Client Presentation

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About Novations

• Human performance firm headquartered in Boston• Founded in 1986• Owned by Mitec Inc.• Work with over 50% of the Fortune 500• Large international presence through US based

company subsidiaries• Expanding to non US-based organisations globally

through alliance partners

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The Four Stages™ Research

Contributionto the

organisation

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20%

30%

40%

50%

60%

70%

80%

90%

Salary Curve

AveragePerformance

Employment in Years1 to 5 6 to10 11 to 15 16 to 20 21 to 25 26 to 30 31 to 35 36 to 40

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High Performance at the Four Stages of Contribution

Stage 1•Basic Competence •Willingly Accepts Supervision •Meets Commitments•Dependant Upon Others

Stage 2•Technical Expertise•Works well with others •Builds Reputation•Independent

Stage 3•Expertise Broadens•Coaches•Networks•Inter-dependant

Stage 4•Represents Company •Sponsors Key People •Influences Key Decision•Shapes Direction

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Performance Management

• The Four Stages™ provides a positive way of framing contribution expectations for a position/role in a way other than “good vs. bad” behaviour For example, articulating the specific behaviours

required for a role using Stages language• Performance management is often a way to “add

teeth” to the application of the Four Stages™ framework within an organisation

• See also Rewards & Recognition

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Measurement

• An organisation’s workforce can be profiled by using the Four Stages™, providing a visual map of the organsation in a unique way (how people are contributing), vs what contribution is needed (and from whom) to be successful in the marketplace

• The organisation’s strengths and weaknesses will be apparent, and the outcome can be correlated with business results For example, how many “Stage 2’s” are required

to run a successful project or new business venture?

• See also Succession Planning

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Succession Planning

• The Four Stages™ provides a way of thinking about future roles and candidate readiness in terms of contribution and general capability

• The Stages also forces discussion on the general systems in the organisation that support or hinder employee readiness for new roles

• For example, rather than wondering if a mid-level functional manager can move into the MD (Stage 4) role of his/her function, the focus is more on those who demonstrate Stage 4 capability regardless of their specific functional background, who can quickly learn technical aspects as needed

• See also Measurement

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Career Planning/Retention

• The Four Stages™ provides a road map for career planning, helping the individual understand how they can contribute differently and continue to grow within the organisation

• If the Stages framework is supported by other systems (such as rewards), it can be a powerful retention tool through recognising those that add more value, who also have more experience and knowledge to share. Retention of key resources is a likely result.

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Selection/Job Assignment

• The Four Stages™ provides an excellent “backdrop” for thinking about competencies and skills required for current and future positions

• The Stages can provide a framework for defining the skills and behaviours needed in a role, and matching candidate qualifications to the need.

• One can interview for past demonstration of certain “Stage’ behaviours, providing richer data for decision making in hiring from the outside or internal candidates

• See also Performance Management

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Leadership Development

• The Four Stages™ allows an organisation to think much more broadly about leadership development, and move away from a narrow focus on the limited opportunities shown on the organisation chart

• An organisation can develop a whole host of leaders who have demonstrated “Stage 3” behaviours This process sets the people and organisation up

for success prior to being moved into a formal leadership capacity; rather than hoping it works out

• See also Succession Planning

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Reward/Recognition

• The Four Stages™ framework can inform the Reward and Recognition systems within an organisation

• Often the concept of a 3rd alternative (non-manager Stage 3’s), the others being formal management positions and technical experts (Stage 2/Super-2’s), provides an avenue of compensation and recognition not often exploited by the organisation

• Using the Stages can provide options for thinking about how people are rewarded (often non-monetarily) in meaningful ways (such as unique stretch job assignments, for example)

• See also Performance Management

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Training

• The Four Stages™ provides a framework for thinking about an organisation’s training offerings

• Offerings can be “mapped” or categorised by Stage, and potential gaps identified in any given curriculum

• Quite often, a rich curriculum develops as a result, since development and contribution are defined more broadly and the focus is not just on technical skills

• See also Leadership Development

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What Does Novations Do?

Provide innovative and research-based solutions to help organisations develop and retain talent

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Novations’ Solution Components

• Talent Orientation™• Talent Development®• Talent Coaching™• Contributing Through Others™

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TalentDevelopment™ Program

• Targets all employees• Key Concepts:

The empirical basis of contribution High performance over time (The Four Stages™) Career orientations 360 Feedback Responsibility for development Development plans and discussions Supporting process, tools, and skills

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Talent Development Today

To the individual employee:• The replacement of job security and the key to

career opportunity and job satisfaction

To the organisation:• The source of engagement and competitive

advantage

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Case Studies

• World-class manufacturer

• Caremark

• Global Research and Development

• Pharmaceutical Manufacturer

• Professional Services Firm

World Class Manufacturer

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Client Facts

• Process Control (industrial fluids measurement) manufacturing division

• 1,400+ employees• Locations in US, Mexico, The Netherlands,

Singapore, China, Japan

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Situation

• Business was experiencing a 15% compounded annual growth rate (CAGR)

• Leadership “talent pool” was weak (could not produce qualified leaders fast enough internally) Retarding new product development, global

manufacturing and service capability

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Actions

• Incorporated Novations 360 tools & Stages framework• Identified competencies that aligned with Division’s principles• Held individuals accountable for own development planning

and performance feedback• Offered TalentDevelopment™ workshops to all employees• Instituted regular senior leadership people reviews• Reviewed progress of individual development plans and

discussions of “key employees”• Also reworked recruiting/selection process based on above

concepts

Caremark

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Client Facts

• Pharmaceutical services company Prescription drug administration Claims processing Network of pharmacies

• HQ in Nashville, Tennessee• 11,000 employees• $9 billion revenue

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Situation

• High business growth rate• Major concern about labour demographics on

national level and internally 10% of Caremark’s leaders will retire by 2010

• Major focus on leadership development High potential employee development Key experts (technical resources)

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Actions

• Implemented TalentDevelopment™ • Implemented TalentDevelopment™ &

TalentCoaching™ with Leaders• Included 360 surveys

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Results at Caremark

Results since implementation (1.5 years):• 3% leadership turnover reduction (3 pt. reduction)

1,400 leaders total in organisation

• Increased internal talent career progression by 26%• 100% participation by business units• 98% Agreed/Strongly Agreed that this initiative was a

“critical leadership development action for our company.”

World Class Manufacturer

Global Research and Development

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Global Research

• Global Technical R&D organisation One centralised organisation serves all of client’s

businesses Sites in U.S., China, India and Germany Approximately 2,500 employees

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Client’s Global Research Principles for People Development

• Emphasise the role of the individual as the primary owner of his/her own career development

• Help individuals recognise that development can occur within a current job, not just through vertical or lateral movement

• Provide development opportunities for all employees

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• Introduction to Novations came through a review of an article on Four Stages in technical journal

• Senior-level meeting was used to explore implications of Four Stages for Global Research Business need to retain & reward high-performing

technologists Result: Agreement that Novations’ Four Stages

research provided an ideal framework for considering the development of technical careers

Client’s Global ResearchPeople Development Solution

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Solution Specifics

• Used Four Stages framework to adapt Global Research’s competencies to help clarify how contribution expectations change over time for technical professionals

• Implemented TalentDevelopment™ Self-assessment Conducted by internal certified trainers

• Customised Development Guide providing development suggestions for both leaders and individual contributors around Client’s competencies and Stages

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Solution Results

• Process and tools used globally• Internal Client trainers (25) and champions identified,

trained, and supported• Approximately 2,000 employees have been trained

to-date• Feedback indicates this is one of the best

implementations Client has done Four Stages “thinking” is embedded in Global

Research’s culture• Additional partnership opportunities identified

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Solution Results-Continued

• Client has restructured technologist roles based on Four Stages framework new chief technologist position (Stage 4 individual contributor

position) created as result of using the Four Stages framework

• “It’s made all the difference in my career as a technologist”

• Feedback from managers is that the Four Stages is an “incredibly useful tool in managing and developing people”

Pharmaceutical Manufacturer

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Situation

The client came to Novations in late 2000 looking for help in implementing an employee development process. Target audience was employees in the

Information Technology function within the Global Research and Development.

Business issue was retention amid reorganisation and acquisitions.

Additional business objectives of building a competency model to bring development, reward, and succession processes into alignment.

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Information Technology Function

• Northeast U.S. Headquarters 4 major locations (3 U.S., 1 UK) 800+ employees Support global R&D arm of Pharmaceutical

organisation

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Actions

To date, the implementation includes: Staged competency model TalentDevelopment™ program for all employees TalentCoaching™ for all managers and above Performance management process tied to

competencies organisation specific development guide used in the TD

process Internal certified trainers Stages linked to R&D’s career ladders framework 10 internal trainers certified in TD

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Results - Qualitative

“We used the Talent Development framework to help a colleague find her place in the new role that took advantage of her interests and talents to fill an organisational need. All of this led to us defining a role and a way of carrying out her role that she claims has put her into her "best-ever” career best"

"Jane, a technologist, was looking for an opportunity to progress her career while creating value for he organisation. . She did this by partnering with the Quality Management organisation to define a protocol on how team can work more effectively with Quality Management.”

“This has been the best workshop/training I’ve ever been through”

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Evaluation

• Key Points Initial interest in Novations came from a colleague attending

a public TalentDevelopment™ program Work started in a single function (IT) with a strong supporter

of people development Certified employees at several sites to teach the programs Started with the competency model and built supporting

systems from there Novations now working with another part of R&D

organisation based on work with IT IT organisation is now doing additional TD sessions and

certifications to refresh/update process for employees; has access to Novations concepts on internal website

Professional Services Firm

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Client Facts

• Professional services firm with practices in the following areas: Auditing Tax HR consulting IT systems consulting

• 2,000 associates• Partnership firm ($ revenue N/A)

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Situation

The client came to Novations in early 2001 looking for help to implement a new enterprise wide people system. Employee survey results showed that the firms employees were dissatisfied with the development opportunities provided by the organisation.

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Obstacles

Over the past few years, the organisation had implemented several different “systems” aimed at automating the performance management and development process.

Skepticism was high for any “people” initiativeorganisational focus was on billable time at the

expense of staff development

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Actions

Novations became a trusted business partner to the firm and continues to be active in the development of their people initiatives. To date, the implementation includes:

Staged competency model TalentDevelopment™ program for all employees TalentCoaching™ for all managers and above 360s used as a developmental tool in the TD process behavioural interviewing process Performance management process tied to

competencies organisation specific development guide used in the TD

process All curriculum mapped to competencies and stages 12 internal certified TD & TC trainers

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Results - Quantitative

Pre-2001 Career development

activities were sporadic % of development plans

completed and active Staff 27% Executive 8%

% of performance evaluations

Staff 55% Executive 9%

Since Novations intervention• 900 employees have

participated in TD and/or TC • % of development plans

completed and active Staff 69% Executive 45%

• % of performance evaluations

Staff 58% Executive 20%

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Results - Qualitative

“ Lines up our expectations with individual’s interests to get them to focus on what creates value for us”

“ It is imperative that we connect the dots and see the economic value of staff development”

“ People are getting value from the coaching sessions - they like the one-on-one interaction with the coach”

“ The concepts of staging competencies and showing people how to create value is great”

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Evaluation

• Things that worked well for this client Started in a single business unit with a strong

supporter of people development Certified line managers to teach the programs Started with the competency model and built

supporting systems from there

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Levels of Training Measurement*

5 -Return on Investment (ROI) (5%)

4 -Business Results (10%)

3 -Application (behaviour) (30%)

2 –Learning (50-90%)

1 –Training Reaction (100%)

*Jack J. Phillips-HRD Trends Worldwide 1999 (% indicates what portion of programs should be measured at that level)

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