2. People Prophet - your virtual HR manager
• Competency based HR system
• Anywhere, anytime, online
• Mobile
• Scalable
• SaaS model
• BIG DATA
• Developed by Bullseye
2
3. Presentation Outline
• Aligning organisational capability with business objectives
People • Measuring, monitoring, planning, developing
Management
•Defining your code of behavior/brand values/beliefs
•Institutionalisation of the chosen behaviours
Behaviours
•Organisational porosity
Effecting •Permeability of messaging and communication
Change
3
4. People
Manage
• People Management
ment
Behavio
Big ROI in better People Management
urs
Effecting
Change
Key Messages
• Can’t manage people without a robust working people
management system
• Business strategy must determine positioning, competitive
advantage and organisational core competencies
• Must have a competency-based people management
system
• You can’t manage what you don’t measure and monitor
• We have a scarcity of data in HR
• BIG DATA in People Management is here
4
5. People
Manage
• People Management
ment
People Prophet – what it does
Behavio
urs
Effecting
Change
Modules
• Set Up
• People Register
• Competency Model
• Appraisal System
• Career Development Plans
• Position Descriptions (and Organisational Design)
5
6. People
Manage
• People Management
ment
Behavio
How to align to business needs
urs
Effecting
Change
Module:
Set Up
Structure People Prophet to meet business needs
• Competencies and attributes
• Disciplines (groups of core skills eg sales, production)
• Departments (business units, divisions, etc.)
• Grades (G1 to G10)
• Team leaders (reporting lines - accountability)
• Position descriptions (organisational design)
• Delegated authorities
6
7. People
Manage
• People Management
ment
Behavio
People Register - the source of truth
urs
Effecting
Change
Module:
People Register
7
8. People
Manage
• People Management
ment
Behavio
People Register - public and private data
urs
Effecting
Change
Module: Public Data Private Data
First Name Username
People Register Surname Middle Name
Known As Address 1
State Address 2
Nationality Suburb/City/Town
Mobile Phone Number Post Code/Zip Code
Interests State
Nationality
Personal Details
Home Phone Number
Mobile Phone Number
Gender
Disability
Date of Birth
Secondary Email
Marital Status
Children
Relationship
Emergency
Contact Details Name
Phone Number
Relationship
Secondary
Contact Person Name
Phone Number
Date Joined Employment Status
Current Job Grade End of Employment Date
Department
Career Summary
Office
Discipline
Reports To
Currency
Current Fixed Income
Remuneration
Current Additional Remuneration
Qualifications
History
Training History
Attachments
Files Uploaded
Competency Audit Result 8
9. People
Manage
• People Management
ment
Behavio
Competencies needed to be a winner
urs
Effecting
Change
Module:
Competency Model
People
Effectiveness
Business Discipline
Commerciality
Sustainability Proficiency
Client Centricity
9
10. People
Manage
• People Management
ment
Behavio
Measuring competency
urs
Effecting
Change
• Competency audit
• Score attributes
• Self assessment and team leader assessment
• Algorithm determines competency level
• Grades are guided by competency levels achieved
• Competency based assessment tells us:
if an employee has reached the limit of their capability
If an employee has capability in excess of their role
10
11. People
Manage
• People Management
ment
Behavio
Competencies break down into attributes
urs
Effecting
Change
Discipline People Business
Proficiency Effectiveness Commerciality Client Centricity Sustainability
Contribution to Winning and Retaining
Personal Mastery Managing Others Customer Satisfaction
Profitability Clients
Contribution to
Experience Managing Self Negotiation Skills Service Quality
Corporate Knowledge
Innovation and
Communicational Contribution to
Qualifications Professionalism Continual
Skills Strategy and Culture.
Improvement
Conflict Resolution Problem Ownership
Skills Transfer Self Development Delivering on Time
Skills. and Resolution
Compliance with
Development Of
Peer Recognition Company Policies and Delivering on Budget Business Promotion
Others
Procedures
11
12. People
Manage
• People Management
ment
Behavio
Competency audit
urs
Effecting
Change
Discipline People Business
Proficiency Effectiveness Commerciality Client Centricity Sustainability
Contribution to Customer Winning and
Personal Mastery Managing Others
Profitability Satisfaction Retaining Clients
Contribution to
Experience Managing Self Negotiation Skills Service Quality Corporate
Knowledge
Contribution to Innovation and
Communicational
Qualifications Strategy and Professionalism Continual
Skills
Culture. Improvement
Problem
Conflict Resolution
Skills Transfer Self Development Delivering on Time Ownership and
Skills.
Resolution
Compliance with
Development Of Delivering on Business
Peer Recognition Company Policies
Others Budget Promotion
and Procedures
12
13. People
Manage
• People Management
ment
Behavio
Slice and dice data
urs
Effecting
Change
Sydney
Discipline People Business
Filter by: Report type:
Proficiency Effectiveness Commerciality Client Centricity Sustainability
• Discipline • Stop light chart
Personal Mastery Managing Others
Contribution to Customer Winning and
• Office • Trend lines
•
Profitability Satisfaction Retaining Clients
Department • Distribution
Experience Managing Self Negotiation Skills Service Quality
Contribution to
Corporate
• Training courses curves
Knowledge
• Qualifications • Pivot tables
Qualifications
Communicational
Contribution to
Strategy and Professionalism
Innovation and
Continual
• Experience • Correlation
•
Skills
Culture. Improvement
Team leader
Skills Transfer Self Development
Conflict Resolution
Delivering on Time
Problem Ownership
• etc
Skills. and Resolution
Compliance with
Attribute Score for Customer Service
Development Of Delivering on
Peer Recognition Company Policies Business Promotion
Others Budget
and Procedures
Personal Mastery
Melbourne
Discipline People Business
Proficiency Effectiveness Commerciality
Client
Centricity
Sustainability Quals
Contribution to Customer Winning and
Personal Mastery Managing Others
Profitability Satisfaction Retaining Clients
Experience Managing Self Negotiation Skills Service Quality
Contribution to
Corporate
Experience
Knowledge
Contribution to Innovation and
Communicational
Qualifications Strategy and Professionalism Continual
Skills
Culture. Improvement
Skills Transfer
Conflict Resolution Problem Ownership
Skills Transfer Self Development Delivering on Time
Skills. and Resolution
Peer Recognition
Development Of
Compliance with
Company Policies
Delivering on
Business Promotion
Peers
Others Budget
and Procedures
13
14. People
Manage
• People Management
ment
Behavio
Attribute definition and scoring
urs
Effecting
Change
Customise to meet your business needs:
• Define the attribute
• Set scoring glossary
14
15. People
Manage
• People Management
ment
Performance Reviews – data collection
Behavio
urs
Effecting
Change
Module:
Performance Measurement
• Most performance evaluations are relatively subjective
• Objectivity can he enhanced by:
Variety of people providing input (including clients)
Collecting input from a whole duration of the review period
Capturing real examples of behaviours both positive and
negative ie
proof points
15
16. People
Manage
• People Management
ment
Behavio
Performance Review - real time, on line
urs
Effecting
Change
Leaders Clients
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes Feedback
Feedback Feedback
• diversity of authors Peers
Feedback Feedback
Feedback
Project ABC Project XYZ Project Ted
16
17. People
Manage
• People Management
ment
Behavio
Performance Review - real time, on line
urs
Effecting
Change
Leaders Clients
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes Feedback
Feedback Feedback
• diversity of authors Peers
Feedback Feedback
Feedback
Project ABC Review Project XYZ Review Project Ted Review
Reviews
• must evaluate Feedback Review of project or period of
performance.
• done by project director
• Key learnings
• diversity of reviewers • Development areas
• minimum of 3 per annum • Performance assessment
• “Proof points”
17
18. People
Manage
• People Management
ment
Behavio
Performance Review - real time, on line
urs
Effecting
Change
Leaders Clients
Feedback
• anywhere, anytime, anyone
• linked to competencies/attributes Feedback
Feedback Feedback
• diversity of authors Peers
Feedback Feedback
Feedback
Project ABC Review Project XYZ Review Project Ted Review
Reviews
• must evaluate Feedback Review of project or period of
performance.
• done by project director
• Key learnings
• diversity of reviewers • Development areas
• minimum of 3 per annum • Performance assessment
• “Proof points”
Appraisals Key development areas
• assess against CDP Appraisal of
• must evaluate Reviews performance against Competency Audit update
KPIs set in Career
• annual (or semi-annual)
Development Plan New Career Development Plan
• done by team leader
Grade and salary review
18
19. People
Manage
• People Management
ment
Career Development Planning – (CDP)
Behavio
urs
Effecting
Change
Module:
CDP
• Must have agreed targets
• Must be communicated and agreed
• Measure progress to plan
• Flexibility is needed - people’s roles change
• Document so that the goals post movement is clear
• CDP is not primarily an appraisal instrument
• …it is a development tool any where, any time, online.
19
20. People
Manage
• People Management
ment
Behavio
CDP establishes the targets
urs
Effecting
Change
Elements
1.Career Objective
2.Job Description
3.Business Plan Objectives
4.Key Development Areas
5.Personal Objectives
20
21. People
Manage
• People Management
ment
Behavio
CDP is also a management tool
urs
Effecting
Change
21
22. People
Manage
• People Management
ment
Behavio
Position descriptions define responsibility
urs
Effecting
Change
• A well designed organisation should run like a well oiled machine
• Each role needs top be defined in terms of responsibilities
• The capability (competency) required to deliver these
responsibilities should be determined
MD
Position Description - Sales Director - G7 to G9
Develop and manage a team of sales representatives Marketing Solar Business
Sales Director CFO
Set sales targets in line with Business Plan Director Director
Coordinate with marketing to ensure marketing rollout
Product
Sales Rep Accountant
Manager
Position Description - Sales Representative - G4 to G6
Take responsibility for a distribution channel
Create orders in line with assigned sales targets
Hand over orders to production Procurement
Sales Rep
Manager
22
23. People
Manage
• People Management
ment
From generic to specific - PD to JD
Behavio
urs
Effecting
Change
Position Description - Sales Representative - G4 to G6
Position Description Take responsibility for a distribution channel
Write orders in line with assigned sales targets
•Generic description of Hand over orders to production
responsibilities of that role
Job Description - Sales Representative – G5
Job Description Take responsibility for growing Sydney outlets
Write $2.5m in orders
•Tailored responsibilities for the Manage customer expectation on delivery times
person taking that role
KPIs
KPIs Grow the number of outlets by 25% over the next year
Write $2.5m in orders, with $2m coming from existing outlets
Hand winter orders to production with 14 days, summer orders in 30 days
•Measures of progress for each
responsibility
KPI Q1 Q2 Q3 Q4
Milestones
# of outlets 40 42 46 50
•Periodic progress to annual
KPI $2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)
Ave 12 28 30 14
handover
23
24. Behaviour (living and breathing your brand)
• Aligning organisational capability with business objectives
People • Measuring, monitoring, developing
Management
•Defining your code
•Institutionalisation of the chosen behaviours
Behaviour
•Organisational porosity
Effecting •Permeability of messaging and communication
Change
24
25. Behavio • Behaviours
Influencing Behaviours
urs
Effecting
Change
Key Points
• Must tell people what the desired behaviour is
• Regular and consistent feedback
• The importance of role models
• Public recognition is a powerful force
25
26. Behavio • Behaviours
A proposition - what drives behaviour?
urs
Effecting
Change
Perceptions
(company not doing well)
Most
Emotions decisions
(fear – economic and failure) are based
on emotion
not logic
Motivations
(keep job)
Behaviours
(do work myself, not sharing with team)
26
27. Behavio • Behaviours
What behaviours are desired?
urs
Effecting
Change
What do we
need to be
really good at
doing?
Competencies
(strategist’s view)
What do we
need to deliver
to our clients What should our
and how do we Failure to plan core values be,
align our people what purpose
to do this? is a plan for are we serving?
failure
Beliefs
Brand
(psychologist’s
(marketer’s view)
view)
27
28. People
Manage
• People Management
ment
From generic to specific - PD to JD
Behavio
urs
Effecting
Change
Position Description - Sales Representative - G4 to G6
Position Description Take responsibility for a distribution channel
Write orders in line with assigned sales targets
•Generic description of Hand over orders to production
responsibilities of that role
Job Description - Sales Representative – G5
Job Description Take responsibility for growing Sydney outlets
Write $2.5m in orders
•Tailored responsibilities for the Manage customer expectation on delivery times
person taking that role
KPIs
KPIs Grow the number of outlets by 25% over the next year
Write $2.5m in orders, with $2m coming from existing outlets
Hand winter orders to production with 14 days, summer orders in 30 days
•Measures of progress for each
responsibility
KPI Q1 Q2 Q3 Q4
Milestones
# of outlets 40 42 46 50
•Periodic progress to annual
KPI $2.5m ($2m) $.5m ($.4m) $.7m ($.6m) $.8m ($.6m) $.5m ($.4m)
Ave 12 28 30 14
handover
28
29. People
Manage
• People Management
ment
Behavio
Appraisals CDP
urs
Effecting
Change
Evaluate performance against KPIs
Use proof points to update competency audit
Identify KDAs for following year
Determine promotion and salary recommendation
Update job description for following year
Incorporate business plan objectives for following year
Finalise CDP
Set KPIs and milestones
29
30. Behaviour (living and breathing your brand)
• Aligning organisational capability with business objectives
People • Measuring, monitoring, developing
Management
•Defining your code
•Institutionalisation of the chosen behaviours
Behaviour
•Organisational porosity
Effecting •Permeability of messaging and communication
Change
30
31. Behavio • Behaviours
Influencing Behaviours
urs
Effecting
Change
Module:
Kudos
Key Points
• Must tell people what the desired behaviour is
• Regular and consistent feedback
• The importance of role models
• Public recognition is a powerful force
31
32. Behavio • Behaviours
What behaviours are desired?
urs
Effecting
Change
What do we
need to be
really good at
doing?
Competencies
(strategist’s view)
What do we
need to deliver
to our clients What should our
and how do we core values be,
align our people Are they all what purpose
to do this? are we serving?
saying the
same thing?
Beliefs
Brand
(psychologist’s
(marketer’s view)
view)
32
33. Behavio • Behaviours
A proposition - what drives behaviour?
urs
Effecting
Change
Perceptions
(company not doing well)
Most
Emotions decisions
(fear – economic and failure) are based
on emotion
not logic
Motivations
(keep job)
Behaviours
(do work myself, not sharing with team)
33
34. Behavio • Behaviours
Kudos - recognition and reinforcement
urs
Effecting
Change
• Public recognition system
• Staff posts examples of “right” behaviour – give Kudos
• Behavioral attribute identified
• Results published, e.g., People Register and
leaderboard
• Kudos points (+K) accumulated can earn “prizes”
• Gamification theory and Big Data – it is a powerful tool
if used properly
• …alternatively, it can be a shallow gimmick
34
35. Behavio • Behaviours
Giving Kudos is as easy as tweeting
urs
Effecting
Change
35
36. Behavio • Behaviours
Giving Kudos is as easy as tweeting
urs
Effecting
Change
36
37. • Behaviours
Kudos – badges for behaviours
Behavio
urs
Effecting
Change
• Badges for each desired behaviour
• Select appropriate badge when giving Kudos
• Preset behavioral badges
• Can be customised to any set of behaviours desired
37
38. Behavio • Behaviours
Who is being recognised?
urs
Effecting
Change
14
12
10
8
6
4 Innovate
2 Time Lord
0 Teacher
38
42. Behavio • Behaviours
Gaming theory and gamification
urs
Effecting
Change
FLOW
• An uncertain, yet optimistic, chance of winning, creates an experience called flow
• Flow is the exhilaration of creative accomplishment and heightened performance
• Time moves differently here (hours seems like minutes)
• Flow is a very productive state – where activity is fun
MAGIC CIRCLE
• People prefer to collaborate with each other against the machine
• We voluntarily chose to play with strangers, form a bond, and fight the common foe
• When we play a game we exist within the magic circle of the game
• Social norms do not apply here, we can be unconventional
• And the more players there are, the safer it is to be this way
FIERO
• When we win we experience fiero - the Italian word for pride
• Its the emotional high after we overcome an obstacle
• You throw your arms in the air and scream – its caveman wiring
• It happens individually and in teams.
42
43. Behavio • Behaviours
How brand can drive behaviour
urs
Effecting
Change
Perceptions
See, hear, feel
(this is a GREAT company)
Emotions
Pride, empathy, happy
(I want to be like this company)
Motivations
Improvement, recognition
(I must demonstrate that I belong here)
Behaviours
“Played hard, did good” (perform at a higher level)
43
44. But how can we drive this into the organisation?
• Aligning organisational capability with business objectives
People • Measuring, monitoring, developing
Management
•Defining your code
•Institutionalisation of the chosen behaviours
Behaviour
•Organisational porosity
Effecting •Permeability of messaging and communication
Change
44
45. Are organisations as “thick as a brick”?
Behavio
urs
Effecting • Effecting Change
Change
Effecting Change
Key Points
• Porosity is a measure of how “tight” people are in an
organisation ie how close knit or diverse
• Permeability is a measure of how quickly and
accurately information moves through an organisation
• It is widely acknowledged that communication is the
key to effecting change
• Digital platforms can now be used to measure
communication effectiveness within an organisation
and to see if change is being effected.
45
46. Behavio
Porosity by discipline
urs
Effecting • Effecting Change
Change
Discipline
Production
Support
Sales
Management
46
47. Behavio
Porosity by grade
urs
Effecting • Effecting Change
Change
10
9
8
7
6 M
5
4 M M Lowest Grade
M
3 Highest Grade
2
1 Mode = M
0
47
48. Behavio
Porosity by demographics
urs
Effecting • Effecting Change
Change
80
70
60
Under 30
50 Non Australian
40 Single
Children
30
Overseas travel
20
Own Home
10
0
% of Total
48
49. Behavio
Porosity by thinking styles
urs
Effecting • Effecting Change
Change
Hermann Brain Dominance Index
Work Force
Rational
Process
Feeling
Conceptual
49
50. Behavio
Porosity by thinking styles
urs
Effecting • Effecting Change
Change
Hermann Brain Dominance Index
Scamps Work Force
Facts and
ROI
Rational
Process
Feeling
Conceptual
Process Map
and check lists
Taking care of
people
50
51. Permeability – the flow of messaging
Behavio
urs
Effecting • Effecting Change
Change
• How deep into the organisation does messaging go?
• Conduct “soundings”, i.e., test messaging
• CEO message, policy announcements, brand
launches, etc.
• Survey staff and measure results by porosity metrics
• Determine how deep into the organisation things go
• Identify what sort of messages work with different
groups
51
53. Behavio
Measuring how far the probe reached
urs
Effecting • Effecting Change
Change
Porosity Metric
Permeability
Discipline
Grade
Department
Our brand
is price
leader in all
segments
Office Thinking Styles
Gender 53
54. People
Manage
• People Management
ment
Behavio • Behaviours
Conclusions
urs
Effecting • Effecting Change
Change
• Millennial workforce rejects structure but structure is needed
• Structures can be institutionalised through digital platforms
• Gamification (and comification) is the new language
• You can’t manage what you don’t measure
• Big data is coming and analytics is a powerful tool
• Shape your organisation or it will shape itself.
• Brand can be built from the inside out
… if you treat brand as a management issue
54
55. Jim McKerlie – Digital Prophet
jim.mckerlie@bullseye.com.au
