Engagement and the talent-centered organization September 23, 2011 Mark R. Atkinson Talent Management & Organization Design Agenda: 30 minutes to get to “so what?!” Focus • Pivotal roles • Critical roles Holistic approaches • Engagement begins before first touch • Talent-centered organizations • Employer brand, EVP & Employer of Choice And, finally, engagement—it’s not an initiative • Traditional levers still work • Pink, Ulrich et al • Predictive analytics Q & A … along the way PwC 2 Focus PwC 3 Pivotal & critical roles—where are they? Pivotal roles Roles where a small performance variation can create a large change in business performance and outcomes are considered “pivotal” Critical roles Where is there a market or supply-based risk to core skill sets required in your value chain? Two critical dimensions in defining & identifying pivotal roles: - Welders can be king for a day In short: - Performance doesn’t always transfer - A direct tie to delivering distinctive, - What are the critical roles in your strategy-based value value chain? - Significant leverage - What are the demographics of your The often-missed point: Begin from the outside then, work your way back into your value chain to discover pivotal roles PwC critical talent? - Does the market make many of those these days? How long does it take to build or access these talent pools? 4 Acquisition priorities—targeting talent Type of role Proprietary/Strategic Green Tech Private Equity Analyst: Project Manager: Having the right project manager with business-specific insight can determine the success of implementation. This is the combination of a generic skill set with strategic insight and experience. PwC Proprietary Generic Strategic/Generic Type of knowledge Technical knowledge required in both finance and clean technology applied to critical deal flow roles focused on the integration of new technologies through acquisition. Strategic • • • • own invest retain develop • access market • cost benefit analysis Business Necessary • own • retain • develop • access • contract • program manager Proprietary/Business Necessary NASA Engineer: Unique NASA-developed processes and tools needed for routine program continuance roles. Generic/Business Necessary Call Center Operator: Needed to respond to customer inquiries, however the skill set required and job function performed are neither proprietary nor strategic. 5 So, where are your employees? Level of engagement Profile Characteristics Tenants Disengaged Champions Captives Likelihood of staying © 2010 PwC Saratoga PwC Champions • Strong identification with company objectives • High level of loyalty to the company • High level of willingness give discretionary effort and self-initiative to also inspire and motivate colleagues Captives • Rather critical, therefore difficult to lead • Individualistic, interested only in their own professional advancement • Ready to change jobs when opportunities become available (sometimes the employee feels these opportunities are not, therefore they feel stuck) Disengaged • Dissatisfied • Disconnected from the company • More frustrated than dedicated • Under-utilized resources of the company Tenants • Very satisfied • Straightforward, however, need to be directed • Lack connection to company 6 Holistic approaches PwC 7 Holistic approaches—the talent cycle Attract Recruit Screen Select Deploy Develop Retain Separate Too often, talent management & the levers that influence engagement are carved into disparate activities owned by different groups without the benefit of a unified vision, objectives & metrics … PwC 8 Employer of Choice (and other misconceptions …) Employee point-of-view Targeted capabilities Market demographics Employer of Choice shouldn’t be an award, it should be your brand • Bound your target — be the Employer of Choice for that specific group or groups of employees and prospective employees who possess the capability to drive your value chain • Design your brand to attract what you know you need from the prospective employee market Intentional Employer Brand • Align your employee value proposition to deliver on your brand and retain those you want to retain to build and deliver on your business strategies Organizations inherently attract some people and repel others. The question: is your brand attracting and repelling the right people? PwC 9 The talent-driven organization Proprietary & Strategic • • • • Proprietary & Business Necessary high touch high customization high investment own the relationships • • high touch may outsource the relationships Core Core talent Generic & Strategic • • • • • PwC active brand visible own the relationships lowest touch customization practical Talent Generic & Business Necessary • • • • low- to no-touch outsource SLAs efficiency driven 10 Engagement is not an initiative PwC 11 Implications—engagement is not an initiative ‘Moving the engagement needle’ involves using old levers in new ways High performing organizations align elements of their organization with their talent strategy — that is, the daily experience of the employee fuels engagement and strategic improvisation • Missions that matter Lack of alignment leads to Captives, Tenants, the Disengaged and retention issues • Employee value proposition • Culture • Leadership PwC Organizational • Job design Mission, Culture, Leadership, Organizational Design, Technology & Community Individual • Transparent technologies Job design, Opportunity, Development, Compensation 12 What’s next? Innovation in the engagement space Using engagement to fuel strategic improvisation – • We are on the brink of a major shift in organizational innovation • In some sense, it’s being fueled by a connection with “old science” - Daniel Pink, David & Wendy Ulrich, et al - Autonomy, mastery, purpose and abundance • New environments, like ROWEs • New structures, like B-corporations • Transparent technologies accelerating collaboration • Renewed focus on connecting with values Strategic improvisation – the difference between classical music and improvisational jazz PwC 13 Thank you! Mark R. Atkinson mark.r.atkinson@us.pwc.com 469.939.0205 PwC 14