Talent & Leadership Development
NICE Organizational Development
About
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Software solutions that take organizations from insight-to-impact, addressing
three main business segments:
• Enterprises
enhancing the customer experience and increasing revenues through the
contact center
• Financial institutions
ensuring compliance and preventing financial crime
• Government agencies, public and private organizations
ensuring safety & security
The NICE Offering
NICE
ENTERPRISE
Customer
Interactions
NICE
SECURITY
Safety & Security
NICE
ACTIMIZE
Financial Risk &
Compliance
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NICE (NASDAQ: NICE)
1986
Founded
Customers
Countries
* Per guidance provided on July 27, 2011
Expected full
year non-GAAP
2011 revenues*
Service
Professionals
Successful Acquisition History
Fizzback
CyberTech
IEX
WFM
Performix
PM
Hannamax
2002
Thales
EMEA Public
Safety
2003
2004
2005
2006
2007
AVT
eglue
QPC
Real-time
Analytics &
BO
2008
2009
Hexagon
Dictaphone
Market share
FAST
Actimize
Financial Crime
Analytics
Syfact
2010
Fortent
Financial Crime
Analytics
2011
Orsus
Security
Situation
Management
Lamda
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The Cultural Journey
 Crossing the 1 Billion $ Mark
 From Silos to ‘ONE NICE’
 Creating a shared cognition and value set
 From Local to Global to ‘Glocal’
 Personalized local practices, little coordination
 From start-up mode to scalability
 Ad hoc culture to broad perspective
 Building the infrastructure for HR process and systems
 From short term to balancing short and long term
 Balancing execution and planning
What about Talent Development?
All are a talent and
Every talent matters…
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Development – Populations and Programs
High Potential
Management
Customized
Managers
Employees
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The Managerial Competencies Suite
Lead the NICE Way
 Create one managerial language,
culture and unified managerial
standards
 Support an ongoing development
process that provides managers
tools to deal with their evolving
role
 Breaking the Silos
 Instill empowerment and style
Managerial Competencies - The Three Responsibilities
Driving
Business
Accountable for maintaining a
winning company
Achieve the desired results
Meeting our customers’ needs
Keep NICE’s leading position in
the market
Ensure people work in a smart
way and that teams collaborate
for the success of the company.
Cultivate practices of innovation
and excellence
Enhancing
Culture
Leading
People
Connect people to a joint vision, ensure
they understand how their work
contributes to the company success and
motivate them to feel pride in their work.
Set expectations, enhance the
performance of individuals and hold
people accountable for “What “ and “How”
they accomplish results.
Create and expand the value proposition
for our employees, which makes NICE a
great place to work.
Create and sustain the right
organizational climate, in which the
communication is clear, the ways to
influence are simple and
straightforward, and people can
easily adapt to the dynamic and
competitive environment.
Role model and hold others
accountable for NICE values
Be a role model and promote desired
behaviors for the NICE way of doing
things.
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Managerial Competencies
Managerial Competencies - Career Shifts
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Individual
Contributor
People
Managers
Managers of
Managers /
Functional
Business
Managers
We Have a GREAT Model, So What?
Significant (Dollar & Time) Investment and
Branding
Mandatory participation
Making the
Program Work
Choice of ‘Winning Horses’ for first training = SLII
Global spread / Regional touch
HR Teams in a formal professional role
Senior managers involvement
A dependable, planned, rhythm
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Managerial Development Curriculum
X
On Demand
NA
Available for Regional Program
Open to all mangers
Not Available Yet
The Learning Approach
Mandatory Training
Phase 1*:
Push
Structured
Programs
• Managers will receive an
invitation to a program per
regional / divisional needs
• All new managers (hire /
promoted) enter phase 1
1. Role Perception – The NICE Manager
2. Situational Leadership
3. Additional content per curriculum and regional discretion.
* Phase 1 is a prerequisite to enter phase 2
Phase 2 (early adaptors 2012):
1. Your Leadership Signature
2. Additional content per curriculum and regional discretion.
Global Infrastructure
Pull
On
Demand
learning
• Managers are invited to
register to sessions of interest
• Focused on basic modules and
refreshment of Situational
Leadership
• The managerial development
offering will be published in
advance
1.
Establish global webinars:
o 1-3 global webinars per quarter : Situational Leadership,
Delivering tough messages, Remote mgmt
2. Strategic learning hubs for in class training:
Why Did We Choose Situational Leadership® II
A model for leading and developing individuals so that they reach
the highest levels of performance based on the task or goal
• Becomes a behavioral code – integrated in the culture
• Translated to daily action – simplifying a very complex environment
• Associated with the organization’s goals
• Global – one language
• Approach, skills, habits
© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
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Situational Leadership® II
© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
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SUPPORTIVE BEHAVIOR
SUPPORT BEHAVIOR
SUPPORT BEHAVIOR
SUPPORTIVE / INSPIRING
BEHAVIOR
Individual and Organizational Transformation
through a Shared Leadership Model
DIRECTIVE / FOCUSING
BEHAVIOR
Organization
PROVIDING DIRECTIVE
BEHAVIOR
DIRECTIVE BEHAVIOR
Teams
One-to-One
DIRECTIVE BEHAVIOR
Self
© 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
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SIMPLE !
© 2012 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
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Leadership
Leadership is an influence process.
It is working with people to
accomplish their goals and the
goals of the organization.
© 2011 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 16600 • V081507
Situational
Situational Leadership®
Leadership® II II
A model for leading and developing individuals so that they reach the
highest levels of performance based on the task or goal
• Becomes a behavioral code – integrated in the culture
• Translated to daily action
• Associated with the organization’s goals
• Global – one language
• Approach, skills, habits
© 2011 The Ken Blanchard Companies. All rights reserved. Do not duplicate.
The 3 Skills of a Situational Leader
• Diagnosis - assessing development needs
• Flexibility - using a variety of leadership
styles comfortably
• Partnering for Performance - reaching
agreements with others about the leadership
style they need
‫גמישות‬
‫מנהיגותית‬
‫אבחון רמת יכולות‬
‫ומחויבות‬
®
The Purposes of Situational Leadership II
• To increase the quality and frequency of
conversations about performance and
development
• To develop a common language for
leadership
• To develop others’ competence, confidence,
and motivation so they learn how to provide
their own direction and support
• To value and honor differences
Leaders’ 3 alternatives
Under
supervision
Frustration
Unsatisfied
Replace
The
Leader
Match
Over
supervision
Frustration
Unsatisfied
Replace
Phase 2 Guiding Principles
 MOMs: Empowering Managers – Leading from the Middle
 1st Line Managers: Establishing My Personal Managerial Style
 Deepening the language – SLII On Demand
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Challenges
 Consistency & Discipline
 Teaching the organization to consume
‘on demand’ training
 Keeping excitement, inventing new
attractions, progressing
 Business challenges that consume the
organization and overshadow long term
activities
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