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LBA Consulting Group Study On identifying HR factors that contributed to the creation and sustenance of Organizational excellence.

A performance-oriented culture Low turnover (particularly of premium employees) High levels of employee satisfaction A cadre of qualified replacements Effective investment in employee compensation and development Use of institutional competencies in employee selection and evaluation processes

Identification, selection, development, retention of Superkeepers Identification and development of highquality replacements for a small number of key positions Classification of and investment in each employee based on his actual/potential for adding value to the Organisation

Superkeepers GEE Keepers EE Solid Citizens ME Misfits BE/GBE

Develop assessment tools and scales Develop competency definitions and measurement scales. Establish a performance appraisal definition and measurement scale. Establish a talent potential forecast definition and measurement scale. Apply the measurement scales to each job

Action Orientation Communication Creativity/Innovation Critical Judgment Customer Orientation Interpersonal Skill Leadership Teamwork Technical/Functional Expertise

Competency Action Orientation

Definition Targets and achieves results, overcomes obstacles, accepts responsibility, establishes standards and responsibilities, creates a results-oriented environment, and follows through on actions. Communicates well both verbally and in writing. Effectively conveys and shares information and ideas with others. Listens carefully and understands various viewpoints. Presents ideas clearly and concisely and understands relevant detail in presented information. Generates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks, and encourages innovation.


Creativity/ Innovation

Performance 5 GEE 4 EE 3 ME 2 BE 1 GBE

Potential Forecast 5 High potential 4 promotable 3 lateral 2 Marginal 1 None

Develop Training and Development Solutions that support your Organisation s core competencies Create a Coaching guide Assemble a directory of best T & D programmes organized by competency Create a directory of top books associated with each competency

On the job coaching/mentoring Staff meeting on current problems Job Rotation Emergency fill-in Assignments Special one person projects Task force assignment E-learning (company educational courses) Courses outside Company Guided Reading Teaching Educational courses Assistance from Counsellor Extra curricular activity

Evaluate each employee using the Assessment Tools

Prepare action Reports Create a Bench Strength summary Create individual talent competency development forms

How do you identify who the Superkeepers are in other organizations? How do you pry them away from their current employers? How do you ensure diversity in your reservoir of Superkeepers? How do you build bench strength of Superkeepers?

An in-depth and concise assessment of the key elements of organization culture and job structure Match candidates who have specific backgrounds, work experiences, and inner personal qualities that will make for a good fit

1. The first step is to define the culture (values, competencies, skills) and to match it with the candidate s qualifications. 2. The second step is to look at target companies that have similar cultures and methodologies. 3. The third step is to identify the individuals holding the positions in the targeted companies and through networking, determine if they have the appropriate style to fit your organization.

Employees within the organization can be prompted to ponder the following questions: Who are the outstanding performers in competitor organizations? Who are the up-and-comers in competitor organizations? How are career path opportunities developing for talented people in other organizations? Are the outstanding performers and up-and-comers content with their present situation? What are geographical and family lifestyle preferences of high-talented people?

Personal intervention and relationship building The brand name or reputation of an organization alone is not enough Superkeepers need to feel they are going to be part of a special cadre Use your own Superkeepers to recruit them. An attractive and compelling compensation package Test: Compensation Package negotiations

Stock options, employment contracts, change-of-control provisions and pension plans are typically high on the list of many Superkeepers Retirement, health care and flex benefits and day care assistance are important issues Family priorities

Before making a decision, Superkeepers will also try to answer the following questions: Is this the kind of an organization with which I want to be identified? Is it in a product or service area that is a good match with my goals and objectives? Am I going to be better off in five years in the new opportunity than if I stayed in my current job?

Diversity relates to gender, age, linguistic and cultural background, disability, religious belief and pregnancy and family responsibilities. Diversity also refers to the many other ways we are different in other respects such as educational background, socio-economic background, personality profile, geographic location, marital status etc.

Issues How do you make the job sound appealing to different types of workers? How can recruitment be effectively targeted to diverse groups? How do you overcome bias in the interviewing process, questions, and your response?


Specify the need for skills to work effectively in a diverse environment in the job, for example: "demonstrated ability to work effectively in a diverse work environment. Make sure that good faith efforts are made to recruit a diverse applicant pool. Focus on the job requirements in the interview, and assess experience but also consider transferable skills and demonstrated competencies, such as analytical, organizational, communication, coordination. Prior experience has not necessarily mean effectiveness or success on the job.

Use a panel interview format. Ensure that the committee is diverse, unit affiliation, job classification, length of service, variety of life experiences, etc. to represent different perspectives and to eliminate bias from the selection process. Run questions and process by them to ensure there is no unintentional bias. Ensure that appropriate accommodations are made for disabled applicants. Know your own biases. What stereotypes do you have of people from different groups and how well they may perform on the job? What communication styles do you prefer? Sometimes what we consider to be appropriate or desirable qualities in a candidate may reflect more about our personal preferences than about the skills needed to perform the job.

Fast track Clear and exciting career path opportunities Acquiring new skills, new growth experiences, and new successes that will strengthen their resume value, making them more marketable Moving ahead, respected & appreciated by the organization, adding value, fairly compensated, given the support they need to be successful Part of an environment that is supportive and valuesdriven will makes it difficult for others to lure them away.