Almost 40% percent of your company’s market value is based on People Issues. As much as 80% of employee turnover is due to bad hiring decisions. 40% of all newly promoted managers will fail within 18 months. Learn about powerful - and doable - research-based methods to grow your business successfully through the right people.

1. GROWING YOUR COMPANY
Using Success Profiles for Business Growth

2. DISCUSSION TOPICS
Introductions
The importance of “people issues”
Translating strategy into organizational capabilities
Identifying success profiles
Selecting and on-boarding
Developing – and not derailing – your employees
Succession planning

3. ARE YOU LOOKING TO…
• Grow your business
• Manage growth
• Improve products or services
• Make large profits
• Be the company you envisioned
• …. And have an exit strategy

4. IMPACT ON MARKET VALUE
40% percent of your
company’s market value
is based on People
Issues
The Institute for Corporate Planning & Finance

5. WHY FOCUS ON YOUR PEOPLE?
• Companies that excel with people see
• 50% less turnover
• 31% percent higher employee engagement
• 42% percent stronger succession pipelines
• Employees who were most committed to their organizations
• Gave 57% more effort
• Were 87% less likely to resign
* Bersin and Associates
** Corporate Executive Board

6. TOO OFTEN…
When it comes to employees and teams, organizations say
• “We’re doing fine, we don’t need any special tools” ..or
• “We are unique… we have to create our own” ..or
• “It’s too expensive / too much trouble, etc.” ..or
• “We don’t know what tools are available”

7. … LEADING TO CURRENT STATE
Hiring based on resume, references and interviews
Development plans based on current level of knowledge
Good performers rewarded with…. More work

8. LAKE WOEBEGONE EFFECT
One poll found that 90
percent of leaders believe
that they are in the top 10
percent of performers

9. GROWING YOUR BUSINESS
Values
Mission
Vision
Strategy
Lifetime
20+ years
5 – 20 years
1 – 5 years
Who you are
Why are you here? Why do you exist?
What or how you would
like things to be
Courses of action and
allocation of resources to
meet goals and objectives
Then What?

10. Performance
Management/Appraisal
Team Effectiveness
Strategy
Organizational Capabilities
Success Profiles
Selection /
On boarding
Assessment /
Development
Succession
Planning / Talent
Management

11. HOW SUCCESS PROFILES HELP
• Successful people
• Know themselves better
• Seek out more feedback (and get it)
• Act on feedback
• Simple, highly effective, research based tools
• Increase the quality of feedback to people for their
development
• Provide variety and effectiveness of development
actions

12. CREATING SUCCESS PROFILES
• Based on competencies
• Research–based
• Align individual performance
• Common language
• Starting point
Korn/Ferry International

13. COMPETENCY DEFINITION
• Measurable characteristic
of a person that is related
to success at work
• A behavioral skill, a
technical skill, an attribute
(such as intelligence), or
an attitude (such as
optimism)
[The Leadership Machine]
Competency
Skills
Relates to the ability to do
Physical domain
Attributes
Relates to qualitative
aspects
Personal characteristics or
traits
Knowledge
Relates to information
Cognitive domain

14. SUCCESS PROFILES MUST CONSIDER
• The Big 8
• Learning agility
• Emotional quotient (EQ)
• Importance and performance at the Individual, Manager and
Executive levels
• Developmental difficulty
• Needed for promotion and to be developed early
• Top correlated competencies at each level
• Most likely weaknesses and flame out factors

15. SUCCESS PROFILES CHALLENGES
• Wrong competencies
• Too compound
• Core competencies can’t do the whole job
• Don’t consider “Must Considers”
Korn/Ferry International

16. KNOW ORGANIZATION’S COMPETENCIES
• Research identifies the most critical competencies
• Your company can identify the ones key for success
• Use knowledge for selection, development, succession
management, performance management, teams
• When you clarify competencies, your entire
organization knows how to support your competitive
advantage *
*Harvard Business Review: The Core
Competence of the Corporation

17. STRATEGIC EFFECTIVENESS
ARCHITECT ™
The organizational
capabilities that
organizations must
possess to successfully
execute strategy.
Identify Needed Strategies

18. Performance
Management/Appraisal
Team Effectiveness
Strategy
Organizational Capabilities
Selection /
On boarding
Assessment /
Development
Succession
Planning / Talent
Management
Success Profiles

19. COST OF BAD HIRE
• As much as 80% of employee turnover is due to
bad hiring decisions
-Harvard Business Review
• A poor hiring decision is 2 to 5 time annualized
compensation; as much as 10 times for a specialist
-Harvard Business Review
• The typical interview increased the likelihood of
choosing the best candidate by less than 2%
-University of Michigan
Selection /
On boarding

20. • The process is collaborative
• Builds common language
• Easily adapted to the changes in skill and marketplace
• Works with any Talent Acquisition System - many are
linked to these models
• With comparable technical skills, individuals with the
strong Emotional Intelligence (EQ) competencies will be
more successful and productive on the job
Selection /
On boarding
WHY USE COMPETENCIES ?

21. • What are the strategic goals of the organization?
• What are the deliverables / expectations of the job?
• What competencies does this level position need to
support the business?
• Do these competencies align with the desired
strategy and culture of the organization?
• Is there coverage across competency factors?
• ………….
Selection /
On boarding
QUESTIONS TO CONSIDER

22. Copyright 2011 Lominger International: A KornFerry Company All Rights Reserved
Selection /
On boarding

23. ON-BOARDING
• Competencies for role/level part of Onboarding
process—Succession and Development process and
profiles explained
• Development opportunities explained
• Developmental competencies included in
Performance Appraisal
Selection /
On boarding

24. CASE STUDIES
Selection /
On Boarding

25. Performance
Management/Appraisal
Team Effectiveness
Strategy
Organizational Capabilities
Success Profiles
Selection /
On boarding
Assessment /
Development
Succession
Planning / Talent
Management

26. Goal-setting, feedback, development, and training
targeted at the mission-critical competencies
increase the rate at which organizational goals are
achieved by 46% of a standard deviation
Spenser, L, “The Economic Value of Emotional Intelligence
Competencies and EIC-based HR Programs”, 2001
40% of all newly promoted managers will fail in some
way within 18 months
Manchester, Inc., 2001
Assessment /
Development
WHY DEVELOP YOUR EMPLOYEES

27. IDENTIFYING
DEVELOPMENTAL NEEDS
• Self-assessments
• 360-degree feedback
• Feedback from mentors, boss, etc.
• ….other?
Assessment /
Development

28. WHAT TO WORK ON
• Importance to you/clients
• Motivating
• Similarity to other needs
• Opportunities in current position to develop
• Accessibility of developmentally orientated
people/resources
• Support
• Level of developmental difficulty
Assessment /
Development

29. Average
to a
Strength
Hidden
Strength
Untested
Weaknesses
Overdone
Strengths
Career
Stallers
Blind
Spots
DEVELOPMENTAL
NEEDS TYPES
Easiest ------------------------------------------Hardest
Assessment /
Development

30. CASE STUDIES
Assessment /
Development

31. Assessment /
Development

32. OVERUSE
Command Skills (9)
Becoming controversial and rejected by others
Not developing others leaders, and
Choosing to strongly "lead" when other more team-based tactics would
do as well or better.
Decision Quality (17)
Seen as stubborn and not willing to negotiate or compromise,
Getting frustrated when advice is rejected, and
Seeing yourself as overly wise or close to perfect.
Assessment /
Development

33. NEED TO DEVELOP
Managing and Measuring Work (35)
Being disorganized,
Just throwing tasks at people
Lacking goals or priorities.
Not providing work-in-progress feedback, and
Not being clear about who is responsible for what.
Organizing (39)
Not pulling resources together effectively,
Being a poor delegator and planner,
Not very motivating to work with, and
Relying too much on self.
Assessment /
Development

34. EFFECTIVE
DEVELOPMENT
How Development Plans are
Commonly Written
Formal Training
70%
Learning from
Others
20%
Job
Experiences
10%
How Development Occurs
Formal
Training
10%
Learning from
Others
20%
Job Experiences
70%
Assessment /
Development

35. Performance
Management/Appraisal
Team Effectiveness
Strategy
Organizational Capabilities
Success Profiles
Selection /
On boarding
Assessment /
Development
Succession
Planning / Talent
Management

36. WHY IT IS IMPORTANT TO
DEVELOP YOUR LEADERS
Great leaders make a huge difference, even
compared to good leaders, and much more so to poor
leaders, i.e., the top 10% of leaders outperformed the
middle by a factor of 2, and outperformed the weakest
10% by a factor of 5
Zenger and Folkman, “The Extraordinary Leader” 2002
Succession
Planning /
Talent
Management

37. • Current performance is overused as a criterion or
verification in succession planning
• Better indication is Learning Agility
• Successful response to and learning from external events
• Innovate technically and organizationally
• Plan and execute new courses of action
• Learning agility is a key to predicting how well a
person can make changes and acquire new skills
The Leadership Machine,
Lombardo & Eichinger
Succession
Planning /
Talent
Management
CURRENT PERFORMANCE VS.
FUTURE POTENTIAL

38. THINGS TO WATCH
Learning Agility Derailers
Succession
Planning /
Talent
Management

39. COMMON CAUSES OF
DERAILMENT
By Self
• Over-reliance on strengths
• Blind to a flaw
• Untested
• Lazy learner
• Narrow perspective
By Organization
• Development by “courses”
• Moving people too fast
• Not using horizontal moves
• One failure is death
• Fast track—poor behavior
• Feedback is poor
• Focusing on smart, technical,
functional only
Succession
Planning /
Talent
Management

40. PEOPLE WHO ARE
LEARNING AGILE
• Critical thinkers who make fresh connections
• Know themselves and handle tough people situations
deftly
• Like to experiment, deal with the discomfort that
surrounds change
• Deliver results in first time situations through team
building and personal drive
Succession
Planning /
Talent
Management

41. Lowest 1/3 Middle 1/3 Highest 1/3
Highest 1/3 Sustained High
Performer
Sustained High
Performer
Consistent Star
Middle 1/3 Future Pro Essential
Contributor
Future Star
Lowest 1/3 Take Action Refine Rough Diamond
9 Box idea © COPYRIGHT 1999, Michael M.
Lombardo & Robert W. Eichinger
LongTermPerformance
Long Term Potential / Learning Agility
Succession
Planning /
Talent
Management
PERFORMANCE POTENTIAL
MATRIX

42. CASE STUDIES
Succession
Planning /
Talent
Management

43. Performance
Management/Appraisal
Team Effectiveness
Strategy
Organizational Capabilities
Success Profiles
Selection /
On boarding
Assessment /
Development
Succession
Planning / Talent
Management

44. KEYS
• Find people with the right stuff (especially early in
their careers)
• Expose them to the right leadership competency
building experiences
• Help them learn from their experiences
• Take on issues early
• Beware of derailers

45. TO TAKE WITH YOU…
• The value – both dollar and social – of doing this and
the cost to not
• There are established, proven, research-based tools
available. Pick one and use it (don’t reinvent the
wheel)
• When hiring, look beyond current need
• It is simple, straightforward and do-able… but not
necessarily easy, cookie-cutter, or overnight results!
• You don’t have to wait on anyone else – do it within
your team, your division ….. or just for yourself

46. I never teach my pupils. I
only attempt to provide
the conditions in which
they can learn.
-Albert Einstein

47. Concentrating on the people side of business, ImpaQ
Solutions works with individuals, teams and
organizations to help them be better leaders, better
employees, and better companies.
www.ImpaQ-Solutions.com
info@impaq-solutions.com