People Before Strategy
Michael Chan
Director, China/HK
Tel : (852) 2527 9797
Tel : 8621 6279 8832
Operationalize
Business Strategies
through
People Management
to Achieve Results
People Before Strategy
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Hay Methodology
Fields of Management
. A.
Process Mapping
Hay JA methodology
JE Guide Chart
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Coaching and
MMPI programs
BEI
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Methodology
Fields of Management
. A.
Process Mapping
Hay JA/JE
Guide Chart
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Executive / Masterful Coaching
MMPI
BEI
Concept of Work Culture
High Performing Organizations ...
How Value is Created
FUNCTION
NETWORK
PROCESS
TIME-BASED
Technical and specialist leadership
Reliability
Resource Management
Customer satisfaction
High service levels
Balanced returns
Venture driven
Entrepreneurship risk- taking
Effective partnerships
Speed to market
Technical edge
Exploring opportunities
These are the factors that need measuring and reinforcing
TECHNOLOGY
CUSTOMER
RELIABILITY
FLEXIBILITY
C-Sort
Hay 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 Organization
Very Infrequently/To a Small Extent/ In Few Parts of the Organization
Sometimes/To Some Extent/ In Some Parts of the Organization
Maximizing 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 the customer’s point of view (6)
Increasing decision making
speed (39)
Rewarding superior performance (23)
Pushing decision-making to the lowest levels (51)
Supporting the decision’s
of one’s 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 alliances
with other organizations (41)
Maintaining a high sense
of urgency (25)
Finding novel ways to capitalize on skills that people have (53)
Acquiring cross-functional knowledge and skills (49)
Encouraging expression of diverse 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 one’s point of view strongly (17)
Adapting quickly to changes in the business environment (42)
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Methodology
Fields of Management
. A.
Process Mapping
Hay JA/JE
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Executive / Masterful Coaching
MMPI
BEI
Organisation Structure / Processes
Field of Management
External Relations
Finance and Control
Marketing
Human Resource Management
Production
Physical Distribution (Logistics)
Research and Development
Secretarial and Legal
IRMA and Process Mapping
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Methodology
Fields of Management
. A.
Process Mapping
Hay JA/JE
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Executive / Masterful Coaching
MMPI
BEI
Job/Role Analysis
Nature and Scope of Activities
A Description of :
How the job is performed (Environment/Structure)
what is involved in achieving the Principal Accountabilities
Principal Accountabilities
List of End Results that are required from the jobholder
Key Performance Indicator
Measures of successful performance of the accountabilities
Competency/Skill Requirement
Skills and behaviors required for successful performance in the job and the organization
Organisation Relationship
is 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 1979
Job Evaluation
Technical
Know-How
Management
Breadth
Human Relations
Skills
Freedom
to Act
Area of
Impact
Nature of
Impact
Thinking
Environment
Thinking
Challenge
PROBLEM SOLVING
KNOW-HOW
ACCOUNTABILITY
}
Elements of Job Size
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Methodology
Fields of Management
. A.
Process Mapping
Hay JA/JE
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Executive / Masterful Coaching
MMPI
BEI
Hay/McBer
Competency Definition
Any motive, attitude, skill, knowledge, behaviour or other personal characteristic that is essential to perform the job, or differentiates average from superior performers
Underlying Competencies Become More
Important as Job Complexity Increases
Natural Tendencies and Traits
Task- Related Knowledge and Skills
For Example:
Knowledge of Electronics, Companies Products, Labor Relations, Law Skill in active listening, Negotiating
For Example:
Tenacity
Initiative
Interpersonal Sensitivity
Self Confidence
Job Complexity
Relative Importance
High
Low
Iceberg Model of Competencies
Knowledge
Skill
Social Role
Self-Image
Trait
Motive
Information that a person has in a particular area
The image one projects to others (“outer-self”)
A general disposition to behave in a certain way
Behavioural demonstration of expertise
A person’s sense of identity and worth (“inner-self”)
Recurrent thoughts that drive behaviour
The Four-Circle Model
Four key factors affecting organisational performance
Individual Competencies
Organisational Climate
Managerial Style
Job Requirements
Managerial Effectiveness
Critical EI Competencies
Self Awareness
Social Awareness
Self Management
Social Skills
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence
Empathy
Organizational Awareness
Self-Control
Trustworthiness
Conscientiousness
Adaptability
Achievement Orientation
Initiative
Influence
Developing Others
Service Orientation
Leadership
Communication
Change Catalyst
Conflict Management
Building Bonds
Teamwork & Collaboration
The Four-Circle Model
Four key factors affecting organisational performance
Individual Competencies
Organisational Climate
Managerial Style
Job Requirements
Managerial Effectiveness
Competency Model
The Four-Circle Model
Four key factors affecting organisational performance
Individual Competencies
Organisational Climate
Managerial Style
Job Requirements
Managerial Effectiveness
Research Has Identified Six Managerial Styles:
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
What Styles Do I Think
I am Using?
0
%
1
0
%
2
0
%
3
0
%
4
0
%
5
0
%
6
0
%
7
0
%
8
0
%
9
0
%
1
0
0
%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
©1999 McBer and Company, Inc. All rights reserved
Managerial Style Inventory
Participant Version
Asia Norms
66=Dominant
50-65=Backup
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
What Styles Do They Perceive Me Using?
0
%
1
0
%
2
0
%
3
0
%
4
0
%
5
0
%
6
0
%
7
0
%
8
0
%
9
0
%
1
0
0
%
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Managerial Style Inventory
Employee Version (N=5)
Asia Norms
66=Dominant
50-65=Backup
©1999 McBer and Company, Inc. All rights reserved
The Four-Circle Model
Four key factors affecting organisational performance
Individual Competencies
Organisational Climate
Managerial Style
Job Requirements
Managerial Effectiveness
Six climate dimensions relate to performance:
Flexibility
Standards
Team Commitment
Responsibility
Rewards
Clarity
Research indicates...
High Performing Leaders and Managers Create Better Climates
Organizational Climate of Outstanding and Typical Executives
Responsibility
Rewards
Team Commitment
0
10
20
30
40
50
60
70
80
90
100
Flexibility
Standards
Clarity
Total
Organizational Climate
Good Executives
Outstanding Executives
Climate Dimensions
Employee Assessment
The Results of
Investing in Competencies
Hay/McBer Competency Method Produces Superior Hires
L’Oreal Salesforce Candidate Selection, 1988-1990
15%
41%
6%
0%
78%
%
%
%
21%
0%
Quit or Fired
Candidates for
Promotion
Promoted to
Management
Achieved
Sales Quota
Average Sales
Increase
Per Quarter
Focusing on the right competencies has direct business impact
33 candidates hired using the Hay/McBer
competency method
44 candidates hired conventionally
Strategically Applying Competencies
Reward
How will
employees be compensated?
Recruitment and Selection
How should qualified candidates be identified, assessed and selected?
Career Planning
How can we help employees realise their potential and aspirations?
Competency
Model and
Profiles
Training & Development
What 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 Management
How will we drive superior performance?
Mission / Vision
Strategy
Work Culture
Strategy
De-code
Performance Management System
Succession Planning
Org. / Management Development Planning
Training / Development
Reward Strategy & System
Recruitment / Staffing
Organisation Structure / Processes
Mission / Vision
Job Evaluation
Grading
Role Clarification
Job Analysis
Key Performance Indicator
Organisation Culture
(Values)
Target Job Competencies
Individual Competencies
C-Sort
Methodology
Fields of Management
. A.
Process Mapping
Hay JA/JE
Hay Methodology
Competencies Modeling
PSE / PVQ
LSI / MSI
OCS / ECI
4 Circle Model
Iceberg Model
Engaged Performance
HLS
Paynet External Competitiveness
Executive / Masterful Coaching
MMPI
BEI
Engaged Performance
Alignment
of
Business
Strategy
Alignment
of
HR
Strategy
Alignment
of
Employee
Needs
Engaged Performance
Business Model……………....People Model
Total Reward
R
E
W
A
R
D
R
E
M
U
N
E
R
A
T
I
O N
Lifestyle
Workstyle
Building for the Future
Quality of Work
Tangibles
Cars
Clubs
Discounts
Retirement
Health & Welfare
Holidays
Annual Incentive
Bonus/Spot Awards
Base Salary
Hourly Wage
Common Examples
Emotional Reward
Active
Benefits
Passive
Benefits
LTI
Reward Elements
Short Term Variable
Base Cash
Definition
Stock / Equity
Performance Shares
T O T A L
T O T A L
TOTAL
D
I
R
E
CT
T
O
T
A
L
C
A
S
H
Intrinsic
All things to which we can assign a monetary value
COMP E N S A T I O N
Internal value or motivation
Extrinsic
Engaged Performance
An Employee and Employer Benefit
Creating the Right Environment Sends a Message to Employees About the Company’s Values
EMPLOYER BENEFIT
Innovation, Optimal Performance, Sustained Competitive Advantage, Higher Shareholder Return
EMPLOYEE BENEFIT
Energize Employees (Physical, Mental and Emotional Wellness)
Enhance Quality of Life
Hay/McBer: Excellence in Research
