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The People Practices that Guarantee Mediocrity: Learning from what the “worst employers” do Andrew Bell.

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Presentation on theme: "The People Practices that Guarantee Mediocrity: Learning from what the “worst employers” do Andrew Bell."— Presentation transcript:

1 The People Practices that Guarantee Mediocrity: Learning from what the “worst employers” do Andrew Bell

2 2 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 *Source: Hewitt Associates Employee Engagement and Best Employer Database of approximately 1,500 companies ( ). How Engaged Are Your Employees? * Destructive Zone Uncertainty Zone Performance Zone (Avg.TSR = 24.2%) 25% 40% 60% 100% $ Benchmark Averages* * 0% (Avg.TSR = -3.4%) Indifference Zone (Avg.TSR = 9.1%) Best Employers (74%) High Performers (61%) Total Shareholder Return (TSR > 20% from ) Global Engagement (54%) $

3 3 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Research-based Points of View

4 4 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Our Topics Today – Practices that Guarantee Mediocrity  Leadership  Rhetoric v Reality  Talent Management  Performance Management  HR Stuck in the Middle

5 5 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 “Good is the enemy of great” Jim Collins, Good to Great

6 6 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 The Strongest Organizations Make High Performance Practices a Competitive Differentiator Execution Quality Business Pay-Back Activities and steps are in place… “We do that” Commitment to manager capability—doing it so well it’s a competitive advantage They Know Performance-Related Activities—Goal Setting, Coaching, Talent Deployment, etc.—Have a Strong Execution/Pay-Back Connection

7 Leadership

8 8 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 The Leadership Data

9 9 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Real Conversations in Real Organisations Leader A - I think HR are letting us down Leader B - How so? Leader A - They should come and tell us when someone on our team has done a good job so we can go and give that person recognition. Leader B - Great Idea. Except I don’t know who all our people are, so I wouldn’t know who to give the recognition to? Leader A - They could give you a map showing their cubicle and a picture of the person Leader B - I don’t think we have photos of all staff Leader A - Maybe if everyone wore name tags Leader B - True, but some of our staff these days have such long names the tag would have to stick out past their shoulder Leader A - Maybe if we had really big tags and people hung them round their necks on a string ?

10 10 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Leaders Believing Their Own Rhetoric “If our employees have told you that communication is a problem here, they are seriously misinformed.” Response to Focus Group findings From Company Chief Operating Officer

11 11 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Engagement Work Tasks Reputation Organisation Purpose Career Opportunities Senior Leadership Policies Intrinsic Motivation Valuing Employees Communication Patterns of Influence = opportunity and threat= threat= opportunity= small opportunity and threat

12 Rhetoric Vs Reality

13 13 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Quick Quiz—Guess the Organisation  RESPECT  RESPECT—we treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness and arrogance don’t belong here  INTEGRITY  INTEGRITY—we work with customers and prospects openly, honestly and sincerely. When we say we will do something we will do it; when we say we cannot or will not do something, then we won’t do it  COMMUNICATION  COMMUNICATION—we have an obligation to communicate. Here, we take the time to talk with one another … and to listen. We believe that information is meant to move and that information moves people  EXCELLENCE  EXCELLENCE—we are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be

14 14 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Surprise?

15 15 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 It is Easy to Develop Attractive Employment Brands… MetLife… where work meets life. Our Key Beliefs - The Way We Will Always Act Uncompromising Integrity Constant Respect for People "Treating others the way you want to be treated" Imagine, solve, build and lead Kraft strives to instill values it believes will drive the business—focus, innovation, passion, trust and teamwork—and is continually investing in training, development and career management to steadily improve employees’ skills and opportunities. … “We take care of our People so that they can deliver impeccable Service to our clients who will give us the Profit necessary for FedEx to be successful. This philosophy governs every FedEx activity.”

16 16 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 …but Much Harder to Deliver Those Brands

17 17 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Our Employees see Through our Rhetoric

18 18 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 “They’re Just Employees…” Veterans Baby boomers Gen XGen Y Core Values: Diversity Thinking globally Balance Techno literacy Fun Informality Self Reliance Pragmatism Core Values: Optimism Civic duty Confidence Achievement Sociability Morality Street smarts Diversity Core Values: Hard work Duty before pleasure Honour Delayed reward Patience Law and order Core Values: Optimism Team orientation Health & wellness Personal gratification Involvement Work Youth Job security Rewards Recognition Autonomy Meaningful work

19 19 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Toblerone and Hershey Kisses

20 Talent Management

21 21 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Brand Fulfillment in Careers and Development is Low

22 22 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Managing Opportunity is About Fueling Company and Individual Growth We Need to Allocate Talent Just Like Capital— and Ban “Random Acts of HR” Rotational Assignments for Key Talent Use Strategies that Define How to Select, Deploy, and Reward Leaders

23 Performance Management

24 24 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Most Employees Don’t Know What’s Important

25 25 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Spotlighting the Major Disconnects Between What we Intend and What People Hear—One Company’s Analysis What they really hear now from everything we’re doing: What we need them to hear: High Performers  We’re glad you’re here  It’s a given that you’ll produce great results every year  We’ll reward you as much as the system allows  We depend on you to carry the rest  We need you to be glad you’re here!  We deeply appreciate all you do  Your rewards will keep pace with your impact, period  Here, high performance is rewarded and underperformance is addressed Solid Performers  You’re not a hi-po, but we still value you…though somewhat less  Do your job well and it’s not necessary to improve or grow  Performance matters as much as potential—both are ways to be a key player here  We all must keep stretching to stay ahead of our competitors—“it’s grow or go”  Your solid contribution is vital to us Under Performers  “This too shall pass” (a new performance initiative)  There are ways around the new processes  Help’s available, but turning things around is up to you  Without real improvement, this likely isn’t the right place to be Expecting improvement, offering support We’ll increasingly need to “re-recruit” these people with everything we say and do Recognizing Achievement is Fundamental to High Performance—But It Isn’t Automatic

26 26 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 FDCBA “Meets” feels to most people like they’re getting a “C” grade—it doesn’t say, “you’re a winner!” Managers can be reluctant to give good performers this rating so we get rating (and pay) creep And having two levels above “Meets” can erode the message that goals should be set at a challenging level: If people set the aggressive targets we ask for, how likely is it they can achieve two levels more? Improvement Required Meets Some Expectations Meets Expectations Exceeds Expectations Far Exceeds Expectations And What About Our Rating Scales?

27 27 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 $$ It’s easy to send the wrong signals about what we value: The Mediocre Reward Mediocrity In this company, many people were rewarded more for caution than courage High Moderate Low Goal Difficulty $$$ We say this performance is what matters… …but reward this performance as much or more! Missed Partially MetFully MetExceeded

28 28 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 HR is Stuck In The Middle … … and Unable to Deliver on the CEO Agenda

29 29 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Being Stuck in the Middle Means Spending Too Much Time on the Wrong Activities Source: HR Analyzer Benchmark Database. Hewitt Associates StrategicTactical  Even as HR costs continue to rise, HR staff are spending 56% of time on program delivery and transactional activities.  They are only spending about 32% of time on more value-added activities.

30 30 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 Top 4 Reasons HR is Still Stuck in the Middle  Reason #1: Unclear Vision  Reason #2: Poor Change Management and Execution  Reason #3: Right People Doing the Wrong Work  Reason #4: Inefficient Delivery

31 So What Do We Do?

32 32 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC. SCMP HR Conference June 2006 The Critical Path to a High Performance Workforce—Our Point of View Across the Organization, We Have to Get Three Things Right Powered by a management team clear about what’s at stake and capable of getting it done Everyone working on what’s important, hitting targets, and playing by the rules Opportunity Managed for Impact and Growth Dual focus on best person and most learning in every assignment and job The people we depend on feel appreciated and confident, ready to give their best People Who Perform Know They’re Valued    Accountability for the Right Results

33 Thank You


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