Embed Size (px)
Citation preview
John M. TollerFeb 27, 2014
The 21st Century Workforce…
Managing the 21st Century Workforce is a Matter of Perspective…
What’s Yours??
20th Century Workforce
Job/Job/TasksTasks
©JMToller 2004
21st Century Workforce
IndividuIndividualal
©JMToller 2004
What do I want/need??
WORK!
Changing World of Work
20th Century 21st Century
Basic Paradigm: Hierarchy Shared ResponsibilityOwner: Management EveryoneOrg Design: Pyramid Web/NetworkOrg Focus: Control CollaborationMindset: Parent PartnerTransactions: Adult/Child Adult/AdultSupervisory Action: Direct/Order Coach/EnableSupervisory Focus: Conformance Continuous ImprovementAction: React (Downstream) Anticipate (Upstream)Change: Slow/Steady Fast/Chaotic
What’s Holding People back?
Source: Rapid Learning Institute
What Inspires You??
21st Century Manager’s Priorities
AttentionAlignmentAccountability
Build Future Capacity
Increase Effectiveness
Enhance Employee Engagement
Key Skill: Communicate Effectively!
Ulrich et al: Competency Target
Source: HR From the Outside In: Six Competencies for the Future of Human Resources by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich
Great People Create Great Outcomes1. Avoid mediocrity: eliminate actions that reward/sustain less-than-great outcomes.
2. Define “greatness”: calibrate success, even in the absence of solid metrics.
3. Confront the Brutal Facts: measure outputs, rather than inputs. Assemble evidence and be accountable for sharing it.
4. Attain Level 5Level 5 Leadership: get things done within a diffuse power structure.
5. Adopt a “First Who/Then What” approach: get the right people on the bus at the outset—self-motivated; self-disciplined
6. Adapt the Hedgehog Concept: create “fit” between individuals and your organization.
7. Develop/sustain a culture of discipline: focus on ideas and actions essential for producing ongoing exceptional results.
8. Keep the flywheel turning: Use clock-building rather than time-telling to create and sustain momentum.
From Good to Great, Jim Collins
Q1: I know what is expected of me at work.
Q2: I have the materials and equipment I need to do my work right.
Q3: At work, I have the opportunity to do what I do best every day.
Q4: In the last 7 days, I have received recognition or praise for doing good work.
Q5: My supervisor, or someone at work, seems to care about me as a person.
Q6: There is someone at work who encourages my development.
Q7: At work, my opinions seem to count.
Q8: The mission or purpose of my company makes me feel my job is important.
Q9: My associates or fellow employees are committed to doing quality work.
Q10: I have a best friend at work.
Q11: In the last 6 months, someone at work has talked to me about my progress.
Q12: This last year, I have had opportunities at work to learn and grow.
The Rewards of Work® Model
Source: Sibson Consulting
4 Categories Of Purpose:
Source: The Why of Work Dave and Wendy Ulrich
HR’s Perspective…
ECU Core Work Values All Employees Supervisors/Mgrs
Human Resources Management LeadershipBudget/Financial Management
High Performing Organizations:Creating a Culture of Abundance• Excuses for failure are everywhere.
• I would have gotten the job done if only…• The goals/tasks were not clearly defined…• I knew what I needed to do but no one else helped get
it done…• I had/have a headache…• The dog ate my homework…
• Building an “I think we can” philosophy starts with understanding connecting points…
Finding Meaning @ Work
Source: The Why of Work Dave and Wendy Ulrich
Sustaining Abundance…
• If every contributor gives more than he/she takes, the result is an “abundance” of resource.
• The TRUTH IS…Contributors who have their hearts and souls engaged—in addition to their minds—consistently give more than they take.
Who Do You Know Who Creates Abundance?…
Talent Management Model
©JMToller 2004
Roles
Functions
Tasks
Work
==Results
Talent
Skills
Expertise
Personal Interests & Attributes
Worker
Past
Future
Present
+
Contribution Equation
C = T x A x (Mi + Me)Contribution = Talent x Attitude x (Internal Motivation + External
Motivation)
©JMToller 2009
Most Important HR Challenges??
How Engagement Effects Performance
Source: Gallup 2013 State of American Workplace Report
How Engaged Are Employees?
Source: Gallup 2013 State of American Workplace Report
Question: If the engine powering your car was “engaged” only 30% of the time what would you do?
Exponential Engagement
Source: Towers Watson, The Power of Three: Taking Engagement to New Heights
3
The Economics of Wellbeing…
Source: The Economics of Wellbeing, Tom Rath and Jim Harter, Gallup Press, 2010
------Suffering------ ------Struggling------ ------Thriving------
$3,384
5 Key Elements to Engagement…
Source: 5 Ways to Avoid the Engagement Abyss, Globoforce Whitepaper
Becoming the “Best”…
Revenue: $2.3BEmployees: 10,849Turnover: 2%Applicants: 45,181 (123 pp)
Openings: 368
•Onsite Fitness Center•Job Sharing•Compressed Week•Telecommuting
The Royal Treatment
The Business of HR
Source: Great Place to Work Institute, 2011
Importance of Communication…
Source: Gallup Research
21st Century Managers’ Role:
…and keeping them in balance… Putting the Pieces Together…
And Maintaining Balance…
Integrated Talent Management
Source: SUCCESS FACTORS WHITEPAPER: Get the Right People: 9 critical design questions for securing and keeping the best hires
ECU Workforce Master Plan
Workforce Operational View
Top Competencies of HR Leaders…
Steps for Continuous Improvement
Source: People Capability Maturity Model, Carnegie Mellon University
Strategic Planning Hierarchy
Source: Moving Mountains, Success Factors Research
Sample HR Mission & Vision…HR Mission
Through proactive leadership and innovative practices, the mission of ECU Human Resources is to attract, develop, and retain a diverse, talented, and engaged workforce that supports University excellence and sustains a high-performance, results-oriented work culture.
HR Vision
HR’s vision is to serve as the University’s strategic workforce architect, maximizing the return on investment in human capital through development and ongoing support of a transformational workforce and workplace characterized by:
-Consistently high achievement
-A highly competent, engaged, and inspired workforce
-Efficient and effective support systems and processes
-Institutional, organizational, and individual balance
-Appropriate influence, impact, and execution of issues relating to the University’s workforce
-A wide array of collaborative partnerships that continually support and renew the culture of cooperation, openness, and access
-Ongoing identification, analysis, and development of plans to reduce gaps between needs and results at the individual and organizational levels
Sample HR Values…HR Values
HR seeks to operate according to the values embedded in the University’s motto, Servire (to serve):
SS uperior service provided by functional experts quickly, professionally, and competently
EE xcellence in every plan, project, interaction, and transaction
RR eadiness for change to enable achievement of the University’s strategic objectives
VV alue-driven decisions aligned with the University’s Core Work Values
II nnovation and flexibility in developing solutions to complex HR issues, with decisions supported by information that is timely, accessible, and accurate
RR elationships that are collaborative, open, transparent, and supportive
E E thical perspective and practices that ensure effective implementation of University objectives
Leadership Styles: What’s Engaging?
Essential Leadership Skills…
• Create self-awareness• Collaborate across boundaries• Connect deeply with various communities• Cultivate critical thinking (develop innovative
solutions to complex challenges)• Courageously work to change the status quo• Catalyze change by action/example
Source: Center for Creative Leadership
Iacocca’s 9 C’s of Leadership:• Curiosity (be alert; experiment; act outside the box)
• Creativity (take risks; manage change)
• Communication (talk often to everyone)
• Character (always do the right thing)
• Courage (stand up for character)
• Conviction (use fire in your belly to get the job done)
• Charisma (be an inspiration; promote trust)
• Competence (solve problems, don’t talk about solving them)
• Common Sense (listen; use reason)
Source: Lee Iacocca, Where Have All the Leaders Gone
Welch’s Top 25…
Lead More, Manage Less
1. Lead2. Manage Less3. Articulate your Vision4. Simplify5. Get Less Formal
6. Energize Others7. Face Reality8. See Change as an Opportunity9. Get Ideas from Everywhere10. Follow Up
Build a Winning Org
Create a Market- Leading Org
Energize Your People
11. Eliminate Bureaucracy12. Eliminate Boundaries13. Put Values First
16. Involve Everyone17. Make Everyone a Team Player
14.Cultivate Leaders15. Create Learning Culture
18. Stretch19. Instill Confidence20. Make Work Fun
21. Be Number 1 (or 2)22. Live Quality23. Focus on Innovation
24. Live Speed25. Behave like a Small Org (regardless of size)
Source: Jack Welch, Winning
Delivering Leadership Capability in the 21st Century…
Empathy (understand and accept alternative perspectives—this is the “glue” that holds the pieces together)
Experience (observe others; assess results of actions; use feedback; make adjustments)
Engagement (Actively practice being/doing “with” vs. being/doing “for”)
Source: Center for Creative Leadership
How Effective is HR??
Effective33%
Neutral56%
Ineffective11%
Global Line Mgr Responses
Source: Corporate Leadership Council http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf
Building GREAT HR PartnershipsInsight Influence I-countability
Use data-driven information (24%)
Set Service Expectations (17%)
Be measured on completion of predefined objectives
(16%)
Tailor solutions to org needs (17%)
Communicate relevant information (14%)
Be measured on business unit Human Capital
Outcomes(11%)
Understand business operations (11%)
Articulate a strong point of view (13%)
Be measured on business unit Financial Performance
(9%)
Maintain an Enterprise viewpoint (12%)
Source: Adapted from Corporate Leadership Council http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf
Actions and Impact on Bottom Line
Final Thoughts…Whether you think you can, or think
you can’t, you’re right! Henry Ford
The main thing is to keep the main thing the main thing.
Steven Covey
We can’t become what we need to be by remaining what we are.
Max DePree, retired CEO, Herman Miller
