Stop Beating Up HR About the Numbers!

Talent Management

Posted in Talent Management, Workforce Analytics, Workforce Management, Workforce Metrics, Workforce Planning on January 3rd, 2012 by Lois Melbourne – Be the first to comment

You have likely heard the whining or bashing around the topics of “Why isn’t HR doing more with Workforce Planning and Workforce Analytics?” If you are in these conversations you know there is a lot of banter about “people-people” not pursuing the science of the numbers in analytics; or that HR has a fear of the numbers, etc.

There are times when this positioning or these opinions are accurate. I have seen it myself when talking to human resource professionals about their analytics and workforce planning initiatives. There were times when I was really surprised at how ill prepared professional HR departments were to answer tough scenario questions about their workforce of the future. So, I went on a quest to figure out why they were unprepared? Why were they scared to tackle the numbers.

Just like our advice to HR departments launching workforce planning projects, you have to ask the right questions to get the right results. In this case, it was asking the questions of ‘Why?” It opened up an entirely different perspective.

They are not ready to attach workforce planning and workforce analytics, because read more »

7 Awful Succession Policies that You Need to Kick Out Now!

Posted in Succession Planning, Talent Management, Workforce Management, Workforce Planning on November 8th, 2011 by Lois Melbourne – Be the first to comment

Well how do you like that? The British Commonwealth countries have now decided it is okay to break tradition and make new laws that allow succession plans to transfer females, even if they have a little brother. More detail here . Yes, royalty have a different world to live by, but I have heard some pretty lame excuses for corporations to keep old outdated methods and traditions when it comes to their employee processes. And they are not all just related to succession planning. I thought I would create a list of the some of the really stupid decisions or policies that we see. If you don’t want your co-workers, peers or executives to roll their eyes and scoff at your ancient processes, get rid of these 7 succession policies NOW!

Awful Policy 1: Only Allowing Planners to Select Successors from the chain of command under a position

Successors should be the best candidates for the role regardless of the current department or position they hold in a company.

HR by The Numbers Part III: Talent Management

Posted in Succession Planning, Talent Management, Workforce Analytics, Workforce Metrics on July 27th, 2011 by Lois Melbourne – Be the first to comment

Much of Talent Management can be summed up by paraphrasing Jim Collins in “Good To Great”. It’s about getting the right people on the bus and in the right seats on the bus. It is paramount that you build the right paths for your talent pool to ensure that critical roles in the company stay filled and filled with the right people. Here are two key metrics to help you get there:

Successor Pool Coverage: How deep is your bench for critical roles? This is not just for succession planning in the highest levels of management. This is about replacement planning throughout the organization. read more »

The Talent Management of Champions

Posted in Leadership, Talent Management, Workforce Management on June 15th, 2011 by Lois Melbourne – 1 Comment

There are many analogies used comparing business to both war and sports. I believe the primal need to connect with winners or learn from winners and losers are a big part of it. Another reason is that both war and sports have visible, measureable, public results, so they are easy targets for storytelling. This blog is not about sports (although I have spent a fair amount of time this morning discussing the finer points of the games between the Miami Heat and the World Champion Dallas Mavericks). This is about what we can learn from pure team work, discipline and personal growth.

The man at the helm (The Boss) – Coach Rick Carlisle exuded a sense of confidence and calm and it rubbed off on the players. He wasn’t competing with his players. Coach Carlisle was orchestrating the right players to be on the court together when the right chemistry and skill sets were needed. He could see when someone was hot and when somebody needed to reset their rhythm. His role was not played out just during the big game (or presentation). He has been building the team work, the skills, the chemistry and pride for years.

Nowitzki and his shooting coach (Student and mentor) – Time and again, ESPN made reference to Dirk Nowitzki’s shooting coach, Holger Geschwindner. Nowitzki is universally regarded as one of the Top 25 NBA players of all time, but he still finds time to improve. I have been watching the Mavericks for many years. I used to get frustrated that so many free throws were missed, even by ace players. The discipline of practice is what yields an amazing consistency. This is why we look for people that have experience similar to the tasks we have at hand. We often need someone that has been doing the work and is familiar with the requirements. It takes practice to be the best, not just will and desire. The will and desire is what drives you repeatedly to practice and improve. During one of Dirk’s post game interviews he mentioned that if he had won one of these championships really early in his career, he may not have had the hunger and the drive needed to keep refining his game. We won’t know that for certain, but I know that we have watched Dirk work hard and dedicated himself to the Mavericks for many years striving towards his achievement of a Championship win.

The two Jasons (Veteran leadership) – Jason Kidd was a steadying influence and a true floor general while Jason Terry stepped up when Nowitzki struggled. That’s teamwork. Jason Kidd is a steady hand and rock for all of the players coming off and on the court. Jason Terry not only picked up his game and threw down amazing shots, he is the team cheerleader. Any time during the season that the fans were getting a bit too relaxed and not making enough noise, there was Jason “the Jet” Terry waving his arms and the crowd would go wild. He is a role model for building and keeping the spirit alive.

Barea (The Pace Setter) – J.J. is fast and does not know ‘no’ for an answer. He does not allow men a foot taller than him and standing in his way prevent him from getting to the basket. He is the team player with the optimism and can-do attitude that can be relied upon to keep the project moving and remind us that barriers are challenges that make us find a better way of doing things – not just the easy way.

Marion, Haywood, Chandler (The Supporting Cast of Gentlemen)- These are men of star quality themselves. They bring their skills to the game and make the star performers look good by enabling them to do their jobs which yield the big stats. They are critical. They are a joy to hear interviewed because they give credit to both their teammates and their competitors. This skill is developed throughout the Mavericks team. They support each other and they know they are a team. They are not stretching for the limelight, they share it together.

A supportive owner (Corporate support) – Owner Mark Cuban was deferential in his post-game interview, referring to the players’ efforts and essentially declined an interview. He brought Don Carter the founder of the Mavericks to the awards ceremony, so that the first owner of the Mavericks could take part in what he started. Cuban knows that he can see further only because he stands on the shoulders of giants like Carter, Carlisle and his players.

The Heat thought they were building a talent management Mecca with their cast of stars. However the team chemistry, supporting players and the discipline of consistency could not be overshadowed by high dollar pay checks of a few rock stars. There are many talent management lessons in the finals.

Congratulations Dallas Mavericks and thank you for the lessons and the amazing entertainment!

Cheers,

A devoted Mavs Fan!

Measuring your Talent Management AND for your Talent Management

Posted in Talent Management, Workforce Analytics, Workforce Metrics on May 16th, 2011 by Lois Melbourne – Be the first to comment

How successful have your talent management initiatives been? Can you see an improvement in your retention rates and your readiness rates for advancement? Has your exterior hire rate for key positions decreased? Can you even measure these things? A fixed ‘current rate’ isn’t near as impactful as the ability to see the trends over time, overlaid with other business drivers and sliced by the critical demographics. If you can’t measure the impact of your talent management investments, then you need to make some changes fast. Otherwise, you are destined to miss opportunities, not get funding for future initiatives, miss interpret the numbers and not adapt your programs for the future.

Measurement needs to happen in talent management from many perspectives. Two of them are very obvious. read more »

Talent Management