Transcript Engagement and the talent-centered organization
Engagement and the talent-centered organization
September 23, 2011
Mark R. Atkinson
Talent Management & Organization Design
Agenda: 30 minutes to get to “so what?!”
Focus
• Pivotal roles • Critical roles
Holistic approaches
• Engagement begins before first touch • Talent-centered organizations • Employer brand, EVP & Employer of Choice
And, finally, engagement —it’s not an initiative
• Traditional levers still work • Pink, Ulrich et al • Predictive analytics
Q & A … along the way
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Focus
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Pivotal & critical roles—where are they?
Pivotal roles
Roles where a small performance variation can create a large change in business performance and outcomes are considered “pivotal” Two critical dimensions in defining & identifying pivotal roles:
A direct tie to delivering distinctive, strategy-based value
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Significant leverage
The often-missed point:
Begin from the outside then, work your way back into your value chain to discover pivotal roles -
Critical roles
Where is there a market or supply-based risk to core skill sets required in your value chain?
Performance doesn’t always transfer
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Welders can be king for a day
In short:
What are the critical roles in your value chain?
What are the demographics of your critical talent?
Does the market make many of those these days? How long does it take to build or access these talent pools?
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Acquisition priorities—targeting talent
Proprietary/Strategic
Green Tech Private Equity Analyst:
Technical knowledge required in both finance and clean technology applied to critical deal flow roles focused on the integration of new technologies through acquisition.
Strategic/Generic
Project Manager:
Having the right project manager with business-specific insight can determine the success of implementation. This is the combination of a generic skill set with strategic insight and experience.
Strategic • • • •
own invest retain develop Type of role
Business Necessary • • •
own retain develop Proprietary/Business Necessary
NASA Engineer:
Unique NASA-developed processes and tools needed for routine program continuance roles.
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access market cost benefit analysis
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access contract program manager Generic/Business Necessary
Call Center Operator:
Needed to respond to customer inquiries, however the skill set required and job function performed are neither proprietary nor strategic.
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So, where are your employees?
PwC Tenants Disengaged Champions Captives
Likelihood of staying
© 2010 PwC Saratoga
Profile Characteristics
Champions
• Strong identification with company objectives • High level of loyalty to the company • High level of willingness give discretionary effort and self-initiative to also inspire and motivate colleagues
Captives
• Rather critical, therefore difficult to lead • Individualistic, interested only in their own professional advancement • Ready to change jobs when opportunities become available (sometimes the employee feels these opportunities are not, therefore they feel stuck) • •
Disengaged
• Dissatisfied • Disconnected from the company More frustrated than dedicated Under-utilized resources of the company • •
Tenants
• Very satisfied Straightforward, however, need to be directed Lack connection to company 6
Holistic approaches
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Holistic approaches—the talent cycle
Attract Recruit Screen Select Deploy Develop Retain Separate
Too often, talent management & the levers that influence engagement are carved into disparate activities owned by different groups without the benefit of a unified vision, objectives & metrics … PwC 8
Employer of Choice (and other misconceptions …)
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Targeted capabilities Employee point-of-view Market demographics Intentional Employer Brand
Employer of Choice shouldn’t be an award, it should be your brand
• Bound your target — be the Employer of Choice for that specific group or groups of employees and prospective employees who possess the capability to drive your value chain • Design your brand to attract what you know you need from the prospective employee market •
Align your employee value proposition
to deliver on your brand and retain those you want to retain to build and deliver on your business strategies
Organizations inherently attract some people and repel others. The question: is your brand attracting and repelling the right people?
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The talent-driven organization
• • • •
Proprietary & Strategic
high touch high customization high investment own the relationships Core Talent • • • • •
Generic & Strategic
active brand visible own the relationships lowest touch customization practical PwC • •
Proprietary & Business Necessary
high touch may outsource the relationships • • • •
Generic & Business Necessary
low- to no-touch outsource SLAs efficiency driven 10
Engagement is not an initiative
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Implications—engagement is not an initiative
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‘Moving the engagement needle’ involves using old levers in new ways
Missions that matter Employee value proposition • • Transparent technologies Job design • • Culture Leadership High performing organizations align elements of their organization with their talent strategy — that is, the daily experience of the employee fuels engagement and strategic improvisation Lack of alignment leads to Captives, Tenants, the Disengaged and retention issues
Mission, Culture, Leadership, Organizational Design, Technology & Community
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Job design, Opportunity, Development, Compensation
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What’s next?
Innovation in the engagement space
Using engagement to fuel strategic improvisation –
• We are on the brink of a major shift in organizational innovation • In some sense, it’s being fueled by a connection with “old science” - Daniel Pink, David & Wendy Ulrich, et al - Autonomy, mastery, purpose and abundance • New environments, like ROWEs • New structures, like B-corporations • Transparent technologies accelerating collaboration • Renewed focus on connecting with values
Strategic improvisation – the difference between classical music and improvisational jazz
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Thank you!
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Mark R. Atkinson
469.939.0205
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