There is a changing of the guard that is taking place in businesses around the globe. I’m not talking about CEO succession planning, nor voting in a new board. It is happening in the rank and file of organizations and it is fundamentally changing how they operate internally. A glaring disconnect has developed and it is challenging how we understand all of these changes.
Regardless of how Millennials are viewed – creative or entitled – they are causing a ruckus and it’s not going to go away. There are more people in the Millennial generation than were in the Baby Boomers. As the Boomers retire, and the older Millennials get into positions of authority, this difference will become more pronounced (Millennials entered the workforce 10 years ago).
The global vox that is screaming “Think globally, act locally” is gaining momentum. It is forcing businesses to re-invent and re-position themselves in how they add value to their customers. There is a demand to be socially involved and responsible, treat people with dignity and respect – internally & externally – and continue to be a fiscally sound organization that is profitable.
Mention Human Resources ‘change and transformation’ to an HR Director in an organisation of a certain size, and at some point the conversation almost always turns to shared services.
At our HR Leaders gathering in Melbourne, Australia, every company in the room, whatever their size, was engaged in some form of HR transformation – some were well on the way, some had just started, and some had come out the other end, but everyone had a personal interest in the topic of transformation.
Recently, I had the opportunity to co-present, along with Trish McFarlane, vice president of HR practice and principal analyst at Brandon Hall Group, a session titled "What Did That HR Tech Salesperson Say? Demystifying HR Technology Selection and Implementation" at the 2014 SHRM Annual Conference and Exposition in Orlando. Despite the session being scheduled on the last day (and last possible time slot) of the event, we had a sizable and highly engaged audience. I think the combination of SHRM's tendency not to offer much content in the way of HR technology and the increasing importance of the subject to HR professionals everywhere contributed to the great turnout for our "conference ender."
In fact, there were so many great questions asked both during and after the session (Trish and I were both amazed by how many attendees approached us at the end wanting to continue the conversation), I have to think other HR professionals and leaders not able to attend the session might also have some of the very same questions.
Company culture changes very slowly, so efforts to do an about-face are inevitably a waste of time and energy: Organizations either declare victory prematurely or, in frustration, abandon the attempt.
You’re better off thinking of your cultural situation as an underpinning you’ll have to work with over time. It will evolve, but more slowly than other elements of your enterprise, such as a new operating model. You can shape your culture, however—and you can make better use of it by altering or adopting a few key behaviors.
That’s what one client of ours, a large industrial manufacturer, did to accelerate its recovery from severe financial distress during the recession. This example from the past is particularly instructive because we now have the distance to see how a few behavioral changes not only improved performance right away but also are having a longer-term impact on the company’s culture
I started including visual facilitation and collaboration methodologies in my practice about a decade ago. We (humans) resist change, specially in large enterprises. We don’t draw or simply record thoughts. Rather, we collectively uncover hidden reasons and untold stories which allow us to innovate.
Nick Milton shared an interesting blog post a few days ago “Social media will destroy the value in KM – discuss”. In it he looked at some of the ways that social media is undermining knowledge management and some of the risks it can pose to management of organizational knowledge management efforts.
I shared some of his concerns, but I think that social media also has a lot to offer for knowledge exchange. But it also requires us to think a little differently about what knowledge management is and how to go about it. I think we also need to recognize that individuals and companies are increasingly embracing social media and so knowledge managers need to adapt to it and figure out how to use it for good or risk being marginalized, whether they like it or not.
So what are some of the ways in which social media challenges “traditional” knowledge management? Here is my take riffing from some of Nick’s observations:
The industrial revolution was transformed by technologies like that of the assembly line which dramatically changed productivity and redefined the industrial model for a century. What will be the assembly line of the knowledge revolution? From an era of mass manufacturing Mass manufacturing arose when innovative manufacturing processes, such as the assembly line, arose to take advantage of the required capabilities like consistent & efficient power sources, better transportation, better communications and other technological advances. A number of large social changes came with the arrival of the era of mass production in the end of the 19th and beginning of the 20th centuries:
How likely is it that the average organization is willing and able to effectively support our HR programs and practices?
I have been posting and debating HR issues online for more than 5 years. I have learned a lot and my conclusion is that most of us (the HR debaters) have sound thoughts and opinions on HR issues, but those thoughts and principles, in many cases, can only be effectively applied when the organization is in tune and ready for them. In particular, managers and supervisors need to have the sensitivity and skills (and commitment) to successfully promote HR practices in their day-to-day relationship with employees. If they are not up to it, that affects our HR credibility, but are we equally to blame for assuming a level of management competence that does not exist?
Is there any aspect of your daily life and business that is not significantly affected by digital technology? Not likely. Just think about all the ways that digital is integrated into your own daily routine. The ever-growing digital wave is washing over just about every facet of our personal and organizational lives, our consumer experiences, and across every industry and sector in its impact on business models and processes.
So one would think that, in light of this, boards of directors would be actively steering their organizations through the digital revolution, right? According to recent research, it appears not. This is disturbing. Despite prominent calls to action, and despite digital’s ubiquity in the press and in many discussions of strategy and tactics across organizational functions, it appears that boards are still not seeing the value of digital. Why?
Met grote regelmaat duizelt het de huidige HR-professional, gezien alle instrumenten die hij in kan zetten, bij moet houden of geacht wordt in te voeren. Guido van de Wiel stelde samen met Wouter Hart – vanuit zijn gedachtegoed van Verdraaide Organisaties – een aantal korte toetsvragen op.Een loopbaanmobiliteitsmonitor voor alle werknemers, bedrijf...
Transparency and complexity make the boss's chair increasingly painful to sit in.
Employees used to know just your name, your face, your business reputation.
Now they know your salary, your hometown, your connections on LinkedIn, how much your house is worth. They know more than ever, and you’re under pressure to share more than ever, too – 76% of global executives think it’s a good idea for their CEO to be on social media.
And along with this increased transparency, you’re held accountable for areas you know less about: new technologies, new markets, new cultures and geographies representing new stakeholders. It’s no wonder CEO tenure is declining.
Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.
In our recent book, “Leadership 2030: The six megatrends you need to understand to lead your company into the future,” we examined the repercussions of the convergence of major forces like globalization, climate change, increased individualism, and accelerating digitization.
EVERY so often a company emerges from the herd to be lauded as the embodiment of leading-edge management thinking. Think of Toyota and its lean manufacturing system, say, or GE and Six Sigma excellence. The latest candidate for apotheosis is Zappos, an online vendor of shoes and clothes (owned by Amazon), which believes that happy workers breed happy customers. Tony Hsieh, its boss, said last year that he will turn the firm into a “holacracy”, replacing its hierarchy with a more democratic system of overlapping, self-organising teams. Until Zappos embraced it, no big company had taken holacracy seriously. Indeed, not all of Zappos’ 1,500-strong workforce are convinced that it can work
The world of recruiting has never been more digital and social than it is today, with 94 percent of recruiters turning to social media for their recruitment efforts, according to a Jobvite survey. Even locating talent can make any recruiter’s head spin and be a logistical nightmare to sort and screen when online job postings can receive 200 applications within seconds of being posted. Can you imagine how that would look on an assembly line? Recruiters have seen the way they work change because of social media and online job postings, for example. Recruiters are required to adjust and change with the times if they are to remain relevant and efficient. Every recruiter has his or her own toolbox and while go-to strategies require different applications, here are the four must-haves for any recruiter.
If you’re one of the top cats in the Microsoft business division, the Google I/O conference must be one of the most irritating things of the year. At I/O, Google always seems to find a way to squeeze the fun from Microsoft’s master plan to rule the business world. This year, the ‘something’ comes in the ability to edit Microsoft Office documents in Google Docs. At face value, it doesn’t seem too serious. But when you stand back and look at it, it takes on far Topic: Information Management.
It's time for CEOs Marissa Mayer and Meg Whitman to eat their words — or at least rethink their strong stances on workplace inflexibility at Yahoo and Hewlett-Packard, respectively. Telecommuting took a giant leap forward today — at least in the United Kingdom. Just 16 months after Mayer sent shockwaves down the spines of telecommuters everywhere with her mandate to Yahoo workers to get back to the office and just eight months after Whitman followed with a slightly less strident req Topic: Social Business.
s your organization using social media to enhance internal knowledge sharing and collaboration? Here at APQC, we’re engaged in new research to understand how firms get value from blogs, wikis, microblogging, social tagging, and other similar tools. If you have a social media success story (or some useful lessons learned), please email meso I can feature you in our upcoming report.
APQC has been studying the integration of social tools into knowledge management programs for more than five years, conducting research on the role of evolving technologies and advances in social networking and expertise location when Web 2.0 was just taking off. In 2010, we collaborated with our KM Advanced Working Group to study the role of social networking in the workplace. The guidelines for social KM applications that the group created may be a few years old, but I still think they’re spot on.
On the surface they sound very similar, particularly for someone who had had experience with knowledge management. Both involve people using technology to access information. Both require individuals to create information that is intended for sharing. Both technologies profess support for collaboration. But as Monty Python might say:
If it walks like a duck, quacks like one and weighs as much as a duck
… then it floats and therefore …
… it is made out of wood.
Social media and knowledge management may seem to be the same thing based on their basic characteristics, but in reality they are different. I am not going to argue that one is better than the other, playing that type of zero-sum game is a waste of time. Rather than a ‘these’ vs. ‘those’ argument, it is time to recognize the differences and move on to figure out how best to apply each.
Equating social media to knowledge management makes sense if there is only one way to create, serve, and consume knowledge. Thankfully there are many ways and that makes social media different from knowledge management.
HR people are excellent in promoting employee engagement. HR people are also often gloomy about the lack of respect for HR, particularly by senior management, in many organizations. We understand the principles of employee engagement very well. Is it possible to apply those same principles in seeking to gain greater acceptance of HR by peers and employees in general? Does HR have to look into itself to understand how to best support others and gain their acceptance? If so, what principles seem most important in promoting engagement with HR? For example: