Winning the Silicon Valley
Talent Wars
CIO Magazine
Nikko Hotel, San Francisco, May 21st
The Problem
The Employment Offer
Compensation
and benefits
the
Compensation
& Benefits
single most important category
confirming conventional wisdom
that compensation is a key
motivator
Work-Life Balance
Work Environment
Organizational Environment
6
3.82 Average
Category
Importance
4.3
3.72
3.26
5.02
3.40 Average
Category
Importance
3.52
3.16
3.77
2.95
3.06 Average
Category
Importance
3.64
3.28
3.2
3.03 Average
Category
Importance
2.88
3
2.08
2.3
0
Base Salary &
Other
Benefits
401K &
Internal
Equity
Stock
Options &
%based
Bonuses
Source: Corporate Leadership Council
Mgr. Recognition Challenge Clarity of Role, Bus. Travel,
Quality
&
&
Responsibility
Hours &
Coworker Caliber of
& Mobility
Location
Quality
Work
Vacation Telecommuting Company Sr. Team Tech. Level Co. Size &
&
&
Reputation
&
& Risk Fit with Co.
Flextime
Child Care
Development Taking
& Industry
Reputation
The single most
important attribute in
career decisions is
manager quality: least
likely to be traded away
for any other attribute
6
5.02
4.3
3.77
3.72
3.26
3.52
3.16
3.64
3.28
2.95
3.2
2.88
3
2.08
2.3
0
Base Salary &
Other
Benefits
401K &
Internal
Equity
Stock
Options &
%based
Bonuses
Source: Corporate Leadership Council
Mgr. Recognition Challenge Clarity of Role, Bus. Travel,
Quality
&
&
Responsibility
Hours &
Coworker Caliber of
& Mobility
Location
Quality
Work
Vacation Telecommuting Company Sr. Team Tech. Level Co. Size &
&
&
Reputation
&
& Risk Fit with Co.
Flextime
Child Care
Development Taking
& Industry
Reputation
Not focused on winning!
What her coach says
Say that again…
• Her response to adversity? Work harder!
• Approaches skiing like art: works toward
perfection (impossible)
• Deals with pressure? Focuses on being her best
• Competes to ski the best she can (not to beat
others: not to win)
• Coaches need to make a difference and feel an
emotional connection
• Human potential is limitless: How far can you go?
Nature or Nurture?
PM is changing
Today – Infrequent formal steps
Tomorrow – Frequent coaching
• 95% of Managers are dissatisfied with their
PM systems
• Most employees feel reviews are not worth
the time
• Most employees do not receive feedback
on what to improve
• Almost 90% of HR Heads report their PM
systems do not yield accurate information
Adobe – eliminated its PM review
Cargill – abandoned ratings/reduced formal steps
GAP – launching new monthly PM discussions
GE – similar reforms
Source – PRDI/CEB
E for Effort?
Human potential 2.0
What CAN be done to develop the
talent we already have?
Some questions
1.
2.
3.
4.
5.
6.
7.
8.
How much of the potential skill and motivation in your organization do
you think you have tapped?
How many of your managers are acting as great coaches?
How many of them realize and act as though it is their JOB?
How many of the positions/roles in your organization have clearly
defined skills & competency expectations?
How many of your people have personal development “Growth” plans?
How many of you are reliant on HR groups to provide talent
development, skills assessments, and organization building?
And how many of you find yourselves dealing with HR groups who are
treated as a cost center and therefore squeezed to the point that they
are unable to lead on pragmatic Future State building?
How many of your people are doing the hard work it takes to learn and
perfect their skills?
Table exercise
1. Talk about an individual or a group in your
organization that have really improved their
‘Talent’ and share your experience of what
helped
2. Prepare to share/report out on one
successful effort
In spite of what Mikaela says, everyone wins when
we focus our efforts on improving; the Leader as
coach wins with a stronger team, the individuals
being coached win with learning and career
advancement, and of course our organizations as a
whole have a much better chance Winning the War
for Talent.