The 21st Century Workforce…
It’s Time for Change…
John M. Toller
Feb 27, 2014
Managing the 21st Century Workforce
is a Matter of Perspective…
What’s Yours??
20th Century Workforce
Job/Tasks
Individual
Individual
Individual
©JMToller 2004
21st Century Workforce
Individual
Job/Tasks
Job/Tasks
Job/Tasks
©JMToller 2004
What do I want/need??
WORK!
Changing World of Work
20th Century
Basic Paradigm:
Owner:
Org Design:
Org Focus:
Mindset:
Transactions:
Supervisory Action:
Supervisory Focus:
Action:
Change:
Hierarchy
Management
Pyramid
Control
Parent
Adult/Child
Direct/Order
Conformance
React (Downstream)
Slow/Steady
21st Century
Shared Responsibility
Everyone
Web/Network
Collaboration
Partner
Adult/Adult
Coach/Enable
Continuous Improvement
Anticipate (Upstream)
Fast/Chaotic
What’s Holding People back?
Source: Rapid Learning Institute
What Inspires You??
st
21
Century Manager’s Priorities
Attention
Alignment
Accountability
Build Future
Capacity
Increase
Effectiveness
Enhance
Employee
Engagement
Key Skill: Communicate Effectively!
Ulrich et al: Competency Target
Source: HR From the Outside In: Six Competencies for the Future of Human Resources
by Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich
Great People Create Great Outcomes
1. Avoid mediocrity: eliminate actions that reward/sustain less-than-great outcomes.
2. Define “greatness”: calibrate success, even in the absence of solid metrics.
3. Confront the Brutal Facts: measure outputs, rather than inputs. Assemble evidence and
be accountable for sharing it.
4. Attain Level 5 Leadership: get things done within a diffuse power structure.
5. Adopt a “First Who/Then What” approach: get the right people on the bus at the
outset—self-motivated; self-disciplined
6. Adapt the Hedgehog Concept: create “fit” between individuals and your organization.
7. Develop/sustain a culture of discipline: focus on ideas and actions essential for producing
ongoing exceptional results.
8. Keep the flywheel turning: Use clock-building rather than time-telling to create and
sustain momentum.
From Good to Great, Jim Collins
Q1: I know what is expected of me at work.
Q2: I have the materials and equipment I need to do my work right.
Q3: At work, I have the opportunity to do what I do best every day.
Q4: In the last 7 days, I have received recognition or praise for doing good work.
Q5: My supervisor, or someone at work, seems to care about me as a person.
Q6: There is someone at work who encourages my development.
Q7: At work, my opinions seem to count.
Q8: The mission or purpose of my company makes me feel my job is important.
Q9: My associates or fellow employees are committed to doing quality work.
Q10: I have a best friend at work.
Q11: In the last 6 months, someone at work has talked to me about my progress.
Q12: This last year, I have had opportunities at work to learn and grow.
The Rewards of Work® Model
Source: Sibson Consulting
4 Categories Of Purpose:
Source: The Why of Work
Dave and Wendy Ulrich
HR’s Perspective…
ECU Core Work Values
All Employees
Supervisors/Mgrs
Human Resources Management
Leadership
Budget/Financial Management
High Performing Organizations:
Creating a Culture of Abundance
• Excuses for failure are everywhere.
• I would have gotten the job done if only…
• The goals/tasks were not clearly defined…
• I knew what I needed to do but no one else helped get
it done…
• I had/have a headache…
• The dog ate my homework…
• Building an “I think we can” philosophy starts with
understanding connecting points…
Finding Meaning @ Work
Source: The Why of Work
Dave and Wendy Ulrich
Sustaining Abundance…
• If every contributor gives more than he/she takes,
the result is an “abundance” of resource.
• The TRUTH IS…Contributors who have their hearts
and souls engaged—in addition to their minds—
consistently give more than they take.
Who Do You Know Who Creates
Abundance?…
Talent Management Model
Worker
+
Work
Talent
Past
Roles
Skills
Present
Functions
Expertise
Future
Tasks
Personal Interests & Attributes
©JMToller 2004
=Results
Contribution Equation
C = T x A x (Mi + Me)
Contribution = Talent x Attitude x (Internal Motivation + External
Motivation)
©JMToller 2009
Most Important HR Challenges??
How Engagement Effects Performance
Source: Gallup 2013 State of American Workplace Report
How Engaged Are Employees?
Question: If the engine
powering your car was
“engaged” only 30% of
the time what would you
do?
Source: Gallup 2013 State of American Workplace Report
Exponential Engagement
150
3
100
Exponential
Value
50
Traditional
Value
0
1
2
Source: Towers Watson, The Power of Three: Taking Engagement to New Heights
3
4
5
The Economics of Wellbeing…
$3,384
------Suffering------
------Struggling------
------Thriving------
Source: The Economics of Wellbeing, Tom Rath and Jim Harter, Gallup Press, 2010
5 Key Elements to Engagement…
Source: 5 Ways to Avoid the Engagement Abyss,
Globoforce Whitepaper
Becoming the “Best”…
The Business of HR
Revenue: $2.3B
Employees: 10,849
Turnover: 2%
Applicants: 45,181 (123 pp)
Openings: 368
The Royal Treatment
•Onsite Fitness Center
•Job Sharing
•Compressed Week
•Telecommuting
Source: Great Place to Work Institute, 2011
Importance of Communication…
Source: Gallup Research
21st Century Managers’ Role:
Putting
thekeeping
Piecesthem
Together…
…and
in balance…
And Maintaining Balance…
Integrated Talent Management
Source: SUCCESS FACTORS WHITEPAPER: Get the Right People: 9 critical design
questions for securing and keeping the best hires
ECU Workforce Master Plan
Workforce Operational View
Top Competencies of HR Leaders…
Steps for Continuous Improvement
Source: People Capability Maturity Model, Carnegie Mellon University
Strategic Planning Hierarchy
Source: Moving Mountains, Success Factors Research
Sample HR Mission & Vision…
HR Mission
Through proactive leadership and innovative practices, the mission of ECU Human Resources is to attract,
develop, and retain a diverse, talented, and engaged workforce that supports University excellence and
sustains a high-performance, results-oriented work culture.
HR Vision
HR’s vision is to serve as the University’s strategic workforce architect, maximizing the return on
investment in human capital through development and ongoing support of a transformational workforce
and workplace characterized by:
-Consistently high achievement
-A highly competent, engaged, and inspired workforce
-Efficient and effective support systems and processes
-Institutional, organizational, and individual balance
-Appropriate influence, impact, and execution of issues relating to the University’s workforce
-A wide array of collaborative partnerships that continually support and renew the culture of
cooperation, openness, and access
-Ongoing identification, analysis, and development of plans to reduce gaps between needs
and results at the individual and organizational levels
Sample HR Values…
HR Values
HR seeks to operate according to the values embedded in the University’s motto, Servire
(to serve):
S uperior service provided by functional experts quickly, professionally, and competently
E xcellence in every plan, project, interaction, and transaction
R eadiness for change to enable achievement of the University’s strategic objectives
V alue-driven decisions aligned with the University’s Core Work Values
I nnovation and flexibility in developing solutions to complex HR issues, with decisions
supported by information that is timely, accessible, and accurate
R elationships that are collaborative, open, transparent, and supportive
E thical perspective and practices that ensure effective implementation of University
objectives
Leadership Styles: What’s Engaging?
Containment
Challenge
Coercion
Commitment
Contribution
Essential Leadership Skills…
• Create self-awareness
• Collaborate across boundaries
• Connect deeply with various communities
• Cultivate critical thinking (develop innovative
solutions to complex challenges)
• Courageously work to change the status quo
• Catalyze change by action/example
Source: Center for Creative Leadership
Iacocca’s 9 C’s of Leadership:
• Curiosity (be alert; experiment; act outside the box)
• Creativity (take risks; manage change)
• Communication (talk often to everyone)
• Character (always do the right thing)
• Courage (stand up for character)
• Conviction (use fire in your belly to get the job done)
• Charisma (be an inspiration; promote trust)
• Competence (solve problems, don’t talk about solving them)
• Common Sense (listen; use reason)
Source: Lee Iacocca, Where Have All the Leaders Gone
Welch’s Top 25…
Lead More,
Manage Less
Build a Winning Org
1. Lead
2. Manage Less
3. Articulate your Vision
4. Simplify
5. Get Less Formal
11. Eliminate Bureaucracy 14.Cultivate Leaders
12. Eliminate Boundaries 15. Create Learning Culture
13. Put Values First
Team Player
18. Stretch
19. Instill Confidence
20. Make Work Fun
21. Be Number 1 (or 2)
22. Live Quality
23. Focus on Innovation
24. Live Speed
25. Behave like a Small Org
(regardless of size)
16. Involve Everyone
Energize Your People 17. Make Everyone a
Create a MarketLeading Org
6. Energize Others
7. Face Reality
8. See Change as an Opportunity
9. Get Ideas from Everywhere
10. Follow Up
Source: Jack Welch, Winning
Delivering Leadership Capability in
the 21st Century…
Empathy (understand and accept alternative
perspectives—this is the “glue” that holds the pieces
together)
Experience (observe others; assess results of actions;
use feedback; make adjustments)
Engagement (Actively practice being/doing “with” vs.
being/doing “for”)
Source: Center for Creative Leadership
How Effective is HR??
Global Line Mgr Responses
Ineffective
11%
Effective
33%
Neutral
56%
Source: Corporate Leadership Council
http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf
Building GREAT HR Partnerships
Actions and Impact on Bottom Line
Insight
Use data-driven information
(24%)
Tailor solutions to org needs
(17%)
Understand business
operations (11%)
Influence
I-countability
Set Service Expectations
(17%)
Be measured on completion
of predefined objectives
(16%)
Communicate relevant
information (14%)
Be measured on business
unit Human Capital
Outcomes
(11%)
Articulate a strong point of
view (13%)
Be measured on business
unit Financial Performance
(9%)
Maintain an Enterprise
viewpoint (12%)
Source: Adapted from Corporate Leadership Council
http://www.in.gov/spd/files/Nicole_Andres_HR_Business_Partner_CLC.pdf
Final Thoughts…
Whether you think you can, or think
you can’t, you’re right!
Henry Ford
We can’t become what we need to be
by remaining what we are.
Max DePree, retired CEO, Herman Miller
The main thing is to keep the main thing
the main thing.
Steven Covey
Questions/Comments???
John Toller: tollerj@ecu.edu