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Journey to success –Journey to success –
step by stepstep by step
Nasscom, 23Nasscom, 23rdrd
July 201...
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The basics we forgetThe basics we forget
 Organisations objective : MaximisingOrganisations objectiv...
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What is your greatestWhat is your greatest
challenge ?challenge ?
As an organisation ?As an organisat...
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10%
30%
40%
15%
5%
Top quality
Strategic veneer
Finding their feet
Just starting the journey
Not conc...
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How are you doing on being theHow are you doing on being the
best ?best ?
Score your organisation on ...
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Key elements to help youKey elements to help you
What works from experience :What works from experien...
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Why ? Intangibles are key to valueWhy ? Intangibles are key to value
creationcreation
Strategy
Brand
...
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Case study : UBSCase study : UBS
 UBS was the world's leading provider of wealth management
service...
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UBS
70,000 employees worldwide (over 60% outside Switzerland)
Osaka
Tokyo
Rome
Brescia
Bologna
Flore...
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Complexity of structure and culturesComplexity of structure and cultures
 Business Groups / models...
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Did it work ? InternalDid it work ? Internal
Internal success :Internal success :
 Acceptance of l...
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Did it work ? ExternalDid it work ? External
 External success :External success :
 Harvard Case St...
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The key questions at startThe key questions at start
 Where do we want to get toWhere do we want to ...
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How will we get there ?How will we get there ?
 BusinessBusiness
 Better customer focusBetter custo...
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How will we get there ?How will we get there ?
 People : The UBS Leadership InstitutePeople : The UB...
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Our three key stepsOur three key steps
 Where are we now, where are we goingWhere are we now, where ...
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From the HR perspectiveFrom the HR perspective
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HR is criticalHR is critical
SENIOR LEADERS
HR LINE
MANAGERS
INDIVIDUALS
CUSTOMERS
“THE WAY
FORWARD”
...
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Why HR is criticalWhy HR is critical
 HR is the only area capable ofHR is the only area capable of
...
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So what does HR need toSo what does HR need to
do ?do ?
 Show senior leaders how they can drive chan...
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Organisational level:Organisational level:
Aligned, consistent, integrated systemAligned, consistent,...
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How are you doing ?How are you doing ?
Score your organisation on 1 - 4 scale (1 poor, 4 good) :Score...
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The secrets of successfulThe secrets of successful
change ?change ?
Boston Consulting Group developed...
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The reasons for unsuccessfulThe reasons for unsuccessful
changechange
Based on studies published in 2...
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So key success factors areSo key success factors are
??
 High profile launch and keep up momentumHig...
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Present
Leaders Future
Leaders
Line
Managers &
Staff
Engagement
Performance
Management
& reward
Organ...
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ORGANISATIONAL
PERFORMANCE
ALIGNMENT ONTO
KEY DELIVERABLES
Present
Leaders Future
Leaders
Line
Manage...
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SELF ASSESSMENT –
DO ALL OF THESE
ALIGN TO KEY
STRATEGIC
DELIVERABLES IN
YOUR ORGANISATION?
Present
L...
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The system jigsaw …The system jigsaw …
Development
Programmes
Mentoring
Coaching
Performance
measurem...
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Who does what must beWho does what must be
clearclear
 The top leadership team – create theThe top l...
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The HR system as aThe HR system as a
driver to deliver businessdriver to deliver business
objectiveso...
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Identified challengesIdentified challenges
 No overall co-ordination of development or performance...
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Plus ..new areas HR needed toPlus ..new areas HR needed to
impactimpact
 Risk management via culture...
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The HR imperative, get line managers leadingThe HR imperative, get line managers leading
process pe...
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Key transformation questionsKey transformation questions
 Do line managers :Do line managers :
 K...
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So …core areas of actionSo …core areas of action
 Engage senior leaders : ASF (top 80) , SLC (top 50...
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UBS Leadership Development SystemUBS Leadership Development System
Leader
ship
Pipelin
e
Coordinate...
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Create a performance pipeline :Create a performance pipeline :
at all levelsat all levels
BUILDING CO...
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Performance and Talent PipelinePerformance and Talent Pipeline
Core DevelopmentCore Development
for a...
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Developing future leadersDeveloping future leaders
 Engaging othersEngaging others – getting things ...
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Good leadership buildsGood leadership builds
sustainabilitysustainability
Which creates new
quality l...
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Making the system workMaking the system work
Key stakeholdersKey stakeholders
 HR SpecialistsHR Sp...
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Line manager & HR as partnersLine manager & HR as partners
Line
Manager
Talent
HR BP
Link developme...
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The practical toolsThe practical tools
 Line managersLine managers
 Engagement strategyEngagement...
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You and Us - UBSYou and Us - UBS
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IT as a microcosmIT as a microcosm
 ITI project – integration / stream lining ofITI project – integr...
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Senior leaders must be on boardSenior leaders must be on board
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Engaging senior managementEngaging senior management
 Facilitating at development eventsFacilitati...
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The line managerThe line manager
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““People join organisations and leave bosses”People join organisations and leave bosses”
 The line...
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Why are line managers not adding value ?Why are line managers not adding value ?
 They haven’t bee...
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Line managers are key to successLine managers are key to success
The line manager is responsible for ...
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Line Manager Engagement StrategyLine Manager Engagement Strategy
 To enable line manager engagemen...
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Top management must makeTop management must make
expectations clear !expectations clear !
“
Line ma...
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Simple messages to line managers…Simple messages to line managers…
 Development and retention is a...
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Entrepreneurial Leadership :Entrepreneurial Leadership :
the final part of the journeythe final part ...
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Moving fromMoving from engagingengaging toto
entrepreneurialentrepreneurial leadership –leadership –
...
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Entrepreneurial overview isEntrepreneurial overview is
vitalvital
Entrepreneurial
leader
Entrepreneur...
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Creating an entrepreneurialCreating an entrepreneurial
cultureculture
Maximum effort is the foundatio...
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360 Entrepreneurial assessment360 Entrepreneurial assessment
 Total customer focus in their business...
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Entrepreneurial LeadersEntrepreneurial Leaders
Great functional knowledge
Entrepreneurial
mindset
Mar...
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Creating entrepreneurialCreating entrepreneurial
HRHRReview current service delivery, in both transac...
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Entrepreneurial TeamEntrepreneurial Team
EventEvent Practical 2 hour team event you can run to start...
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Key points from my journeyKey points from my journey..
 Clear business driven strategy – implement...
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So what can you achieveSo what can you achieve ??
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Delivering success in aDelivering success in a
year – the system (1)year – the system (1)
 Review cu...
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Delivering success in aDelivering success in a
year – the system (2)year – the system (2)
 Review fu...
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 Senior leaders to understand, develop and championSenior leaders to understand, develop and champio...
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Review the challengesReview the challenges
In your tables for each what are the 3 mainIn your tables ...
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Action plansAction plans
 Based on discussion so far write down 3Based on discussion so far write do...
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Final thoughtFinal thought
Never forget that what we do influences theNever forget that what we do in...
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NASSCOM HR Summit 2013: MasterClass II: The Journey to Success - step by step - Chris Roebuck

Published on: Mar 3, 2016
Published in: Business      Economy & Finance      
Source: www.slideshare.net


Transcripts - NASSCOM HR Summit 2013: MasterClass II: The Journey to Success - step by step - Chris Roebuck

  • 1. www.chrisroebuck.net Journey to success –Journey to success – step by stepstep by step Nasscom, 23Nasscom, 23rdrd July 2013July 2013 Chris RoebuckChris Roebuck Visiting Professor of Transformational Leadership,Visiting Professor of Transformational Leadership, Cass Business School, LondonCass Business School, London
  • 2. www.chrisroebuck.net The basics we forgetThe basics we forget  Organisations objective : MaximisingOrganisations objective : Maximising organisational performanceorganisational performance  Individuals objective : Meeting their needs andIndividuals objective : Meeting their needs and achieving their aspirationsachieving their aspirations  So what does the organisation have to do :So what does the organisation have to do : Enable employees to meet their needs andEnable employees to meet their needs and achieve their aspirations as they deliver theachieve their aspirations as they deliver the organisations objectivesorganisations objectives
  • 3. www.chrisroebuck.net What is your greatestWhat is your greatest challenge ?challenge ? As an organisation ?As an organisation ? As a leader ?As a leader ?
  • 4. www.chrisroebuck.net 10% 30% 40% 15% 5% Top quality Strategic veneer Finding their feet Just starting the journey Not concerned Integrated system. CEO leading by example, line managers at all levels engaging and developing people and performance. Clarity on people roles. Systems apparently in place but only delivering to top 10% of rank and performance Implementation of first core components – risk minimisation – eg succession planning Starting to integrate a system from ad hoc components, good individual leaders but no system. How good are organisations at getting high performance ?
  • 5. www.chrisroebuck.net How are you doing on being theHow are you doing on being the best ?best ? Score your organisation on 1 - 4 scale (1 poor, 4 good) :Score your organisation on 1 - 4 scale (1 poor, 4 good) : 1. Core capability – can everyone do the job ?1. Core capability – can everyone do the job ? 2. Engagement – does everyone want to do more ?2. Engagement – does everyone want to do more ? 3. Alignment – is everyone focused on customer ?3. Alignment – is everyone focused on customer ? 4. Alignment – is everyone focused on critical4. Alignment – is everyone focused on critical deliverables?deliverables? 5. Performance – everyone getting better ?5. Performance – everyone getting better ?
  • 6. www.chrisroebuck.net Key elements to help youKey elements to help you What works from experience :What works from experience : The organisational systemThe organisational system HR : culture and systemsHR : culture and systems The senior managementThe senior management The line managersThe line managers What you can achieve nowWhat you can achieve now
  • 7. www.chrisroebuck.net Why ? Intangibles are key to valueWhy ? Intangibles are key to value creationcreation Strategy Brand Leadership Talent 2013 ? ? Regressions of earnings and shareholder value 0 1.0 1960 1970 1980 1990 2000 Source:Zarowinand Lev .2 .4 .6 .8 Confidence in your future Confidence in your track record IntangiblesTangibles Regressions of earnings and shareholder value 0 1.0 1960 1970 1980 1990 2000 Source:Zarowinand Lev .2 .4 .6 .8 Confidence in your future Confidence in your track record Regressions of earnings and shareholder value 0 1.0 1960 1970 1980 1990 2000 Source:Zarowinand Lev .2 .4 .6 .8 Confidence in your future Confidence in your track record IntangiblesTangibles
  • 8. www.chrisroebuck.net8 Case study : UBSCase study : UBS  UBS was the world's leading provider of wealth management services and one of the largest asset managers globally.  In the investment banking and securities business, UBS is among the leading global houses.  In Switzerland, UBS was the clear market leader serving retail and corporate clients.  Key objective : to deliver seamless service to the client – One UBS - “You and Us” leveraging business across boundaries
  • 9. www.chrisroebuck.net9 UBS 70,000 employees worldwide (over 60% outside Switzerland) Osaka Tokyo Rome Brescia Bologna Florence Milan Naples Torino Padova Auckland Sydney Melbourne Paris Bordeaux Lille Lyon Marseille Nantes Strasbourg Beijing Seoul Mumbai Johannesburg Shanghai Moscow Stockholm Warsaw TaipeiHong Kong Bangkok Jakarta Manama Singapore Cairo Nicosia Tel Aviv Beirut Istanbul Miami Nassau New York Mexico Dallas Lima Amsterdam Brussels Luxembourg Buenos Aires MontrealVancouver Toronto Rio de Janeiro Santiago de Chile Bogota Sao Paulo Panama Caracas Montevideo Switzerland Abu Dhabi Dubai Lisbon Berlin Düsseldorf Frankfurt Hamburg Munich Bielefeld Offenbach Stuttgart Athens Madrid Barcelona Marbella Seville Valencia Monte Carlo Vienna London Edinburgh Jersey Punta del Este
  • 10. www.chrisroebuck.net10 Complexity of structure and culturesComplexity of structure and cultures  Business Groups / models:Business Groups / models:  Wealth Management : Retail and Private Banking - salariedWealth Management : Retail and Private Banking - salaried  Global Wealth Management in US : Commission basedGlobal Wealth Management in US : Commission based  Investment Bank : Trading and Corporate Finance (M&A)Investment Bank : Trading and Corporate Finance (M&A)  Global Asset Management : Trading and client relationshipGlobal Asset Management : Trading and client relationship  Corporate Centre : Specialist and strategicCorporate Centre : Specialist and strategic  NationalityNationality & culture (not always the same)& culture (not always the same)  Mainly Swiss, British, US, Indian, Asian, Australian, OtherMainly Swiss, British, US, Indian, Asian, Australian, Other (0ver 100 in total)(0ver 100 in total)  Sub cultures :Sub cultures :  Front office / back officeFront office / back office  Residual culture from acquisitions & mergers (7 in a few years)Residual culture from acquisitions & mergers (7 in a few years)
  • 11. www.chrisroebuck.net11 Did it work ? InternalDid it work ? Internal Internal success :Internal success :  Acceptance of line managers responsibity forAcceptance of line managers responsibity for performance & development grew significantlyperformance & development grew significantly  Increased requests for support from line managers toIncreased requests for support from line managers to help develop better business performancehelp develop better business performance  Agreement for common approach across HR toAgreement for common approach across HR to deliver effective development from senior leaders anddeliver effective development from senior leaders and HR communityHR community  Requests to attend “development” activity increased.Requests to attend “development” activity increased.  New systems : Faster development for HighNew systems : Faster development for High Potentials, better identification, better performancePotentials, better identification, better performance management, mentoring, and more……management, mentoring, and more……
  • 12. www.chrisroebuck.net Did it work ? ExternalDid it work ? External  External success :External success :  Harvard Case StudyHarvard Case Study  Best Practice Award (Alignment) and Excellence AwardBest Practice Award (Alignment) and Excellence Award (Leadership Programmes) 2006 – Corporate University(Leadership Programmes) 2006 – Corporate University ExchangeExchange  Best European Business Grand Prix 2006 – Financial TimesBest European Business Grand Prix 2006 – Financial Times  Best Company in Europe for leaders 2005 – Hewitt /IndependentBest Company in Europe for leaders 2005 – Hewitt /Independent  Best Company 2007 - in top 10Best Company 2007 - in top 10  Best launch of a Corporate University – Fortune / CorporateBest launch of a Corporate University – Fortune / Corporate University ExchangeUniversity Exchange  Top ten in developing executive talent 2005 – ExecutiveTop ten in developing executive talent 2005 – Executive Development Association surveyDevelopment Association survey  Numerous business awards for different parts of organisationNumerous business awards for different parts of organisation  Copied by competitorsCopied by competitors
  • 13. www.chrisroebuck.net The key questions at startThe key questions at start  Where do we want to get toWhere do we want to get to – viable and– viable and inspiring destination – “best bank in world”inspiring destination – “best bank in world”  Where are we nowWhere are we now – realistic assessment of– realistic assessment of current situation – “some good some not”current situation – “some good some not”  How are we going to get thereHow are we going to get there – what is the– what is the overall strategy – broken into people andoverall strategy – broken into people and process elements.process elements.  How are we going to get everyone to join us onHow are we going to get everyone to join us on the journey ? -the journey ? - building “one UBS” – UBSbuilding “one UBS” – UBS Leadership Institute as catalystLeadership Institute as catalyst
  • 14. www.chrisroebuck.net How will we get there ?How will we get there ?  BusinessBusiness  Better customer focusBetter customer focus  Leveraging one bankLeveraging one bank  More entrepreneurialMore entrepreneurial  Better development to drive :Better development to drive :  Better personal performanceBetter personal performance  Better business performanceBetter business performance  Aligned and integratedAligned and integrated  Working in partnership and networkedWorking in partnership and networked  ““Pick up the phone test”Pick up the phone test”
  • 15. www.chrisroebuck.net How will we get there ?How will we get there ?  People : The UBS Leadership InstitutePeople : The UBS Leadership Institute (not initially part of HR reported directly to CEO)(not initially part of HR reported directly to CEO)  Building understanding and commitment atBuilding understanding and commitment at toptop  Facilitating the changeFacilitating the change  Developing skillsDeveloping skills  Measuring performanceMeasuring performance  Enabling cascade of key messagesEnabling cascade of key messages  Ensuring HR systems were business friendlyEnsuring HR systems were business friendly
  • 16. www.chrisroebuck.net Our three key stepsOur three key steps  Where are we now, where are we goingWhere are we now, where are we going and planning the journeyand planning the journey  Getting everything world class byGetting everything world class by engagement and extra effortengagement and extra effort  Then focusing that on what matters –Then focusing that on what matters – customers, efficiency and risk by beingcustomers, efficiency and risk by being entrepreneurial to be the best and createentrepreneurial to be the best and create a new paradigm in the industry.a new paradigm in the industry.
  • 17. www.chrisroebuck.net From the HR perspectiveFrom the HR perspective
  • 18. www.chrisroebuck.net HR is criticalHR is critical SENIOR LEADERS HR LINE MANAGERS INDIVIDUALS CUSTOMERS “THE WAY FORWARD” FACILITATION DEVELOPMENT & HR SYSTEMS
  • 19. www.chrisroebuck.net Why HR is criticalWhy HR is critical  HR is the only area capable ofHR is the only area capable of  Presenting business case to engage senior leadersPresenting business case to engage senior leaders  Ensuring accurate performance assessmentEnsuring accurate performance assessment  Identifying key positions & future leaders.Identifying key positions & future leaders.  Developing leaders capability to fill roles and alignDeveloping leaders capability to fill roles and align effort to critical deliverableseffort to critical deliverables  Running the communication cascade to all employeesRunning the communication cascade to all employees  Supporting and facilitating both the process changeSupporting and facilitating both the process change and cultural changeand cultural change  Developing employees capability with line managersDeveloping employees capability with line managers  Co-ordinating, aligning and integrating both peopleCo-ordinating, aligning and integrating both people and systems, eg getting people to refer business orand systems, eg getting people to refer business or dealing with differential pay levels globally.dealing with differential pay levels globally.
  • 20. www.chrisroebuck.net So what does HR need toSo what does HR need to do ?do ?  Show senior leaders how they can drive changeShow senior leaders how they can drive change and maximise the performance of people andand maximise the performance of people and the organisation.the organisation.  Develop and run an HR system that supportsDevelop and run an HR system that supports this in a business friendly waythis in a business friendly way  Bring the organisation together as an aligned,Bring the organisation together as an aligned, mutually supportive and networked team .mutually supportive and networked team .  Working in areas that HR normally doesn’t thinkWorking in areas that HR normally doesn’t think of as its responsibility, eg branding, riskof as its responsibility, eg branding, risk
  • 21. www.chrisroebuck.net Organisational level:Organisational level: Aligned, consistent, integrated systemAligned, consistent, integrated system driving changedriving change
  • 22. www.chrisroebuck.net How are you doing ?How are you doing ? Score your organisation on 1 - 4 scale (1 poor, 4 good) :Score your organisation on 1 - 4 scale (1 poor, 4 good) : 1. Are senior leaders engaged with transformational HR ?1. Are senior leaders engaged with transformational HR ? 2. Do they know about the potential benefits ?2. Do they know about the potential benefits ? 3. Do you have an employee engagement strategy ?3. Do you have an employee engagement strategy ? 4. Do all your line managers get trained on how to4. Do all your line managers get trained on how to engage employees as well as possible ?engage employees as well as possible ? 5. Do you have leadership development programmes5. Do you have leadership development programmes and identify performance and potential ?and identify performance and potential ?
  • 23. www.chrisroebuck.net The secrets of successfulThe secrets of successful change ?change ? Boston Consulting Group developed a DICE (duration,Boston Consulting Group developed a DICE (duration, integrity, commitment & effort) model reviewed over 1000integrity, commitment & effort) model reviewed over 1000 change initiatives. 4 key success factors came out :change initiatives. 4 key success factors came out :  Regular progress reviews (min 2 weeks on largeRegular progress reviews (min 2 weeks on large initiatives, 6 on smaller)initiatives, 6 on smaller)  Change project team must be the best people to make itChange project team must be the best people to make it workwork  Commitment – those engaged in planning and deliveringCommitment – those engaged in planning and delivering change must be committed to it or they block it.change must be committed to it or they block it.  Bandwidth – those delivering change must have time to doBandwidth – those delivering change must have time to do change as well as their day job or more resources must bechange as well as their day job or more resources must be obtained.obtained.
  • 24. www.chrisroebuck.net The reasons for unsuccessfulThe reasons for unsuccessful changechange Based on studies published in 2011 HarvardBased on studies published in 2011 Harvard Business Review :Business Review :  Avoidance of realityAvoidance of reality  Lack of management commitmentLack of management commitment  Too many initiativesToo many initiatives  Disengaged staffDisengaged staff  Loss of intertiaLoss of intertia  Doing change or business as usual but not both.Doing change or business as usual but not both.
  • 25. www.chrisroebuck.net So key success factors areSo key success factors are ??  High profile launch and keep up momentumHigh profile launch and keep up momentum  Confront reality – those driving change must see theConfront reality – those driving change must see the reason for itreason for it  Commitment – those driving change must support itCommitment – those driving change must support it  Best people to lead changeBest people to lead change  Keep it simple and focused – a few key simple initiativesKeep it simple and focused – a few key simple initiatives and messages.and messages.  Frequent progress reviewsFrequent progress reviews  Change & BAU challenge – those delivering change mustChange & BAU challenge – those delivering change must have bandwidth to do change as well as their day job orhave bandwidth to do change as well as their day job or more resources must be obtained.more resources must be obtained.
  • 26. www.chrisroebuck.net Present Leaders Future Leaders Line Managers & Staff Engagement Performance Management & reward Organisational Design -Optimum structure HR Policy and measurement Employee communication & culture building Internal & external brand What impacts upon your people, what they do and how well they do it PRODUCES CONFUSION Alignment is key to performance !
  • 27. www.chrisroebuck.net ORGANISATIONAL PERFORMANCE ALIGNMENT ONTO KEY DELIVERABLES Present Leaders Future Leaders Line Managers & Staff Engagement Performance Management & reward Organisational Design -Optimum structure HR policy and measurement Employee communication & culture building Internal & external brand
  • 28. www.chrisroebuck.net SELF ASSESSMENT – DO ALL OF THESE ALIGN TO KEY STRATEGIC DELIVERABLES IN YOUR ORGANISATION? Present Leaders Future Leaders Line Managers & Staff Engagement Performance Management & reward Organisational Design -Optimum structure HR policy and measurement Employee communication & culture building Internal & external brand
  • 29. www.chrisroebuck.net The system jigsaw …The system jigsaw … Development Programmes Mentoring Coaching Performance measurement Communication planning/ touch points Transparency Chief Exec Engagement Line manager engagement Creation of value chain for individualLink to brand Integration of initiatives Breaking down silos Measuring potential Building networks Talent segmentation Role/ responsibility clarity Talent risk assessment HR development Line manager tools On job development Data governance Identifying critical roles Succession planning Alignment to Strategy CE & Execs setting example Performance improvement and development for all Being open to give up talent to others Link to objectives and reward Diversity objectives Gaps for talent to go to Delivery friendly HR policy
  • 30. www.chrisroebuck.net Who does what must beWho does what must be clearclear  The top leadership team – create theThe top leadership team – create the vision, set direction and examplevision, set direction and example  Line managers – align effort on to keyLine managers – align effort on to key deliverables and drive performancedeliverables and drive performance  Future leaders – inspire others, challengeFuture leaders – inspire others, challenge the status quo, set example, deliver theirthe status quo, set example, deliver their bestbest  People at all levels – want to make itPeople at all levels – want to make it happen and perform at their besthappen and perform at their best
  • 31. www.chrisroebuck.net The HR system as aThe HR system as a driver to deliver businessdriver to deliver business objectivesobjectives
  • 32. www.chrisroebuck.net32 Identified challengesIdentified challenges  No overall co-ordination of development or performanceNo overall co-ordination of development or performance  No overall strategy or objective on aligning people to performanceNo overall strategy or objective on aligning people to performance  Engaging senior leadersEngaging senior leaders  Line Manager engagement and accountability limitedLine Manager engagement and accountability limited  Line Manager skills and knowledge development needed –Line Manager skills and knowledge development needed – especially for those managing High Potentialsespecially for those managing High Potentials  HR community own skills and knowledge development in this areaHR community own skills and knowledge development in this area  Over exposure of Talent Development and Leadership developmentOver exposure of Talent Development and Leadership development as phrases – business boredom with ‘leadership’as phrases – business boredom with ‘leadership’  Development focus on individual outcomes not businessDevelopment focus on individual outcomes not business  Key Message cascade weak, lack of knowledge of strategy, visionKey Message cascade weak, lack of knowledge of strategy, vision  Language differences between HR and business and HR seen asLanguage differences between HR and business and HR seen as not business focusednot business focused
  • 33. www.chrisroebuck.net Plus ..new areas HR needed toPlus ..new areas HR needed to impactimpact  Risk management via culture, especiallyRisk management via culture, especially reputational riskreputational risk  Customer service cultureCustomer service culture  Building brand through leadershipBuilding brand through leadership  Alignment of effort on to critical deliverablesAlignment of effort on to critical deliverables  Delivering cost and process efficiencyDelivering cost and process efficiency  Building a holistic and aligned “one team”Building a holistic and aligned “one team”
  • 34. www.chrisroebuck.net34 The HR imperative, get line managers leadingThe HR imperative, get line managers leading process people Operational Strategic VISION AND VALUES TALENT MANAGEMENT LEADERSHIP DEVELOPMENT CULTURE & ORGANISATIONAL CHANGE SIMPLE, LOW VALUE ADD AND SHORT TERM CRITICAL – TRADITIONAL AREA COMPLEX, HIGH VALUE ADD AND LONG TERM CRITICAL – BUSINESS PARTNER Line managers resume their “people” role “Operational HR”
  • 35. www.chrisroebuck.net35 Key transformation questionsKey transformation questions  Do line managers :Do line managers :  Know they have to lead development of people & performance ?Know they have to lead development of people & performance ?  Have the skills to do it ?Have the skills to do it ?  Have the tools to do it ?Have the tools to do it ?  Think there is a “cost benefit” to want to do it ?Think there is a “cost benefit” to want to do it ?  Expect to be measured on it ?Expect to be measured on it ?  Know they will be rewarded and/or recognised for it ?Know they will be rewarded and/or recognised for it ?  Do HR :Do HR :  Have the knowledge and skills to support line mangers in the above ?Have the knowledge and skills to support line mangers in the above ?  Are they credible “business partners” to the line ?Are they credible “business partners” to the line ?  Approach it from the business rather than the HR perspective ?Approach it from the business rather than the HR perspective ?  Does the organisationDoes the organisation ::  Have systems and processes to support the aboveHave systems and processes to support the above  Have this as a key part of its Vision and ValuesHave this as a key part of its Vision and Values  Have senior management that leads by example ?Have senior management that leads by example ?
  • 36. www.chrisroebuck.net So …core areas of actionSo …core areas of action  Engage senior leaders : ASF (top 80) , SLC (top 500)Engage senior leaders : ASF (top 80) , SLC (top 500)  Create an inspiring vision : Vision & ValuesCreate an inspiring vision : Vision & Values  Identify key roles and ensure capability : Key PositionsIdentify key roles and ensure capability : Key Positions  Global & consistent performance management : PMMGlobal & consistent performance management : PMM  Suite of development activities to focus on business as well asSuite of development activities to focus on business as well as individual needs : GLE I, II, III. Mentoringindividual needs : GLE I, II, III. Mentoring  Consistent and simple communication : 3 messagesConsistent and simple communication : 3 messages  Clear responsibilities & benefits for all.Clear responsibilities & benefits for all.  Engage line managers : Engagement strategyEngage line managers : Engagement strategy  Identify future leaders and engage : Hipo programmesIdentify future leaders and engage : Hipo programmes  HR systems & service aligned to support : eg, Pipelines & CRMHR systems & service aligned to support : eg, Pipelines & CRM developmentdevelopment  Be more entrepreneurial : EL assessment & developmentBe more entrepreneurial : EL assessment & development
  • 37. www.chrisroebuck.net37 UBS Leadership Development SystemUBS Leadership Development System Leader ship Pipelin e Coordinated Differentiated & Functional Corporate Center Global Asset Management Investment Bank Global Wealth Management & Business Banking Integrated & Strategic Between Business Groups With Business Groups Across Business Groups
  • 38. www.chrisroebuck.net Create a performance pipeline :Create a performance pipeline : at all levelsat all levels BUILDING CORE CAPABILITY IDENTIFYING & ACCELERATING TALENT TRANSITION SUPPORT
  • 39. www.chrisroebuck.net Performance and Talent PipelinePerformance and Talent Pipeline Core DevelopmentCore Development for all, inc HP&Pfor all, inc HP&P Development forDevelopment for TalentTalent Transition/selectionTransition/selection and supportand support Senior LeadersSenior Leaders  Board DevelopmentBoard Development  External mentorsExternal mentors  Effective CE ProgrEffective CE Progr  Top level ProgrammeTop level Programme  Selection : Interview board +Selection : Interview board + p/p reviewp/p review  Support: 100 days programmeSupport: 100 days programme Dept headsDept heads  Effective Director ProgEffective Director Prog  Aspiring CE ProgrammeAspiring CE Programme  Internal mentorInternal mentor  Selection:Selection: Assessment/Interview + p/pAssessment/Interview + p/p review. Support: 100 daysreview. Support: 100 days programmeprogramme Middle managersMiddle managers  Effective Asst DirectorEffective Asst Director  Aspiring MD ProgAspiring MD Prog  Internal mentorInternal mentor  Selection: 2 stage Interview +Selection: 2 stage Interview + p/p reviewp/p review First lineFirst line managersmanagers  Effective ManagerEffective Manager  Accelerated Asst DirectorAccelerated Asst Director ProgProg  Selection: Interview + p/pSelection: Interview + p/p reviewreview Lead SelfLead Self  Effective working andEffective working and partnershippartnership  Accelerated ManagementAccelerated Management ProgrammeProgramme  Interview and/or graduateInterview and/or graduate programmeprogramme
  • 40. www.chrisroebuck.net Developing future leadersDeveloping future leaders  Engaging othersEngaging others – getting things done through other– getting things done through other people and establishing effective rapportpeople and establishing effective rapport  Learning abilityLearning ability – learning from experience to– learning from experience to improve performance in self and others. Proactivelyimprove performance in self and others. Proactively seeking feedback.seeking feedback.  Managing changeManaging change – being effective in any fast moving– being effective in any fast moving situation and to consider implications for the future assituation and to consider implications for the future as well as present.well as present.  Strategic Understanding –Strategic Understanding – understanding,understanding, leveraging and improving the whole organisationleveraging and improving the whole organisation  ResilienceResilience – ability to withstand pressures of– ability to withstand pressures of challenging environmentschallenging environments and enabling other to do theand enabling other to do the samesame  Entrepreneurial mindsetEntrepreneurial mindset – adding the entrepreneur– adding the entrepreneur on top of engaging leadershipon top of engaging leadership
  • 41. www.chrisroebuck.net Good leadership buildsGood leadership builds sustainabilitysustainability Which creates new quality leaders A few quality leaders in the right place now Talent management identifies new potential leaders Who are up skilled by development Who engage & develop staff That improves current performance AND grows potential talent Who are put in best place by talent management to grow further Which restarts the cycle building even better performance & more leaders
  • 42. www.chrisroebuck.net42 Making the system workMaking the system work Key stakeholdersKey stakeholders  HR SpecialistsHR Specialists  HR Client Relationship ManagersHR Client Relationship Managers  Senior ManagementSenior Management  Line ManagersLine Managers  EmployeesEmployees
  • 43. www.chrisroebuck.net43 Line manager & HR as partnersLine manager & HR as partners Line Manager Talent HR BP Link development to strategy, on-the-job development, feedback Education on Talent Mgmt, guidance, support and monitoring Human Capital planning, identification of development opportunities Personal drive to develop, discussion, & delivery Sounding board, development opportunities, network opportunities Support in development discussion & planning on request
  • 44. www.chrisroebuck.net44 The practical toolsThe practical tools  Line managersLine managers  Engagement strategyEngagement strategy  Tool kits and TrainingTool kits and Training  HR CRMsHR CRMs  Workshops, Guidelines & Reference GuideWorkshops, Guidelines & Reference Guide  ToolkitToolkit  Senior ManagementSenior Management  Set agenda and role model – mentoring / development activitiesSet agenda and role model – mentoring / development activities  Drive messages about objectives down organisationDrive messages about objectives down organisation  Making space for people to move intoMaking space for people to move into  Systems / processesSystems / processes  Agreed Talent ArchitectureAgreed Talent Architecture  Integration and co-ordination of planning & deliveryIntegration and co-ordination of planning & delivery  Agreed communication / transparencyAgreed communication / transparency  Enhanced development component in performance managementEnhanced development component in performance management  IT platform to support programmeIT platform to support programme  Cross Business Group Talent MarketsCross Business Group Talent Markets  Involvement in new areas, eg branding
  • 45. www.chrisroebuck.net45 You and Us - UBSYou and Us - UBS
  • 46. www.chrisroebuck.net IT as a microcosmIT as a microcosm  ITI project – integration / stream lining ofITI project – integration / stream lining of existing systems and capacityexisting systems and capacity  Project team 3500 globallyProject team 3500 globally  New management board of 40New management board of 40  Representatives from all businesses, mainRepresentatives from all businesses, main locations and main specialist areaslocations and main specialist areas  Used as a pilot areaUsed as a pilot area
  • 47. www.chrisroebuck.net Senior leaders must be on boardSenior leaders must be on board
  • 48. www.chrisroebuck.net48 Engaging senior managementEngaging senior management  Facilitating at development eventsFacilitating at development events  Town hallsTown halls  All Group Executive Board mentor Group Managing BoardAll Group Executive Board mentor Group Managing Board  All Group Managing Board mentor Key TalentsAll Group Managing Board mentor Key Talents  Key Talents mentor High PotentialsKey Talents mentor High Potentials  Benefits :Benefits :  Improvement of knowledge of UBS as a wholeImprovement of knowledge of UBS as a whole  Deepening of relationships across boundariesDeepening of relationships across boundaries  General networking – developing one leadership teamGeneral networking – developing one leadership team  Operational problem solvingOperational problem solving  Discussion of key organisational challengesDiscussion of key organisational challenges  Career developmentCareer development  Talent MobilityTalent Mobility  Enhancement of coaching capabilityEnhancement of coaching capability
  • 49. www.chrisroebuck.net The line managerThe line manager
  • 50. www.chrisroebuck.net50 ““People join organisations and leave bosses”People join organisations and leave bosses”  The line manager is critical factor in :The line manager is critical factor in :  Individuals effective assimilation into the organisationIndividuals effective assimilation into the organisation  Their understanding of organisational vision, values and cultureTheir understanding of organisational vision, values and culture  Identification and leverage of the individuals personal needsIdentification and leverage of the individuals personal needs  Effective performance managementEffective performance management  Identification of their potential and development needsIdentification of their potential and development needs  Seeing the first signs of potential loss to organisationSeeing the first signs of potential loss to organisation  Preventing potential lossPreventing potential loss  Developing the leaders of the futureDeveloping the leaders of the future  Poor line managers are the greatest risk to losing thePoor line managers are the greatest risk to losing the investment committed during the recruitment andinvestment committed during the recruitment and development process.development process.  Lack of development, career path and effectiveLack of development, career path and effective leadership are major influencers in the decision to leave.leadership are major influencers in the decision to leave.
  • 51. www.chrisroebuck.net51 Why are line managers not adding value ?Why are line managers not adding value ?  They haven’t been told what they are expected to doThey haven’t been told what they are expected to do  They don’t realise the importance of their roleThey don’t realise the importance of their role  They have other “higher” prioritiesThey have other “higher” priorities  They don’t want to do itThey don’t want to do it  They don’t know how to do itThey don’t know how to do it  They aren’t assessed on itThey aren’t assessed on it  HR don’t give the support required to enableHR don’t give the support required to enable them tothem to do itdo it  HR wont let them do itHR wont let them do it
  • 52. www.chrisroebuck.net Line managers are key to successLine managers are key to success The line manager is responsible for 17 of the top 20 drivers of effortThe line manager is responsible for 17 of the top 20 drivers of effort maximisation :maximisation :  A clear line of sight from individual to organisational objectives canA clear line of sight from individual to organisational objectives can increase performance by up to 28%increase performance by up to 28%  Fair & accurate feedback can increase performance by up to 39%Fair & accurate feedback can increase performance by up to 39%  A good credible development plan supported by the line managerA good credible development plan supported by the line manager can increase performance by 38%can increase performance by 38%  A line manager who shows their team they genuinely care aboutA line manager who shows their team they genuinely care about them can increase performance by over 25%them can increase performance by over 25%  Effective “on boarding” improves performance of new hires by 25%Effective “on boarding” improves performance of new hires by 25%  Overall …. a good line manager who leads well can increase anOverall …. a good line manager who leads well can increase an individuals performanceindividuals performance andand potentialpotential by at least 30%.by at least 30%.  So all leaders have to be effective not just those at the topSo all leaders have to be effective not just those at the top  Corporate Leadership Council 2004 (n=30,000+)Corporate Leadership Council 2004 (n=30,000+)
  • 53. www.chrisroebuck.net53 Line Manager Engagement StrategyLine Manager Engagement Strategy  To enable line manager engagement use all possible levers.To enable line manager engagement use all possible levers.  Clear value proposition with business case for Line ManagersClear value proposition with business case for Line Managers  Clear accountability via Appraisal system for delivery of agendaClear accountability via Appraisal system for delivery of agenda  Focusing recognition and reward more on agendaFocusing recognition and reward more on agenda  Senior Leaders setting personal exampleSenior Leaders setting personal example  Full support for line managers via HR and Line Managers toolkitFull support for line managers via HR and Line Managers toolkit  Develop basic talent training modules for Line Managers – egDevelop basic talent training modules for Line Managers – eg coachingcoaching  Effective Metrics & MeasurementEffective Metrics & Measurement
  • 54. www.chrisroebuck.net54 Top management must makeTop management must make expectations clear !expectations clear ! “ Line managers own talent and have a clear responsibility for building and developing all talent within and across UBS. HR supports them in delivering this.Peter Wuffli - 2005 ”
  • 55. www.chrisroebuck.net55 Simple messages to line managers…Simple messages to line managers…  Development and retention is about you developing your peopleDevelopment and retention is about you developing your people to help them perform better. No one else is so important to this.to help them perform better. No one else is so important to this.  It is proven to improve individual performance, teamIt is proven to improve individual performance, team performance and thus enhance the bottom line……..so it willperformance and thus enhance the bottom line……..so it will make your life easier whilst improving your bonus andmake your life easier whilst improving your bonus and promotion chances.promotion chances.  This is your basic leadership role as a line manager, it is nothingThis is your basic leadership role as a line manager, it is nothing new. We will give you the skills to do this simply and easilynew. We will give you the skills to do this simply and easily  So developing people and getting them to perform better is aSo developing people and getting them to perform better is a LEADERSHIP issue NOT and HR issueLEADERSHIP issue NOT and HR issue  Do you want the best people in the organisation working for youDo you want the best people in the organisation working for you or not ?or not ?  Do you want a big bonus or not ?Do you want a big bonus or not ?
  • 56. www.chrisroebuck.net Entrepreneurial Leadership :Entrepreneurial Leadership : the final part of the journeythe final part of the journey
  • 57. www.chrisroebuck.net Moving fromMoving from engagingengaging toto entrepreneurialentrepreneurial leadership –leadership – focusing effort on what mattersfocusing effort on what matters both locally and strategically.both locally and strategically.
  • 58. www.chrisroebuck.net Entrepreneurial overview isEntrepreneurial overview is vitalvital Entrepreneurial leader Entrepreneurial leader Aligned entrepreneurial strategy Entrepreneurial leader Entrepreneurial leader Entrepreneurial leader Entrepreneurial leader Example & direction Co-ordination & support Delivery and inspiration
  • 59. www.chrisroebuck.net Creating an entrepreneurialCreating an entrepreneurial cultureculture Maximum effort is the foundation for an entrepreneurialMaximum effort is the foundation for an entrepreneurial culture but won’t deliver it. Key steps to make it happen areculture but won’t deliver it. Key steps to make it happen are ::  Day to day delivery by all leaders :Day to day delivery by all leaders :  Total customer focus – end clients not just “own”Total customer focus – end clients not just “own”  Innovation and creativity – new ideas from inside and out.Innovation and creativity – new ideas from inside and out.  Risk optimisation not minimisation - also manages reputational riskRisk optimisation not minimisation - also manages reputational risk  Proactive responsibility – and developing it in other staff.Proactive responsibility – and developing it in other staff.  Delivering constant change as normal – the journey to excellenceDelivering constant change as normal – the journey to excellence  Building Emotional Inspiration – all wanting to be the best they canBuilding Emotional Inspiration – all wanting to be the best they can  Leveraging the whole organisation by all leaders :Leveraging the whole organisation by all leaders :  Driving alignment and integrationDriving alignment and integration  Role model for trust, integrity and partnershipRole model for trust, integrity and partnership  Being an effective ambassador for whole firm internally and externallyBeing an effective ambassador for whole firm internally and externally  Supporting long term improvements to firm not just short term revenues –Supporting long term improvements to firm not just short term revenues – sustainability.sustainability.
  • 60. www.chrisroebuck.net 360 Entrepreneurial assessment360 Entrepreneurial assessment  Total customer focus in their businessTotal customer focus in their business  Role modelRole model  Ambassadorial effectiveness out of own areaAmbassadorial effectiveness out of own area  IntegrityIntegrity  PartnershipPartnership  Leveraging the whole organisationLeveraging the whole organisation  Championing & DrivingChampioning & Driving  Development of people and performanceDevelopment of people and performance  Alignment to strategy at all levelsAlignment to strategy at all levels  Integration to streamline, simplify & reduce costIntegration to streamline, simplify & reduce cost  Innovation & creativityInnovation & creativity
  • 61. www.chrisroebuck.net Entrepreneurial LeadersEntrepreneurial Leaders Great functional knowledge Entrepreneurial mindset Market / environment knowledge Strategic business understanding Operational understanding Core business/ project/ financial knowledge
  • 62. www.chrisroebuck.net Creating entrepreneurialCreating entrepreneurial HRHRReview current service delivery, in both transactional and transformational HR  Work with business to identify opportunity to simplify, improve or use less resource  Review whether current service delivery is aligned to the achievement of critical strategic objectives or just operational objectives.  Prioritise work of strategic benefit with senior leaders then align operational activity to support that. Take a holistic view.  Ensure clarity of responsibilities between HR, line and senior management  Don’t announce that you are an HR Entrepreneur, just deliver the service.  Review organisations current strategic and operational objectives to identify potential new support HR could provide to enhance the delivery based on the knowledge gained in 1. above.  Constantly review what is being delivered through the filter of improving organisational performance and customer service not the HR “best practice”.  Applies to all support functions not just HR
  • 63. www.chrisroebuck.net Entrepreneurial TeamEntrepreneurial Team EventEvent Practical 2 hour team event you can run to start thingsPractical 2 hour team event you can run to start things moving.moving.  What is Entrepreneurial Leadership and for non leaders beingWhat is Entrepreneurial Leadership and for non leaders being entrepreneurial ? – Youentrepreneurial ? – You  What is the business case ? – YouWhat is the business case ? – You  How do the team think they are doing at present ? – ThemHow do the team think they are doing at present ? – Them  How could they be better in the key areas ? - ThemHow could they be better in the key areas ? - Them  What specific things could they do as a team and asWhat specific things could they do as a team and as individuals ? – You and them.individuals ? – You and them.  Remember the idea that EL underpins all actionsRemember the idea that EL underpins all actions  Can you review and improve legacy systems and process ?Can you review and improve legacy systems and process ?  Get them to agree a team plan to become more entrepreneurialGet them to agree a team plan to become more entrepreneurial that focuses on delivering critical objectives ? – You and them.that focuses on delivering critical objectives ? – You and them.  Get them to agree individual targets ? ThemGet them to agree individual targets ? Them  Can your more experienced help the less experienced people orCan your more experienced help the less experienced people or can people outside the team help ? You and them.can people outside the team help ? You and them.
  • 64. www.chrisroebuck.net64 Key points from my journeyKey points from my journey..  Clear business driven strategy – implemented in a holistic way byClear business driven strategy – implemented in a holistic way by everyone in partnership to deliver integrated engagementeveryone in partnership to deliver integrated engagement /development /entrepreneurial activity/development /entrepreneurial activity  Senior management lead by example and consistently cascadeSenior management lead by example and consistently cascade vision & key messages on importance of development/performancevision & key messages on importance of development/performance  Line Managers be skilled to lead theLine Managers be skilled to lead the engagement/development/performance of employees – especiallyengagement/development/performance of employees – especially High PotentialsHigh Potentials  HR must grow skills and understanding to partner line managers toHR must grow skills and understanding to partner line managers to deliver – and use business languagedeliver – and use business language  Clear career paths and peronal development opportunities -Clear career paths and peronal development opportunities - Creating space for talent to move intoCreating space for talent to move into  Ensuring development of everyone, not just those defined at top.Ensuring development of everyone, not just those defined at top.  Using talent/performance management to drive the transformationUsing talent/performance management to drive the transformation via HR as catalyst.via HR as catalyst.
  • 65. www.chrisroebuck.net So what can you achieveSo what can you achieve ??
  • 66. www.chrisroebuck.net Delivering success in aDelivering success in a year – the system (1)year – the system (1)  Review current service delivery in both transactional andReview current service delivery in both transactional and transformational areas:transformational areas: o Work across business to identify opportunities to simplify or improveWork across business to identify opportunities to simplify or improve or use less resourcesor use less resources o Review whether current service delivery is aligned to theReview whether current service delivery is aligned to the achievement of critical strategic objectives or just operationalachievement of critical strategic objectives or just operational objectivesobjectives o Prioritise work of strategic benefit with senior leaders, then alignPrioritise work of strategic benefit with senior leaders, then align operational activity to support that - take a holistic viewoperational activity to support that - take a holistic view o Ensure clarity of responsibilities between HR, line and seniorEnsure clarity of responsibilities between HR, line and senior management for performancemanagement for performance
  • 67. www.chrisroebuck.net Delivering success in aDelivering success in a year – the system (2)year – the system (2)  Review future strategic and operational objectives toReview future strategic and operational objectives to identify new ways to work and enhance delivery based onidentify new ways to work and enhance delivery based on the knowledge gained abovethe knowledge gained above  Constantly review delivery through the filter of improvingConstantly review delivery through the filter of improving organisational performance and customer service, notorganisational performance and customer service, not through how it has been done beforethrough how it has been done before
  • 68. www.chrisroebuck.net  Senior leaders to understand, develop and championSenior leaders to understand, develop and champion entrepreneurial leadership via an inspiring vision.entrepreneurial leadership via an inspiring vision.  Identify talent quickly via entrepreneurial criteria andIdentify talent quickly via entrepreneurial criteria and develop their leadership. (organisational performance asdevelop their leadership. (organisational performance as well as personal development)well as personal development)  Get line managers up to competence level via no costGet line managers up to competence level via no cost basics that maximise performance of all employeesbasics that maximise performance of all employees  Roll out entrepreneurial leadership to all line managersRoll out entrepreneurial leadership to all line managers  Encourage entrepreneurial behaviour amongst allEncourage entrepreneurial behaviour amongst all employees.employees. Delivering success in a year – the people
  • 69. www.chrisroebuck.net Review the challengesReview the challenges In your tables for each what are the 3 mainIn your tables for each what are the 3 main challenges in your view :challenges in your view : Organisational / laedership – to get yourOrganisational / laedership – to get your organisation to be the best.organisation to be the best. HR – to help leaders in maximising theHR – to help leaders in maximising the effort of people and focusing it on whateffort of people and focusing it on what mattersmatters
  • 70. www.chrisroebuck.net Action plansAction plans  Based on discussion so far write down 3Based on discussion so far write down 3 things that you can implement NOW thatthings that you can implement NOW that could helpcould help  You be a better leaderYou be a better leader  Your HR team perform even better thanYour HR team perform even better than currentlycurrently  Make the whole organisation more effectiveMake the whole organisation more effective
  • 71. www.chrisroebuck.net Final thoughtFinal thought Never forget that what we do influences theNever forget that what we do influences the day to day lives of many people, for themday to day lives of many people, for them if we get it right we can make their dreamsif we get it right we can make their dreams come true and if we achieve that wecome true and if we achieve that we should be proud !should be proud !

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