Arranged Careers by Dale Simpson
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Dale Simpson, the MD of Bravo Consulting presented this slide deck at the TiE Business Builder Breakfast in Mumbai (2010).
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Arranged Careers by Dale Simpson
- 1. Tie Mumbai Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
- 2. HOW TIE HAS HELPED BRAVOBEING A CHARTER MEMBER Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
- 3. Against the tide Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
- 4. EVEN IF YOU KNOW WHAT YOU ARE DOING Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
- 5. Arranged Careers:A Competitive edge? Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
- 6. What’s an ‘Arranged Career’? WWW.BRAVOCONSULTING.COM.AU
- 7. Arranged Careers ORGANISATIONS - Not about Careers? - About: Hiring Performance Management Retention/Separation/Succession There are:- Arranged Marriages Arranged Learning ..arranged careers? How long is the relationship? What is the recruitment strategy? What does an employee cost? Authenticity and Promises – what promises can an Organisation Keep? Is India different? How? Employability - Abscondee rates Principles vs. values 7 WWW.BRAVOCONSULTING.COM.AU
- 8. Arranged Careers ORGANISATIONS - Not about Careers? - About: Hiring Performance Management Retention/Separation/Succession There are:- Arranged Marriages Arranged Learning ..arranged careers? Careers are like Marriages They’re long Term Relationships How long is the relationship? What is the recruitment strategy? What does an employee cost? Authenticity and& Promises – what promises can an Organisation Keep? Is India different? How? Meaning? Employability - Abscondee rates Principles vs. values 8 WWW.BRAVOCONSULTING.COM.AU
- 9. What is the cost of an employee? Salary/wages? On-costs and benefits? What is the ‘life-time’ cost? 0.5 million 1 million More? 9 WWW.BRAVOCONSULTING.COM.AU
- 10. What is the value of an employee? Productivity? Profitability? What is the ‘life-time’ value? During employment And after? 10 WWW.BRAVOCONSULTING.COM.AU
- 11. Are you getting maximum value from Hiring/recruiting processes? Performance Management? Succession Planning/ Development? Employee Separation Processes? 11 WWW.BRAVOCONSULTING.COM.AU
- 12. Maximising Value Where does Elite Performance Lie? 12 WWW.BRAVOCONSULTING.COM.AU
- 13. What is the Employee Experience? Hiring? Do they know who I am? Or Care? Can I trust them? Performance Reviews -Anxious -Relevant? -Meaningful? -Excuse for them to be critical Do they keep their promises? Development? - or punishment? Exit Interview a final chance for dialogue? Would I recommend working here? 13 WWW.BRAVOCONSULTING.COM.AU
- 14. Elite Performance Not about Mission, Vision & Values About Responsibility & Accountability - Principles WWW.BRAVOCONSULTING.COM.AU 14
- 15. Responsibility & Accountability Some examples.. WWW.BRAVOCONSULTING.COM.AU 15
- 16. Self Monitoring & Evaluation 1 The History Professor Frustrated by too many late assignments/extensions 1. Contracted with students about submissions – they set their due dates. Result virtually no extensions needed 2. Allowed them to grade their own assignments, but..(What do you think happened?) 3. When they reviewed each other’s drafts, they could set their performance in context. Result, their self graded scores were about right WWW.BRAVOCONSULTING.COM.AU 16
- 17. Self Monitoring and Evaluation: 2 The Airline Problem Each Captain could decide on how much reserve fuel to take on board. Too little and you put safety at risk, too much and you’re just flying aviation fuel from one airport to another – that’s expensive. But this varied from one pilot to another – some took too little, some took too much. How do you fix this? Impose a solution? Or - WWW.BRAVOCONSULTING.COM.AU 17
- 18. X The Airline Example: Month 1 WWW.BRAVOCONSULTING.COM.AU X X X X Reserve Fuel X X X X X X X X X X X X X Flight Distance 18
- 19. The Airline Example: Month 3 WWW.BRAVOCONSULTING.COM.AU Reserve Fuel X X X X X X X X X X X X X X Flight Distance 19
- 20. What if Employees conducted their own performance reviews Were given the information they needed Could compare their own performance with others Scheduled a time with their manager to conduct the review. What would change? WWW.BRAVOCONSULTING.COM.AU 20
- 21. What if Exit interviews Were seen as events that changed, but preserved, an on-going relationship? Formers employees were an asset to your organisation? Advocates for your business Stayed in touch Referred potential new-hires WWW.BRAVOCONSULTING.COM.AU 21
- 22. Who knows your organisation? Your recruiting agents? Or your staff? Could you get more value into your hiring process by referrals from current and former staff? WWW.BRAVOCONSULTING.COM.AU 22
- 23. How many of your good hires come from referrals from current or former staff? WWW.BRAVOCONSULTING.COM.AU 23
- 24. Elite Performance Maybe this is a way to unlock the true value of your Human Capital.. Perhaps this can generate a competitive edge There are examples.. WWW.BRAVOCONSULTING.COM.AU 24
- 25. Have you calculated the cost of not doing this? WWW.BRAVOCONSULTING.COM.AU 25
- 27. Arranged Careers:A Competitive edge? Dale Simpson Bravo Consulting Group www.bravoconsulting.com.au
Notas do Editor
- Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- The presentation is really about two questions. The first is about the arranged career, the second is why it might be important to your organisation.First, I need to introduce myself (brief bio) –why you’re qualified to ask this question.So to the title ‘The Arranged Career’. The term arose in response to a request to do a presentation in Mumbai. I was asked for a title, suggested this one, and then realised I had no idea about this: What is an ‘Arranged Career’ and why is it relevant. Back in the Office, we went to the whiteboard..
- And brainstormed the question.(click) The are things that are ‘arranged’ – Learning, Marriages, but can you think of a career as ‘arranged’ (Click) Organisations don’t think about careers. They thing about hiring, performance management, separation, promotion, etc.(Click) Arranged Marriages are long Term relationships – with vows, promises, ups and downs – ideally authentic relationships(Click) Organisations make promises too, not always ones they can keep(Click) buy employment can be a long term relationship – what do employees cost over their term of employment(Click) And is India different? How?(Click) I hear of employees absconding.. Why?(Click) and we wondered about principles vs values (explain)Click to next screen
- (Click to clear the board)In the end we decided that careers are like marriages; They are about long-term relationships(Click) So what follows from thinking this way?(Click)
- How do we think about the cost of an employee? Annual salaries and on-cost?(Click)What about the ‘life-time’ cost?
- If we think about ‘life-time’ costs, it may lead to a question about the value and focus of or processes. Are we getting maximum value from these?
- Back to the whiteboard..
- What is the employee experience of these processes?(Click) Hiring(Click) Performance Reviews(Click) Promises made(Click) Quality of the workplace(Click) Development programs (explain what you mean here)(Click) Clear feedback – authentic conversationsWhat would ‘Elite’ performance look like?
- This is my take. It needs to be yours..
- Ditto
- This story is about a University Professor. In his class he found he was constantly giving extensions and dealing with late assignments.(Click) So he contracted due dates with his students. He made clear what was required, in what order and they set agreements with him as to when they would deliver; result – they did. If that worked, he thought, could they also assess their work – grade their own assignments? (Click)What do you think happened. [the usual response if they would all give themselves top marks. A couple tried that, but most gave themselves marks that were too LOW. The professor realised that the students had no context, no way to compare their work with others in the class and then rank themselves. So (Click) he allowed them to review (and comment) on each others draft papers. Result, they could figure out their own performance in context and their self grading was more accurate.
- So here’s another story. This was related to me some time ago. Back last century an airline was aware that they had a problem with reserve loads. This is the amount of fuel taken on board before a flight; Individual Captains made a decision about how much they would need given tailwinds, headwinds, bad weather, etc. This decision would be based on their experience and judgement.But it varied a lot, even on the same routes. Some took too little, some to much. How do you fix a problem like this (Click) – impose a solution or
- What they did was simply plot average amount of reserve fuel on landing for each pilot. (Click)Then each pilot was shown where they ‘scored’ vs the rest. That’s’ all. So what then?
- Over time, the result was a massive saving, without compromising safety..or the independence of the pilots. They now had enough information to judge their performance.
- Why Arranged Careers?