Presentation by Jack Altman at BambooHR's 2018 Summit How HR leaders can adapt their people practices to the demands of the modern workforce.

1. How HR leaders can adapt their people practices to
the demands of the modern workforce.
The new world of
people management

2. Hi, I’m JackAltman
the founder and CEO of Lattice.
Lattice is a set of people
management tools that help
companies align, grow, and engage
their employees.
We’ve helped hundreds of customers
around the world including Glossier,
Reddit, Cruise, New York Public
Radio, and more.

3. The
workforce
has changed

4. The relationship
between employees and
companies has shifted.

5. “The war for talent is over,
and the talent has won.”
Josh Bersin
Principal and Founder, Bersin by Deloitte

6. 91%of millennials expect
to stay at a job for
less than three years

7. 51%of US employees say they
are looking for a new job
or watching for openings

8. Today’s employees are looking for…
Growth Care Impact

9. Is professional or career development
very important to you?
45%
Millennials
31%
Gen Xers
18%
Baby Boomers

10. People leave managers not companies
50% of employees who quit cite their manager as the reason

11. The key to retention is engagement

12. But most
companies are not
effectively engaging
the workforce
Only 1/3 of US employees are engaged in their job

13. Engaged
employees are
incredibly valuable
21% increased profitability
According to Gallup, highly engaged
business units achieve…
59% decreased turnover

14. How do we engage today’s workforce?

15. Maximize the number of people at your
company who haveemployee-job fit.
This is a core responsibility of HR teams and managers.
1

17. Employee-Job
Fit Framework
Effectiveness
Ability to get things done
Impact
Effect on the
organization and mission
Passion
Excitement and drive to
solve a problem

18. How you can help employees find their fit
Starts with hiring
Match applicant’s
skills and passion
to the role
Managers are key
Help employees discover
the best career path
Rebalance when necessary
Don’t be afraid to move
someone into a new role
Continuous feedback
Surveys & 360
feedback will highlight
opportunities

19. Setup a people management infrastructure
HR teams need to give managers and employees a clear process
2
2

20. Goals
Set performance expectations via a
collaborative goal setting process between
managers and reports.
Cadence: Quarterly

21. 1:1s
Managers meet with their team to clear
roadblocks, provide feedback and coaching.
Cadence: Weekly

22. Feedback
Peers and managers share constructive
criticism and celebrate wins.
Cadence: Ongoing

23. Updates
Get status updates from the team on work
and development progress.
Cadence: Weekly

24. Reviews
Reflect on individual performance and get
formal feedback from peers and managers.
Cadence: Quarterly / Bi-Annual

25. Surveys
Send a pulse/engagement questionnaire to
understand how the team is feeling.
Cadence: Quarterly

26. People management infrastructure
Goals
Set performance expectations via a
collaborative goal setting process
between managers and reports.
Cadence: Quarterly
1:1s
Managers meet with their team to
clear roadblocks, provide feedback
and coaching.
Cadence: Weekly
Feedback
Peers and managers share
constructive criticism and
celebrate wins.
Cadence: Ongoing
Updates
Get status updates from the team
on work and development
progress.
Cadence: Weekly
Reviews
Reflect on individual performance
and get formal feedback from peers
and managers.
Cadence: Quarterly/Bi-Annual
Surveys
Send a pulse survey to understand
how the team is feeling.
Cadence: Quarterly

27. Help your managers becoaches
(not bosses)
2
3

28. What being a
coach means
1. Create a winning environment
2. Set clear expectations
3. Provide ongoing feedback
4. Accountable for your team
5. Position players for success
6. Collaborate to solve problems

29. Let’s talk about a few common scenarios
Manager challenges

30. Scenario 1
Managers who were “A” players,
but never managed before

31. Scenario 2
Managers who don’t let
their people fail

32. Scenario 3
Managers who try and do
everything

33. Scenario 4
Managers who are scared to
hire people better than them

34. Scenario 5
Managers who measure
performance by number of
hours in the office

35. Build a feedback culture
Make sharing feedback second nature for your employees.
2
4

36. Company
Feedback is a powerful tool
Provides benefit for both the company and the employee
Feedback helps to course correct
employee’s actions that are not
productive or aligned with the
company’s mission.
Employee
Understand what you’re doing
wrong and how you can make
a greater impact on the
company and your career.

37. “We owe it to each other to point out
when we’re screwing up. It’s the only
way to get better.”
Kim Scott
Author of Radical Candor

38. Develop a clear
process for feedback
Make sure employees understand it’s for
their benefit, and get executive buy-in.

40. Key takeaways for people leaders
1. Employees want growth, care, impact
2. Engaged employees have employee-job fit
3. HR teams need to setup infrastructure for people managers
4. Managers should act like coaches, not bosses
5. Feedback should be second nature for employees

41. Q&A- Let’s talk
Check out our resources on lattice.com
Join our Slack
community to learn
with industry peers.
Apply at:
lattice.com/community