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John M. Toller Feb 27, 2014 The 21st Century Workforce…

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Presentation on theme: "John M. Toller Feb 27, 2014 The 21st Century Workforce…"— Presentation transcript:

1 John M. Toller Feb 27, 2014 The 21st Century Workforce…

2 Managing the 21 st Century Workforce is a Matter of Perspective… What’s Yours??

3 20 th Century Workforce Job/Tasks ©JMToller 2004

4 21 st Century Workforce Individual ©JMToller 2004

5 What do I want/need?? WORK!

6 Changing World of Work 20th Century21st Century Basic Paradigm:HierarchyShared Responsibility Owner:ManagementEveryone Org Design:PyramidWeb/Network Org Focus:ControlCollaboration Mindset:ParentPartner Transactions:Adult/ChildAdult/Adult Supervisory Action:Direct/OrderCoach/Enable Supervisory Focus:ConformanceContinuous Improvement Action:React (Downstream)Anticipate (Upstream) Change:Slow/SteadyFast/Chaotic

7 What’s Holding People back? Source: Rapid Learning Institute What Inspires You??

8 21 st Century Manager’s Priorities  Attention  Alignment  Accountability Build Future Capacity Increase Effectiveness Enhance Employee Engagement Key Skill: Communicate Effectively!


10 Great People Create Great Outcomes 1. Avoid mediocrity: eliminate actions that reward/sustain less-than-great outcomes. 2. Define “greatness”: calibrate success, even in the absence of solid metrics. 3. Confront the Brutal Facts: measure outputs, rather than inputs. Assemble evidence and be accountable for sharing it. Level 5 4. Attain Level 5 Leadership: get things done within a diffuse power structure. 5. Adopt a “First Who/Then What” approach: get the right people on the bus at the outset—self-motivated; self-disciplined 6. Adapt the Hedgehog Concept: create “fit” between individuals and your organization. 7. Develop/sustain a culture of discipline: focus on ideas and actions essential for producing ongoing exceptional results. 8. Keep the flywheel turning: Use clock-building rather than time-telling to create and sustain momentum. From Good to Great, Jim Collins

11 Q1: I know what is expected of me at work. Q2: I have the materials and equipment I need to do my work right. Q3: At work, I have the opportunity to do what I do best every day. Q4: In the last 7 days, I have received recognition or praise for doing good work. Q5: My supervisor, or someone at work, seems to care about me as a person. Q6: There is someone at work who encourages my development. Q7: At work, my opinions seem to count. Q8: The mission or purpose of my company makes me feel my job is important. Q9: My associates or fellow employees are committed to doing quality work. Q10: I have a best friend at work. Q11: In the last 6 months, someone at work has talked to me about my progress. Q12: This last year, I have had opportunities at work to learn and grow.

12 The Rewards of Work ® Model Source: Sibson Consulting

13 4 Categories Of Purpose: Source: The Why of Work Dave and Wendy Ulrich

14 HR’s Perspective…

15 ECU Core Work Values All Employees Supervisors/Mgrs Human Resources Management Leadership Budget/Financial Management

16 High Performing Organizations: Creating a Culture of Abundance Excuses for failure are everywhere. I would have gotten the job done if only… The goals/tasks were not clearly defined… I knew what I needed to do but no one else helped get it done… I had/have a headache… The dog ate my homework… Building an “I think we can” philosophy starts with understanding connecting points…

17 Finding Work Source: The Why of Work Dave and Wendy Ulrich

18 Sustaining Abundance… If every contributor gives more than he/she takes, the result is an “abundance” of resource. The TRUTH IS…Contributors who have their hearts and souls engaged—in addition to their minds— consistently give more than they take.

19 Who Do You Know Who Creates Abundance?…

20 Talent Management Model ©JMToller 2004 Roles Functions Tasks Work = =Results Talent Skills Expertise Personal Interests & Attributes Worker Past Future Present +

21 Contribution Equation C = T x A x (M i + M e ) Contribution = Talent x Attitude x ( Internal Motivation + External Motivation) ©JMToller 2009

22 Most Important HR Challenges??

23 How Engagement Effects Performance Source: Gallup 2013 State of American Workplace Report

24 How Engaged Are Employees? Source: Gallup 2013 State of American Workplace Report Question: If the engine powering your car was “engaged” only 30% of the time what would you do?

25 Exponential Engagement Source: Towers Watson, The Power of Three: Taking Engagement to New Heights 3

26 The Economics of Wellbeing… Source: The Economics of Wellbeing, Tom Rath and Jim Harter, Gallup Press, Suffering Struggling Thriving $3,384

27 5 Key Elements to Engagement… Source: 5 Ways to Avoid the Engagement Abyss, Globoforce Whitepaper

28 Becoming the “Best”… Revenue: $2.3B Employees: 10,849 Turnover: 2% Applicants: 45,181 (123 pp) Openings: 368 Onsite Fitness Center Job Sharing Compressed Week Telecommuting The Royal Treatment The Business of HR Source: Great Place to Work Institute, 2011

29 Importance of Communication… Source: Gallup Research

30 21 st Century Managers’ Role: …and keeping them in balance… Putting the Pieces Together…

31 And Maintaining Balance…

32 Integrated Talent Management Source: SUCCESS FACTORS WHITEPAPER: Get the Right People: 9 critical design questions for securing and keeping the best hires

33 ECU Workforce Master Plan

34 Workforce Operational View

35 Top Competencies of HR Leaders…

36 Steps for Continuous Improvement Source: People Capability Maturity Model, Carnegie Mellon University

37 Strategic Planning Hierarchy Source: Moving Mountains, Success Factors Research

38 Sample HR Mission & Vision … HR Mission Through proactive leadership and innovative practices, the mission of ECU Human Resources is to attract, develop, and retain a diverse, talented, and engaged workforce that supports University excellence and sustains a high-performance, results-oriented work culture. HR Vision HR’s vision is to serve as the University’s strategic workforce architect, maximizing the return on investment in human capital through development and ongoing support of a transformational workforce and workplace characterized by: -Consistently high achievement -A highly competent, engaged, and inspired workforce -Efficient and effective support systems and processes -Institutional, organizational, and individual balance -Appropriate influence, impact, and execution of issues relating to the University’s workforce -A wide array of collaborative partnerships that continually support and renew the culture of cooperation, openness, and access -Ongoing identification, analysis, and development of plans to reduce gaps between needs and results at the individual and organizational levels

39 Sample HR Values… HR Values HR seeks to operate according to the values embedded in the University’s motto, Servire (to serve): SS uperior service provided by functional experts quickly, professionally, and competently EE xcellence in every plan, project, interaction, and transaction RR eadiness for change to enable achievement of the University’s strategic objectives V V alue-driven decisions aligned with the University’s Core Work Values I I nnovation and flexibility in developing solutions to complex HR issues, with decisions supported by information that is timely, accessible, and accurate R R elationships that are collaborative, open, transparent, and supportive E E thical perspective and practices that ensure effective implementation of University objectives

40 Leadership Styles: What’s Engaging? Contribution CoercionContainmentChallengeCommitment

41 Essential Leadership Skills… Create self-awareness Collaborate across boundaries Connect deeply with various communities Cultivate critical thinking (develop innovative solutions to complex challenges) Courageously work to change the status quo Catalyze change by action/example Source: Center for Creative Leadership

42 Iacocca’s 9 C’s of Leadership: Curiosity (be alert; experiment; act outside the box) Creativity (take risks; manage change) Communication (talk often to everyone) Character (always do the right thing) Courage (stand up for character) Conviction (use fire in your belly to get the job done) Charisma (be an inspiration; promote trust) Competence (solve problems, don’t talk about solving them) Common Sense (listen; use reason) Source: Lee Iacocca, Where Have All the Leaders Gone

43 Welch’s Top 25… Lead More, Manage Less 1. Lead 2. Manage Less 3. Articulate your Vision 4. Simplify 5. Get Less Formal 6. Energize Others 7. Face Reality 8. See Change as an Opportunity 9. Get Ideas from Everywhere 10. Follow Up Build a Winning Org Create a Market- Leading Org Energize Your People 11. Eliminate Bureaucracy 12. Eliminate Boundaries 13. Put Values First 16. Involve Everyone 17. Make Everyone a Team Player 14.Cultivate Leaders 15. Create Learning Culture 18. Stretch 19. Instill Confidence 20. Make Work Fun 21. Be Number 1 (or 2) 22. Live Quality 23. Focus on Innovation 24. Live Speed 25. Behave like a Small Org (regardless of size) Source: Jack Welch, Winning

44 Delivering Leadership Capability in the 21 st Century…  Empathy (understand and accept alternative perspectives—this is the “glue” that holds the pieces together)  Experience (observe others; assess results of actions; use feedback; make adjustments)  Engagement (Actively practice being/doing “with” vs. being/doing “for”) Source: Center for Creative Leadership

45 How Effective is HR?? Source: Corporate Leadership Council

46 Building GREAT HR Partnerships InsightInfluenceI-countability Use data-driven information (24%) Set Service Expectations (17%) Be measured on completion of predefined objectives (16%) Tailor solutions to org needs (17%) Communicate relevant information (14%) Be measured on business unit Human Capital Outcomes (11%) Understand business operations (11%) Articulate a strong point of view (13%) Be measured on business unit Financial Performance (9%) Maintain an Enterprise viewpoint (12%) Source: Adapted from Corporate Leadership Council Actions and Impact on Bottom Line

47 Final Thoughts… Whether you think you can, or think you can’t, you’re right! Henry Ford The main thing is to keep the main thing the main thing. Steven Covey We can’t become what we need to be by remaining what we are. Max DePree, retired CEO, Herman Miller

48 Questions/Comments??? John Toller:

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