HR Scorecard and Metrics

Session 2-
The People Management Issues
1. LACK OF SKILLED PEOPLE

2
Business Performance Management
(BPM) Forum’s 2007 Performance
and Talent Management Trend
Survey

3
•77.5% of respondents say it takes
longer to find talent
•67.8% of respondents say it
increases the need for internal talent
development
•54.8% of respondents say it
increases salaries
•32.2% of respondents say it
increases need for recruitment
services
•21% of respondents say it creates
competitive advantage through
better talent management practices
•19.9% of respondents say it limits
business flexibility and expansion

4
Global Job Category
Rank
1 Sales Representatives
2 Skilled Manual Trades

*Skilled manual trades’ refers to a broad range of job

titles that require workers to possess specialised skills,
traditionally learned over a period of time as an
apprentice.

Examples of skilled trades include electricians,

bricklayers, carpenters, cabinetmakers, masons,
plumbers and welders.
3 Technicians (primarily production/operations,
engineering or maintenance)
4 Engineers
5 Accounting and finance staff

5
2. NEED FOR DIVERSITY

6
• Moving beyond compliance
• Ensuring that diversity is not only an issue
of changing the numbers
• Rather about changing the work culture

7
3. ATTRACTION AND RETENTION

8
9
• Attraction 1.0 to Attraction 2.0
• Technology changing the paradigm and
process
• From electronic “filing” to collaborative
exploration and dialogue
• Company looking for “Q” talent
• Candidates not only saying “what is in it
for me” to “who are you”
• Who is my manager/leader
• The modern worker, the global nomad is
cynical
• The top considerations in taking career
related decisions…
 Enhanced General
Web Based Social Net

Specialised Social
Web based
Net
......

Professional
Paper
Community

WHO DRIVES THE PROCESS?

• 68 people “friends”
• 50% in same area of
business
• At least two are people
who work for Deloitte
and can provide work
• At least three university
professors
• At least three in same
alumni of past university
and work (DBSA)
From Using Channels
for Finding People
 Finding and
Building
Communities of
Talent
25
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Rational Day to day work

Going above and
Commitment –
beyond the call of
What's in it for me
duty
and us Team
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Direct Manager
Emotional Commitment
– Do I enjoy my work,
my team, my manager, Intention to Stay
my organization
Organization
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Direct Manager
Emotional Commitment
– Do I enjoy my work,
my team, my manager, Intention to Stay
my organization
Organization
4. PERFORMANCE CLIMATE (HIGH)

31
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Rational Day to day work

Going above and
Commitment –
beyond the call of
What's in it for me
duty
and us Team
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Direct Manager
Emotional Commitment
– Do I enjoy my work,
my team, my manager, Intention to Stay
my organization
Organization
 FOCAL POINT OF OUTPUT OF
COMMITMENT
COMMITMENT COMMITMENT
TYPE

Rational Day to day work

Going above and
Commitment –
beyond the call of
What's in it for me
duty
and us Team
30% OF DIFFERENTIATION
ATTRIBUTABLE TO HIGH
PERFORMANCE CLIMATE
 LEADERSHIP CONTRIBUTES
NO LESS THAN 70% TO
CLIMATE (THE MOOD OF THE
ORGANIZATION)
WHICH AGAIN CONTRIBUTES
TO THE CREATION OF A HIGH
PERFORMANCE CLIMATE
The classic success causal relationship
Modern success causal relationship
Modern success causal relationship is
however driven by leadership
 The ability to influence
people toward the attainment
of organizational goals.
 Leadership is reciprocal,
occurring among people.
 Leadership is a “people”
activity, distinct from
administrative paper
shuffling or problem-solving
activities.
 Leadership is dynamic and
involves the use of power
(mostly personal).

Copyright © 2004 by South-Western, a division of Thomson Learning. All

rights reserved.
Inter and
intrapersonal

Intra and
interpersonal

Intrapersonal
“ The good and the bad news is that
it all starts with you”
Domien van Gool
To be successful
here Inter and intrapersonal

Intra and interpersonal

Intrapersonal
First be successful
here Inter and intrapersonal

Intra and interpersonal

Intrapersonal
 The most admired
characteristics of the leader
21% Ambitious 88% Honest
40% Broad-minded 23% Imaginative
20% Caring 6% Independent
66% Competent 65% Inspiring
28% Cooperative 47% Intelligent
20% Courageous 14% Loyal
33% Dependable 17% Mature
24% Determined 8% Self-controlled
42% Fair-minded 34% Straightforward
71% Forward-looking 35% Supportive
The Leadership Core

Honest
Forward-looking
Inspiring-Influencing
Competent
To be competent you need to
learn and un-learn
Life – and the University of the
World
 The greatest danger
for most of us
is not that our aim is
too high
and we miss it,
but that it is
too low
and we reach it.
Michelangelo
One on one and
team leadership
 Clarity of purpose;
Strong individuals;
Focus;
Roles and role flexibility;
Training and competence;
Trust;
Commitment;
Communication;
Line of sight between
performance
and reward.
Communication between leader
and constituent is at the heart of
everything.
John W. Gardner
Ninety percent of executives
rate themselves as effective
communicators. Only thirty
percent of their subordinates
agree.
 The biggest problem with
leadership communication
is the illusion that it has
occurred.
 1. Understand

4 2. Agree
3. Care
Fatal
4. Empowered to take
Assumptions action
“Every year since 1950,
the number of American
children gunned down
has doubled.”
“Every year since 1950,
the number of American
children gunned down
has doubled.”
The facts may not be boring…

but you might be.

 Neurologists agree that facts, emotions and

must be created as
symbols

“images” in order for

the brain to order them,
process them and produce thought. Creating
images is essential. And “images” include
sights, sounds, smells and feelings.
How big is an acre of land..
How big is an acre of land..

The size of a football field

 “Telling stories…is probably a brain
obsession and probably begins
relatively early both in terms of
evolution and in terms of the
complexity. Telling stories
precedes language, since
it is, in fact, a condition for
language, and it is
based not just in the cerebral cortex
but elsewhere in the brain and in the
right hemisphere as well as the left.”
Antonio Damasio
“What we sell is the opportunity for a
43 year-old accountant to dress up in
black leather, ride through small
towns and have people be afraid of
him.”
Harley executive, quoted in Results-based Leadership
“When leaders fail
to communicate in
facts, emotions,
and symbols,
constituents will fill
in the blanks”
 Not only what you say
Also what you do – non verbal
communication
 Emotional Intelligence:

“The capacity to handle your own

emotions and your relationships
with others.”

U.S. News & World

Report
“The Secret Skill of
Leaders” 1/14/2002
• Emotional high jacking:
– Heart 10 beats per minute above
resting rate - can jump 30 beats per
minute within single heart beat;
– Body pumping adrenaline and other
disruptive hormones;
– Swamped by toxic/angry feelings;
– Thinking distorted, difficulty
organizing thoughts and feeling
overwhelmed.
 The distance
between the heart
and the head is
very short – but it
is the longest
journey in the
world!
Individual and team
Leadership –
leading people
Organization leadership-
building an enduring
enterprise
What creates trust, in the end, is the leader’s
manifest respect for the followers.” — Jim O’Toole,
Leading Change
•
a kind
“The two most powerful things in existence:

word and a
thoughtful gesture.”
Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s
Not Business, It’s Personal]
•
need to be
“The deepest human need is the

appreciated.”
William James
  Bad managers hurt – often permanently
 HIPO’s need to be surrounded by quality people
 Very few people truly ready to move to the next level
 HIPO’s misidentification much higher than thought
5. NEED FOR WLB

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7. NEED FOR ENABLING SYSTEMS

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0
11
1
7. NEED FOR BUILDING HR
CAPACITY

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11
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11
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Five Minutes