Effron - IQPC TM Conference

One Page Talent Management
Eliminating Complexity, Adding Value
IQPC 13th Annual Talent Management Summit

September 28. 2010
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
A Quick Introduction
Marc Effron
President
Writing Consulting Volunteering Speaking
Build Better Talent,

Faster
Corporate Dominance
2
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly
A Short Story . . .
3
They Don’t Think We Can Deliver
Deloitte’s Aligned at the

Top study says:
“ there’s an increasing
tension between company
needs and HR's ability to
deliver ”
4
They Doubt Our Capabilities
BCG’s The Future of HR

in Europe says:
“ HR executives face a
credibility gap when it
comes to executing basic
HR duties ”
5
They Challenge Our Knowledge
McKinsey says:
“The executives criticized HR
professionals for lacking
business knowledge,
observing that many of them
worked in a narrow
administrative way rather
than addressing long term
issues such as talent strategy
and workforce planning.”
6
Even HR Rates Its Performance Low
The New Talent Management
Network
2010
State of Talent State of Talent Management
Management
2010
Less than 50% rated
assessment, development
planning, engagement and
executive coaching as
“Effective”
Even lower ratings for

New Talent Management Network
simplicity, transparency and
accountability
7
Why Isn’t It Working?
This seems strange since . . .

● The science is sound
● HR is an educated group
● Our leaders want the results
● We have formal TM groups focused on this
8
Let’s Start with What We Know
1. The behavioral science is sound

2. Talent processes work if implemented
3. Line managers are rational
9
So What If We . . .
Identified the business goal, then:
1
Start with the • What’s actually proven to achieve the proposed
Science business goal?
2
• How few steps and how little data will take us from the
Eliminate core science to the business outcome?
Complexity,
• How can this process/tool help managers make
Added Value
smarter business decisions? Create some cake-mix?
3
Create • How will managerial accountability be enforced?
Accountability
• How can the process be as transparent as possible?
& Transparency
10
One Page Talent Management
One Page Talent Management radically

1 challenges conventional HR & TM thinking. It’s
Start with the • What’s actually driven by
proven to the belief that:
achieve the proposed
Science business goal?
ur practices are academically correct but
practically deficient
2
• How few steps and how little data
nly execution will
delivers take us from the
value
Eliminate core science to the business outcome?
Complexity, wo things matter (maybe three) in each practice
• How can this process/tool help managers make
Added Value
smarter business decisions?
e have addedCreate some
complexity cake-mix?
without adding value
3
Create • How will managerial accountability be enforced?
Accountability
• How can the process be as transparent as possible?
& Transparency
11
OPTM is Not a Design Gimmick . . .
It’s how we can achieve

the true potential of
human resources
12
The Attractive Distraction of Complexity
Complexity Creep
● Product designers love the “wow” factor
● Consumers love the “wow” factor, until . . .
they actually have to use it
● Then they prefer “point and shoot”
Complexity is easy to make, market and sell, but

complexity without value does not work
13
The Value/Complexity Curve
The Value/Complexity Curve™
Stop
Value Added for Manager
Caution
Continue
Effort/Complexity Added
14
OPTM Performance Management
The Science
• Harder goals motivate better
• Goals should align with self-interest
• Too many goals reduces effort on each
?
So why have . . .
Individual goal 10 different Individual goal

ratings objectives weights
Competency-based Fancy goal labels

assessments
15
● Business Objective: Employees understand their goals;

they’re fairly evaluated at year end
● Maximize value/minimize effort
– Reduce complexity – No more than four goals, no goal
labels (crutch!), no competency ratings
– Remove false precision – Delete goal ratings and
weightings
– Stop doing what’s not proven, i.e. employees
participate in goal setting
– Stop worrying about the scale – it doesn’t matter!
16
Performance Management Plan – 2010
Associate Manager: Keep it SIMple
Focus on Name:
Title:
HR Generalist:
Specific,Important (business and employee), Measurable
essential info Dept:
• What is the goal? 1 Describe the Associate’s performance goals for the year (in order of priority)
• How will you measure Goal Metric

A
results? Results
• Was it achieved?
Goal Metric
B
Results
Goal Metric
Maintain Balance of C
Results
“What/How”
• Behaviors critical to D
Goal Metric
achieve these goals Results
2 Describe the two behaviors that are most critical to achieve the goals listed above.
Reduce A. B.
unnecessary info
Summary
• Rating: 1 – 5 with no 3
Rating
Comments
labels, weighting or
4 Signature & Date “We have agreed to these objectives” At goal setting “A performance evaluation was conducted” At year-end review
needless complexity Employee Employee
Manager Manager
17
Transparency and Accountability
Accountability Transparency
● “Time bomb” communications ● Full transparency about the

● Series of reminders increasing process
in importance ● Everyone knows their ratings
● “Managed” distributions ● Distribution, if any, is known
● CEO role modeling
18
OPTM Associate Engagement
The Science
● Higher engagement leads to more employee discretionary
effort that benefits the firm
So why do we see . . .
● Questionnaires with 120 questions?
● Little focus on making follow up easy?
● No individual accountability for improving results?
19
OPTM Associate Engagement
● Business Objective: Managers take the “right” actions to
increase engagement
● Minimize Complexity
– 45 questions
– Practical, so easy to act on results
● Add Value
– Proprietary algorithm gives managers customized
analysis and recommendations
– No additional survey analysis required for a manager to
take action
20
Engagement Summary Page for: Marketing – Asia
Results overview
Your Score: Your Change: Your Goal: Goal Met:
63% 4% 3% Yes
Which areas have the most power to increase engagement?

Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong,
Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change.
Strong Focus on essentialModerate
info Weak
Dimension Power Dimension Power Dimension Power
• What was our improvement goal?
My manager 1.5:1 Senior Mgmt. 5:1 Communication 12:1
Our strategy • How did my
2:1 Teamgroup score?
What, specifically should the manager work 7:1 Diversity 13:1
strength
• How did the company score? 7:1
onGrowth opp’s
to increase 3:1
engagement? Empowerment Work Environ. 13:1
What will drive engagement for your group?

The items listed are those that are statistically shown to have the most potential to increase overall engagement in your
group. They are not necessarily
How those items with the
Powerful arelowest
Thescores. You should act on these questions before taking action
Drivers?
on other survey questions.
(i.e. where should a manager focus
Key drivers (shown inhis or her
order time) for action)
of priority Item Score
#23. My manager sets clear performance goals (My manager) 67%
#12. I understand how my job contributes to the achievement of our business goals (Our 59%
#4. strategy)
I have sufficient opportunities for professional development (Growth Opportunities) 55%
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● In VPs performance plan; set ● All managers had to share

increase each year results within one month of
● Many VP’s rolled this receiving data; action plan within
accountability down the chart two months of receiving data
● All data shared at executive
team meeting
22
The OPTM 360
The Science
● Feedback with follow-up often results in improved
behaviors
So why do we see . . .
● Meaningless scales (I’m a 3 out of 5?)
● 50, 60, 70 questions?
● Long and confusing 360 reports?
23
The OPTM 360
● Business Objective: Leaders behave in a way that supports
the business strategy
● Eliminate Complexity
– Minimum number of questions (30)
– Unique scale – “Do much more” to “Do much less” –
instantly prioritizes development actions
● Add Value
– One page report with three priorities
– Feedforward “Stop, Start or Continue” for each priority
24
The OPTM 360 Unique Scale
• Do much more – Do much less
• What should change, not are
you proficient?
25
The OPTM 360
Clear Priorities
• Focused on top three
areas for change
26
The OPTM
A one-page 360of Report
summary your (OKVerbatim
– two pages)
advice about
top three priorities for change specifically how to change
27
● Formal or informal, but must ● Results shared widely (manager,

have teeth (i.e. considered in HR leader, talent leader, maybe
criteria for promotion, moves, others)
development opportunities) ● Behaviors mattered when
making promotion and
movement decisions
28
Who’s using it/does it work?
● Who’s already implementing OPTM? American Express,
Avon, IBM, General Mills, MasterCard among others
● Some hard metrics
– Quantitative metrics
• Engagement up 60%  72% from 2006 – 2009
• Manager provides timely and helpful feedback: + 20%
• Manager plans for my professional development: + 15%
• Manager clearly communicates performance goals: + 9%
– Qualitative metrics
• Line managers saying “thank you for new PM process” (!)
• Executive team said they’re making faster, more fact-based talent decisions
• Able to make the talent moves we wanted, when we wanted to
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Getting Started
● Remember, most exec’s not happy with state of HR & talent
● As an HR professional, do you fit better at Company #1 or
Company #2?
1. Take off your HR hat; forget your hard-earned HR knowledge

2. Select one practice you own or have input to
3. Pick your favorite effectiveness driver – simplicity,
accountability or transparency
4. Answer the question, “What one thing could we do to
increase (simplicity) in the next 30 days?”
5. If you’re ambitious, answer, “What one thing could we do to
add more value to a manager in this process?”
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Some Quick and Easy Metrics
● Simplicity: Is it embarrassingly easy?

● Accountability: Why should they?
● Transparency:
– Can they describe the process?
– Do they know the outcomes?
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In Closing . . . .
● Simple works – the facts prove it
● You can do it – others have (and more will soon)
● It’s in your hands – make it happen
Thank you!
Questions please!
For more information, www.talentstrategygroup.com
marc@talentstrategygroup.com
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One Page Talent Management

Eliminating Complexity, Adding Value

IQPC 13th Annual Talent Management Summit

Writing Consulting Volunteering Speaking

Build Better Talent,

Deloitte’s Aligned at the

BCG’s The Future of HR

Even lower ratings for

This seems strange since . . .

1. The behavioral science is sound

One Page Talent Management radically

It’s how we can achieve

Complexity is easy to make, market and sell, but

Individual goal 10 different Individual goal

Competency-based Fancy goal labels

● Business Objective: Employees understand their goals;

• How will you measure Goal Metric

● “Time bomb” communications ● Full transparency about the

Which areas have the most power to increase engagement?

What will drive engagement for your group?

● In VPs performance plan; set ● All managers had to share

● Formal or informal, but must ● Results shared widely (manager,

1. Take off your HR hat; forget your hard-earned HR knowledge

● Simplicity: Is it embarrassingly easy?

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