Leadership for 2013: Strategies and Best Practices

Leadership for 2013:
Strategies and Best Practices
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Speaker: Robert C. Greene
Talent Management Strategist
SumTotal Systems

Moderator: Deanna Hartley
Senior Editor
Talent Management magazine

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Deanna Hartley
Senior Editor
Talent Management magazine

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Robert C. Greene
Talent Management Strategist
SumTotal Systems

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Effective Leadership
Assessment:

Strategies, Tools & Tips for
Success

Presented By:

Bob Greene
Senior Talent Management Strategist

Agenda

How Integrated Talent
Management can power
success

How to use talent
analytics to drive better
leadership assessments

How Successful
Companies Assess Their
future leaders

Quick Tips for Using
Talent Management
Technology

Page 8 - December 6, 2012 – PROPRIETARY AND CONFIDENTIAL

Agenda

success

How to use talent

How Successful
future leaders

Talent Management
Technology


Why Are Effective Leadership Assessments
Important?

Bad Bosses
Can be a Major
Contributor to
Turnover
Senior Leaders
from the Baby
Boom
Generation are
Retiring
45-50% of Top
Performers are
Actively
Looking for
New Jobs


The Growth in Quits …

Who is quitting?
Are you losing your
best people?
This can raise your
overall employment
costs dramatically


Polling Question #1
■ The “voluntary quits” portion of the overall unemployment rate has
been rising steadily for the past two years. Thinking only about your
voluntary turnover rate since January, 2011, has it…?

■ Decreased

■ Stayed about the same

■ Risen moderately (less than about 30% from what it was 1/1/2011)

■ Risen steeply (more than about 30% from what it was 1/1/2011)

■ Not sure, but I think I’ll check right after this webinar is over…


Top 5 CEO Concern’s – Talent Shortage!

Loss of Customers

Talent & Skills Shortage

Reputational Risk

Currently Fluctuation

Changing Legislation


More Mature HCM Practice = Greater Return

■ HBR Article in 2007

■ Effective talent
management drives
better sales & greater
stock return

■ Same correlation
shown in many articles
& studies

Maximizing Your Return on People, March 2007, Harvard Business Review

Engaged Employees = EPS Growth

■ High employee engagement translates to improvements across
the business

"Companies that increase
employee engagement see
improvement in operating
margins.“

Towers Perrin, New Realities
in Today's Workforce

Gallup Research, 2011- Employee Engagement Overview Brochure


Why Integrate Talent Management?
Analyst research shows direct correlation to business performance

Bersin 2011 HR Factbook
shows organizations that
have reached maturity
(Level 4) by having
business-integrated HR
functions rather than
compliance drive (Level 1)
HR show significantly higher
performance in the following
metrics


Why Integrate Talent Management?
Analyst research shows direct correlation to business performance

Source: Kevin Oakes, i4CP 2011


What Talent Processes do High-Performers Do?
Where to Start

All relate
to filling
leadership
gaps

i4CP, Kevin Oaks, 2011


High Performers Have Good Processes to
Fill Leadership Gaps

i4CP, Kevin Oaks, 2011


Agenda

success

How to use talent

How Successful
future leaders

Talent Management
Technology


Tip: Build an Integrated Data Model

Most companies (well over 50%) Questions
do not have integrated data today
– the data is in separate silos
Where do you have
your data today?
Why: Without visibility you cannot
assess talent or develop it
Is your data in
“data jail”?
Who holds the keys?
The big data sets for filling
leadership gaps are:
What is the highest
• HRMS data priority data to gain
• Succession data better visibility?
• Learning / competency data
• Performance data


Polling Question #2
■ How many separate HCM-related
systems are you currently using?

■ None (100% manual!)

■ One

■ Two

■ Three

■ Four

■ Five

■ Six or more


Example: Learning, Succession, Core

SUCCESSION
CORE LEARNING
PLANNING
INFORMATION INFORMATION
INFORMATION
Employee Succession Learning
Profile Plan(s) Activities

Performance Potential Development
Information Ratings Plans

9-box Competency
Job Profiles
information Data


Example – Succession & Talent Management
Global employee record provides
Integrated Workforce Analytics
complete information to improve the
quality of succession decisions Single Global
Employee Hiring integration provides
Record visibility to drive effective
staffing decisions to fill key
Key competency leadership positions
information provides for Integration Hiring
more accurate comparison Competency
among successors Data Integration

Linking development planning
improves leadership training
effectiveness
Succession
Integrated Integrated
Performance
Planning Development
Assessments Planning

Easily Identify high
performers and put them
into succession pools

Integrated Integrated
Career Learning Better align & improve training
Planning Paths effectiveness for the best talent

Improve overall employee
engagement and
development effectiveness


Tip: Have Analytics That Are Easily Accessible

Organizations are starting to Questions
track cross-organization analytics
What is the question you
Lets you define current are answering by building
benchmark & success metrics a report or dashboard?

Lets each part of organization
see the bigger picture What decisions or actions
do you hope to take based
on data analysis findings
Creates executive visibility and recommendations?

Drives consistently better Has this been done before?
business and talent planning


Executives Need to Receive Reports!

Executive Team /
CEO are the only
groups correlated to
High Market
Performance

Q: Who receives the workforce metrics reports? (Select all that apply)


Example: Key Performance Indicators
(KPIs)

Talent Development

• Overall talent retention • Number of training
rate hours per employee per
• Number of senior year
positions and the depth • Average training cost
of bench strength per employee
• Average tenure of new • Training penetration rate
hires • Average class size
• Turnover among high • Average score per
performers employee


Ubiquitous Access to Analytics
Robust Mobile/iPad Support

Single data warehouse

Pre-built KPI’s to track
leadership metrics

Provide overview and
drill-down capabilities

Both diagnostic (“rear-
view”) and predictive

Access on multiple platforms


Agenda

success

How to use talent

How Successful
future leaders

Talent Management
Technology


Example: Google –
Project Oxygen*

■ The Mission: To build better
bosses

■ The Challenge: Terrible boss =
top three reason for turnover

■ The Outcome: 8 habits of highly
effective managers

■ The Result: improvement in
manager quality

Career Development Clear Vision & Strategy

Coaching
“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011


Google Project Oxygen Outcomes

■ Eight Good Behaviors
1. Be a good coach
2. Empower your team and don’t micro manage
3. Express interest in team members success and personal well being
4. Don’t be a sissy: Be productive and results oriented
5. Be a good communicator and listen to your team
6. Help your employees with career development
7. Have a clear vision and strategy for the team
8. Have key technical skills so you can advise them
■ Three Pitfalls of Managers
1. Have trouble making a transition to the team
2. Lack a consistent approach to performance management and career
development
3. Spend too little time managing and communicating

“Google’s Quest to Build a Better Boss” New York Times, March 12th, 2011


How to Develop Strong Enterprise Leaders

Early in their careers give potential leaders …
• Experience on cross functional projects and responsibility for them

When their leadership promise becomes evident, give high
potentials …
• A position on a senior management team

Sometime just before their first enterprise promotion, send rising
stars …
• To address capabilities they will need at an enterprise management level

At the time of their first enterprise-level promotion, place new
enterprise leaders in new units that are …
• Small, distinct and thriving with a team they can learn from

“How Managers Become Strong Leaders”, Michael D. Watkins,
Harvard Business Review, June 2012

Agenda

success

How to use talent

How Successful
future leaders

Talent Management
Technology


Tip: Start where you will get the biggest
result – Often That’s Performance

Questions
Several studies say generally
Performance integration gives
the greatest result Do you have an agreed
upon performance
process?

Try to keep the process
simple and straight forward
Does it include leadership
skills / competencies?

Gives a measurement tool for
leadership assessments What data do we need to
execute our plan?


Where do you start?
Which processes do High Performing Organizations include?


Tip: Have an Integrated Process for
Leadership Development

Many organizations still have one-off or Questions
silo’d processes
Can you see development
Studies referenced have shown information from
succession?
integrated processes have better
overall results

For integrated leadership development What are the key cross-
look at connecting Succession and process tasks you would
Learning like to be able to do?

This is where integrated data will help What data do we need to
execute our plan?


Example of Succession & Learning

Succession
Planning

Learning
Programs


Example: Where Technology Helps

Choose Learning Directly Enroll
Create Them
Succession Pools Activities

Powerful
interactive Look at
tools can let competency
you see / pick Automatically
gaps and other enroll people in
from among all information &
your courses as well
then choose as track their
employees from course progress /
catalog success in
courses


View Detailed Successor Comparisons

■ Compare & Rank
Potential Successors

■ View employee record
information

■ See performance
information

■ View nine-box
information


Multiple Tools for Successor Development
• Competency gap analysis can
be performed against current or
future positions

• Integrated list of learning and
development suggested
resources


Tip: Drive Succession Planning Deeper Into
the Organization

Questions
Most businesses only have
succession planning at the What are the key feeder
executive level positions you want to track
bench-strength against?

Top performing organizations have
succession planning down several
layers into the organization How many levels down can
you see into your
organization?

Integrate career development into
the organization
Do you have development
plans for key positions?


Polling Question #3

■ To what extent have you automated your succession management?

■ It’s 100% manual with no solid plans yet for automation

■ 100% manual with plans to automate within the next 2 years

■ Automated, for top level of executives only

■ Automated, for more than the top level of executives but not every
management level

■ Automated for all management levels


Value of Deeper Succession Planning

• Visibility • Knowledge

Gives you a
stronger
Better visibility
understanding of
into the
where your talent
organization
strengths &
weaknesses are
Retain and Anticipate your
Engage “Talent Gap”
Improves Lets you
employee maintain a strong
engagement by bench of “feeder”
touching more of positions for key
the organization leadership roles

• Business • Bench
Results Strength


Long Lasting Customer Relationships
Broader Offerings, Improved Operations, High Customer Retention

SumTotal
Worldwide Leader
in Strategic HCM
Market Share (users)

3,500+
Customers

Over 45+ Million
End-Users

Leader in SMB,
Mid-Market &
Enterprise
Solutions

Global Scalability

March 5th, 2012

SumTotal Strategic HCM Solution
Empowering Customers to Become Stronger Strategic Business Partners

■ Providing Actionable Insight
■ Enabling End-to-End
Integrated Business
Processes

■ Driving Productive, Pervasive
Access

■ Improving Time-to-Value and
Reducing Cost of Ownership

■ Enabling collaborative solution
development community


Most Advanced - Recognized as Leader by Analysts
6+ Years in the Leader’s Quadrant (Gartner CLS MQ)
“SumTotal has established itself as the market share and mind share leader …”
2+ Years Rated “Visionary” (Gartner EPM MQ)
“…well suited for global organizations … seeking best-in-class functionality”

Global Market Share Leader for Learning (Bersin 2013 LMS Systems Guide)
“Highly configurable” … “Market leading Learning Management” … ”best-suited to
large, global organizations.”

2+ Years Rated Highest Overall (Ventana Total Compensation)
“The top ranked supplier based on the weighted factoring of five product and two
customer assurance categories …”

4 + Years in the Leaders Section (Forrester Wave LM)
“Forrester Wave for Enterprise Learning Suites”
Leader in Every Section of Forrester Wave (2011 Forrester TM)
“...among the leaders for integrated performance & compensation solutions”

Highest Rated Overall (AMR Strategic HCM)
“...the broadest and most mature application suite in the strategic HCM specialist
space”


Summary

Integrated Talent Management has a proven
positive impact on top and bottom line results

Integrated talent analytics drives better
decision making

Technology helps but people and process are
key

Start by looking at integrated performance, then
leadership development and succession planning


Questions & Answers

Visit us at www.sumtotalsystems.com and through these
social channels:

@SumtotalSystems

http://www.linkedin.com/groups?home=&gid=45382

http://www.facebook.com/SumTotal.Systems


Free Talent Management Resources
Visit us at www.sumtotalsystems.com

Customer Case Studies
■ Alfa Case Study - Manufacturing & Automotive
■ Lifetouch Case Study – Services
■ Sodexo Case Study - Services

Whitepapers
■ 10 Things HR Can Do to Help Align an Organization’s Goals
■ HR Field Guide: 5 Tips To Effective Performance Management
■ 10 Things a Performance Management System Can Do for You
■ Retaining Talent with Compensation Management: Trends in
Employee Compensation


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Leadership for 2013: Strategies and Best Practices

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