Streamline Your HR Leads with Lead Segmentation for Human Resources

How to create outlook signature

welcome to our condensed presentation on lead with outcomes new building blocks of human capital management my name is Mark Felix and joining me is Butler Newman and we're from GP strategies what we're going to be covering today are a few things starting with the building blocks of human capital management what we actually mean by that a new way of thinking about driving to business outcomes will then get into what we consider to be an outcome based approach which may be a different way of thinking about individual outcomes then you have historically and then we'll get more tactical and we'll talk very much about role excellence in action so how does it all come together now let me step back and give you a very very brief overview of GP strategies and then bolton and i will introduce ourselves GP strategies is focused on helping our clients execute strategy through their people sometimes we call that the nexus of the intersection of where business strategy and people strategy meet and in doing that work we focus in a few areas one we do full outsourcing of learning organizations to we provide human capital management technology solutions and then third is the part of business where butler and i reside which is in the consulting arm which focuses on helping to drive people performance from leaders to managers to performers and we do that through consulting engagements and training engagements and that's very much what we're talking about today how do we maximize the people effectiveness through a focus on outcomes so with that let's go quick backgrounds I'm in the leadership practice at GP strategies my history has been in leadership most recently a global CEO for a leadership and sales consultancy Butler you want to go through you're sure thanks mark and welcome everyone my name is Butler Newman I had the organizational excellence practice for GP strategies as Marcus said before so with that let's just dive in mark excellent so what's been fascinating in this conference is hearing how many references how many allusions there's been two business outcomes clearly that's not a new concept that's that's a focus that learning professionals have had four time but it seems to be omnipresent now in virtually every main stage and every breakout that we've seen and and to be very frank that's been music to our ears because that has been our focus for quite some time as well what we're particularly excited about and what we're going to get in today is what we would call the operationalizing of how to produce business strategy the link between what leaders do and what performers produce in our view that is the number one way in which to operationalize that idea and to ensure or raise the likelihood that you'll actually get the outcomes which you're aspiring to get let me start by painting the big picture and then we'll get into much much more granular detail so beginning with the high level we talked about leadership at GP strategies we're talking about leaders at all levels leaders are doing a number of things that at the end of the day have to produce value value for different stakeholder groups whether they be shareholders whether they be employees whether it be clients and customers but if that's not happening leadership is not being effective in our view the number one way in which leaders can help ensure that that value is created is with the direct line connection to what individuals are producing the outcomes they are generating now this is where I talk about a slightly different definition of what we mean by outcomes and Butler expand on this later but what we're talking about our outcomes that are value-adding and you'll see in parenthesis the words below top performers we want to benchmark the outcomes that the very very best are producing particularly in those critical roles and if we do that and we can shift the performance curve and we can get others to move closer toward those top performer outcomes we know that that ultimately will help you in your aspiration to achieve business outcomes so that's the connectivity from leaders to individuals to business outcomes the question then is how do leaders make this happen so two primary ways the first is going to be around setting direction and then the second is establishing conditions for success let me take those in turn first day is setting direction when we talk about setting direction we're talking about some very what you might even consider common things we're talking about having a vision setting a clear mission underpinning those with a strong set of values and then having a logical coherent strategy to execute so vision mission values strategy on the one hand that is a very common sense approach sometimes though when the leader sets that direction it either isn't clear isn't cascaded or isn't motivational or inspirational and and those are all fundamental components of what setting direction means and once that's done part of the groundwork has been laid but then we need to establish the conditions for success when we talk about establishing conditions we're talking about ensuring that the culture is right to help individuals produce their outcomes they have the resident capability required they're engaged and they're enabled let me talk about these briefly from a culture standpoint it's around established in the culture that will allow people to do their best work in most organizations we're looking for high performance but if you think beyond that there's choices to be made about the type of culture which you're creating for example you want it to be a risk-averse culture or a risk-taking culture do you want it to be a collaborative cross boundaries culture or do you seek to have an organization in which the culture is one of healthy competition internally those are choices the decision about those choices should be what's going to support the individual in producing his or her best work from a capability standpoint we're talking about the skills and knowledge people need in order to do the jobs most effectively so that happens the leader level at the manager at the performer level that includes both soft skills and technical skills that's the work that so many of us in this room are involved in doing an engagement perspective when we talk about engagement we're talking about the desire to expand that discretionary effort such that people will do their best work so for us it's the intersection of personal satisfaction and success with organizational success and where those two things can come together is where we're maximizing that personal journey in that organizational journey and then finally we're talking about enablement what are the processes what are the the tools that people need to get their job done to produce the work as we often say you can have a great culture you can have an organization with very very strong capability they can be highly engaged but if they fundamentally hobbled because they don't have the systems and tools required it is unlikely they're going to get those outcomes so leadership in our perspective is entirely in service of helping create the environment in which individuals can produce the outcomes that are value-adding which creates business outcomes now where that is most keenly impacted keenly felt directly from individual performers individual performance is through the first level leaders so we'll talk more about first level leaders but that is the integral position and organizations where the daily coaching conversations have where the mentoring happens where the day-to-day work gets done and so will expand on that particular aspect on it but I'll leave you with one thought on this which is that to get business outcomes leaders are focused on individuals and everything in between is what makes it happen now let me go ahead and set brief environmental context in the world in which we're working today and then Butler will go on from there so the world worked this is not going to be a surprise to anyone in this room it is challenging so all we've got on this slide are some of the examples so many of your team members will work in a matrix environment they're probably working across geographies maybe across time zones it is multiple reporting lines and it is very very difficult the the ways in which we communicate have become more abbreviated whether it be a chat or my message and the reality is that it makes leading and helping individuals drive the production of value-added outcomes more challenging so let me give you some examples if you're an individual performer you probably have more tasks on your plate than you know what to do sometimes can be hard to discern which of those are most critical if you're a first level leader you probably arose to your technical capability but ultimately maybe don't have the has your strength or knowledge around how best to manage people and you're spending your time fighting fires and if you're a learning professional what that oftentimes means is you have tremendous number of resources to help people but we're not ashore in terms of how targeted or specific or where those learning resources should be allocated so that's the world in which we live and it's our view that leave without comes is one way to cut through that clutter to help you be more focused in how you help your organization drive success thanks mark so what does this mean these outcomes that Mark have been talking about that's what we're going to we're going to go to the next level of depth on that now and to do that we study the world of work through the lens of top performers I think we have one of the best jobs in the world absolutely because we learn so much from how the top performers those who are really excelling in their roles go about their work and we have studied top performers in multiple roles multiple industries and across the globe it's really a rewarding work but it's also very enlightening so what do we mean though by top performer so as an example let's go to a simple relatively simple role of that and that of a call center representative so Joe he's our call center representative in this case and if we look at Joe everyone points to him as a top performer and there are certain criteria that we help to formulate but we won't we won't go into that today but Joe has been identified as a top performer and so part of what we do is talk to Joe and in this case actually observe the work that he's doing and as we're watching Joe and you got to understand Joe's environment the context in which he's working Joe was sitting there with literally three huge computer screens in front of him the company the industry the he is in is health care there have been lots of mergers and acquisitions so from an IT standpoint he has literally 60 different systems in which he must address go to to address questions from callers so Joe's air and we're watching him and not once not twice but multiple times Joe answers the phone and before the caller can even get their question formulated Joe has navigated to the correct system out of the 16 to answer their question so we stop we pull Joe off the floor and we say Joe how are you doing that and he denies he's doing it at all it's absolutely amazing because i'm not doing i'm just using the listening skills that they taught us Joe come on we've watched you so after we started to understand that Joe was really predicting what's going to go to and he was doing it by understanding the nature of the initial for the the nature of the call and some cues that were being set up by the caller so this is very interesting and just one of the things that Joe was doing that we made him a top performer but we call this off sometimes the secret sauce of top performers they've cracked the code so this is this is kind of interesting but we can do a lot with this as we start to understand Joe and his peers who are performing at a similar level and it sweet let's just stay on this call center for for a few moments if we look at all the call center representatives they will form a normal distribution curve and so that's not surprising the performance for most sixty sixty-five percent fall dead on average joe's performance is two or three and sometimes even top performers here even ten times average so it's quite interesting but here's what we do now by understanding what Joe and his peers his top performing peers do in this call center we use that as a design point because top performers are in our industry's language unconsciously competent they have cracked the code I can't explain why it is but in every case that we have studied in these have been numerous cases top performers think about the role they think about the job that they are doing differently than the average performers there's a lot of power in that and so we work to understand that and create what we call the mental model of a top performer so why is that important well number one just think about if we could clone Joe what would happen our performance curve would shift and that's what this graphic is trying to illustrate the original performance curve is the light blue line the orange line is the shift in the curve all the green shaded area is business impact because we haven't increased our cost basis one bit so we are delivering more for the business with the same resources and there's one other very important aspect of this and that's if you notice the shape of the curve the distribution has become more narrow and why is this important to the leaders in the organization what it's important because now we have more predictable behavior whether it's Joe answering the phone or Sam or Mary or whoever and so that type of predictable performance is really sought after in corporate America in corporations across the globe today now this is one other aspect of this is we really target this top performer drill down on critical roles there are some roles in your organization that are critical to driving the business reflect on that and think about what those roles might be those are the roles you need to make sure that you are absolutely pegged on what the crike what what things they should be focused on and what the mental model of top performers and those roles should look like so how do we describe the mental model of a top performer well we do that through this thing the mark has been talking about called outcomes now we all think of outcomes very broadly as results touchdowns baskets scored but how we define outcomes is those five to seven things that are produced by top performers that lead to the touchdowns so these are highly predictive and if we can understand the predictive nature and capture those and these outcomes and if we go back to Joe and look at this outcome an accurate predictor of caller issues we can capsulate that and take it to others in fact that's what we did so typically there are five to seven outcomes that in aggregate top performers are producing that average performers haven't even thought about so that's a very powerful notion and as we look at things like curricula for example the traditional way to develop curricula is to ask the question what does the what of people in that role need to know so let's find the SMEs the more SMEs we find this no circle begins to grow till it's unmanageable quite frankly the same is true of the do circle so when we're building curricula or evaluating curricula we don't focus on the know or the do we focus on what is being produced that's a value to the organization these outcomes and if we understand that and if you look at this graphic and go from right to left we can reduce what we have to teach people and they will become more impactful in the job so think about that and on average we easily are able to reduce curricula by thirty percent as tremendous cost savings those are tremendous savings from time off the job it's a very powerful concept and we get quicker time to competence and more impactful competence at the end so just to drill down a little bit more to emphasize these outcomes here are some other examples I won't belabor these today but things like and this is these are outcomes that might exist for sales person for example up to date planning and forecasting spreadsheet a deep trusted relationship with key client contacts so if you look at that first one it's one of the attributes of an outcome is that is measurable I think we can all see how we can measure and up-to-date planning and forecasting spreadsheet we could say Mary let's take a look at your spreadsheet and we could have a very meaningful conversation as a frontline supervisor and Mary it's less tangible on the deep trusted relationships and what does that mean well when we're going through and understanding what the outcomes are it's not just this summary statement it's all the context in the detail that are associated with that so for example when we talk about outcomes we talk about and they're defined by the summary statement there also we look at critical success factors what are the things that we can measure in our organization that would indicate mark that you had deep trusted relationships those are the kinds of questions that we end up asking and solving for in our our method which is called a role excellence profile other things importance difficulty percentage of the of the role contribution interactions within the organization outside of the organization tools resources what are the things that the top performers are bringing that are facilitating what is the organization what barriers are there in the organization and finally key task and key task is an interesting one because top performers are producing these things we do know we do need to know how they're producing them but this is only one way by staying focused on the outcome or actually encouraging innovation innovation within the role because once it becomes clear to people what they need to produce they will come up with innovative ways to do that and then we can update the entire system it's quite a interesting and sort of close feedback loop that develops so mark and I is in the consulting practice once we have these outcomes it's like we'd have gold because we can do a lot with it we can create an enabling excellence workshop deliver that straight to incumbents we have done that in numerous clients with tremendous impact across the business and within four to six to eight weeks things are changing conversations are changing and and people are focusing on the right things the things that matter we can take that those same outcomes and produce an entire onboarding curriculum we can look at and inevitably do discover non-training issues that require some organizational development type interventions we can look at the impact on major initiatives for the for the company and as Mark started us in our discussions we take that input it into the the training for leadership and development and leaders now our focus on those things that the top line needs to produce so that's a powerful method and there's clients of ours that are experiencing tremendous success from that but now we're going to back up for one brief moment and talk about something else that we have observed in our work with top performers mark talked about this chaotic world that we work in work has changed I mean let's look for all of us has changed and you know if we reflect back and think about to the days of maybe Henry Ford and he's purported to have said why is it that every time to ask for a pair of hands they come with a brain attach the role of humans in the workplace at that point for many humans was very different than it is today today is cognitive everything that we're doing almost is cognitive and so it's very interesting in in jeff Colvin released a book in august of last year it's very insightful on this and he says organizations can't even begin to get better until leaders acknowledge that human interaction skills are the key to competitive advantage I would think about that as you go back to your respective workplaces think about that because I think in the Learning and Development function and Industry we haven't really focused in the level of depth that we need to focus on in that and this is illustrated to us because as we as we lay these role excellence profiles out across different roles across different industries there are some things that we're we're noticing one is that well this graph this this matrix tries to illustrate this and in this way and if we think about top performers and how they're able to become top performers what they are really doing is integrating and so I think the purposeful tasks axis doesn't surprise anyone people need to have purposeful tasks to produce things of value for the organization the one that does surprise us a little bit is even if you take a role like an auditor an internal auditor and a financial organization you think about that role and you go holy cow they got to be really on their P's and Q's about all the laws and the regulations and they do that's the x-axis but the top performers in a study that we did on internal auditors they went much further than that and we're in the thing that separate that separated than most is that they spent the time to build a meaningful relationship with the business owner that they were auditing so that they could have and could communicate in meaningful ways what this audit was really saying and provide the insights that the business leader could then use to start to make the changes in the business that were required for protection of the company and so what's happening there is this upper right-hand quadrant top performers game changers as we call them are integrating let's just call it the technical knowledge and the in the execution of skillful human interactions and it's more than then communication skills or soft skills they have really it's the integration that's extremely important and the thing that I think we miss and a lot of the development programs that we tackle in our functions and in this industry so this is something that I think to think about because as technology increases as obviously it is the role that people play in the organization is going to rely less and less on the purposeful task and more and more on being human to one another and truly getting impactful things done in the organization and outside the organization so let me leave you with a couple thoughts and I'll summarize ultimately it's about business outcomes we're all in agreement about that the best way in which to ensure business outcomes are achieved is by having individuals produce the outcomes and that's where Butler is spent a fair amount of time expanding our methodology and approach to making that happen leadership role is to support that by setting clear direction by establishing editions for success and that happens at all levels its leadership and service of individuals producing results live you of three thoughts ultimately leaders are responsible for delivering those business outcomes because that's how the value is created for Cheryl others the best is the best predictor of that is to identify top performer individual outcomes so benchmark against the best and shift that performance curve and the role excellence process is really the starting point it is certainly are firmly held and deeply held belief that success can be increased in organizations by focusing on people and shifting them so they're all producing at a higher level thanks very much for your time and thanks for listening to this you