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Management & OrganisationalCapability – can we have the latter
without the former?
Paul Smith – HR DirectorLV= General Insurance
HR Leaders Conference
introduction
It is often said that “people are our most important asset”:
how true is this & what does is actually mean?
Founded in 1843, now UK’s largest Friendly Society
6000 people5.5m policyholders17 sitesA big agenda!
but first…where we’ve come from …
LV= 2015
900 people 1m policyholders 1 site
LV= 2007
business strategy & organisational evolution…
2007 2011 2015 onwards….
To become a Top 5 car insurer
#3today
To become‘Best Loved’
A sustainable business model
#3by 2013
#5by 2011
By 2014:• Most recommended• Most trusted• Best service
By 2014:• Most recommended• Most trusted• Best service
New entrant “start-up” focused
primarily on build
Established brand & what’s we’re known
for
Buy & build
Define our people & culture strategy to embed success
Performance culture
People culture
Leadership culture
Diversification & collaboration
what drives us…
PEOPLE
MAKES OUR PEOPLE FEEL: Engaged
Valued
They can make a difference
Easy to do business = less effort
Efficient calls
Lower cost expense = lower price
More competitive products
TIME SAVED REINVESTED: More coaching time
Better agents
Making their job easier
SalesCustomer SatisfactionEmployee EngagementLoyalty/RetentionFirst Call Resolution
AttritionRe-workCosts
GOING DOWN
GOING UP CUSTOMERSBUSINESS
business implications…
Strong growth over the past 5 years to 6k people across 18+ sites has required a specific “need to deliver” talent proposition
This is brought out in the analysis which shows a strong propensity towards `Delivery’ & `Finding Solutions’ behaviours in those recruited with `Leadership’ & `Communication’ being the weakest
Definitions of the role of the manager at all levels
Methodology for implementing competency frameworks
One group competency framework to Management assessment tools reviewed and fit for purpose
Policies reviewed Legal framework and supporting
materials in place Management standards clear Increased case management capability
for managers at all levels Managers toolkit fit for purpose Heart to Hearts fit for purpose People Managers Passport (ongoing
content accuracy only)
Management Capability
management capability…
Knowledge BehavioursSkills
Managers have the confidence and practical ability to manage people well, using knowledge, judgement, intuition and communications skills:
People Managers Passport content and delivery process reviewed and made fit for purpose
Self-serve L&D Offerings available A coaching & learning culture
developed & embedded (70/20/10)
LeavingNew
Candidate Experience
Onboarding Experience
Employee Experience
Leadership Framework
“EVERY LV= EMPLOYEE DESERVES A GOOD LINE MANAGER”
leading by example – our leadership framework…
Enterprise Builder
Authentic
Collaborative
Empowering
Curious
Balanced Judgement
In a more challenging environment what must we do for our people?
sustainability is our biggest challenge…
sustainable engagement is the best predictor of performance
LV=
LV=
we have very solid foundations…
Engagement profilesFully engaged: I am engaged, enabled, and energised
Unsupported: I am engaged, and energised but lack support and enablement to really perform
Low Energy: I am engaged and enabled, but not energised
Disengaged: I am not engaged, enabled, or energised
51%
27%
12%
10%
Fully Engaged
Low Energy
Un-supported
Dis-engaged
51% of our people are fully engaged - another 39% are engaged but either have low energy or do not feel supported
LV= engagement “hierarchy”…
Growth
Teamwork
Management support
Basic needs
• I have the equipment/technology/tools/resources I need to do my job properly• I have a very clear idea of my job responsibilities/purpose
• I understand what I need to do to improve my performance • My immediate line manager gives me regular feedback on my performance• LV= makes adequate use of recognition and rewards other than money to encourage good performance • How do you rate your last performance review on the following: helping you identify your strengths and
development areas
• People in LV= support each other to get the job done • My team/department constantly looks for ways to better improve the customer experience • People in my department are accountable for delivering • People in my department work together as a team
• I believe that LV= provides opportunities to develop my skills (e.g. training courses, on the job training, role progression etc.)
• I believe I have the opportunity for personal development and growth in this company
Favourable score 85%+
Favourable score 75%+
Favourable score below 75%
Sustainable
Definition Understand organisation levers Design a competency profile in the business
Profiling
Development
Alignment
Profile c300 leadersUnderstand development needs Quality assurance
Develop layered multiple learning solutions – 70:20:10
Refine with people practicesIntroduce into Performance Mgt
Drive into the LV= DNA
snapshot of the “role model leader” journey…
The RML story to date
First draft competencie
s including levels defined
Competencies refined through
workshops with
‘competency working group’
Competencies overlaid
onto organisation
(using role profiles)
RML profile design
principles defined and
agreed
Integration into
performance
management principles defined and
agreed
‘Dry run’ of competency assessment completed
RML profiling
handbook developed and signed
off
Competencies refined
following dry run
Profiling design
principles defined and
agreed
Profiling
briefing days
attended by all
managers
CommunicationsExec (wider) engagement, launch events, RML intranet site, RML champions, ‘Buddy packs’, ‘Next steps’
sessions, FAQs
Organisational assurance:
Analysis of requirements for leadership in GI Ops and current gaps
Profiling completed
for all managers
Integration into
Recruitment principles defined and
agreed
a holistic approach…
Safe Bets(Solid, Dependable, Reliable)
Spiky(more challenging,
potentiallyless experienced, morepotential)
V
Technical Experts Inspirational LeadersV
Today Future PipelineV
developing a talent pipeline…
The Leadership profilerole model leader indicators:
Inspires engagement from others
Shows personal drive and accountability for results
Leads change and innovation
Drives individual and team performance
Influences and collaborates to get things done
Makes informed judgements and intelligent
decisions
Focuses on the customer and commercials
*Competencies which include high impact behaviours - Indicators of talent
forcing & fostering – a twinned approach…
create a sustainable talent pipeline…Profile Current PopulationBehaviours RatingLeadership StrengthsKey Development RequirementsDe-railment FactorsPotential Factor
Senior Leadership Group
Profile Current Population Maxed – not moving further in org Potential (Horizontal/Vertical)Key Development (Stay in role/Broaden experience at current or next level)
EXCO DRs
Profile Current PopulationBehaviours RatingLeadership StrengthsKey Development RequirementsDe-Railment FactorsPotential Factor
Senior Leavers(12 Months)
Profile Current PopulationBehaviours RatingLeadership StrengthsKey Development RequirementsPotential Factor
Senior Hires12 Months
Talent Pooling
Market Mapping
Targeted Succession
Planning
Development Offering to
nurture identified potential
Ensuring future fitness…
we’re living in a volatile, uncertain, complex and ambiguous world
The workforce will shift significantly over the next seven years
The number of 15 to 29 years olds in work will fall by 500,000
The number of 60 to 74 year olds will increase by 1.5 million
Research from Oxford University revealed that 47 per cent of jobs in the US are “at risk” of being automated over the next 20 years
How it all adds up…
Customer
Member
Engagement = Member Customer²
“The definition of insanity
is doing the same thing
over and over again
and expecting different
results.”
People