Creating Talent for Change:Attracting, Retaining, and Growing the Talent Social

Ventures need to Succeed

Ryan DavisPresident and CEO

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About CSW▪ National non-profit with 28+ Years in WFD Space

▪ Catalyst for effective change supporting innovations in work and learning to develop people with the skills to succeed in the 21st century economy▪ Increase access for low-income workers

▪ Align education providers with growing job markets

▪ Unite businesses within and across sectors

▪ Help government agencies make investments in business and training

▪ Help stakeholders work together to build a skilled workforce

▪ Sample Customers/Partners▪ Workforce Boards, State Workforce Agencies, CBO’s, Higher

Education, Foundations (Chase, Lumina, Kellogg, Walmart), Associations (NGA, AACC, AACU, NASPA, NAM), Aspen Institute, Goodwill, Cities (Detroit, New Orleans, Minneapolis)

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Agenda

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8:30-9:00 - Breakfast, settle in

9:00-10:15 - Workshop I: Cycles and Crisis of Change & Social

Enterprises

10:15-10:30 - Bio break/Email check

10:30-12:15 - Workshop II: Cultures and Competencies

12:15-1:00 – Lunch

1:00-2:00 - Workshop III: Mapping Competencies in your Workforce

2:00-2:15 - Coffee break

2:15-3:30 - Workshop IV: Identifying Action

3:30-4:00 -Wrap up and Debrief

About Me

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About You

• Name

• Organization

• Role

• Pineapple on Pizza?

– Hugely Delicious

– High Crime

– When in Hawaii...

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Workshop Purpose and Outcomes

1. Understand cycles of change within organizations and participants identify where in this cycle their organizations are currently.

2. Identify issues unique to social enterprises that impact their ability to retain talent needed to fulfil their mission

3. Understand how organizational cultures and core competencies impact the mission and have each participant identify their specific organizations culture and competencies

4. Complete a mapping process of organizational competencies to employee competencies at either entry, mid, and leadership levels to identify gaps.

5. Provide tools to identify where change and organizational efforts are most needed: finding new pools of talent, investing in talent within the organization, or implementing innovative compensation strategies.

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Rules of the Road

• Respect divergence in experiences in the room

• Keep specific HR issues anonymous

• Good device etiquette

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CYCLES OF CHANGE

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Organizational Growth Cycles: Phases

Growth Phases

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Phase Growth Through Description

1 Creativity “Start up” phase, Entrepreneurial and informal

2 Direction Growth phase with more formal corporate operating procedures

3 Delegation Top level managers focus on strategy, newly created mid-level managers execute

4 Coordination Creation of service/practice areas with focus on organizational ROI

5 Collaboration Bureaucracy reduced by matrixed organization structure and strong internal teams

6 Alliances Growth through mergers, acquisitions, or other collaboratives.

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Organizational Growth Cycles: Crisis

Crisis Definitions

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Phase Crisis of Description

1 Leadership Professional Management is needed: Major choice is founders or external

2 Autonomy Work overwhelms the organizations leadership, need more formal structures and delegation

3 Control Leaders struggle with new roles and need to be collaborative rather than directive. Need to connect areas of the organization together

4 Red-Tape Bureaucracy overwhelms mission. Need for a new culture and structure

5 Internal Growth The ability to grow more internally peaks. Need to look outside the organization.

Activity

• Which Phase Best Describes your Organization?

• Have you reached a crisis yet?

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HOW ARE SOCIAL ENTERPRISES DIFFERENT?

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Divergence Points

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Profit Mission

• Those we serve versus bottom line

• Longer term investments versus urgent needs

• “High Voltage” decision making situations

Where do we fit?

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Non-Profit Start-Ups

Public Sector Fortune 500

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Have You Seen Me?

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SWOT Exercise: Thinking through the lens of you being able to recruit,

grow, and retain the talent you need to succeed

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Share Out

• Add ONE in each category

• Common issues make a check mark

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CULTURES AND COMPETENCIES

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Where are you?

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Activity Who are

you?

• Pick a “culture type” that best describes your organization

• Compare the Strengths and Weaknesses from the SWOT

• Are there any elements in Common?

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What is a Competency?

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What is a Competency?

• Academic Definition: – A combination of practical and

theoretical knowledge, cognitive skills, behaviors and values needed to perform a specific role or achieve an outcome

• A Little Simpler:– Capabilities an organization, team,

or person needs to achieve the mission

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Levels of Competency

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Employee

Competency

Foundational Competency

“Job Functions”

Organizational Competency

“Core Competency”

Activity

• Organizational Competencies distinguish it from others and are essential to mission outcomes.

• What are your Organizations Competencies?

– Think BIG!

– Short (1-5 words)

– Not too many (1-3)

• Share Out

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FOUNDATIONAL AND EMPLOYEE COMPETENCIES

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Example

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Technology Leadership

• Author new software tools

• Create new markets for technology

Superior Design

• UI/UX

• Device design

Brand Loyalty

• Customer Service

• Brand Image

Activity

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Identify current competencies at one of the following levels:

• New – not yet part of processes and systems

• Intermediate – exist but at a persona/job level; not part of

standard operating procedure; tools exist to support; some metrics

• Advanced – defined organizational processes; highly integrated

in client services; fully developed tools; complete adoption;

metrics in place

Step 2:

For ONE of your Core Competencies

• Identify Foundational Competencies – 2-4 only!

Step 1:

Reflection

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How do each of the following impact your ability to build foundational

Competencies?

• Growth Cycle/Crisis

• Culture

• Internal SW

• External OT

Step 3:

FOCUSING ON ACTION

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Quick Recap

• Where we are

• Who we are

• What we do

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Areas of Focus

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New

Talent

• Hiring new people

Grow

Talent

• Moving up in the organization

Retain

Talent

• Keeping high performers and helping those struggling

Areas of Focus

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New

Talent

• Phase: Direction, Alliances, (Delegation)

• Crisis: Leadership, Autonomy, (Growth)

• SWOT: Opportunities and Threats (Weaknesses)

Grow

Talent

• Phase: Delegation, Coordination (Collaboration)

• Crisis: Leadership, Control

• SWOT: Strengths, Weaknesses (Opportunities)

Retain

Talent

• Phase: Creativity, Collaboration (Delegation)

• Crisis: Red Tape, Control

• SWOT: Threats, Strength

A Volunteer....or two

• Describe the process the last time you hired someone

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Seeking New Talent

• Where are you looking?– Competencies over degree & experience– Promote within different communities

• How are you selecting?– Interview Process– Avoiding the clone wars

• Hiring CANNOT be an “other duty as assigned”– Hiring managers must be supported and

evaluated– Build into the continuous improvement

process

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Moving to Competencies

Instead of:

• Excellent written communication skills

• Team player

• Client and customer service focus

Try This:

• Author compelling ROI cases for philanthropic and venture funders

• Understand the roles of the marketing and business development teams and identify web support services needed to succeed

• Diagnose client wrap around service needs and develop a plan to support long term employment

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Actions for Consideration

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• Re-write a job description WITHOUT using degrees

or years of experience

• Aside from a traditional resume and interview, how

could a potential candidate demonstrate their

competencies to you? Outline an innovative way to

evaluate candidates in line with your organizations

culture.

• How do you elevate hiring as an important element

of leadership roles? Identify outcomes and outputs

for hiring managers to use to measure success in

the hiring process.

Retaining Talent

• Why do people leave their jobs?

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Retaining Talent

• Why do people leave their jobs?

1. Lack of Challenge/Upward Mobility: 33%

2. Work Culture/Life Balance: 24%

3. Lack of Job Security: 21%

4. Salary: 19%

• Compensation is more than salaries and benefits...its the entire workplace experience

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Retaining Talent

• For those doing well....

– Create an advancement plan and stick to it

– Be innovative with non-monetary compensation (work from home, flex hours, PTO)

– Don’t be afraid to pay, total ROI

• For those struggling....

– Competency based performance plans to succeed

– Support the learning process, measure outcomes

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How to Address Transitions when they inevitably happen

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Before

• No Single Points of Failure

• Next person up

• Document Knowledge

During

• Celebrate those moving on to move up

• Create a transition plan

After

• Reflect on process and ID ways to improve

Actions for Consideration

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• What are some non-salary compensation options

you can offer to employees? Which of these would

you get organizational support to implement?

• Is there an individual in your organization that if

they left would seriously impact operations? Create

a plan to skill up others to eliminate this single point

of failure

• Identify the most common reasons employees fail

in your organization. Are there common

competencies that would address those failures?

How can you support employees to improve?

Growing Talent

• Competency Mapping– Start with a baseline

– Set goals and how you will measure them

– Create a development plan

• Pathways up in your organization– Create upward

ladders/lattices

– Communicate what people need to advance

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Moving to Competencies

Entry Level Competency:

• Conduct accurate cash transactions with customers

• Assist customers on using the point of sale system for chip based credit cards

• Understand customer complaints and refer to supervisor when needed

Mid-Level Competency:

• Conduct accurate cash register reconciliations

• Troubleshoot basic problems with the POS system and escalate to technical support when needed.

• Negotiate resolutions to customer complaints and issues

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Actions for Consideration

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• Identify a competency gap between either entry

level and mid-level or mid-level and executive.

What are ways you can prepare team members for

the jump?

• Create a career pathway map for how a person

could move from an entry level position to an

executive role in your organization. What are the

barriers to success?

In closing

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Thank you!

Ryan Davis

rdavis@skilledwork.org

@RyD_96

Survey Coming1:1 Session Schedule

30 Minute Follow Up