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Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use.

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Presentation on theme: "Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use."— Presentation transcript:

1 Identify, Develop and Retain High Performers EMPLOYEE ENGAGEMENT Sidney Cordero Classified - Internal use

2 Strategic Context Our HR strategic priorities revolve around: 1.Ensuring talent- when and where we need it. 2.Enabling peak organizational performance. 3.Facilitating change to fulfill the vision. Classified - Internal use

3 Time Performance Vision and Sustainable Development Performance Management Classified - Internal use Strategic Context Talent Development Organization Development

4 Time Performance Vision and Sustainable Development Classified - Internal use Strategic Context Our top talents are committed to the organization, and are much more committed to making this company successful. Employee Engagement

5 Time Performance Vision and Sustainable Development Classified - Internal use Strategic Context Do you know? 40% to 60% of the Company’s Productivity is attributed to the Top 15% of its Employees.

6 Problem When our Top Talents leave, the following business results are affected negatively: – Productivity – Customer Engagement and Retention – Profitability Classified - Internal use We are wasting an estimated PhP5M per year for every Top Talent leaving the company.

7 Objective Provide you a perspective on getting our Top Talents engaged with the business and committed to the company. Classified - Internal use

8 Topics Why focus on High Potentials and High Performers? Identifying, Developing and Retaining Top Talents Classified - Internal use

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. Classified - Internal use

10 Why Focus on High Potentials and High Performers? Performance Potential Vision and Sustainable Development We need talents who can bring the organization to its vision and ensure sustainable development. Classified - Internal use

11 Identifying High Performers Performance Ratings showing talents with outstanding performance Classified - Internal use We spent our resources supporting High Performers to execute our big business initiatives and deliver significant results.

12 Identifying High Potentials Classified - Internal use Achieving 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. Able to work effectively in difficult environments, look for opportunities to expand their responsibilities at work and they are also keen to seek feedback. Able to optimize team performance through communicating expectations clearly, enhancing motivation, providing support, monitoring progress, and recognizing good performance. Thinking Relating We spent resources on programs to assess and select our High Potentials.

13 Classified - Internal use Aspiration 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. A clear pattern and demonstration of the desire, drive and passion that it takes to progress through a leadership career Extent to which an employee commits to an organization and how hard they work. Ability Engagement We even sought for external help to ensure we find the best high potentials inside and outside the organization. Identifying High Potentials

14 Determine Internal Talent Base Estimated Potential Performance 24% 66% 10% 15% 63%22% Classified - Internal use Top Talents These are the Top Talents that we deem can best bring our organization to its vision now and in the foreseeable future.

15 Why Do Top Talents Leave? 1.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 2.They think the organization is confusing and uninspiring. – Unclear purpose and vision; Too many organizational changes – Bureaucracy Classified - Internal use

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 Classified - Internal use

17 Developing Top Talents Rule Classified - Internal use Coaching, Feedback and Mentoring On the Job Development Classroom Training Career Management Drivers 1.Performance 2.Visibility 3.Image

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 Classified - Internal use

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 Classified - Internal use

20 A Perspective Identify Talents The Right Fit Engaged Associates Engaged Customers Sustainable Growth Real Profit Stock Increase Great Managers and Leaders The Gallup Path Classified - Internal use

21 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 Classified - Internal use

22 It starts with me.


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