Best Practices in Developing and Attracting Key Employees. Robert Parent, Ph.D. Professor of Strategy Michel Delorme Professor of Human Resources Faculty of Administration University of Sherbrooke. What Do We Mean By Best Practices?.
Best Practices in Developing and Attracting Key Employees
Robert Parent, Ph.D.
Professor of Strategy
Professor of Human Resources
Faculty of Administration
University of Sherbrooke
"Hiring, retaining, and developing great people is the biggest challenge and single greatest key to the success of any business"
--Scott McNealy, CEO, Sun Microsystems
Know the company:
Procedures (follow)Past success
Break from the past
See old things in new ways
Enhance variance (increase diversity)
Focus on learning
Explore (new competencies required)
Exploit (competencies required =
continue to do what has brought us our success)
"The relationship we have with our people and the culture of our company is our most sustainable competitive advantage".
Howard Schultz, the founder of Starbucks
"Our culture is our competitive advantage".
Mike Smith, CEO Lands' End
According to the Fuqua Report, the top two reasons people join a company are the opportunity for personal growth and the culture; core culture is seen as the key driver to individual growth.
Placing leaders who enthusiastically embrace the strategy and culture into key positions;
Communicating the need for this strategy and culture in every possible way;
Establishing measures and rewards that reflect and reinforce the strategy and culture;
Using management development as a tool to create understanding and deepen the commitment to the strategy and culture throughout the organization.
1)Develop a Competency Approach to Managing Human Assets
2)Create a Culture of Learning (Become a Learning organization)
3)Create a Leadership Development Program
4)Create a Culture of Coaching
5)Partner with a Local University
6)Build a Corporate University
7)Treat Management Education as a Business
Develop a Competency Approach to Managing Human Assets
Sense of urgency
COMPETENCIES (skills, knowledge and abilities)
External and internal customer responsiveness
Focus on developing leaders
You can't develop or find what you’re not looking for.
Define the ideal employee and build your staffing and development programs to support finding or developing to that profile.
Here are a few examples:
Clarifies where you are and where you need to be as an organization
Creates a shared understanding of competency needs
Crystallizes your culture
Takes a bit of time
The definition of a learning organization is one that is skilled in creating, acquiring, interpreting, transferring and retaining knowledge, and at purposefully modifying its behavior to reflect new information and insights.
Creates a culture of learning and change management
Symbol of a world-class organizations – the type people want to work or
Encourages cross-functional cooperation
Hard to do - without expertise
1- the organization recognizes the importance of leadership to its business success.
2- GE has a specific process for developing leadership talent (30-year-old succession planning system):
3- GE defines leadership behaviorally. All GE leaders are held accountable both for "making the numbers" and for "living the values".
Making the numbers:
Annual cash contributions
Market share gains
Living the values:
Customer/ quality focus
4- GE uses the the leadership competencies to integrate a number of management practices with the purpose of building quality of leadership. These include:
Reinforces the alignment of leadership activities to the strategy and culture
Symbol of commitment to leadership and learning
Develop the reputation of building leaders
Reinforces cross functional cooperation
Risk of loosing good leaders developed by your organization
Reinforces commitment to developing leaders
Reinforces commitment to cross functional cooperation
Reinforces commitment to knowledge management
Requires some coordination
Danger of creating
an elitist mentality
Partner with a Local University
Executive Education Center at U de S
Between 1998 and 2001 corporate students enrolled in custom corporate programs have increased by 340%
2 International MBA's
Executive MBA (First executive MBA in Canada)
DBA geared toward practitioners
Standard Life (offered 30 times)
Bombardier Aerospace (Combination coaching and leadership)
Prévost Car - Volvo
Johnson & Johnson
Symbol of commitment
University's values must align with yours
Corporate Universities in the U.S. & Canada
2005 (projected) 2000
(Budgets ranging from 20 to 60 million US)
Grottonville, New York (The Grandfather of Corporate Education Centers).
Entry-Level Level Leadership Programs
Masters-Level Level Leadership Programs
HR Leadership Program
Risk Management Leadership Program
Global Leadership Development Program
Marketing Leadership Development Program
Fully adapted to your needs
Symbol of corporate commitment to development and learning
Not invented here syndrome
Measure against objectives
Fund the activity as a business
Focus is on results
Symbol of commitment to learning
Forces you to walk the talk
1The "WOW" Factor
2.Treat the Applicant as Customer
3. Image is Everything
4. Get Real
5. Job or No Job
7. The Great Employee Profile
8. Beyond Benchmarking