can use to improve the engagement, motivation, development and retention of talent within ConocoPhillips. 2.To create a common language to support the engagement and retention of talent. 3.To provide you with a forum to explore things you can do to support lower level managers and supervisors in the process of talent engagement, development and retention.
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  • 2008 Targeted Learning 0109 NTPT 5 Premise #1: Conversations Matter Nothing truly great (i.e., significant, enduring and positive)happens in any organization without a conversation. 2
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  • 2008 Targeted Learning 0109 NTPT 6 The Top Frustration/Concern/ Criticism of Performance Management at ConocoPhillips The quality and frequency of conversations with ones manager. 2
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  • 2008 Targeted Learning 0109 NTPT 7 The ConocoPhillips Performance Management Process Phase 1: Aligning Goals Phase 2: Tracking Progress Phase 3: Measuring Results Feedback & Coaching Dec.-Jan.Feb.-Oct.Nov.-Jan. 2 Where within the Performance Management Process does a supervisor or manager have the greatest influence on a direct reports performance?
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  • 2008 Targeted Learning 0109 NTPT 8 Premise #2: Development Matters Managers who are effective at developing their people (based on the assessment of subordinates) achieve better results: 1.25.0% percent higher productivity* 2.39.7% percent better retention* *Corporate Executive Board, 2003 2
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  • 2008 Targeted Learning 0109 NTPT 9 How well are we doing at ConocoPhillips? 2008 Employee Opinion Survey-Development Dimension 3 Q. 13 Q. 12 Q. 9 Total % FavorableTotal % NeutralTotal % Unfavorable Q. 5 2006 2008
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  • 2008 Targeted Learning 0109 NTPT 10 Which of these five do you think supervisors identify as their most serious concern? 3 1.I feel my career goals can be met at COP 2.Had meaningful discussions with my supervisor about my development 3.Good understanding of possible career paths 4.Someone at my work encourages my development 5.Receive sufficient constructive feedback to improve my performance
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  • 2008 Targeted Learning 0109 NTPT 11 How Many Did You Check Off? 4 1.1 to 7 out of 15 2.8 to 11 out of 15 3.12 to 15 out of 15
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  • 2008 Targeted Learning 0109 NTPT 12 Did you experience significant personal growth during this time? 4 1.Yes 2.No
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  • 2008 Targeted Learning 0109 NTPT 13 Was your productivity relatively high at this time? 4 1.Yes 2.No
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  • 2008 Targeted Learning 0109 NTPT 14 Did your experience at this time give you reason to be optimistic about your future? 4 1.Yes 2.No
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  • 2008 Targeted Learning 0109 NTPT 15 Managements Responsibility for the Current Job Total Personal Engagement HappinessGrowthRetention Sustainable Individual and Organization Success Mental Emotional Social 6 Hope Community Business Impact
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  • 2008 Targeted Learning 0109 NTPT 16 10 Learning agility is the competency most highly correlated with long-term success. Learning agility consists of: 1.Seeking and securing new challenges at work. 2.Learning from your experiences through feedback from others. 3.Taking time to reflect on and thereby learning from both your successes and failures. 4.Having the discipline to apply your learnings to unlearn old habits and develop new ones. 1 100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich. Lominger Limited, Inc. Minneapolis, USA. 2004 Learning Agility 1 : Top Predictors of Long-Term Success
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  • 2008 Targeted Learning 0109 NTPT 17 Leading the Engagement Effort Given what weve discussed thus far, what can leaders at your level do to support the development, engagement and retention of ConocoPhillips employees and supervisors? 10
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  • 2008 Targeted Learning 0109 NTPT 18 The Six Conversations of Performance Excellence for Supervisors Results Reviews (Routine, Quarterly, Mid-Year And Year-End) Development Conver- sations Talking About Business Goals 11
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  • 2008 Targeted Learning 0109 NTPT 19 The Four Conversations of Performance Excellence for Individual Contributors Module 1: Seeking and Receiving Feedback: Accelerating Your Journey from Good to Great Module 2: Talking About Business Goals: Tips and Tools for Achieving Exceptional Results Module 3: Development Conversations: Maximizing Individual Vitality Module 4: Results Reviews: Minimizing the Stress Maximizing the Value 12
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  • 2008 Targeted Learning 0109 NTPT 20 Career Management Resources Making Your Mark Mastering My Career Designing My Career Career Leadership Skills 12
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  • 2008 Targeted Learning 0109 NTPT 21 Module One Coaching Conversations: Supporting Individual Initiative and Goal Attainment
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  • 2008 Targeted Learning 0109 NTPT 22 Exercise: Checking Our Coaching Instincts 1.You are a mid-level manager and one of your supervisors asks you for advice: Some of my direct reports wont think for themselves. They dont take any initiative. They wait for me to tell them everything they should do. How do you get people like that to take more responsibility and think for themselves? 2.How would you handle this question? (Be specific in terms of what you would say, ask and/or do.) 15
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  • 2008 Targeted Learning 0109 NTPT 23 Behaviors Associated with Each Style Expert Facilitative Advocating Talking/Selling Giving Advice Asking Closed Questions Sharing Information and Feedback Doing the Thinking Evaluating Others Ideas Inquiring Listening & Learning Exploring Others Opinions and Ideas Asking Open-Ended Questions Suggesting a Self-critique Getting the Other Person to Think Building on Others Ideas 16
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  • 2008 Targeted Learning 0109 NTPT 24 The Costs of Overusing the Expert Style Narrower solution sets and less creativity Less ownership and commitment More dependenceless initiative Smaller spans of control possible
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  • 2008 Targeted Learning 0109 NTPT 25 Prework Insights (p. 7 in prework) 17 Structured (4.51) Flexible (2.49) 76543217654321 12345671234567 Risk Averse (4.24) Non-Prescriptive (2.56) Prescriptive (4.44) Risk-Tolerant (2.76) EXPERT FACILITATIVE 12345671234567 12345671234567 76543217654321 76543217654321
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  • 2008 Targeted Learning 0109 NTPT 26 Five Most Important Coaching Questions 1.What are you ______________? 2.What seems to __________? 3.What have _______? 4.What ______ have you _________? (pros & cons) 5.What do _____________? trying to achieve be the issue you tried optionsconsidered you recommend 17
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  • 2008 Targeted Learning 0109 NTPT 27 The Paradox of Power Control Compliance and/or Rebellion InfluenceCommitment Compliance and/or Rebellion You have to give up control to gain influence. 18
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  • 2008 Targeted Learning 0109 NTPT 28 What is your assessment of the effectiveness of your leadership style? 1.Fine as it is 2.Need to become more facilitative 3.Need to become more expert 18
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  • 2008 Targeted Learning 0109 NTPT 29 The Path to Success Ask More. Expect More. And Youll Get More. 18
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  • 2008 Targeted Learning 0109 NTPT 30 Module Two Seeking and Receiving Feedback: Accelerating Your Journey from Good to Great
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  • 2008 Targeted Learning 0109 NTPT 31 Feedback Defined Feedback is __________ about behavior and performance that helps you align your actions with your goals. information 29
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  • 2008 Targeted Learning 0109 NTPT 32 Coming to Terms with Unhelpful Feedback Draw a picture representing unhelpful feedback: What it looks like. What it feels like. 29
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