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					                                       APDF




Association of Professional Design Firms


          2008 Teleforum Series:
            Staff Development—
         Best Practices in Mentoring
                              APDF



 Bill Thiemann
EVP, Chief Customer Officer
           LPK
     Cincinnati, Ohio
                                                 APDF

                Background
 International Design Agency
  » Headquartered in Cincinnati, OH
  » Offices in US, Europe and Asia
  » Employee-owned
 350 employees globally
  » Creative, Client Services, Implementation,
    Finance + Business Operations
  » 65 managers
                                               APDF

           LPK Commitments
 Continual Learning
  » Knowledge acquisition, management and
    dissemination
 Nurturing Culture
  » Value diversity of style and opinion
  » Supportive environment to enable great ideas
  » Trust and respect
 Personal Development
  » Performance review system
  » Personal development plans
     • Employee responsible, manager enables
                                             APDF

             LPK Managers
 Formal Management Structure
  » Each manager responsible for approx. 5
    reports
  » Department based
  » Documented career path
  » Trained in Coaching/Counseling
                                           APDF

                      Roles of a Coach
   Sponsor
   Mentor
   Appraiser
   Role Model
   Teacher


Coaching for Development, Marianne Minor
                                    APDF

            LPK Mentoring
 Performance Review System
 Customer-Focused Creative Units
 Other Forums
                                    APDF

   Performance Review System
 Annual Review
  » Department manager
  » 360° feedback
  » 6 critical skills
 Personal Development Plan (PDP)
  » Quarterly touch points
                             APDF
 Customer-Focused Creative Units
           (CFCUs)
 Brands grouped by category
  » 5 CFCUs (i.e., Beauty, Kids)
  » Scale as needed
  » Builds sense of community
 Teams lead by cross-functional managers
  » Expected to grow skills in day-to-day work
  » Responsible for employee growth through
    experiences/rotations
                              APDF

              Other Forums
   Human Resources
   Ambassadors (new hires)
   Shadowing
   Rotations
   Department Roundtables
                               APDF

          What We’ve Learned
   Commit to people
   Train managers
   Document career path
   On-going communication
                                         APDF

                Watch Outs
 Complexity
  » Too many layers
  » Not always same CFCU or region
 Consistency
  » Accountability
 Confidence
  » Managers understand how to respond
                            APDF



Tim Cunningham
          Founder
      Daedalus Excel
 Pittsburgh, Pennsylvania
                                          APDF

                Mentoring
 A trusted counselor or guide, tutor or coach
                                          APDF

              Guide/Wicki
 Pairing experienced employee with new
  hire to show them the ropes
 Wicki explains daily expectations and
  procedures; contains employee manual
                                            APDF

          Teaming/Shadowing
 Pairing a senior practitioner in one
  discipline with a less experienced staffer in
  another discipline
 Include a junior staff member in early
  project negotiations
                                           APDF
            Professional
       Organizations/Teaching
 Learning to work with others in a low risk
  way
 Articulating and externalizing knowledge
                                        APDF

  Who We Are/Discussion Group
 Presenting informally professional
  background and personal interests
 Discussing book: True Professionalism by
  Maister
                                             APDF

    Peer to Peer/Practice Group
 Assembling a multi-disciplinary group to
  focus on a particular problem
 Sharing particular expertise with other
  interested employees
                                       APDF

            Best in Class
 Observing and comparing management
  practices used by clients
                      APDF



John Barratt
President and CEO
      Teague
Seattle, Washington
                                           APDF
      Mentoring is a component of
         ―knowledge transfer‖
 Why is knowledge transfer important to
  Teague?
  » Succession
  » Culture ―One Teague‖
                                              APDF
  Components of Knowledge Transfer
 Training
  »   Specific to ―management‖ (approx 15%)
  »   Learning protocols and processes
  »   6 formal sessions lasting 1 to 2 days
  »   Education AND team building
                                               APDF
  Components of Knowledge Transfer
 Coaching
  » Each project has a PM plus a Project Coach
  » Particularly important in first few projects
  » Learning by doing – with a safety net
                                                APDF
  Components of Knowledge Transfer
 Mentoring
  »   Least formalized
  »   Good being ―infused‖ by the great
  »   Less time consuming for the ―expert‖
  »   Mutual respect requirement
  »   Examples: career paths, extraordinary technical
      skills
                                                 APDF
  Components of Knowledge Transfer
 Teague Academy
  » All employees, clients and friends
  » Forum for ―Best in class‖ experts to share
                                        APDF

              Take Aways
 If you think about mentoring as a
  component of knowledge transfer it helps
 Training and coaching need a firm
  framework
 Mentoring needs a loose framework
                                     APDF



      Tina Niclosi
Principal/Executive Vice President
              Oden
      Memphis, Tennessee
                                            APDF

                  Overview
 Marketing Communications firm focused on
  B2B companies
 Approximately 55 employees on staff;
  average tenure is 6 + years
 Our goal is to attract and retain team
  members by offering them opportunities to
  grow, providing fulfilling work, and offering a
  solid benefits program and a work
  environment that is family-friendly
                                         APDF

               Orientation
 All new Odenites go through an orientation
  program with employees from different
  areas to learn what it is we do and how we
  do it
                                          APDF
          Management Group
          Core and Expanded
 Core team includes 5 senior management
 Expanded group includes 6 additional
  individuals
 Goal is to expose our expanded group to
  topics that they may not normally be
  involved in
 Provide a forum to discuss issues that they
  encounter and share ways to handle
                                         APDF

             Culture Shock
 Employee-led cross-functional group that
  helps shape the Oden culture
 Provides the group with the opportunity to
  develop leadership skills, manage meetings
  and projects, and implement ideas that they
  may not have the opportunity to on a day-
  to-day basis
 Learn the importance of considering all
  audiences when making decisions
                                        APDF

  Specialists/Internal Consultants
 Pair team members up with specialists to
  not only offer support but to mentor the
  team members so that they learn through
  the process
                                          APDF

 Marketing and Creative Meetings
 Held monthly and designed to present case
  studies or share new ideas with employees
  in their respective areas
 Provide insight into how the information can
  be applied to their own work
 Encourage employees to follow-up with
  presenters for brainstorming or further
  information

				
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