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People Before StrategyMichael ChanDirector,China/HKTel:(852)2527 9797Tel:8621 6279 8832Operationalize Business Strategies throughPeople Managementto Achieve ResultsPeople Before StrategyMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort Hay MethodologyFields of ManagementI.R.M.A.Process MappingHay JA methodologyJE Guide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External Competitiveness Coaching and MMPI programsBEIMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEGuide ChartHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIConcept of Work CultureHigh Performing Organizations.How Value is CreatedFUNCTIONNETWORKPROCESSTIME-BASEDTechnical and specialist leadershipReliabilityResource ManagementCustomer satisfactionHigh service levelsBalanced returnsVenture drivenEntrepreneurshiprisk-takingEffective partnershipsSpeed to marketTechnical edgeExploring opportunitiesThese are the factors that need measuring and reinforcingTECHNOLOGYCUSTOMERRELIABILITYFLEXIBILITYC-SortHay Functional Work Culture Model“Our Functional Work Culture Rewards,Encourages and Supports the Following Behaviors and Activities.”Very Frequently/To a Great Extent/In Most Parts of the OrganizationVery Infrequently/To a Small Extent/In Few Parts of the OrganizationSometimes/To Some Extent/In Some Parts of the OrganizationMaximizing customer satisfaction(4)Limiting the downside of risks(32)Establishing clear,well-documented work processes(19)Minimizing unpredictability of business results(45)Being highly organized(7)Maintaining existing customer accounts(11)Being precise(48)Providing secure employment(3)Being loyal and committed to the company(55)Maintaining clear lines of authority and accountability(18)Treating employees fairly and consistently(22)Using proven methods to serve existing markets(8)Anticipating changes in the business environment(35)Minimizing human error(52)Establishing clear job descriptions and requirements(26)Using limited resources effectively(15)Quality checking subordinates work(44)Attracting top talent(21)Supporting top management decisions(50)Delivering reliably on commitments to customers(13)Developing new products or services(54)Selling successfully(16)Continuously improving operations(20)Gaining the confidence of customers(46)Using resources outside the company to get things done(33)Respecting the chain of command(37)Responding to customer feedback(30)Participating in training and continuing education(31)Achieving budgeted objectives(56)Providing employees with resources to satisfy customers(10)Demonstrating understanding of thecustomers point of view(6)Increasing decision making speed(39)Rewarding superior performance(23)Pushing decision-making to the lowest levels(51)Supporting the decisionsof ones boss(2)Tolerating well-meaning mistakes(29)Encouraging innovation(40)Taking initiative(36)Pioneering new ways of doing things(24)Being flexible and adaptive in thinking and approach(14)Taking action despite uncertainty(43)Applying innovative technology to new situations(28)Capitalizing on windows of opportunity(27)Establishing new ventures or new lines of business(12)Building strategic allianceswith other organizations(41)Maintaining a high senseof urgency(25)Finding novel ways to capitalize on skills that people have(53)Acquiring cross-functional knowledge and skills(49)Encouraging expression ofdiverse viewpoints(47)Encouraging teamwork(1)Capitalizing on creativity and innovation(34)Organizing jobs around capabilities of individuals(38)Significantly decreasing cycle times(9)Experimenting with new management techniques(5)Promoting ones point of view strongly(17)Adapting quickly to changes in the business environment(42)Mission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIOrganisation Structure/ProcessesField of ManagementExternal RelationsFinance and ControlMarketingHuman Resource ManagementProductionPhysical Distribution(Logistics)Research and DevelopmentSecretarial and LegalIRMA and Process MappingMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIJob/Role AnalysisNature and Scope of ActivitiesA Description of:How the job is performed(Environment/Structure)what is involved in achieving the Principal AccountabilitiesPrincipal AccountabilitiesList of End Results that are required from the jobholderKey Performance IndicatorMeasures of successful performance of the accountabilitiesCompetency/Skill RequirementSkills and behaviors required for successful performance in the job and the organizationOrganisation Relationshipis a system for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative value of jobs to an organisation.“The term job evaluation refers to a formal procedure for hierarchically ordering a set of jobs or positions with respect to their value or worth,usually for the purpose of setting pay rates.”National Academy of Sciences 1979Job EvaluationTechnicalKnow-HowManagementBreadthHuman RelationsSkillsFreedomto ActArea of ImpactNature ofImpactThinkingEnvironmentThinkingChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITYElements of Job SizeMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIHay/McBer Competency DefinitionAny motive,attitude,skill,knowledge,behaviour or other personal characteristic that is essential to perform the job,or differentiates average from superior performersUnderlying Competencies Become More Important as Job Complexity IncreasesNatural Tendencies and TraitsTask-Related Knowledgeand SkillsFor Example:Knowledge of Electronics,Companies Products,Labor Relations,Law Skill in active listening,NegotiatingFor Example:TenacityInitiativeInterpersonal SensitivitySelf ConfidenceJob ComplexityRelative ImportanceHighLowIceberg Model of CompetenciesKnowledgeSkillSocial RoleSelf-ImageTraitMotiveInformation that a personhas in a particular areaThe image one projectsto others(“outer-self”)A general disposition tobehave in a certain wayBehavioural demonstrationof expertiseA persons sense of identityand worth(“inner-self”)Recurrent thoughtsthat drive behaviourThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performanceSelfAwarenessSocialAwarenessSelfManagementSocial SkillsEmotional Self-AwarenessAccurate Self-AssessmentSelf-ConfidenceEmpathyOrganizational AwarenessSelf-ControlTrustworthinessConscientiousnessAdaptabilityAchievement OrientationInitiativeInfluenceDeveloping OthersService Orientation LeadershipCommunicationChange CatalystConflict ManagementBuilding BondsTeamwork&CollaborationCritical EI CompetenciesThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performanceCompetency ModelThe Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performanceResearch Has Identified Six Managerial Styles:vvCoerciveCoercivevvAuthoritativeAuthoritativevvAffiliativeAffiliativevvDemocraticDemocraticvvPacesettingPacesettingvvCoachingCoaching0%10%20%30%40%50%60%70%80%90%100%10%20%30%40%50%60%70%80%90%100%1999 McBer and Company,Inc.All rights reservedManagerial Style InventoryParticipant VersionAsia Norms66=Dominant50-65=BackupCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachingWhat Styles Do I Think I am Using?0%10%20%30%40%50%60%70%80%90%100%CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching10%20%30%40%50%60%70%80%90%100%Managerial Style InventoryEmployee Version(N=5)Asia Norms66=Dominant50-65=Backup1999 McBer and Company,Inc.All rights reservedWhat Styles Do They Perceive Me Using?The Four-Circle ModelIndividual CompetenciesOrganisational ClimateManagerial StyleJob RequirementsManagerial EffectivenessFour key factors affecting organisational performance Six climate dimensions relate Six climate dimensions relate to performance:to performance:vv FlexibilityFlexibilityvv StandardsStandardsvv Team CommitmentTeam Commitmentvv ResponsibilityResponsibilityvv RewardsRewardsvv ClarityClarityResearch indicates.Organizational Climate of Outstanding and Typical ExecutivesResponsibilityRewardsTeam Commitment0102030405060708090100FlexibilityStandardsClarityTotalOrganizational Climate Good ExecutivesOutstanding ExecutivesClimate DimensionsEmployee AssessmentHigh Performing Leaders and Managers Create Better ClimatesThe Results of Investing in CompetenciesHay/Hay/McBerMcBer Competency Method Produces Superior Hires Competency Method Produces Superior HiresLOreal LOreal SalesforceSalesforce Candidate Selection,1988-1990 Candidate Selection,1988-199015%15%41%41%6%6%0%0%78%78%68.7%68.7%18.7%18.7%10.5%10.5%21%21%0%0%Quit or FiredQuit or FiredCandidates forCandidates forPromotionPromotionPromoted toPromoted toManagementManagementAchievedAchievedSales QuotaSales QuotaAverage SalesAverage SalesIncreaseIncreasePer QuarterPer Quartern nFocusing on the right competencies has direct business impactFocusing on the right competencies has direct business impact33 33 candidates hired using the Hay/candidates hired using the Hay/McBerMcBer competency methodcompetency method44 44 candidates hired conventionallycandidates hired conventionallyRewardHow willemployees be compensated?Recruitment and SelectionHow should qualified candidates be identified,assessed and selected?Career PlanningHow can we help employees realise their potential and aspirations?CompetencyModel and ProfilesTraining&DevelopmentWhat are the development requirements for our roles?How can we build these capabilities?Succession Planning and Work Force Audit What capabilities do we have?What do we need?Performance ManagementHow will we drive superior performance?Strategically Applying CompetenciesMission/VisionStrategyWork CultureStrategy De-codePerformance Management SystemSuccession PlanningOrg./Management Development PlanningTraining/DevelopmentReward Strategy&SystemRecruitment/StaffingOrganisation Structure/ProcessesMission/VisionJob EvaluationGradingRole ClarificationJob AnalysisKey Performance IndicatorOrganisation Culture(Values)Target Job CompetenciesIndividual CompetenciesC-Sort MethodologyFields of ManagementI.R.M.A.Process MappingHay JA/JEHay MethodologyCompetencies Modeling PSE/PVQLSI/MSIOCS/ECI 4 Circle ModelIceberg ModelEngaged PerformanceHLSPaynet External CompetitivenessExecutive/Masterful CoachingMMPIBEIAlignment of Business StrategyAlignment of HRStrategyAlignment of EmployeeNeedsBusiness Model.People ModelEngaged PerformanceR RE EWWA AR RD DR RE EMMU UN NE ER RA AT TI IOON NlLifestylelWorkstylelBuilding for the FuturelQuality of WorklTangibleslCarslClubslDiscountslRetirementlHealth&WelfarelHolidayslAnnual IncentivelBonus/Spot AwardslBase SalarylHourly WageCommon ExamplesEmotional Emotional RewardRewardActive BenefitsPassiveBenefitsLTIReward ElementsShort Term VariableBase CashDefinitionlStock/EquitylPerformance SharesT O T A LT O T A LT O T A LT O T A LTOTALDIRECTTOTALCASHIntrinsicAll things to which we can assign a monetary value COMP ENS A T I O NInternal value or motivationTotal RewardExtrinsicEngaged PerformanceAn Employee and Employer Benefit Creating the Right Environment Sends a Message to Employees About the Companys ValuesEMPLOYER BENEFITInnovation,Optimal Performance,Sustained Competitive Advantage,Higher Shareholder Return EMPLOYEE BENEFITEnergize Employees(Physical,Mental and Emotional Wellness)Enhance Quality of LifeHay/McBer:Excellence in Research
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