5 things you did not know about talent management

Talent Acquisition
The two most common job search strategies used by applicants are responding to online job board posts and referrals from colleagues, friends or family members—approximately one third of applicants use these strategies. And job security remains the most important reason employees are attracted to new job opportunities (75% cite job security as very or extremely important).

Talent Leadership & Engagement
Effective managers yield more engaged employees (89%) than ineffective managers (35%), and are more likely to retain employees (24% turnover intention for effective managers vs. 42% for ineffective managers).

Talent Optimization
The most commonly used learning resources are coworkers or subject matter experts within the organization–46% of employees report these as their preferred resource when learning needs arise. And, employees can more easily identify subject matter experts when they work in organizations that use social collaboration technologies to share information about employee knowledge, skills, and work experience (91% vs. 70%).

Talent Rewards & Recognition
When organizations communicate about their pay policies, twice as many managers feel prepared for (89% vs. 43%) and comfortable with (86 vs. 44%) pay conversations. When managers communicate effectively about pay, four times as many employees believe their pay is fair (79 vs. 19%).

Talent Analytics
More than half (53%) of organizations assess Quality of Hire to evaluate the effectiveness of their recruitment processes, and most organizations evaluate Quality of Hire via job performance ratings (55%).

 

Source: IBM Smarter Workforce Institute

Donner la chance à ses employés de se surpasser (entrevue avec La Presse)

SOURCE: http://affaires.lapresse.ca/cv/201311/13/01-4710197-donner-la-chance-a-ses-employes-de-se-surpasser.php

 

Des défis, les entrepreneurs et les gestionnaires en rencontrent tous les jours. La Presse vous propose une série d’articles présentant des difficultés et des solutions inspirantes adoptées par des gens sur le terrain. Cette semaine: comment aider ses employés à donner le meilleur d’eux-mêmes?

Les employés du cabinet en assurance de dommages la turquoise ont eu la chance, il y a environ deux ans, de «choisir leur chaise» selon leurs forces dans quatre groupes de travail. L’objectif était de permettre à chacun d’occuper le poste qui l’allume le plus.

«Dans 95% des cas, les dirigeants étaient arrivés aux mêmes conclusions que les employés», raconte Lise Lévesque, directrice des ventes, services aux particuliers, chez la turquoise.

Elle affirme que les résultats ont été au rendez-vous.

«Lorsqu’on fait ce qu’on aime, c’est difficile de ne pas performer», dit-elle.

Le patron peut aussi décider simplement de dialoguer avec ses employés pour connaître leurs intérêts.

«C’est très important de discuter avec ses employés, notamment pour cibler lesquels feront de bons gestionnaires», indique Benoit Hardy-Vallée, consultant spécialisé en mobilisation des employés chez Kenexa.

Choisir les bons gestionnaires

Le leadership d’un gestionnaire fait une différence sur le dynamisme d’une équipe de travail.

Lors de la publication de son palmarès Employeurs de choix au Canada, la semaine dernière, Aon Hewitt révélait que les travailleurs de la génération Y sont mobilisés dans une proportion de 69% cette année, comparativement à 63% en 2007. Pour expliquer cette hausse, on précisait notamment que 75% d’entre eux ont affirmé que les gestionnaires reconnaissent leurs efforts et leurs résultats, comparativement à 63% il y a sept ans.

Devenir un gestionnaire capable de mobiliser ses employés n’est pas donné à tous.

«Avant de promouvoir un employé comme gestionnaire, il faut s’assurer qu’il a un intérêt réel pour la gestion de talents, affirme Benoit Hardy-Vallée. Il doit avoir cette propension naturelle à aider, à coacher, à soutenir les autres. Si ce n’est pas le cas, on peut promouvoir cet employé autrement, en le nommant expert technique, par exemple. Un avocat très talentueux ne devient pas nécessairement vice-président du cabinet, mais on lui confiera des projets majeurs.»

Par contre, les gestionnaires des petites et moyennes entreprises gèrent des talents, mais aussi bien d’autres choses.

«C’est vrai qu’un gestionnaire doit réaliser plusieurs types de tâches, mais pendant qu’il est à l’oeuvre, il a des tonnes d’interactions avec ses employés, indique M. Hardy-Vallée. Il doit toujours garder en tête que sa priorité est d’être un leader positif et qu’il est là pour soutenir son équipe.»

Objectifs clairs, autonomie, rétroaction, soutien

En 2013, le gestionnaire recherché n’exerce pas un contrôle sur ses employés; il les responsabilise.

«Les employés doivent tous avoir un concept très clair de ce qui constitue un succès pour savoir sur quoi leur performance sera évaluée, affirme M. Hardy-Vallée. N’hésitez pas à afficher le principal objectif de l’entreprise ou du département à la vue de tous. Ensuite, on peut développer des objectifs selon les types de postes.»

Chaque employé doit ensuite pouvoir utiliser ses forces et ses stratégies pour atteindre ses objectifs.

«Par contre, le gestionnaire doit s’assurer de donner le soutien et la formation nécessaires pour qu’ils puissent y arriver, indique M. Hardy-Vallée. Le gestionnaire doit aussi idéalement enlever les barrières à ses employés, par exemple en fournissant des outils technologiques, ou en donnant de la flexibilité dans les horaires.»

Chez la turquoise, Lise Lévesque donne des objectifs de vente à chacun de ses employés, chaque année, en lien avec l’objectif global de l’entreprise. Elle les rencontre en début d’année pour leur évaluation, puis au milieu de l’année.

«Entre-temps, je fais un suivi constant, souligne-t-elle. Je suis toujours sur le plancher pour avoir le pouls de l’équipe. Si je vois des irritants, je réagis rapidement pour tenter de les éliminer. Je veux que mes gens soient heureux au bureau pour qu’ils donnent le meilleur d’eux-mêmes.»

D’après le consultant de Kenexa, une entreprise spécialisée en gestion du capital humain acquise l’an dernier par IBM, il est beaucoup plus profitable de réagir rapidement en cas de problème avec un employé que d’attendre à l’évaluation annuelle. Cela vaut aussi pour la rétroaction positive.

«Dès que le gestionnaire voit qu’un employé fait quelque chose de bien, il devrait le souligner en public ou en privé, soutient Benoit Hardy-Vallée. Si, par exemple, un client a fait un commentaire positif sur l’employé, n’hésitez pas à communiquer ce qu’il a dit. C’est difficile de donner trop de reconnaissance. Par contre, pour être pris au sérieux, il faut le faire en suivant des critères mesurables et cela doit venir du coeur.»

Organizational Change: A Good Time to Survey Employees

I recently published this white paper for the Kenexa High Performance Institute:

Organizational Change: A Good Time to Survey Employees

SUMMARY:

Organizations that undergo important changes often wonder whether it is a good idea to maintain their employee survey program, or if they should instead wait until the dust settles. Our experience and research indicates that organizations should maintain or even initiate an employee survey program during times of change or turmoil. For one thing, there is no telling whether the organization will ever go back to “business as usual,” as change seems to be the only constant. Adaptive organizations should rather try to figure out how they can keep their employees engaged, inspired and aligned despite tumultuous times, which is exactly what a well executed employee survey program can accomplish.

How High-Performance Organizations Engage Their Employees

As a Consultant, I often get asked “How High-Performance Organizations Engage Their Employees? What do they do to bring it to the next level? What are the best practices?”

There are no silver bullets for engagement or high performance. By that I mean that there is no single list of best practices that an organization can just roll out and become high performance. The reason being that a best practice for company ABC s not necessarily a best practice for company XYZ. Thus the key is not to apply a best practice, but to develop the right method such that your company develops, systematizes and optimizes its own best practices. To use a worn-out analogy, the solution to hunger is fishing, not fish.

There are a lot of methods that High Performance Organizations (HPO) take when they go about getting the best out of their employee surveys. I call it “methods” or “approaches” to stay away from the best practices terminology. These methods can have different levels of impact.

Survey Program management. At this level, there is actually some best practices, because there are a lot of regularities among organizations. HPOs take the survey seriously, use it as a business tool and survey regularly (once every year).  In a report (Sharing Client Best Practices for Survey Feedback and Action Planning), Kenexa summarizes the best practices to ensure a top notch survey program, with things like:

  • Decide at which level managers will be held accountable for taking action on survey results.
  • Develop a process for identifying and sharing internal best practices through survey feedback and action planning.
  • Set appropriate expectations for action plan follow-up before the survey
  • Create a supportive structure of “Survey Champions” (i.e., internal survey feedback experts) to help managers in the rollout process.
  • Identify managers who, through successful past experiences, can serve as organizational role models; give them visibility and a platform to share how they achieved their successes
  • Create and make easily available a centralized database of managerial best practices in achieving high engagement; draw from provider databases of action plan ideas as well.

In a nutshell, the program is explicitly endorsed and managed. They focus on the drivers, select a few plans, and implement them diligently. The article attached is very detailed.

Measuring and driving business impact. We also know from our research that most of the time, the biggest barrier to increasing engagement is leadership buy-in and commitment. If the leaders do not see the business relevance of engagement, it will be harder for them to commit time, resources and attention.

To make engagement a business topic, we recommend conducting a linkage analysis that looks at the impact of engagement or performance enablement (or any survey item) on business metrics. Think of looking at the impact of an increase in engagement for customer retention, or average spend by customer, etc. The key is to (1) measure the success of the program by looking at business metrics and (2) to use the survey to improve strategic initiatives and customer satisfaction. Most organizations (1) use participation rate or engagement as a measure of success, and (2) use the survey to implement employees or HR initiatives. In both cases, since the change and the measurement is not couched in terms that speaks to leaders, it is harder for them to support initiatives that are not directly related to the strategy, the customer and business metrics.

For the linkage research, the key is to find the metrics that matters for leaders, and see how they are affected by survey results.  intentional, how they put emphasis on survey follow-up, etc.

You can use linkage research to demonstrate value (ROI), to warn about lost value (cost of disengagement, turnover, impact on customers) or to create value (identify levers of change, implement change plans). In the best case scenario, the third one, you conduct a more sophisticated study. At the end of the day, this method implies finding out which behaviours have an impact on engagement and business metrics. It’s more complicated, but that is the holy grail in terms of using the survey to drive change.

Learn from the best, teach the rest. Besides having a great survey program aligned with their strategy and linked with business metrics, most HPOs looks at their top and bottom managers, and learn from them. This can take many shapes.

  • Look at engagement scores, study the managers with highest and lowest scores via interviews, focus groups, site visits, etc. This is the simplest approach. Based on this learning, roll out some training or at least information sharing with all other managers.
  • Select top/bottom performing work groups (branches, units, department, divisions, however it’s more convenient), by looking at multiple criteria (customer satisfaction, financial metrics, engagement, etc.), so that you can really compare the top and bottom groups. Conduct the same kind of qualitative analysis but add quantitative analysis to discover which behaviours have the highest impact. Again, this goes with the study described in the previous bullet points on linkage research. Once these behaviours are identified, review and update processes to roll out these best practices.
  • Look at the most skilled leaders in the company and use 360 assessment (as well as other data points) to identify their behavioural profile. One of our client selected leaders that were at the 90th percentile on two measures in the engagement survey (Manager Effectiveness and Confidence in Senior Leadership), and looked at the type of high performance behaviours  that were common within this group and compare with the least skilled managers.
  • Build training programs designed with behavioural modules (e.g. if a behavior like “continuous improvement” is critically missing across the population, ensure all leaders go through an assessment + coaching process).

Another possible outcome of this process is to review hiring profiles. Some types of hires are more “engageable”, thus using the survey results or other data about best performers should inform how you hire new people – the idea being to replicate the best performers. In the case study mentioned earlier, one of the outcome of the research was to review how managers were selected, trained, promoted and rewarded. There is always a limit to how much you can engage some people who are not meant to be in a certain position or in a certain culture.

Leadership development and succession planning.

Finally, in line with the last example above, and because leadership (at every level) is such an important factor in achieving high performance, the most advanced change management programs look into the preferences (“nature”) and skills (“nurture”) of leaders (See “High Potential for Leadership”).  The idea is to look again at the top and bottom performing leaders as indicated by the engagement survey. For the top performing leaders, you would identify correlations with engagement, identify leadership behaviours, and create a leadership development program (a kind of internal high performance academy if you will); for the least performing leaders, you would also identify correlations with engagement but  also identify remedial activities based on performance gaps.  For instance we can identify which leaders were born to be leaders, but need to develop certain skills, and which one where not meant to be leaders but somehow managed to develop the leadership behaviours, etc. So the plan is closer to succession planning. It can be through online assessment, 360, facilitated sessions or, better, assessment centers (business simulations in which leaders spend time in a simulated business environment designed to evaluate their skills). Given the impact that leadership has on engagement, this is one of the most effective approach to increasing engagement and high performance. When you have the right leaders and they have developed the right behaviours, every metrics improves.

 

Dîner-Conférence IBM gratuit

Kenexa, une compagnie IBM, vous invite à un Dîner-Conférence gratuit: “Au-delà de l’engagement – Aider les «bons» employés à performer de façon optimale” mardi, le 23 avril 2013. L’inscription et le dîner débuteront à 11h30 avec la séance de midi à 13:30.

Cette revue interactive des meilleures pratiques vous donnera l’occasion d’en apprendre plus sur des organisations à haute performance et leurs stratégies:

• Faciliter l’autonomie pour obtenir des résultats supérieurs
• Aligner l’embauche avec l’environnement de travail
• Atteindre des performances supérieures grâce au leadership

En outre, vous pourrez rencontrer et réseauter avec des organisations de premier plan de la région de Montréal.

Pour vous inscrire, prière de visiter le lien suivant: http://www.kenexa.com/Events/2013Luncheons/MontrealLuncheon 

 

Employee surveys: What are the barriers to action planning and what to do?

Many organizations use employee surveys to assess levels of engagement, commitment, performance, or morale. Unfortunately, as research by the Kenexa High Performance Institute shows, in many instances the measurement does not translates into action. What are the typical issues and what should be done? You can read our white paper Barriers to effective survey follow-up, by Jack Wiley, or you can have a look at this brief summary (and contact me if you have any question!):
  • The most significant barriers to action planning are execution (follow-through and maintaining momentum after the survey), importance (management attention and support), resources (time, but also training, technical, financial resources).
  • These barriers all relate directly to senior management/management, mainly because – as we found – the survey programs assessed did not address the most important concerns of top executives (e.g., customer satisfaction, revenue growth, financial performance).
  • Most programs use participation rate or engagement level as the sole success metric, which might explain why it may be hard to get executive commitment and attention.
  • Overall we found that surveying is improving in sophistication and effectiveness, but more still needs to be done to maximize ROI. In particular, survey program managers should align their survey content with their business strategy, gauge the success of its action planning efforts directly and , look for strong business metrics to evaluate success.
  • Among the best practices pointed out by survey program managers, we found that (1) having the organizational processes in place for collaboration and follow-up on survey results, (2) communicating effectively about survey administration, results and action plans (3) clarity around ownership of the follow-up   and (4) senior leaders who champion the survey program. Interestingly, #2-3-4 are not about tools and information technology but about the “internal management” of the program.

 

 

Benoit Hardy-Vallée

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