What drives business

inSIGHT, inTEGRATE & inTEND

The name ‘in3’ derives from the 3 things required to make change happen: motivation, ability and focus. If leaders want to make things happen, 3 ‘simple’ things are obligatory.

Make sure people:

  1. are motivated
  2. have required ability
  3. and know what to do

 

in3 helps organizations execute these 3 steps by:

  1. analyzing motivation by Identifying culture type
  2. identifying talent gaps
  3. defining jobs for focus

 

An expanded view of in3’s role in these 3 areas looks like this:

  1. Motivation: in3 identifies:
    1. how the culture motivates
    2. leadership culture preferences (& develops a shared, motivated mindset.)
    3. the culture profile to retain intrinsically motivated people for the long haul.
    4. information the inSIGHT platform needs to select and promote those who are motivated by the culture—people who fit.
  2. Ability: in3 identifies:
    1. the ability necessary to execute a job to expectations
    2. the job incumbent’s ability
    3. the job’s talent gaps, if any
    4. in3 develops, based on talent requirements and gaps:
      1. staffing requirements
      2. structured interview protocols
      3. career tracks to source, promote & retain best talent
      4. information the inTEGRATE platform needs to minimize talent gaps and maximize performance
  3. Focus: in3 consults to resolve business issues and identify the information needed for the above referenced platforms. Through inTEND consulting, in3 helps to:
    1. redesigns jobs
    2. set relevant goals / measures
    3. drive subordinate goals / measures
    4. identify issues that affect job results
    5. systematically review, evaluate, update & coach to maximize performance and minimize wasted effort

References:

  1. Motivation. Mike Hobbs: President & Owner, Engineered Glass Products, $50M manufacturer
    1. “We originally called you to help us with hiring the right people to be foreman in our plants. We didn’t know what attributes we were looking for to hire foremen who could be successful in our plant. When we interviewed our best foreman and captured the characteristics that made our best foreman successful, we then started hiring people with those tendencies. Our turnover of foremen dropped by 60%, as we hired foreman based on those who were successful. This allowed us to improve our productivity in the plants by 38% over the next 5 years.”
    2. “The same benefits applied to our management team. We now have people who fit the culture of our company, who are diverse in thinking and background, but work well as team players, both on our executive team, and others who report to them. They are part of the team approach, which allows the company to work together with everyone pulling in the same direction to accomplish the goals of the company.”
    3. “Turnover in management is now less than 5% since we began hiring people who fit the culture of our company.”
  2. Ability. L. Kevin Cox, currently Senior Vice President & Chief Human Resource Officer, GE Corp., $147B. Then, VP HR, Pepsi Corp, commenting on Pepsi’s Capability, Talent & Change intervention.
    1. “Instrumental in HR planning
    2. Uses model for assessment, for development, and for overall effectiveness
    3. For HR Planning: it provides a method to set standards for development process, it gives teeth, and it’s less soft. It sets standards for the caliber of personnel in the field
    4. Uses it to compare and contrast US regions and Canada
    5. It’s a compass more than a competency model
    6. It has withstood the test of difficult scrutiny, approved and used by many levels
    7. Senior level involvement is critical
    8. Currently developing a 6-step capability plan
    9. Focused Strategy
    10. Clear work definition & objectives
    11. Efficient organization structure
    12. Best tools
    13. Employees Ready
    14. Training that works
    15. General Managers. The next target”
  3. Focus: Steve Sakats, currently SVP Human Resources, Land O’Frost Co., approx. $500M. manufacturer. Then, VP HR, Aramark, commenting on Aramark’s integration of recently acquired ServiceMaster.
    1. “I highly recommend Don Jastrebski, and in3 consulting, for expertise in culture assessment and change, employee engagement, and performance management systems.
    2. Don has helped me in with several assignments spanning two companies. In each assignment, Don has developed strong relationships at all levels of the company. He has provided insight and solutions that always have positive impact on company success measures.
    3. One example of the value of his work occurred after ARAMARK Corporation’s acquisition of the ServiceMaster Management Services business unit. I was responsible for Human Resources for the Business and Industry division. The leadership team was approximately 60% from ARAMARK and 40% ServiceMaster. The team was not coming together and had little trust. Leaders from ARAMARK viewed the ServiceMaster leaders as slow, afraid to act, and not intelligent. ARAMARK leaders were viewed as cowboys who shot from the hip. Don conducted interviews and used his culture model to define differences. He provided the framework and facilitated discussions to help us understand our differences. We went from a disjointed team fighting to keep our old ways to an integrated team working together to create our new performance culture. As a result, our division was recognized by the company for outstanding performance in our first year.
    4. Don explains complex situations in a way that all levels of an organization can understand. He is a thought leader and his solutions produce results.”

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