People & Strategy Summer 2017 Vol. 40 Issue 3 - 26

Xc
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ato

rs

FIGURE 1: DO XCELERATORS HAVE A STEEPER TRAJECTORY?

arison

Comp

group

Similarly, an impact on retention takes time to become
apparent. Inside each person is a dynamic balance between
the vectors for retention and departure. If the Xcelerators
program increases a leader's effectiveness and satisfaction
compared to other high-potential leaders, this unfolds over
time.
In our follow-up assessments (ranging from one to six years
later), we see that our impact on promotions and retention
fulfill this longitudinal perspective. We also repeated an
evaluation across multiple cohorts of Xcelerators to further increase our confidence in the lasting impact of these programs.

Assessing Velocity: The "MeWe-Biz" Framework

The success of our Xcelerators program comes down to our
ability to develop leaders who make stronger transformation contributions to their teams and to our business. We
designed the "Me-We-Biz" framework to help participants
understand the new expectations and mindsets we seek from
them as part of the program.
* Me. The first area of acceleration is based on the participant's effectiveness as an individual leader creating

change. Most participants start the program understanding that this is a focus of their development.
* We. In this area of acceleration, we gauge the leader's
team health and performance, as well as the team's
readiness for change. With regular team health data and
KPIs, participants come to understand that changing
their teams as part of the overall company transformation is deeper and more complex than they might have
imagined. Leaders also apply what they learn to "fast
forward" their direct reports. Over the course of the
Xcelerators program, participating leaders learn how
and where to begin shifting their team's performance.
* Biz. This third area of acceleration focuses on business
results and the contributions leaders make to the transformation. We've found this to be the area of greatest
mindset change as participants must grow to see themselves as company leaders with a responsibility for taking
on the company's biggest challenges, problems, and
transformation as their own.

Net Promoter Scores

Net Promoter Scores (NPS) are another important way we
measure the effectiveness of the Xcelerators program and
improve its design. In a digital world, NPS provides an indication of our program's "virality" by showing the extent to
which participants recommend the experience.
To calculate NPS, we ask participants to rank on a one
to 10 scale the extent to which they would recommend the
Xcelerators experience to others. Promoters are those who
respond with a score of nine or 10. We also refer to them as
program "evangelists." "Detractors," on the other hand, are
those who respond with a score of zero to six, while those that
achieve scores of seven or eight are "passives" and only count
towards the total number of respondents. NPS are calculated
by subtracting the percentage of detractors from the percentage of promoters. Scores can range from negative numbers
up to a theoretical high of 100 percent, if everyone rates the
experience a nine or 10.
NPS are a rigorous way of assessing the extent to which
participants are enthusiastic enough to promote the program

TABLE 2: ASSESSMENT VIA ME-WE-BIZ FRAMEWORK

26

Areas of Acceleration

Self-Assessment

Independent Assessment

ME
As an individual leader leading transformation

* 360 self-assessment
* Net promoter scores

* 360 leadership assessment (manager and direct
reports)
* Career impact (independent ratings)

WE
My team's health, performance, and
readiness for change

* Participant ratings

* Team health survey data
* Manager ratings

BIZ
My business results and transformation progress

* Put it to work-transfer of business practices

* Retention analytics from HR database
* Promotion analytics from HR database
* Game changers-critical incident technique

PEOPLE + STRATEGY



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
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