This is the first article in a series by Hein Knaapen, the former CHRO of ING Bank, and CEO.works’ new managing partner in Europe.
Driving Company Performance By Connecting Talent to Value™
As an executive advisor, chairman and board member, I help CEOs, CHROs and CFOs focus on what drives performance and delivers value. And in this day and age, I tell them that if they aren’t paying attention to where value is shifting in society, they will be putting the future of their companies at risk.
We build and grow our companies because we wish them to perform better for our stakeholders. That performance is measured by what we deliver to stakeholders that they value. That, in turn, gets expressed as the value of the company. The best companies have a strong, almost raw ambition to create much more value than they currently do. When a CEO and their senior leadership team couple this ambition with a desire to survive the current crisis and have things be much better than they are, then rapidly and effectively connecting talent to value becomes a leadership imperative.
Welcome to our Team Talks Series. Candid conversations on current events recorded on May 8th, 2020.
As the crisis continues, building confidence and alignment are imperative.
In this third CEO.works Team Talks conversation, Senior Partners Bill Allen and Hein Knaapen, and Associate Partner Dhaval Bhagat, talk with Shefali Salwan about what is showing up in their conversations with C-suite executives who are leading people through these uncertain times.
Watch the complete 10-minute video or read the transcript for details.
Welcome to our Team Talks Series. Candid conversations on current events recorded on May 1st, 2020.
In this second CEO.works Team Talks (WFH Edition), our founders share several trends emerging in the Talent to Value space in the last few weeks.
On the value side, attention is now on stakeholder alignment, new sources of advantage and opportunity, and new definitions of success. On the talent side, there is a fresh focus on talent alpha, personal sustainability, and productivity, as well as resets in how we work, behave, lead and manage.
Watch the complete 30-minute video or read the transcript for details.
Welcome to our Team Talks Series. Candid conversations on current events recorded on April 16th, 2020.
The current crisis is impacting businesses everywhere.
In response, we are evolving our practice of Talent to Value. As the pandemic unfolds, this series of “Team Talks” will give you an insider’s look at what we are thinking about and doing to help CEOs keep talent connected to value.
In this initial conversation, our founders share what they have observed in the last few weeks on the ground with clients. Watch the video or read the transcript to learn more.
The significant uncertainty and chaos created by COVID-19 have dramatically impacted the global economy. Even before the virus hit, CEOs were more pessimistic and less confident about the future revenues of their companies than even a mere two years ago. We believe the wisest business response involves anticipating what will be valued tomorrow—and reducing the time it takes to deliver that value at speed.
By Dan Lee & Dhaval Bhagat
This question prompted an outburst of spontaneous, lighthearted laughter last month at one of our New York Value CoachingTM workshops. Even though not everyone in the room was a Human Resources professional, everyone understood that the fundamental tools organizations have been using to manage talent are artifacts of yesterday’s stable, predictable world.
Until sometime right around now, vintage tools like resumes, job evaluations, engagement surveys, 9 boxes and performance bell curves stood us in good stead. Each of them was, at one time, an innovation. And that innovation served a purpose.
As the world changes, so too does “value” change. It literally moves around. What consumers willingly paid for yesterday becomes passé overnight. What they will willingly pay for tomorrow just as quickly becomes today’s business imperative.
To keep up with these value shifts, senior leaders move financial capital at lightning speed from points of lower return to points of higher return. Obviously, they also need to assemble the right talent at these “value hotspots” if their companies are to win. The problem? The traditional tools of HR are fixated on the talent side of the equation to the exclusion of the value. They can’t connect talent to value fast enough or dynamically enough.
Welcome to part 3 of our New Work of HR series.
In the last installment of the series we discussed the concept of democratizing Talent Management – taking the energy that goes into placing and grooming “Top of House” talent and applying it deeper into an organization. Part 3 discusses the challenges of "democratizing" the talent management process in large organizations.
Welcome to part 2 of our New Work of HR series.
In part 1, our Founders considered their perspectives on Talent and Performance Management within the context of the Jobs To Be Done. Part 2 builds on these insights by exploring how Talent and Performance Management practices must change in order to meet today’s demands of greater impact and growth.
Welcome to part 1 of our New Work of HR series.
In this 6-part video series, our founders Sandy Ogg, Sumeet Salwan and Shefali Salwan discuss the new work of HR. This new work requires us to focus our attention on Talent Management, Organization Shaping and connecting talent — and values — to value. In part 1 of our series, Sandy and Shefali consider their perspectives on Talent Management and Performance Management within the context of the Jobs To Be Done, the pre-defined jobs that will deliver the value outcome as specified in the Role•Talent Card.