Tag Archives: Talent Management

Got Culture?

data-point-tuesday_500

Gallup’s State of the American Workplace report is out. It’s a lot of information (214 pages!). But it’s important information and you’ll enjoy the most current data from this global collector and analyzer of work related data.

We talk about employee engagement – or some other euphemism for connecting with employees in a human, caring way – all the time. We get at our data through the famous surveys from organizations like Gallup, Great Place to Work™, Quantum Workplace, or Workplace Dynamics – or any of a hundred other providers of culture measurement and strengthening solutions. And we compete in geographical and industry competitions all over the world to claim one of the top spots in great organizational culture lists. All of this to attract and retain world class employees.

I’m a big believer that culture trumps most every other organizational dynamic in the war for talent, innovation, profitability, top line growth, competitiveness and any other thing you might measure. I’ve been quoted frequently as saying that “strong, positive  cultures improve everything we measure that we want to go up, as well as reducing everything we measure that we want to go down.” And it’s true. But intentionally creating and managing the right kind of culture is getting more difficult as the world gets more and more complex: 4 or 5 generations in the workplace; Big Data and Artificial Intelligence; globalization; nationalism; terrorism; population growth; global warming – the list of external dynamics – some might say threats – impact  our organizations’ success as well as how we relate with our employees seems to grow every day.

So, I appreciate organizations that collect data, make sense of it, and then make it available to all of us. I appreciate them a lot. And Gallup does a better job than most. This report, State of the American Workplace, has a ton of interesting data in it. You probably don’t want to read it in one sitting, but you do want to read it all.

In the executive summary, the report lays out the roadmap for leaders to follow in creating organization sustainability:

  • design and deliver a compelling and authentic employer brand
  • take employee engagement from a survey to a cultural pillar that improves performance
  • approach performance management in ways that motivate employees
  • offer benefits and perks that influence attraction and retention
  • enable people to work successfully from locations besides the office
  • construct office environments that honor privacy while encouraging collaboration
  • improve clarity and communication for employees who work on multiple teams

Sounds simple, I know; but any leader who has tried to create a stronger culture knows that this is hard stuff. It’s 3 steps forward, 2 steps back stuff. And Gallup has the data to back it up.

The executive summary ends with this:

“The one thing leaders cannot do is nothing. They cannot wait for trends to pass them by, and they cannot wait for millennials to get older and start behaving like baby boomers.”

The chapters are mini culture theses in themselves:

  1. U.S. workers: increasingly confident and ready to leave
  2. Do employees want what your workplace is selling?
  3. The real truth about benefits and perks
  4. The competitive advantage of engaging your employees
  5. A shift in managing performance
  6. A closer look at the 12 elements of engagement
  7. Making sense of matrixed teams
  8. The changing place and space of work

I encourage you to delve into these chapters and consider the data, the analysis and the conclusions in each. In chapter 2, data are shared that might motivate you to reconsider how you think your employment candidates are evaluating your organization as a potential employer:

gallup-american-workplace-2017-1

Increase in income potential and a well-known brand are not as important as they once were. Did you know that?

There are a number of similar “ah-ha” data points in this report. They are easily accessible, simply constructed and are potential game changers as you think about your organization’s culture and its impact on your ability to retain and acquire the talent you need.

Download it here. I think you’ll gain surprising new insights.

Leave a comment

Filed under Big Data and HR, China Gorman, Company Culture, Data Point Tuesday, Employee Engagement, Employee Satisfaction, Gallup, Generations at work, HR Analytics, HR Data, HR Trends, Human Capital, Talent Analytics, Talent Management, Workplace Culture

HR Journey: Talent Management in Singapore and Viet Nam

data point tuesday_500

Gerry Crispin and I are back at it! We’re joining forces once again to lead a delegation of senior HR leaders on an international recon trip. Last year it was Cuba. (Links to blog posts from the Cuba trip are here, here, here and here.) This year it is Viet Nam and Singapore! These two economies are growing targets of U.S. investment and leaders in both countries are dealing with unique talent challenges. Come along with us as we meet with leaders from business, academia and government to get an up-close and personal introduction to each country. We’re partnering with Nanda Journeys to deliver an extraordinary professional and cultural development experience.

Singapore 1

The experience starts from LAX and is 9 days and 7 nights (crossing the international date line is confusing…) The first stop is Singapore and the second is Ho Chi Minh City (Saigon). Both locations include meetings with HR professionals and the SHRM equivalent there. Next up will be interactions with appropriate government officials and local businesses. Of course cultural activities will be built in so that we’ll feel like we know both the business context and the cultural framework of these southeast Asia business hubs. Click here for the day-by-day agenda.

These HR delegations deliver far more than professional development and cultural learning. You’ll meet and travel with some of the most interesting and accomplished HR leaders around. There’s nothing like traveling internationally with a group of like-minded professionals to expand your own sense of self and profession. You’ll make life-long friends with whom you’ll want to travel again.

Unlike the Cuba trip last year, there will be a Guest Program running side by side with the professional program, so spouses, partners, and other guests are welcome to join you on this grand adventure. The focus of the Guest Program is national history and culture.

Take a look at the itinerary and details. Gerry and I would love to have you join the people who have already signed up. You might want to make your reservation now, because the spots are filling up — and let us know if you have questions.

Leave a comment

Filed under China Gorman, Data Point Tuesday, Gerry Crispin, Global HR, Global Human Capital, Global Leadership Development, HR, Human Resources, Nanda Journeys, Uncategorized

Racing For Talent

data point tuesday_500

Sometimes research results are organized in complex and hard to consume ways. We’ve all seen those reports, academic treatises and white papers. And then, all too rarely, there are research results that are organized and easily consumable. Here’s one of the good ones: Randstad Sourceright’s 2016 Talent Trends Report. Not only is the information easily accessed, it has a catchy organizing principle: Formula One racing. I know, it seems a bit of a stretch, but it actually works quite well – and Randstad has been the official partner of the Williams Martini Racing Team since 2006. So there’s that.

The report organizes Randstad’s findings into 5 themes, and each theme has a number of trends that their research has identified. Each trend takes a page, and at the end of each theme there is theme/survey summary. The graphics are good and easily understood, and data are compelling. Truly, there’s a nugget (or 3 or 8) for everyone who touches talent.

The 5 themes are:

  1. Navigating a dynamic course
  2. Relying on an agile team
  3. A holistic approach powers talent capabilities
  4. Execute winning tactics
  5. Firing on all cylinders accelerates talent strategy

So those all fit into the racing formula, but it’s the trends that are really compelling. The trends identified within the first and last themes were the most interesting to me:

  1. Navigating a dynamic course
  • Talent is king
  • The impact of regulations on gig workers
  • Talent scarcity threatens business
  • Prepare for a demographic time bomb
  • Reverse brain drain accelerates
  • Employers look to global mobility for talent

We know about all of these trends – or, at least we should. And each trend is supported by data, real world examples and tips for aligning your business and HR practices to support your success. Very useful.

The fifth theme breaks down in the following way:

  1. Firing on all cylinders accelerates talent strategy
  • The evolution of total talent analytics
  • Technology redefines the meaning of remote working
  • Gamification goes mainstream
  • HR accelerates the Internet of Things
  • HR technology integration remains the holy grail
  • Workforce automation heats up
  • Sourcing methodologies and human intelligence become more intertwined

The graph below, in the Theme 1 Summary, is a sample of the kinds of survey responses Randstad collected. And, if you need a wakeup call about the impact of talent scarcity, here it is:

Randstad Talent

Look at the adverse consequences of not having access to the talent you need: threatened leadership continuity and succession, disrupted existing businesses, limited business growth, and delayed product/services launches. These are enormous impacts to the bottom line and future of your organization. If you ever needed data to support greater investment in talent acquistion resources, this would be it.

And in the Theme 5 Summary, this graph looks at which HR technologies are actually enhancing the attraction of quality talent:

Randstad Talent 2

Have you checked out recruitment marketing platforms? How robust are your talent analytics dashboards? Do you provide candidates self-service tools? These are all working for employers around the world in helping to effectively combat talent scarcity.

This is a data-rich, insight-rich report. It’s beautifully organized, the insights are easily consumed, and the data are depicted in simple and engaging visuals. I like this report. A lot. And I suspect I will revisit it more than once.

2 Comments

Filed under China Gorman, Data Point Tuesday, HR Analytics, HR Data, Randstad Sourceright, Recruiting, Talent Acquisition, Talent Management

Does Your CEO Have a Higher Purpose?

data point tuesday_500

Each year I look forward to the pwc CEO survey findings. And they’re just out. You can see their top ten findings here.

If you’re in HR you need to know what your CEO is thinking about. What she’s worried about. What keeps him up at night. What she’s planning to tackle in the next several years. And if you don’t have access to your CEO, this survey can help you make sure you’re preparing for what may be coming down the pike. These survey results could help you be brilliant for your organization – and for your CEO.

The top ten issues for 2016 identified by U.S. CEOs in the survey are fascinating. They cover regulation, cyber security, tax reform, doing deals, paying attention to customers, investors, employees – and understanding the organization’s higher purpose. A virtual smorgasbord for HR!

Top issues CEOs are expecting to confront in 2016 include:

  1. U.S. market prospects will outshine the low-growth world

  2. Over-regulation will continue to pose a threat to business growth

  3. Regionalization in trade and divergence in economic models and regulatory frameworks, with threats to open Internet

  4. Customers and other stakeholders will expect business to demonstrate a higher purpose over the coming years

  5. Prospects will improve for laying the groundwork for U.S. tax reform

And, in 2016, U.S. CEOs will plan to:

  1. Strengthen the technology foundation to set their business apart

  2. Do more deals, especially domestically

  3. Hold fast in China, while recognizing the bumps along the way

  4. Anticipate the needs of future customers and other stakeholders

  5. Prepare the Millennials for leadership roles

I’m fascinated that 3 of the top ten land squarely in HR’s court: demonstrating a higher purpose (that’s culture), anticipating the needs of…stakeholders (that’s talent), and preparing Millennials for leadership roles (that’s talent development). If you ever wondered whether or not your CEO thinks about HR, the answer is a resounding YES in 2016.

I’m particularly intrigued with the higher purpose issue. It’s no secret that bringing humanity into the workplace is a topic on the minds of many business leaders. Having CEOs concerned that customers, investors, employees, strategic partners all want in on the higher purpose is pretty darned interesting. What are you doing to help the organization understand and communicate its higher purpose this year?

pwc CEO survey 2016 1

Anticipating the needs of customers and employees is another thought provoking issue. Addressing employee needs like wellness – physical and financial, parental leave, career development, and providing opportunities to contribute to society are clearly articulated needs of today’s U.S. employees. Are you helping your CEO provide options to meet these needs?

And preparing Millennials for leadership roles is front and center, isn’t it? Investing in their development brings a number of benefits to the organization in addition to deepening your leadership bench. Millennials frequently report that learning and skills development are as – or more – important than compensation growth. Many report that they leave their employers in search of learning and growth opportunities. Investment in their leadership development undoubtedly impacts retention in a positive way. Are you beefing up your succession plan and its supporting programs?

pwc CEO survey 2016 2

My guess is that most HR practitioners and leaders are currently thinking about these 3 priorities, among a long list of others. Isn’t it nice to know that your CEO may just be ready to help you tackle these issues?

The bigger question may be, are you ready for your CEO to start asking “what’s the plan?”

Leave a comment

Filed under CEOs pwc, China Gorman, Company Culture, Data Point Tuesday, HR, Leadership Development, Organization Values, pwc, Strategy, Talent Management, Uncategorized, Workplace Culture

How Bad is Your Succession Management?

data point tuesday_500

84% of organizations report having a lack of candidates in the pipeline ready to assume open and critical positions.

That’s not good, folks. As we wring our hands on the lack of talent in the external pipeline, perhaps we should be spending more time attending to the skills and development of the folks already in the organization!

Laci Loew, Vice President and Principal Analyst at Brandon Hall Group, recently published their State of Succession Management 2015. If your organization is in the 84% of organizations above, this report will be helpful in laying out the challenge, what and how high performing organizations in this regard are executing differently, and how to think about the first steps of moving your succession planning needs forward. The report is a great read and has some pretty terrific content and data included.

This graph gives you a taste of what you can expect in terms of getting started as well as what successful outcomes are from both succession management and business focus perspectives.

Brandon Hall Succession Mgmt 1

The report outlines 7 critical findings of Brandon Hall’s research on this topic:

  1. Talent pipeline health continues to threaten leadership continuity.

  2. Succession management commitment is on the rise with prioritization for a formal strategy for all parts of the organization.

  3. Technology is under-utilized, hindering efficiency of succession management.

  4. Successor development as a critical component of succession management is improving.

  5. Lateral mobility takes center stage as a critical successor development strategy.

  6. Using predictive analytics to proactively plan for critical position vacancies will separate organizations with effective succession management from less effective organizations.

  7. Today’s succession management budgets are modest at best, but expected to expand significantly over the next 12 months.

The insights fleshed out in each of these key findings are critical reading for any talent management professional. And you’ll also get some useful data to use in building the ROI for succession management investment in next year’s budget.

The report is published by Skillsoft and can be accessed here. At 34 pages, this is a solid piece of analysis and a useful and highly practical read.

1 Comment

Filed under Brandon Hall Group, China Gorman, Data Point Tuesday, Laci Loew, Skillsoft, Succession Planning, Talent Management, Talent pipeline

Which Comes First, Economic Performance or Best in Class HR?

Data Point Tuesday

The Boston Consulting Group recently released the eighth report in their Creating People Advantage series. This year’s survey report, “Creating People Advantage 2014-2015: How To Set Up Great HR Functions: Connect, Prioritize, Impact” included responses from 3,507 people in 101 countries across industries such as industrial goods, consumer goods, and the public sector. 64 HR and non-HR executives from leading companies across the world were also surveyed. The result was a report that explores key trends in people management by considering 10 broad HR topics and 27 subtopics. Key findings from the report included the following:

  • HR capabilities correlate with economic performance
  • Analytics and key performance indicators (KPI’s) give HR a seat at the table
  • KPI’s should link to strategic action
  • Globally, leadership and talent management topics are reported as in most need of urgent action
  • HR departments must be more consistent with investment decisions
  • HR needs to listen more to internal clients

HR topics ranked by urgencyAn important central finding of BCG’s survey was the correlation between HR capabilities and financial performance. BCG isolated the top 100 and bottom 100 companies based on financial performance and found that organizations stronger in people management have respectively higher financial performance than those organizations without strong people management. Among these high performers no HR subtopic was reported as in need of urgent action, which directly contrasts with the organizations with the worst financial performance, which reported need for urgent action across nearly all 27 HR subtopics. BCG points out that this has been a consistent finding among their past reports as well as in publically available research, referencing the share prices over the last decade of publicly listed companies that have made the FORTUNE 100 Best Companies to Work For List, produced by Great Place to Work. The most successful people companies regularly outperform the market by nearly 100%. One offered explanation for the superior HR achievement of high performers is their strategic allocation of investment. BCG’s report found that high performers strategically allocate their efforts, making sure to accurately distinguish between high and low priorities and distributing resources accordingly. Low performing organizations had a more unreasoned approach to allocating importance and often-misaligned investments, with the level of importance not necessarily correlating to their biggest areas of investment. Organizations should make sure they have a process in place to clearly identify HR subtopics/people management practices that are most important to their organization.investment methods

HR leaders looking to have “a seat at the table” for strategic discussions within their organizations must demonstrate the business impact of HR, providing executive management with quantitative evidence of how HR supports business strategic decisions. BCG’s research finds that organizations using people-related Key Performance Indicators, or tools such as simulations and forecasts, have greater strategic roles in their organization than companies that don’t utilize such tools. Such tools allow HR functions to measure and analyze areas such as employee productivity and people costs. High Performing Companies Data Driven

Simply put, HR functions that do not use metrics and analytics cannot play a strategic role in their organization, and furthermore, perpetuate the stereotype that HR functions should, or are better suited to work with, softer aspects of human capital management.

BCG looked at responding organizations’ perceived importance of 27 HR subtopics by region and industry, using an urgency metric to better understand those with the most need for action. In the majority of countries leadership was ranked (by a wide margin) as the most urgent subtopic, followed by talent management. Beyond these two subtopics, importance varied considerably by region. In the U.S, behavior and culture, along with employee engagement, ranked as more urgent than in most other countries. When breaking subtopics down by industry importance, the results were similar, with leadership, talent management, and behavior and culture ranking as most urgent across the majority of industries.

Differnces in Urgency by Country Ultimately, BCG’s report highlights three hallmarks of a great HR function that prove as critical differentiators between high and low performing organizations:

  • Connect – clearly linking HR and people strategies with business strategy
  • Prioritize – identify most urgent priorities and invest resources accordingly
  • Impact – generate and report people-based KPI’s, providing data to formulate strategic actions

Organizations that can collectively institute all three ideas create HR functions that we can describe as “best in class.” The real question to be answered, though, is “which comes first, best in class HR or strong economic performance?” If you’re in HR, I know what I hope your answer is!

1 Comment

Filed under Boston Consulting Group, China Gorman, Creating People Advantage, Data Point Tuesday, HR, People Management, Talent Management

Promoting from Within: Not as Easy as it Seems

Data Point Tuesday
A recent survey by the College for America, “The 2014 Workplace Strategies Survey”, conducted by Greenberg Quinlan Rosner Research, reveals that employers prefer developing employees to hiring new ones by a 2:1 margin. A smart and cost-effective talent management strategy to be sure. But preferring to promote and being able to promote are two quite different things – as this study points out.

73% of survey respondents stated that for low-level team leader positions and middle management roles, developing current employees’ skills (vs. hiring new) best reflected their company’s talent strategies. For senior management and executive roles, 67% of respondents reported that developing the skills of current employees (vs. hiring new) best reflected their company’s talent strategies. The results are clear, companies want to promote from within! The College of America’s survey sourced information from 400 senior business leaders responsible for HR and/or administration at companies of 500+ employees, between December 6th and 16th 2013.

College for America
Though these employers prefer promotion to new hiring, the data show that developing leadership skills and addressing skill gaps remain significant issues to overcome. When asked about the challenges faced when developing employees, 94% of respondents reported that the need to build talent and leadership was a very or somewhat important challenge; 87% reported that employees missing skills for promotion was a very or somewhat important challenge; and 85% reported that finding well qualified candidates was a very or somewhat important challenge. The survey also shows that companies with 50% or more full time employees were hit harder by the skills gap than companies with 50% of more part time employees. “Heavily full-time” organizations reported that the three biggest challenges their organizations faced were: talent and leadership, qualified applicants, and employees having the right skills for promotion. Companies with 50% or more part time employees reported their top three challenges as: talent and leadership, retaining workers, and having sufficiently engaged employees.

The good news though, is that many organizations are instituting employee development programs, and a high percentage of organizations are offering tuition reimbursement. The College for America’s survey reports that 76% of organizations offer tuition reimbursement to employees to help them pursue a college degree. With this, 79% of organizations report that tuition reimbursement is available to the majority of employees (executives, senior level managers, supervisors and middle managers, and workers without a college degree). So the beginning step of making degree programs affordable for workers of all levels is being offered by a majority of employers. The next steps of supporting degree completion and further supporting internal mobility are next if employers will truly be able to meet their strategic plan to promote from within rather than buying new talent in the open market.

1 Comment

Filed under China Gorman, College for America, Data Point Tuesday, Employee Development Program, Hiring, Workforce Skills, Workplace Strategies