Developing 2Day’s Employees
into 2Morrow’s Managers
NYS SHRM Annual ConferenceMonday, September 25, 2017
What’s keeping HR up at night?
What’s keeping your CEO up at
night?
CEOs say:
“Human Capital is their TOP CHALLENGE”
Conference Board CEO Challenge 2014-2015
Attribution:AnaBGD
HR and Non HR C-SUITE say:
“Developing the NEXT GENERATION OF
LEADERS is the top Human Capital
Challenge”SHRM Business and Human Capital Challenges Today and In the
Future - 2015
Attribution:AnaBGD
CHALLENGES TO THE NEXT GENERATION OF LEADERSVirtualWorkplace
Technology SkillsGap
FiveGenerations
VUCAWorld
(Dis)Engagement
WHY Employee Development?
• Create a Pipeline of Ready Candidates
• Attract and Retain Great Talent• Uncover Employee Potential• Increase Productivity• Keep Employees Engaged• Encourage Companies to Focus
Forward
MEETING THE CHALLENGE:Developing the Next Generation of Leaders
DEVELOPING THE NEXT GENERATION OF LEADERSINTERN
SHIPS
ON-BOAR
DING
CARE
ERPAT
HS
SKILL
DEVE
LOPM
ENT
COAC
HINGAN
DMEN
TORING
SUCC
ESSION
PLAN
NING
TRUSTING
RELATIONSH
IPS
INTERNSHIPS
Benefits• Brand Ambassadors• New Perspectives• Test Drive the Talent• READY pipeline of trained
candidates
Tips• Begin with the End in Mind• Educate Your Current Leaders• Resources• Right Fit for your Program• Orient and Follow Up
INTERNSHIPS – Best Practices• GE
– 83 locations, 42 companies– 25% in leadership training are
former interns• Facebook
– Impact – work along side engineers
– Offsite events, Hack-a-thons, Q & A with executives
• Newell Brands – #4 in Internships for 2017– E-commerce, design, research– Lunch and learn with execs– Teambuilding and mentors
ON-BOARDING“Organizations with a standard onboarding process experience 54%
greater new hire productivity.”~Urbanbound
“New employees who went through a structured on-boarding program were 58% more likely to be with the organization after three
years.” ~ The Wynhurst Group12
“83% of high-performing companies begin their onboarding process before an employee’s first day.”
~ Aberdeen Study
BOSS - DIRECT REPORT MEETING
ADDRESS RELATIONSHIP SHIFTS
LISTEN AND LEARN BE A ROLE MODEL
BUILD PARTNERSHIPS CREATE A PLAN
Attribution:ltenney1225
ON-BOARDING – Best Practices
• Netflix– Top Execs meet with new hires– Mentors– Ready workspace– Real life projects right away
• Buffer– Starts at yes– Six week boot camp– Leader, role and culture buddy
• Zappos– Five week course about culture
and values– $2000 to leave– Amazon - $5000 to leave
• Valve– New hire handbook– Created by current employees– Humor
CAREER PATHS
Career progression is the top priority for millennials who expect to rise rapidly through the organization. 52% said this was the main
attraction in an employer, coming ahead of competitive salaries in second place (44%).
- PwC Millennials at Work Global Study, 2012
CAREER PATHS
• Attracts new hourly and management candidates• Better engagement and motivation• Drives performance• Increases retention• Motivates hourly employees to consider a career with the company• Encourages ownership of their own development
CAREER PATHS
“Up is NOT the
Only WAY”BeverlyKaye|LindyWilliams|LynnCowart
CAREER PATHS – “Up is NOT the Only Way”
• Lateral Moves• Job Enrichment• Vertical• Exploration• Realignment• Relocation
• Maximizes resources• Increases back up• Increased communication,
innovation and collaboration• Better morale• Less misplacement• Improve quality of life• Honest, transparent
conversations
SKILL DEVELOPMENTYESTERDAY• Functional Training• Management/Leadership Skills
TODAY FORWARD• Collaboration• Managing remotely• Technology• Feedback and Tough
Conversations• Embracing/Managing Change• Resiliency• Innovation• Skills we don’t even know of …
SKILL DEVELOPMENT
EDUCATION EXPOSURE
EXPERIENCE
SKILL DEVELOPMENT – Best Practices
• Etsy – employees both teach and learn
• Airbnb – “Fireside Chats” with industry leaders
• Culture Amp – all employees have access to a professional coach
• Optoro – professional development budget for exempt
• Pixar – Pixar University; “Creative Brain Trust” of filmmakers
• Yelp – stretch roles
COACHING AND MENTORING“What factor most influenced your decision to take your current job?”
• Opportunity for personal development (65%)
• Reputation/brand of the organization (36%)
• Role itself (24%)• Starting salary/rate of pay (21%)
“Which of the following training/development opportunities
would you most value from an employer?”
• Working with strong coaches and mentors (28%)
• Changes/rotations of role to gain experience (21%)
• Support for further academic training (19%)
• Formal classroom training (6%)
- PwC Millennials at Work Global Study, 2012
COACHING AND MENTORING – Guidelines
• Leadership support• Defined objectives• Flexibility• Promote participation• WIIFM for Mentors
• Provide training• Match mentors and mentees• Track, measure, listen and
tune• Bring closure• Celebrate and broadcast
success
COACHING AND MENTORING – Best Practices• GE, IBM, Accenture -
Replacing annual performance reviews with frequent feedback by app
• Restaurant Company –quarterly “Check Ins”
• Sodexo: – Bridge program– IMPACT program– Peer to peer
• PayPal – Unity Mentoring Program – Employee led community to help women succeed
SUCCESSION PLANNING
The Process
• Pipelineofleaders• IDdevelopmentareas• Planforresources• Forwardthinking
SUCCESSION PLANNING
PERFORM
ANCE
WELLPLACEDINPOSITION
HIGHPROFESSIONAL TOP TALENT
NEEDSDEVELOPMENT
SOLIDPERFORMER FUTURESTAR
MANAGEOUT/REDFLAG
NEEDSDEVELOPMENT
TOONEWTORATE
POTENTIAL
SUCCESSION PLANNING
• Progress against goals• Results delivery• Performance level• Direct report development
• Learning agility• Potential next moves• Ability to develop/address
weaknesses• Flexibility; able to adapt to change
PERFORMANCE POTENTIAL
SUCCESSION PLANNING
Past behavior/track record is a predictor of future behavior/success
Past behavior/track record is only a valid predictor of future behavior/success if the past looks anything like the future.
READYABLEReady Now
SUCCESSION PLANNING – Guidelines
• Executive champions• Strong talent review process.• Developmentally oriented • Monitoring of the process,
the focus and integrity of the data.
• Simplicity of the system.• Appropriate line of business
and HR leaders participate.• Alignment with business
strategy.• Focus on potential
TRUSTING RELATIONSHIPS
Interviews with 2 million workers and 700 firms determined that employee longevity was directly related to the employee’s trusting
relationship with his or her supervisor.~ Gallup 2008
High trust companies are more than 2 ½ times more likely to be high performing revenue organizations than low-trust companies.
~2015 Interaction Associates study
DEFINITION OF TRUST • Assured reliance on the character, ability, strength or truth of someone or something
• One in which confidence is placed
WHAT IS YOUR DEFINITION OF TRUST?
TRUST CHARACTERISTICS?Attribution:TEDXNJLibraries
TRUST CHARACTERISTICS
• Honest and transparent• Consistent• Focused• Keep promises• Responsive• Positive attitude• Open to ideas
• Accountable• Flexibility• Competent• Respectful• Ask for feedback• Admits mistakes• Sense of Humor
TRUST IMPORTANCE• Inspires loyalty• Rely on your judgment• Boosts morale• More open to constructive
feedback
• Employees more open to sharing ideas
• Motivates others• Creates brand ambassadors• Employees accept change more
easily
PEOPLE WILL WANT TO WORK FOR YOU
COST OF LOW TRUST• Decrease in trust/believability• Employees not engaged; low
morale• Duplication of effort• Decisions may be questioned• Goals are not achieved• Complaints may be filed• Conflict increases; teamwork decreases• Less initiative, creativity and new ideas• Employees leave the company; which requires hiring
and training new people
BUILDING TRUST
ABCD TRUST MODELABLE – DemonstrateCompetence BELIEVABLE– Act withIntegrity
CONNECTED– CareAbout Others DEPENDABLE – MaintainReliability
©2006KenBlanchardCompaniesandTrustworks
SkilledKnowledgeable
GetsqualityresultsResolvesproblems
Expertise;goodatwhatyoudoTechnicallycompetent
Honest,EthicalandCredibleAdmitsmistakes
RespectfulKeepconfidences
SincereNon-judgmental
ListenwellPraiseothers
ShowinterestinothersWorkwellwithothers
CompassionateandcaringAskforinput
Dowhatyousayyou’lldo;keepspromisesReliable
ResponsiveOrganizedAccountableFollowUpConsistent
WHO DO YOU TRUST MORE?ABLE – DemonstrateCompetence BELIEVABLE– Act withIntegrity
CONNECTED– CareAbout Others DEPENDABLE – MaintainReliability
©2006KenBlanchardCompaniesandTrustworks
SkilledKnowledgeable
GetsqualityresultsResolvesproblems
Expertise;goodatwhatyoudoTechnicallycompetent
Honest,EthicalandCredibleAdmitsmistakes
RespectfulKeepconfidences
SincereNon-judgmental
ListenwellPraiseothers
ShowinterestinothersWorkwellwithothers
CompassionateandcaringAskforinput
Dowhatyousayyou’lldoKeepspromises;Reliable
ResponsiveOrganizedAccountableFollowUpConsistent
DEVELOPING THE NEXT GENERATION OF LEADERSINTERN
SHIPS
ON-BOAR
DING
CARE
ERPAT
HS
SKILL
DEVE
LOPM
ENT
COAC
HINGAN
DMEN
TORING
SUCC
ESSION
PLAN
NING
TRUSTING
RELATIONSH
IPS
Janet A. HoffmannHR Aligned [email protected](917) 756-9560www.HRAlignedDesign.com@hraligneddesign
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