Managers intuitively believe that investing in people is a key way (perhaps the best way) to develop their organizational capabilities for the long term. But, how do we know that we are investing in the right people? Should we be investing in people at all, or could we instead derive more value from investing in particular roles within an organization that provide the unique fabric of differentiated value that defines a high performing organization? This presentation begins by discussing the strategy mapping approach outlined by Kaplan and Norton [1]and focuses specifically on a customer-focused value delivered by a company as the core of its business model. Building from this we will discuss applying a portfolio approach to talent management [2]by categorizing the various roles in a company and scoring those roles on three categories: contribution to the customer-focused value chain, uniqueness to the organization and variability in performance. Using this portfolio approach allows us to identify the key roles in an organization that provide high value to clients, are genuinely unique to the company and are most conducive to performance improvement—thereby providing the very best candidates for an organization to invest time, money and energy in recruiting/retaining/developing personnel for those roles.

1. Rockstars, Ninjas, and Gurus:
A different perspective on managing your workforce
Presented by:
John Strohecker, Executive Director
Commercial and Logistics
11 Canal Center Plaza, Alexandria, VA 22314
T 800.663.7138
F 703.684.5189
www.robbinsgioia.com
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

2. Agenda
•
•
•
•
•
•
•
Why do we need a different way of managing our talent?
Strategy Mapping
Segmenting Your Workforce
Identifying Your Most Strategic Roles
Assessing Your HR Processes for Strategic Roles
Tools for Applying These Ideas in Your Organization
Additional Reading
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

3. The War for Talent
In a study of 13,000 executives from over 120 companies…
• McKinsey found that 75% of executives said their firms
are chronically short of talent.
• "Does your company make improving the talent pool
one of its top three priorities?" In many
companies, only 10% or 20% of corporate officers said
yes.
• Only 60% of the corporate officers
said they were able to pursue most of
their growth opportunities. They have
good ideas, they have money. They
don't have enough talented people to
pursue those ideas.
Source: Michaels, Handfield-Jones, Axelrod
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4. “Talent Constrained”
Those surveyed said that over the next 20 years the
most important corporate resource will not be
capital, strategy, ideas or opportunities, but rather
talented people who are technologically
smart, globally sophisticated and flexible in their
response to changing business conditions and
customer demands.
Source: Michaels, Handfield-Jones, Axelrod
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

5. Some Important Questions for Human Capital Management
• Traditional Performance Reviews rate individual performance against
annual goals. Better performance = more money
Does this work? Are you investing in the right people?
• What sets you apart from your competitors? How do your best
performers align to these functions?
• What if investing in your best people is the wrong way to do business?
What if you should be investing in your most important roles instead?
Can you do both at the same time?
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

6. Basic Premises
1. Organizations create value for customers through their
business model
2. Each role in an organization supports different elements of
the business model
3. Some activities create more customer value than others
4. Organizations have a finite amount of money
5. For most organizations employee related costs are the #1
or #2 cost to the business
6. A rational investor allocates funds to the investment that
will yield the greatest return
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

7. STRATEGY MAPPING
“You can get capital and erect buildings, but it
takes people to build a business.”
--Thomas J. Watson, founder of IBM
“An organization is nothing more than the
collective capacity of its people to create value.”
--Lou Gerstner, IBM
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

8. Strategy Mapping
Strategic Theme:
Strategic Theme:
“e-Business”
Operating Efficiency
Long Term
Shareholder Value
Financial
Grow
Revenues
Q: “How will we create shareholder value?”
Cost
Structure
• Grow revenues and manage cost structure.
Attract & Retain
Customers
Product
Leadership
Q: “How will we create customer value?”
Integrated
Solutions
Customer
• Convergence of hardware, software, and services to
provide integrated solutions.
Service
Q: “What is our internal capability focus?”
Internal
HW
People
SW
SCM
CRM
Serv
Human
Capital
• Layoffs
• IT Services
Culture
• Win, Execute, Team
• Collaboration
Organiz.
• Focus on core processes that drive value—then
execute and improve!
• Governance (CEC)
• IT infrastructure
Q: “How will our people embody that?”
• Establish a high performance culture based on core
principles manifested in practice.
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

9. Strategy Mapping Worksheet
Strategic Theme:Mapping
Stratgy
Operating Efficiency
Financial
Long Term
Shareholder Value (π = R–E)
Grow
Revenues
• new
• “now”
Customer
Internal
People
Human
Capital
Culture
Organiz.
Cost/
Productivity
Value Drivers
Metrics
Key Initiatives

10. Segmenting Your Workforce
• Categorize your workforce by Function and Role
One example:
Management Consultant
Technology Consultant
Business Developers
Recruiters
Financial Analysts
Human Resources
Marketing
Proposals
Contracts
Practice Managers
Internal IT
Business Unit Leadership
Executive Management
Functional Department Head
(Junior, Mid, Senior)
(Junior, Mid, Senior)
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

11. Royal Dutch Shell – Talent Segmentation Map
4.5
4
3.5
3
Geologist
Geophysicist
Petrophysicist
Reservoir Engr
Wel Engr
Production Engr
Process Engr
Field Engr
Asset Maint
Product Research
Sales & Marketing
HR
Trading
Supply & Distr.
Business Consult
Finance
IT
Contract & Procur.
a.
b.
c.
d.
Specific
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Graduate
Middle Manager
Middle/Senior
Senior Executive
3c
4c
2c
5c
10b
13c 3b
7c 1c
3d
5b13d
2b
2d
1d 9c 8c13b 1b
14c
4d
10d 10c5d 9b 6c 7b 6b
6d
7d 14d 8b
9d
11c
8d
15c 11d 12c
12d
11b 14b
16b
15d
17c
16c 16d
12b
18d
17d
17b 18b
18c
5a
7a
6a 2a 3a4a
10a 8a
1a
9a
14a
13a
11a
15b
15a
12a
18a
16a
17a
Generalized
2.5
2
4b
1.5
1.5
2.0
Operational
2.5
3
3.5
4
4.5
5
Strategic
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

12. Human Capital Architecture
Complementary
Strategic
FOCUS: Partnership
Unique
- select on past experience
- develop the relationship
- evolving scope
- rewards for ideas
• FOCUS: Commitment
- staff based on potential
- develop in situ (firm-specific)
- equity based pay & benefits
- autonomy/self-direction
- mistakes drive learning
Support
Core
• FOCUS: Compliance
low
WARNING: These
general trends may
not be appropriate
for your particular
circumstances.
• FOCUS: Productivity
- standardize/simplify (outsource)
- procedural formalization
- narrow scope
- error avoiding
- hourly pay
low
Relational
Internalization
Value
- staff based on current skill
- development (job specific)
- market-based pay
- focus on ST performance
- mistakes above the water line
Transactional
high
Externalization
high
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

13. high
PanBio’s Human Capital Map
Complementary
Strategic
C A
D B
R&D
Partners
R&D
Partners
R&D
Partners
R&D
Partners
TMT
R&D Diagnostics
Partners
Sales
Mfg
UNIQUE
R&D
R&D
MIS
Diagnostics
Legal
HR
TMT
Sales
Laboratory
Services
HR
Fin
R&D Customer
Service
Quality
Low
Distribution
Manufacturing
Operations
Customer
Service
Support
Low
Fin
VALUE
Core
high
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

14. Royal Dutch Shell – Talent Segmentation Map
4.5
4
3.5
3
Geologist
Geophysicist
Petrophysicist
Reservoir Engr
Wel Engr
Production Engr
Process Engr
Field Engr
Asset Maint
Product Research
Sales & Marketing
HR
Trading
Supply & Distr.
Business Consult
Finance
IT
Contract & Procur.
a.
b.
c.
d.
Specific
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
Graduate
Middle Manager
Middle/Senior
Senior Executive
3c
4c
2c
5c
10b
13c 3b
7c 1c
3d
5b13d
2b
2d
1d 9c 8c13b 1b
14c
4d
10d 10c5d 9b 6c 7b 6b
6d
7d 14d 8b
9d
11c
8d
15c 11d 12c
12d
11b 14b
16b
15d
17c
16c 16d
12b
18d
17d
17b 18b
18c
5a
7a
6a 2a 3a4a
10a 8a
1a
9a
14a
13a
11a
15b
15a
12a
18a
16a
17a
Generalized
2.5
2
4b
1.5
1.5
2.0
Operational
2.5
3
3.5
4
4.5
5
Strategic
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

15. Complementary
Strategic
UNIQUE
high
HUMAN CAPITAL WORKSHEET
Human Capital Investment
Low
Skill Area
1.
Support
Low
Core
VALUE
high
2.
3.
4.
5.
Action
Impact

16. Adding A Dimension
• Knowing which roles are most valuable is important, but it’s not enough
• Remember premise #6: A rational investor allocates funds to the investment
that will yield the greatest return
• So which positions have the greatest opportunity for improvement?
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

17. Adding A Dimension
• Knowing which roles are most valuable is important, but it’s not enough
• Remember premise #6: A rational investor allocates funds to the investment
that will yield the greatest return
• So which positions have the greatest opportunity for improvement?
Look for Variability in Performance!
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

18. Talent Management
“Companies that invest in human capital, work to develop
and retain valued employees, and measure and hold
people accountable for that investment have a powerful
competitive advantage.”
--J. Randall McDonald, IBM
• Functionality: Processes & Tools
• Vitality: Mindset & Culture
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

19. BUILDING FUNCTIONALITY
FUNCTIONALITY
Retention
- turnover
- value prop
• Is the system strategically aligned?
• Are the practices internally consistent?
• Are the processes executed effectively?
Engagement
- recruitment
- selection
Assimilation
- attitudes
- behavior
-on boarding
-orientation
-culture mentoring
Rewards
Development
- pay
- recognition
- training
- coaching
Perf. Mgmt.
While the functionality of the talent management
system is critically important, success also
depends on simultaneously…
Sourcing
- appraisal
- goal setting
- feedback
Career Management
- assignment
- path planning
VITALITY
• Commitment
• Engagement
• Accountability
Top
Executives
Talent
Pool
HRM
Line
Managers
Without system vitality, the idea
of “best practice” in talent
management means little.
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

20. Assessing Functionality
Retention
- turnover
- value prop
Sourcing
- recruitment
- selection
Engagement
Assimilation
- attitudes
- behavior
-on boarding
-orientation
- culture mentoring
1 2 3 4 5
Rewards
Development
- pay
- recognition
- training
- coaching
Perf. Mgmt.
- assessment
- goal setting
- feedback
Career Management
- assignment
- path planning
Source: Ready & Conger (2007)
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

21. Assessing YOUR Talent Management System
1.
Select 1-3 strategic jobs: (a) critical to performance of the enterprise, (b) unique
skills that are difficult to replace, and (c) variability in performance across
individuals.
2.
Identify the competencies (knowledge, skills, and personal attributes) needed
for success.
3.
Make a spider diagram (for each job) that rates the effectiveness of talent
management practices (scale 1=poor, to 5=excellent).
Sourcing
- recruitment
- selection
Retention
4.
Make recommendations to enhance:
Assimilation
- turnover
-total reward
-on boarding
-orientation
1 2 3 4 5
(a) functionality of the system—use of best practice, effective
execution, aligned w/ needs of enterprise, mutually reinforcing,
(b) vitality of the system—commitment, engagement, and
accountability of leaders, managers, and employees.
Development
Engagement
- training
- coaching
- attitudes
- behavior
Deployment
Rewards
- assignment
- career mgmt.
- pay
- recognition
Perf. Mgmt.
- appraisal
- feedback
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

22. Job Title:
____________________________________________________________
Competencies:
Knowledge
Skills
Attributes
•
•
•
•
•
•
•
•
•
Talent System Diagram:
Sourcing
- recruitment
- selection
(Ratings: 1= poor, to 5= excellent)
Retention
Assimilation
- turnover
-total rewards
Engagement
-on boarding
-orientation
1 2 3 4 5
- training education
- coaching
- attitudes
- behavior
Deployment
Rewards
- pay
- recognition
Development
Perf. Mgmt.
- appraisal
- feedback
- assignment
- career mgmt.

23. Putting It Together
If you work through these steps you’ll have
• Clear of how your organization creates customer value
• Segmentation of your workforce by role
• Skills and behaviors, by role, which create positive
results
• Human Capital Architecture that maps roles to value
creation and uniqueness/specificity
• Identified Strategic roles – critical positions with high
variability
• Assessment of HR processes vis-à-vis strategic roles –
what processes should you invest in to support your
most strategic roles?
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

24. Additional reading
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

25. Additional Reading
Confidential and Proprietary © 2013 Robbins-Gioia, LLC

26. Thank You For Your Time
Questions or Comments:
John.strohecker@robbinsgioia.com
www.robbinsgioia.com
Confidential and Proprietary © 2013 Robbins-Gioia, LLC