1. 1© 2009 PeopleFirm. All rights reserved.© 2009 PeopleFirm. All rights reserved.
Introduction to PeopleFirm

2. 2© 2009 PeopleFirm. All rights reserved.
PeopleFirm: our focus
We’re a consultancy
passionate about our
singular mission:
helping our clients achieve
a competitive advantage
through
their people.
PeopleStrategy
Organizational
Performance
Talent
Management
Change
Management

3. 3© 2009 PeopleFirm. All rights reserved.
PeopleFirm: our focus
We are a leader in designing and leading change
management and adoption efforts that lower risks
and accelerate results.
Change
Management
We help companies design and optimize how
they manage talent across the full employee
lifecycle from entry to exit, and beyond.Talent
Management
We assess
organizational
investment options
across all areas
related to people
and talent
management with
the goal of
selecting the best
investment portfolio
to drive the
organization's
strategy.
PeopleStrategy
Organizational
Performance
We improve organizational performance using an
approach that addresses all aspects of employee
engagement and teamwork.

4. 4© 2009 PeopleFirm. All rights reserved.
introduction to PeopleFirm
 A woman-owned consulting firm with 3 founding partners:
 Tamra Chandler: CEO
 Beth Montag-Schmaltz
 Marcus Scott
 Experienced team averaging 12 – 20 years
 75% of team hold advanced degrees in organization development, or
industrial/organizational psychology, and business

5. © 2009 PeopleFirm. All rights reserved.
People Strategy

6. 6© 2009 PeopleFirm. All rights reserved.
The best Corporate
Strategies define an
organization’s approach
for winning in all
three markets.
Capital
Customers
Labor
1
2
3
every organization is competing in three
markets

7. 7© 2009 PeopleFirm. All rights reserved.
what is a People Strategy?
Define, design, and implement a strategic vision
for competing in the labor market.
Establish a prioritized investment plan in the
human side of your organization.
The specific goal:
Achieving your business strategy.

8. 8© 2009 PeopleFirm. All rights reserved.
connecting your people strategy to your
corporate direction
Business
Strategy
• Corporate Strategy
• Key operational drivers
• Key events including product launches / market shifts
• Growth plans including acquisitions
People
Strategy
• Desired organizational outcomes including:
•Talent needs and impacts by key employee segment
•Desired organizational performance and behaviors
•Talent process investment priorities and needs
•Employee Value Proposition
HR Strategy
• HR strategic initiatives
• HR services and capabilities
• HR policies, practices, and activities
• HR scorecard
a people
strategy
defines how
to enable a
corporations
unique
business
strategy and
defines the
course of
action and
focus for HR

9. 9© 2009 PeopleFirm. All rights reserved.
Optimization
Differentiation
Foundations
Alignment
PeopleFirm's People Strategy Framework
Efficiency
Effectiveness
Alignment
Increase the connectedness of
your people to your strategic
imperatives through improved
organizational structures,
employee engagement, and
enhanced communication, and
collaboration.
Differentiation
Design and implement a
portfolio of people investments
to further drive your strategic
vision and deliver a
differentiated experience for
your people and your
customers
Foundations
Ensure core Talent
Management systems and
processes are in place to
support effective management
of the employee lifecycle.
Optimization
Improve business and talent
related decisions, optimize
resource usage and enhance
your employee’s careers and
experiences.

10. 10© 2009 PeopleFirm. All rights reserved.
there is not one right path, just the best
path for your organization
Alignment
Efficiency
Effectiveness
Differentiation
Foundation Optimization
The journey that defines an
organization’s culture,
employee experiences,
talent and HR process and
tools will be unique. The key
question is -- Will your path
be planned or reactionary?
PeopleFirm has the tools to
help you plan a path that
aligns with your corporate
strategy and fits your
financial and resource
capabilities.

11. 11© 2009 PeopleFirm. All rights reserved.
Foundation Optimization
Alignment Differentiation
Efficiency
Effectiveness
how do you score against best practices? how
should you? how do you get there?
Sourcing &
Recruiting
Performance
Management
Career
Planning
Competency
Learning
Rewards and
Recognition
Workforce
Planning
Succession
Planning
Talent Management Maturity
Measuring along the x-axis
1. Measure your organization against talent
management best practices.
2. Identify your highest returning talent
management opportunities.
3. Support key decisions including technology
and resource investments.
4. Build a roadmap to drive improved efficiency
in your talent management processes and
tools across the full employee lifecycle.

12. 12© 2009 PeopleFirm. All rights reserved.
Optimization
Differentiation
Efficiency
Effectiveness
Alignment
Foundation
how do you score against best practices? how
should you? how do you get there?
Employee
Engagement
Collaboration
Knowledge
Sharing
Strategic
Awareness &
Alignment
Leadership
engagement
Communication
Structure and
environment
Organizational Performance Maturity
Measuring along the y-axis
1. Measure your organization against
Organizational Performance best practices.
2. Identify the highest returning opportunities
to increase your team’s performance.
3. Build a roadmap to drive improved
organizational performance across the
enterprise.

13. © 2009 PeopleFirm. All rights reserved.
Your People = Your Business
Organizational Performance

14. 14© 2009 PeopleFirm. All rights reserved.
organizational performance: helping you build
a high performance teams
Employee
Engagement
Collaboration
Knowledge
Sharing
Strategic
Awareness &
Alignment
Leadership
engagement
Communication
Structure and
environment
Organizational Alignment Maturity
Measuring along the y-axis
Optimization
Differentiation
Efficiency
Effectiveness
Alignment
Foundation
1. Measure your organization against
Organizational Performance best practices.
2. Identify the highest returning opportunities
to increase your team’s performance.
3. Build a roadmap to drive improved
organizational performance across the
enterprise.

15. 15© 2009 PeopleFirm. All rights reserved.
common challenges or needs related to
building high performance teams
 We are experiencing high turnover
 We need one culture, but we have a history of acquisitions
 The majority of our professionals will be retiring in 5-10 years
 We can’t seem to make decisions and execute in our organization
 We need higher productivity– and we can’t afford more people
 We want to become a “Best Places to Work” to attract and retain talent
 We need more collaboration and innovation to compete
 We want stronger employee engagement, but where do we begin?
 Our people question our leaders commitment to key initiatives or our
organizational values

16. 16© 2009 PeopleFirm. All rights reserved.
engaging employees is not just nice…
it’s a business imperative
Employee engagement
is the extent to which
employees are
committed to, believe
in and support the
company’s values, feel
pride in working for
their employer, and are
motivated to go the
extra mile.

17. 17© 2009 PeopleFirm. All rights reserved.
we build customized approaches based
on your organization's unique needs
Common
Organizational
Performance
Initiatives
Sampling of PeopleFirm Assessment Tools
ONA
(Organizational
Network
Analysis)
Alignment
(PeopleFirm
Alignment
Methodology &
Engine)
Knowledge
Risk
Diagnostic
Employee
Engagement
Change
Risk
Diagnostic
Strategy alignment
& execution
Organizational
restructuring &
transformation
Merger and
integration
Collaboration &
knowledge retention
Large change
programs

18. Your People = Your Business
Talent Management

19. 19© 2009 PeopleFirm. All rights reserved.
Foundation Optimization
Alignment Differentiation
Efficiency
Effectiveness
talent management: making informed
investment decisions in process and tools
Sourcing &
Recruiting
Performance
Management
Career
Planning
Competency
Learning
Rewards and
Recognition
Workforce
Planning
Succession
Planning
Talent Management Maturity
Measuring along the x-axis
1. Measure your organization against talent
management best practices.
2. Identify your highest returning talent
management opportunities.
3. Support key decisions including technology
and resource investments.
4. Build a roadmap to drive improved efficiency
in your talent management processes and
tools across the full employee lifecycle.

20. 20© 2009 PeopleFirm. All rights reserved.
status of talent management
Common challenges for many
organizations today:
Unclear priorities
Siloed or decentralized efforts
Too many tools or divergent
technologies
Lack of standards / poor data
consistency
Weak integration
Complexity from acquisitions
or rapid growth
Does your organization
have an integrated talent
management strategy?

21. 21© 2009 PeopleFirm. All rights reserved.
status of talent management:
multiple vendors
2007 i4CP data

22. 22© 2009 PeopleFirm. All rights reserved.
Alignment Differentiation
Foundations Optimization
efficiency
effectiveness
Focus Individual
Characteristics
Standalone, paper-based processes
with limited technology
Typical
components
Training, performance reviews,
compensation structure
Technology HRIS with limited siloed data
Focus Group
Characteristics
Key processes integrated and
automated
Typical
components
Competency-based practices,
integrated processes and systems,
workflow
Technology
HRIS with talent management
solutions
Focus Enterprise
Characteristics
Real-time workforce mgmt and
optimization
Typical
components
Continuous workforce innovation,
differentiated talent solutions
Technology
Predictive data, business/scenario
modeling
Focus Organization
Characteristics
Fully integrated and automated
processes that support your people
and business strategy
Typical
components
Strategy alignment, cultural health,
workforce alignment, collabrity TM
Technology
Unified data, fully integrated global
talent management suite
common talent management attributes

23. 23© 2009 PeopleFirm. All rights reserved.
Our view ensures inclusion of all elements of the
lifecycle for true process definition and also
incorporates:
 Workforce Talent Inventory
 Competencies and Skills, Experiences & Aspirations
 Environmental Factors
 Strategy, Leadership, Culture, Knowledge
PF Employee Lifecycle
talent management from the employee
lifecycle & the architectural perspectives
PF Talent Management Architecture

24. 24© 2009 PeopleFirm. All rights reserved.
our talent management offerings
TM Foundation Assessment – assess
the current state, evaluate best practices, and
determine the optimal path to drive value your
talent strategy.
Tool Selection – define requirements,
evaluate available applications and tools,
determine the best solution to meet your
organizations needs, and plan the
implementation of your talent solution.
Process Design – design future state
processes to support your desired employee
experience.
Systems Implementation –configure, test.
and deploy your talent management systems.
Value Enhancement – tune up and
optimize the value you receive from your talent
management tools and processes.

25. © 2009 PeopleFirm. All rights reserved.
PeopleFirm:
a leader in change management

26. 26© 2009 PeopleFirm. All rights reserved.
the change curve
Choice:
Stay or Go Forward

27. 27© 2009 PeopleFirm. All rights reserved.
how do we move people
from awareness to ability?
awareness access
 build an understanding of the business rationale and industry drivers
 build confidence in strategic decisions driving change
 begin honestly communicating how people will be impacted
access adopt
 help them envision future possibilities and opportunities for themselves, their team,
and colleagues
 share implications of job impact and define new skills required for future success
 help people “see” the new process flows or systems –visualize the changes from
current to future
adopt benefits
 teach new ways to work: processes; systems; and role changes
 let people take time to apply new skills and processes -- “work-out” the kinks
 encourage sharing of lessons learned -- seek and listen to feedback
 adjust and continuously improve new processes & systems

28. 28© 2009 PeopleFirm. All rights reserved.
our approach:
practical, holistic, responsive, fluid
 Assess
 How big is the change?
 Who is impacted and how?
 How much resistance is anticipated?
 Is the organization ready for change?
 How much investment is necessary?
 Approach
 Impacts on jobs and the organization
 Adoption of new norms and behaviors
 Learning of new tools and processes
 Customizes activities to the needs of different stakeholder groups
 Engages the organization’s leaders and key influencers in the change process
 Apply
 Execution of customized workplan
 Measurement via Adoption & Health Scorecard
PeopleFirm’s ACE Methodology

29. 29© 2009 PeopleFirm. All rights reserved.
our approach:
PeopleFirm’s 5 core change disciplines
.
Align
Organization
Identify impacts to
the current
organization and
develop customized
solutions to manage
restructuring, roles
and responsibility
changes, and skill
gaps while building
the infrastructure
for sustainable
change.
Engage
Leadership
Arm leaders with
the tools and
resources to
effectively guide
their teams through
transition. Prepare
management teams
to actively lead
change.
Prepare
Stakeholders
Educate the
organization on new
processes and
technologies to
develop the
knowledge, skills,
and behaviors
necessary to
enable individuals
to successfully
perform in the
future.
Connect
People
Connect the right
people at the right
time delivering
compelling
messages that
engage people to
‘answer the call’ for
change.
Measure
Value
Measure adoption
success throughout
the transition, and
help capture the full
impact of the
changes well past
completion.
The PeopleFirm methodology includes 5 core change disciplines in addressing organization
adoption. Our approach applies the right tools and practices from each of these disciplines to
address your unique adoption challenges.

30. 30© 2009 PeopleFirm. All rights reserved.
our appraoch:
best practices
Integrate
commitments in
leader and middle
management
review cycles and
publically publish

Involve high
impacted leaders
and middle
managers
throughout the
entire lifecycle of
the project

Ensure change
effort is tied
directly to top
business priorities

Align priorities,
structure,
processes, job roles
and performance to
successfully enable
the change

Move high impact
stakeholders
through the change
curve before
training begins

Equip stakeholders
with the right tools,
skills and
motivators perform
in the future state

Translate the
business case in a
way that is
compelling to
stakeholders
(WWIFM)

Create high-touch
communication
messages from top-
level , direct-line
supervisors and
peers
 Incorporate change
health statistics in
project
management
scorecards

Assess change
health at regular
intervals to ensure
stakeholders re
moving along the
curve as intended

Engage
Leadership
Align
Organization
Prepare
Stakeholders
Connect
People
Measure
Value

31. Your People = Your Business
www.peoplefirm.com
PeopleFirm, LLC
2201 Sixth Ave. Suite 1516
Seattle, WA 98121
Your People = Your Business
www.peoplefirm.com
Tamra Chandler
e mtc@peoplefirm.com
o 206.462.6463
c 206.399.8701
Beth Montag-Schmaltz
e bethms@peoplefirm.com
o 206.462.6463
c 425.591.3400
Thank You!