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.
How can we get twice the impact in half the time?
I was asked this question during a reorganization conversation and it made me think about the Role•Talent Card and Shefali's approach of getting to the granular details in terms of the Jobs To Be Done (JTBD). I believe that as we link the Jobs To Be Done to value, define the risks on the role side, and before we start thinking about placing talent, there should be a conversation in the context of performance management about that Role•Talent Card.
Performance of the role vs. performance of the talent
What can we do on performance that relates to the role itself, not only the talent? What is the impact of this insight (on role•talent) on the performance system, given that in Performance Management, performance and development systems often get mixed up? For instance, when I was at Unilever, we had the "three-plus-one scoring," which separated performance from development with a ratio of three points for performance and one point for development. In this conversation, I believe the cadence of those things is different. Performance management has forever ignored the role.
Right now we are only performance-managing the talent. We are not performance-managing the role•talent combination in order to actually deliver the value.
So, we think, “Okay, we have it all set up now; we've understood the risks that exist and now we want to coach our way out." But what about the role of the individual within that frame? And how do we connect the individual? And then, how do we connect the manager?
We've been talking about connecting the Value Coach in. But, how do we get the individual and the manager in the game? I don't think I've ever been in a performance discussion where my manager and I were shaping my role, or how dynamic were the jobs to be done. Instead, discussions usually revolved around the objectives to be set. That was it.
As we wrapped up this conversation, Shefali mused that it's all about the person. I agree. It's about the person and the connecting point, where the manager in some sense, is the representative of the value.
*If you're sturggling with new terms like "Jobs to be Done", visit our CEOworks terminology page for clarity.
Written by Sandy Ogg
CEO.works’ founder, Sandy Ogg has spend 30+ years working and learning with CEOs around the world. His experience and the insights he’s gained through this work have informed the CEO.works methodology.