Financial Services / Insurance
Strengthen the management skills of existing talent.
The management team's competency assessment scores increased an average of 15 percent over 18 months. The largest increases were in the five competency areas that were seen as the greatest development needs for the management team and were therefore, targeted by workshops. Of particular note was a 17 percent increase in the demonstration of Managerial Planning, which increased effective delegation and led to greater work efficiency throughout the organization. The workshop series also fostered networking and inter-departmental bridge building among managers who typically didn’t work together.
After building a competency model for the middle managers, we conducted multi-rater assessments for 250 participants. Based on the results, we created customized, targeted competency development workshops for the competencies that were the greatest development need for this group. Each workshop included a development action guide to help managers build their skills on the job. These experiential workshops, facilitated by TSP principals, included case studies, group and individual exercises, brainstorming, and illustrative games.
Update and simplify the company’s leadership competency model to ensure it succinctly reflected the capabilities required to drive the company’s new business strategy.
The executive team members were pleased to learn that they were well-aligned on the new strategy. They saw the leadership competencies and behaviors that would be necessary to execute the strategy. The analysis also highlighted the barriers they were likely to face, enabling them to find solutions for smoothing out these potential bumps in the road before they became major roadblocks. Through the well-defined competencies, the Talent Management team gained a core around which to integrate talent acquisition, performance management, succession planning, leadership development and workforce planning.
With our proprietary Culture Engine™, we looked at culture by measuring the importance of a global set of factors associated with organization effectiveness. The unique emphasis that the company placed on those factors clearly reflected their business strategy to focus on innovation and customers.
Partnering with an internal team, we defined six unique competencies that were crucial to executing that strategy. Key among these were creating innovative processes and enhancing customer intimacy. We defined all competences at three levels: individual contributor, manager and executive level.
Increase the percentage of women and minorities in senior management roles and equip them with the tools necessary to ensure their success.
More women and minorities now occupy the feeder jobs to senior management. Additionally, the competencies identified have become a key component of company-wide leadership development.
Leadership competency models are often developed based on a group of top performing people at the leadership level. Given the significant lack of diversity of the talent pool, we “over-represented” women and minorities in our study to be able to see key behaviors associated with that group. As a result, we developed a comprehensive leadership competency model that included behaviors and attributes demonstrated by women and minorities. Our proprietary leadership model effectively highlighted the specific female and minority behaviors that may otherwise have been missed.
Enable a smooth integration of a company acquisition that increased existing company employee headcount by 50 percent.
Employee productivity and retention remained strong throughout the transition. Sales trajectories were unaffected by the acquisition. Benchmarking after the first six months found the company operating as a cohesive, established unit. The benchmarking also pointed out areas in need of further improvement.
Starting with analyses of the client’s culture and that of the newly-acquired company, we sought to identify gaps. We identified and delivered targeted strategies for aligning core competencies (identified through a previous TSP engagement), thereby accelerating the integration and minimizing negative impacts.
Communicate an extensive rebranding effort to employees, quickly and effectively, to ensure buy-in and increase market presence and revenue.
The executive team agreed on a balanced scorecard of corporate goals and an action plan for accomplishing them. Performance management implementation included a vehicle for effectively communicating these company goals and helping employees understand of their contribution to achieving those goals. The successful implementation resulted from the design team's clear understanding of what barriers could derail performance management, enabling them to preemptively build solutions into the new plan’s implementation, and move ahead swiftly.
Working with a cross-functional management design team, we developed a performance management program that gave employees a stake in the company’s success. Assisted by TSP’s software-enhanced technology, the design team distilled performance management concepts, core competencies, values, and potential barriers to implementation from the shared viewpoints of a representative sample of managers and employees. TSP also facilitated the executive team in its goal setting and action planning discussions using SchellingPoint's Alignment Optimization Technology™. Communication about the new performance management program was branded using the same theme used for the rebranding to customers.
How Women Can Shatter Stereotypes and Lead Fearlessly
Carol Vallone Mitchell, Annie McKee (foreword)
We can hear you saying, “Are you kidding me? Why would I want to read yet another book on leadership?” Here’s why: Breaking Through “Bitch” defines specifically how men and women demonstrate leadership competencies differently. It addresses head-on why women leaders cannot and should not “act like men.” Other books do not.
At TSP, our in-depth work on defining what makes leaders successful has helped us see that women face the unique challenge of circumventing negative perceptions when they lead. Although they demonstrate many of the same leadership competencies, successful women demonstrate them differently than men. And that difference makes all the difference!
Breaking Through “Bitch” lays out a roadmap for success - the Women’s Leadership Blueprint™ – that describes the unique and different leadership skills that help women succeed.
And there are lessons here for you – whether you are a man or a woman – in how to lead in a way that creates a culture of collaboration and innovation in today’s fast-changing world.
With humor, a positive outlook, and compellingly conveyed stories and research, this is an easy, enjoyable read. It is not your typical business book!
Ann McNally and Pat Schaeffer have recently teamed up, with Pat bringing an organizational culture perspective to Ann's Capstone course in Strategic Planning at the Haub School of Business at St. Joseph's University in Philadelphia, PA. Ann and Pat met during the networking time after a program that featured speaker Lars Bjork, CEO of Radnor, PA-based QlikTech. Brought together serendipitously, they struck up a conversation sparked Bjork's comment, "Culture eats strategy for breakfast."
This was a new concept to Ann, a seasoned financial executive. To Pat, a veteran of human resources, it was a truism she's seen play out over and over again. Before they parted that morning, they'd decided to meet again to pursue a collaboration on behalf of Ann's Capstone course. Read the article
An interview with subject Matter Experts Pat Schaeffer, Talent Strategy Partners and Andrea Wachob Kaelin, Main Line Health by Marcy Ilicich, Comcast Corporation and Clara Paciulete
Each year organizations implement the performance evaluation practices that have been written into company policies by Human Resources. Managers and employees have been known to view this practice as a chore, but the process, as described in this interview, reflects an emphasis on change, feedback, empowerment, coaching, and career expansion. Read the interview
By Ronald Schlegel and Patricia Schaeffer
As many as 75 percent of organization change efforts have failed to achieve their desired goals, and the failures have been blamed on the organization’s culture. GPSEG members Ron Schlegel and Pat Schaeffer have co-authored an article that focuses on the importance of aligning culture with business strategy in order to achieve organization effectiveness. The cornerstone of the article is Ron’s story of what he, as CEO, and his team did to create a culture of trust, engaging and encouraging the workforce and to speak up and to take on the risks inherent in changing the strategic direction of the company. Read the article.
By Patricia Schaeffer
As a CEO, how do you find the right CFO, or any other executive for that matter? Well, that's easy enough, right? You simply look for the person with the best credentials and experience. But, the perfect job candidate is not always the one with the best credentials. The best candidate for the job is the one with the best credentials and the right cultural fit. Read the article.
By Carol Mitchell and Patricia Schaeffer
Engaged employees are more productive employees; and collaborative leaders have the knack for driving that engagement. But what if a collaborative leadership style is not a strength of the organization? This article describes how a well designed performance management process can hardwire this style of leadership throughout the organization, creating the cultural change necessary for real employee engagement. Read the article.
By Carol Mitchell, Patricia Schaeffer and Dave Szumski
Published by People and Strategy (31) 3, 2008, The Journal of the Human Resource Planning Society, October 2008 issue
This article describes how TSP worked with Wawa to define the management skills that make high-performing general managers successful, developing a blueprint to hire and develop others. The multi-tiered framework not only defines the characteristics that drive success at the “team leader,” “leader of leader” and “organization leader” levels, it is directly linked to Wawa’s six core values and defines the culture. Read the article.
By Carol Mitchell, Pat Schaeffer and Kate Nelson
Published by workspan, World@Work’s monthly magazine, July 2005 issue
Business goals are critical to an organization’s success. But just as important are an organization’s values. This article explains how organizations can encourage and reward behavior that reflects organizational values. Read the article.
By Patricia Schaeffer
A strong organizational culture can overrule a business strategy like the trump suit takes all tricks in a card game. There is a structured way to assess your culture and ensure it’s supporting your business strategy. Read the article.
By Patricia Schaeffer, Carol Mitchell, and Andrea Kaelin
Does Your Organization Have the Right Culture and Strategy to Survive in the New World Economy? Read the presentation.
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