1. Identify, Develop and Retain High Performers
EMPLOYEE ENGAGEMENT
Sidney Cordero
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Strategic Context
Our HR strategic priorities revolve around:
Ensuring talent- when and where we need it.
Enabling peak organizational performance.
Facilitating change to fulfill the vision.
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Strategic Context
Vision and Sustainable Development
Performance
Organization Development
Performance Management
Talent Development
Time
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Strategic Context
Vision and Sustainable Development
Performance
Our top talents are committed to the organization, and are much more committed to making this company successful.
Employee Engagement
Time
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5. Strategic Context Do you know?
Vision and Sustainable Development
Performance
Do you know?
40% to 60% of the Company’s Productivity is attributed to the
Top 15% of its Employees.
Time
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6. Problem
When our Top Talents leave, the following business results are affected negatively:
Productivity
Customer Engagement and Retention
Profitability
We are wasting an
estimated PhP5M per year
for every Top Talent leaving the company.
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Objective
Provide you a perspective on getting our Top Talents engaged with the business and committed to the company.
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Topics
Why focus on High Potentials and High Performers?
Identifying, Developing and Retaining Top Talents
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9. Why High Performers AND High Potentials?
Current high performance does not predict future leadership potential. Consistent high performance with a well established high potential does.
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10. Why Focus on High Potentials and High Performers?
Vision and Sustainable Development
Potential
We need talents who can bring the organization to its vision and ensure sustainable development.
Performance
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11. Identifying High Performers
Performance Ratings showing talents with outstanding performance
We spent our resources supporting High Performers to execute our big business initiatives and deliver significant results.
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12. Identifying High Potentials
We spent resources on programs to assess and select our High Potentials.
Able to focus on the key issues despite the existence of many complex and ambiguous factors; seek out relevant information; challenge existing approaches; create solutions that recognize short-terms needs and long-term implications, and learn from others.
Thinking
Relating
Achieving
Able to optimize team performance through communicating expectations clearly, enhancing motivation, providing support, monitoring progress, and recognizing
good performance.
Able to work effectively in difficult environments, look for opportunities to expand their responsibilities at work and they are also keen to seek feedback.
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13. Identifying High Potentials
We even sought for external help to ensure we find the best high potentials inside and outside the organization.
Capacity to process complex ideas, to think broadly and quickly, to perceive and respond to their own and others' emotions and learned skills such as technical, functional and interpersonal skills.
Ability
Aspiration
Extent to which an employee commits to an organization and how hard they work.
Engagement
A clear pattern and demonstration of the desire, drive and passion that it takes to progress through a leadership career
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14. Determine Internal Talent Base
Top Talents
Estimated Potential
Low
Medium
High 6
101 45
Average 40
282 90 50 11 3 2 1
24%
Performance 6 5 4
66% 9 8 7
10%
15%
63%
22%
These are the Top Talents that we deem can best bring our organization to its vision now and in the foreseeable future.
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15. Why Do Top Talents Leave?
They feel they are badly managed.
Goals are confusing; shifting priorities
Poor annual performance reviews
No discussions on career development
Lack of open-mindedness of managers and others
Uninspiring work and projects
No opportunity to do their best and be recognized
Lack of opportunity to work with the best
They think the organization is confusing and uninspiring.
Unclear purpose and vision; Too many organizational changes
Bureaucracy
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16. What do our Top Talents want?
Understand organization’s strategy and goals, and how it relates to their specific job
Strategic/Operational Planning, Functional Conferences
Goal Setting (Performance Management)
Can see a future for themselves in the organization
Career Path/ Preferences (Development Planning)
Family’s needs and wants, Brand, Family-friendly Events
Seek opportunities to do their best
Leveraging on Strengths (Development Planning)
MVP, Employee of the Year, Top Ten , President’s Award (Rewards System)
Career development opportunities
Executive Coaching, MBA, Global Leadership Programs
Top Talent Meetings with the Senior Leaders
Project Assignments; Business Challenges
Diversity: Aspiring for 50% Women in Managerial roles
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17. Developing Top Talents 70-20-10 Rule
On the Job Development
Coaching, Feedback and Mentoring
Classroom
Training
Career Management Drivers
Performance
Visibility
Image
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18. Accelerating Development
a. Develop a new identity for the talent
b. Start doing new things
c. Develop new network
d. Develop a new story about self
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19. Other Tips on Retaining Talents
Individualize Treatment
Identify and Understand Potential Risks
Alignment Risk: misalignment with talent and business objectives (right person-wrong job or critical position-wrong person).
Readiness Risk: the talent does not feel supported to prepare for an expanded or a more challenging role in the short-term.
3+ years in the role: no movement in the role for the last 3 years
Reached Salary Cap: talent is already at the maximum of the salary range
Intervene, Execute Plans, and Follow Through
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20. Great Managers and Leaders
A Perspective
Stock Increase
Real Profit
Sustainable Growth
Engaged Customers
Engaged Associates
Great Managers and Leaders
Identify Talents
The Right Fit
The Gallup Path
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The one thing you need to know to be a …
… Great Manager is that you need to help your people be productive and succeed.
… Great Leader is that you need to create a better future for others.
- Marcus Buckingham
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It starts with me.
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