Marc Effron, author of One Page Talent Management: Eliminating Complexity, Adding Value (Harvard Business Press) showed how companies have buried talent processes under layers of bureaucracy and complexity that make them unusable and unused. More importantly, he’ll show you how to cut through the clutter with One Page Talent Management (OPTM), a powerfully simple approach that significantly accelerates a company's ability to develop better talent faster. The OPTM approach combines the best behavioral science research with lean process design to create easy to use talent processes that managers truly value. This webinar is for anyone who leads a team or wants to one day.

1. One Page Talent Management
Eliminating Complexity, Adding Value
presented by
CONFIDENTIAL

2. Your host Our guest
George Babu Marc Effron
Corporate Development & IP President, The Talent Strategy Group;
Author of One Page Talent Management
rypple.com
onepagetm.com
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3. A Quick Introduction
Marc Effron
President
Great leaders benefit society, so build as many
great leaders as possible around the world!
Writing Consulting Volunteering Speaking
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

4. A Short Story . . .
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

5. CEOs (and HR) aren’t happy with their co.’s talent
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

6. We don’t always realize the opportunities
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

7. Even HR Rates Its Performance Low
The New Talent Management
Network
!"#"$
%&'&($)*$+',(-&$.'-'/(0(-&$ State of Talent Management
2010
Less than 50% rate assessment,
development planning,
engagement and executive
coaching as Effective
Even lower ratings for simplicity,
transparency and accountability
New Talent Management Network
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

8. Getting the Best From Talent Management
We know the facts about how to grow great talent quickly.
How can we better apply that knowledge?
!"#"$
%&'&($)*$+',(-&$.'-'/(0(-&$
How financially successful How to build better talent faster How talent management groups
companies create by simplifying and adding value are organized, the work they do,
sustained talent pipelines to your talent practices how it gets done
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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9. Why Isn’t It Working?
This seems strange since . . .
! The science is sound
! HR is an educated group
! Our leaders want the results
! We have formal TM groups focused on this
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

10. Let’s Start with What We Know
The Line
Behavioral Managers
Science Is Want to
Sound Succeed
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

11. So What If We . . .
Identify the business goal, then:
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Start with the • What s actually proven to achieve the proposed
Science business goal?
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• How few steps and how little data will take us from the
Eliminate core science to the business outcome?
Complexity,
• How can this process/tool help managers make
Added Value
smarter business decisions? Create some cake-mix?
3
Create • How will managerial accountability be enforced?
Accountability
& Transparency • How can the process be as transparent as possible?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

12. We’d have One Page Talent Management
One Page Talent Management radically challenges
conventional HR & TM thinking. It’s driven by the belief that:
" Our practices are academically correct
but practically deficient
" Only execution delivers value
" Two things matter (maybe three) in
each practice
" We have added complexity without
adding value
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

13. The Value/Complexity Curve
The Value/Complexity Curve™ The V/C curve helps ensure that
talent management processes truly
benefit managers
Stop ! Evaluate every element in a
Value Added for Manager
process or tool against the curve
– How does it add real value?
Caution – Is it one of the two or three most
critical elements of the tool or
process?
Continue
! Evaluate the entire process or
tool against the curve
– Do the sum of the elements still
add more value than complexity?
– Is this same value or portions of it
produced by another process? If
Effort/Complexity Added
so, does this process add unique
value?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

14. OPTM Performance Management
The Science
• Harder goals motivate better
• Goals should align with self-interest
• Too many goals reduces effort on each
?
So why have . . .
Individual goal 10 different Individual goal
ratings objectives weights
Competency-based Fancy goal labels
assessments
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

15. OPTM Performance Management
! Business Objective: Employees understand their goals;
they re fairly evaluated at year end
! Maximize value/minimize effort
– Reduce complexity – No more than four goals, no goal
labels (crutch!), no competency ratings
– Remove false precision – Delete goal ratings and
weightings
– Stop doing what’s not proven, i.e. employees
participate in goal setting
– Stop worrying about the scale – it doesn’t matter!
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

16. OPTM Performance Management
Performance Management Plan – 2010
Associate Manager: Keep it SIMple
Focus on Name:
Title:
HR Generalist:
Specific, Important (business and employee), Measurable
essential info Dept:
• What is the goal? 1 Describe the Associate s performance goals for the year (in order of priority)
• How will you measure A
Goal Metric
results? Results
• Was it achieved? Goal Metric
B
Results
Goal Metric
Maintain Balance of C
Results
What/How
• Behaviors critical to D
Goal Metric
achieve these goals Results
2 Describe the two behaviors that are most critical to achieve the goals listed above.
Reduce A. B.
unnecessary info
Summary
• Rating: 1 – 5 with no 3
Rating
Comments
labels, weighting or
4 Signature & Date We have agreed to these objectives At goal setting A performance evaluation was conducted At year-end review
needless complexity Employee Employee
Manager Manager
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

17. Transparency and Accountability
Accountability Transparency
! Time bomb communications ! Full transparency about the
! Series of reminders increasing in process
importance ! Everyone knows their ratings
! Managed distributions ! Distribution, if any, is known
! CEO role modeling
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

18. OPTM Associate Engagement
The Science
! Higher engagement leads to more employee discretionary
effort that benefits the firm
So why do we see . . .
! Questionnaires with 120 questions?
! Little focus on making follow up easy?
! No individual accountability for improving results?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

19. OPTM Associate Engagement
! Business Objective: Managers take the right actions to
increase engagement
! Minimize Complexity
– 45 questions
– Practical, so easy to act on results
! Add Value
– Proprietary algorithm gives managers customized
analysis and recommendations
– No additional survey analysis required for a manager to
take action
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

20. Engagement Summary Page for: Marketing – Asia
Results overview
Your Score: Your Change: Your Goal: Goal Met:
63% 4% 3% Yes
Which areas have the most power to increase engagement?
Many areas contribute to engagement but a few have the greatest power to increase it. The boxes below list the Strong,
Moderate and Low drivers of engagement. These can change from year to year as the needs of our associates change.
Strong Moderate
Focus on essential info Weak
Dimension Power Dimension Power Dimension Power
• What was our improvement goal?
My manager 1.5:1 Senior Mgmt. 5:1 Communication 12:1
Our strategy 2:1 How did my group score?
•
What, specifically should the manager
Team strength 7:1 Diversity 13:1
work on to increase engagement? company score? 7:1
Growth 3:1 How did the
• Empowerment Work Environ. 13:1
opp s
What will drive engagement for your group?
The items listed are those that are statistically shown to have the most potential to increase overall engagement in your group.
They are not necessarily those items Powerful are The You should act on these questions before taking action on other
How with the lowest scores. Drivers?
survey questions.
(i.e. where should a manager focus
Key drivers (shown in orderherpriority for action)
his or of time) Item Score
#23. My manager sets clear performance goals (My manager) 67%
#12. I understand how my job contributes to the achievement of our business goals (Our strategy) 59%
#4. I have sufficient opportunities for professional development (Growth Opportunities) 55%
This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.
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21. Transparency and Accountability
Accountability Transparency
! In VPs performance plan, set ! All managers share results
increase each year within one month of receiving
! Set organization-wide increase data; action plan within two
goals months of receiving data
! All data shared at executive
team meeting
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

22. The OPTM 360
The Science
! Feedback with follow-up often results in improved
behaviors
So why do we see . . .
! Meaningless scales (I m a 3 out of 5?)
! 50, 60, 70 questions?
! Long and confusing 360 reports?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

23. The OPTM 360
! Business Objective: Leaders behave in a way that supports
the business strategy
! Eliminate Complexity
– Minimum number of questions (30)
– Unique scale – “Do much more” to “Do much less” –
instantly prioritizes development actions
! Add Value
– One page report with three priorities
– Feedforward “Stop, Start or Continue” for each priority
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

24. The OPTM 360 Unique Scale
• Do much more – Do much less
• What should change, not are
you proficient?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

25. The OPTM 360
Clear Priorities
• Focused on top three
areas for change
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

26. The one-page summaryReport (OK –Verbatimpages)
A OPTM 360 of your two advice about
top three priorities for change specifically how to change
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

27. Transparency and Accountability
Accountability Transparency
! Formal or informal, but must ! Results shared widely (manager,
have teeth (i.e. considered in HR leader, talent leader, maybe
criteria for promotion, moves, others)
development opportunities) ! Behaviors mattered when
making promotion and
movement decisions
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

28. Who s using it/does it work?
! Who s already implementing OPTM? American Express,
Avon, IBM, General Mills, MasterCard among others
! Some hard metrics
– Quantitative metrics
• Engagement up 60% ! 72% from 2006 – 2009
• Manager provides timely and helpful feedback: + 20%
• Manager plans for my professional development: + 15%
• Manager clearly communicates performance goals: + 9%
– Qualitative metrics
• Line managers saying “thank you for new PM process” (!)
• Executive team said they’re making faster, more fact-based talent
decisions
• Able to make the talent moves we wanted, when we wanted to
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

29. Getting Started
! Remember, most exec s not happy with state of HR & talent
! As an HR professional, do you fit better at Company #1 or
Company #2?
1. Take off your HR hat; forget your hard-earned HR knowledge
2. Select one practice you own or have input to
3. Pick your favorite effectiveness driver – simplicity,
accountability or transparency
4. Answer the question, What one thing could we do to
increase (simplicity) in the next 30 days?
5. If you re ambitious, answer, What one thing could we do to
add more value to a manager in this process?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

30. Some Quick and Easy Metrics
! Simplicity
– Is it embarrassingly easy?
– Are managers out of excuses?
! Accountability
– Why should they?
– What are you going to do if they don’t?
! Transparency:
– Can they describe the process?
– Do they know how it impacts them?
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

31. In Closing . . . .
! Simple works – the facts prove it
! You can do it – others have (and more will soon)
! It s in your hands – make it happen
Thank you!
Questions please!
For more information,
www.talentstrategygroup.com
www.onepagetm.com
marc@talentstrategygroup.com
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This material is proprietary and exclusively for use by The Talent Strategy Group, LLC and its clients. Any other use is strictly prohibited.

32. Join us for an exclusive webinar
Wed Dec 8th at 3PM EST.
We'll discuss simple, high value strategies
for helping your people learn faster by
surfacing hidden insights from the people
they work with every day.
For more information email: webinars@rypple.com
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33. Answering your questions…
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