The purpose effect suggests that there's a sweet spot based on an overlap between someone's personal purpose, their role purpose and the organisational purpose:
The organisational purpose should go beyond making money. I like Dan's write up of Paul Polman at Unilever informing analysts he wasn't going to provide them with short-term guidance on business performance to ensure they could focus on a mature discussion with the market about the company's long-term strategy. (Note to self - including a CEO comments in your book is a great way to get their endoresement for it too!)
Culture defines any business, but it’s one of the hardest things to manage. In this extract from her new TED Book, Margaret Heffernan lays out the often-overlooked element necessary to build an effective, efficient organization: social capital.
Running a software company in Boston, I recognized — and my board told me — that we needed to reposition the business. Our product was too bland, too generic to stimulate excitement or loyalty. I needed a team to help me, and I ended up working through the problem with a motley crew: a young web developer, a seasoned and eccentric media executive, a visual artist, and me. We spent a week in the private room of a burger joint, exploring options, rejecting easy answers, pushing one another to find something none of us could see.
Gone are the days when finding a job involved walking into a business with a WordPerfect resume in hand. Prior to social media networking, cloud, mobile applications, and big data, there was almost no publicly available data or information about your workforce or your competition. You had to rely on sheer instinct and “gut feel” when it came to hiring and retaining employees, because there was no other way to empirically measure and analyze data to make more informed decisions. Even today, some are still being caught by surprise when a star performer announces in a Friday afternoon meeting that he or she is leaving. What if those conversations could be changed? Today’s leading companies are using people analytics to compete and win the war on talent.
The never-ending debate about the future of Human Resources took another major twist as Airbnb, recently announced that they are redefining their HR function in terms of what it is and what it does with the appointment of a new Global Head of Employee Experience to oversee and connect everything to do with their “workplace as an experience” vision, which is central to their culture and customer-centric approach. You know better than I that debate is not new within HR as a profession. It seems like one epic rap battle between those on one side, those on another, and then there are the observers in the middle who are simply waiting for a seminal moment or announcement on who won and then they can quickly go about implementing the next model immediately once they have attended the relevant conference or workshop.
Over the years I've been asked many questions about the idea of a basic income guarantee. Some are asked far more than others, and so I've made a point of writing various articles and blog posts to answer many of these questions. Whatever question you may have about basic income, please look below and see if there's a link for it. There's a good chance there will be. If there isn't, please let me know what you'd like to see me add.
Many transformation programs often fail. Creating a “performance infrastructure” can help ensure that yours won’t. Disruptive forces abound in today’s business environment. Technological innovation, regulatory changes, pressure from activist investors, and new entrants are just some of the forces causing disruption, even in historically less volatile business sectors. Regardless of why, these companies are introducing new ways of working to large numbers of employees, with the goal of producing a step-change, sustainable boost in business results. However, the painful reality is that most transformations fail. Research shows that 70 percent of complex, large-scale change programs don’t reach their stated goals. Common pitfalls include a lack of employee engagement, inadequate management support, poor or nonexistent cross-functional collaboration, and a lack of accountability.
What digital means for the next generation of corporate academies. Corporate universities are entering their second century, just as the businesses that rely on them are transforming themselves for the digital age. When pioneers such as General Motors and General Electric began offering standardized in-house training programs, about 100 years ago, they focused on imparting lower-level, day-to-day skills. Now a new phase is unfolding at these organizations, which must grapple with tools and platforms that facilitate knowledge sharing and employee interactions on an almost limitless scale, challenging—and sometimes appearing to sweep away—the old brick-and-mortar model
Most companies are swimming in more data than they know what to do with. Unfortunately, too many of them associate that drowning phenomenon with big data itself. Technologically, big data is a very specific thing--the marriage of structured data (your company's proprietary information) with unstructured data (public sources such as social media streams and government feeds). When you overlay unstructured data on top of structured data and use analytics software to visualize it, you can get insights that were never possible before--predict product sales, better target customers, discover new markets, etc. Big data is no longer suffering from the lack of tools that plagued it just a few years ago, when doing big data meant having data scientists on staff and messing with open source tools like R and Hadoop.
Medewerkers in functiegroep 3 moeten wat betreft de competentie omgevingsbewustzijn op het niveau ‘expert’ zitten.” Als ik zo’n zin lees weet ik het heel zeker: ik wil nooit meer in loondienst.
Elk jaar neem ik tientallen plannen door. Moet voor mijn werk. Strategische plannen, beleidsplannen, management development-plannen. Meestal zitten die plannen ongeveer zo in elkaar: eerst een paar bladzijden ‘kernwaarden’ (BFF Worldwide streeft naar excellentie in alles); vervolgens missie en visie (de wereld verandert en DWBH Universal doet mee); en dan de strategie (NBD International onderscheidt zich in prijs en kwaliteit).
Brian Solis is principle analyst at Altimeter, a Prophet company. Solis is a digital analyst, anthropologist, and futurist. Solis studies the effects of disruptive technology on business and society. He is an award-winning author and avid keynote speaker who is globally recognized as one of the most prominent thought leaders in digital transformation and innovation.
Solis’ definition of digital transformation noted above is from Altimeter Group’s first maturity model for digital transformation, co-authored by Jaimy Szymanski, and in his new report, “The Race Against Digital Darwinism: Six Stages of Digital Transformation,” and it differs from other technology-first approaches.
Solis notes that although digital transformation is one of the most important trends in business, shaping how companies work, market and innovate. Solis identifies the six stages of digital transformation and a maturity model that was developed using extensive collaboration with some of the world’s leading brands.
There is a feeling of discomfort whether we are effectively utilizing this talent. As Jordan Weissman points out in the Atlantic “Every generation likes to believe that it came of age at an especially trying moment in history. Millennials have the Great Recession to lament. Gen X had the dotcom bust. The Boomers had Vietnam. And the Silents had the early Cold War, complete with the not-so-silly threat of nuclear war. But at least when it comes to the job market, I think we can all agree by now that today’s young adults are deserving of at least a few extra pity points.” I sat in the back of the room as Mark Hurd, CEO of Oracle presented at his HCM conference. He shared 38% of Oracle’s employee base are Millennials. Hurd confessed he had originally bought into many “myths” about Millennials – that they feel more entitled, that they are not as loyal to employers, that they care more about flexibility than pay or career.
Over time and based on plenty of data (he likes detailed metrics in every aspect of business) he presented that “all generations adopt technology at about same rate”, “all are looking for respect and recognition at work” and “all care about career development”!!
We live in a talent economy and now more than ever, companies are realizing that with great people comes great business success. With the rise of ‘Great Place to Work’ contests and the popularity of LinkedIn, HR departments have gained significant strategic importance over the past few decades. Companies have recognized that when they have a well-balanced and happy employee base, this reflects in every other part of the business. But how do we get to such a base? When trying to understand what dynamics are in play with a large group of people, I tend to turn towards the data to try to make sense of it all. This has been proven to work well in many other parts of the business, like marketing and finance, so why not apply this to HR as well?
like Vlatka Hlupic's research but reject her idea of the shift. To me, there will be many multiple shifts going on in the future and most of these will probably not include emergent leadership. Plus even this is what an organisation wants to achieve I don't believe all organisations will need to go on one single journey to get to the desired state (moving from apathetic to unbounded). I do like Vlatka's six box leadership model which has similarities to my own organisation prioritisation model, notably through a focus on relationships (and hence a basis for the network type organisation in the conference session's title).
Women in leadership is a business issue, not a women's issue. However given the low number of attendees in the room it doesn't seem to stand out as a men's issue - which might, of course, be part of the reason for the problem? As Tacy suggested, this should be something which concerns mentors, leaders, fathers of this generation of women and the next. We started with the #LikeAGirl video and then looked at some of the evidence for why this type of sterotyping is a problem in leadership as well. Eg Barclays find that in the bottom 20% of businesses by financial performance just 19% of leaders are women. In the top 20% 37% are women. DDI and the Conference Board found that in the bottom 20% 16% of hi-pos are women. In the top 20% 28% are women. How re we going to populate the ranks of leadership if don’t change our high potential pools?
In the spirit of the election season, I would like to propose a type of nonpartisan party platform for candidates for analytical leader or officer positions within organizations. And even if you aren’t in charge of analytics, these are good principles to live by as someone who has to wrestle with what the analyses in your organization really mean and how best to use them – or ignore them.
A few years ago the talk in HR was about Big Data. Now, the talk is about Predictive Analytics. In both instances people had grabbed a popular and exciting topic from outside HR and claimed that this was the new big thing. In both instances the labelling probably gets in the way of understanding the real value that the core techniques provide. In both instances what’s hidden behind the labels is where the value is.
Analytics, big data, and data science are hot areas in the industry, and professionals who have these skills are in high demand. Some reports put annual salaries for data scientists at above the $200,000 mark. Career site Glass Door rated data scientist as the top job for work-life balance, which is not anything that's easy to come by these days. The demand for data scientists, analysts, and big data experts is strong, and educational institutions are scrambling to meet the demand. But do you really need to go back to school to get another degree in order to establish yourself in a career as a data scientist? Maybe not. There are plenty of other ways for aspiring data scientists and analytics experts to prove their worth to potential employers. How do you gain the basic skills? There are a plethora of free online courses available today -- some from well-known and respected universities, others from popular providers of massive open online classes (MOOC) -- offering help with the skills you need to succeed.
Here lies the greatest obstacle to human progress — the longstanding connection between work and income. As long as everything is owned and the only way to obtain access to that which is owned is through money, and the only way to obtain money is to be born with it or through doing the bidding of someone who owns enough to do the ordering around — what humans call a “job” — then jobs can’t be eliminated. As a worker, any attempt to eliminate jobs must be fought and as a business owner, the elimination of jobs must involve walking a fine line between greater efficiency and public outcry. The elimination of vast swathes of jobs must be avoided unless seen as absolutely necessary so as to avoid angering too many people who may also be customers.
A good place for any manager to start is by addressing each generation individually and looking for ways to make those employees more productive, engaged and fulfilled. Take millennials, for example—it’s no secret millennials love their smartphones. And while 55% of millennials surveyed by Workfront describe their generation as “most productive,” older generations do not agree. Only 16% of Gen Xers and 6% of baby boomers describe millennials as “most productive.” Managers may think banning smartphone use in the workplace is a smart policy to increase the productivity of millennials, but that’s not necessarily true. A Pew Research Center study on mobile etiquette found 29% of young adults report frequent use of their smartphones to catch up on tasks they need to accomplish. Rather than cutting millennials off completely, a smarter, more nuanced management approach would be to ban smartphone use exclusively during meetings, brainstorms and trainings. Just as millennials can benefit from more structure, Gen Xers can benefit from having new work opportunities. Gen Xers are very confident in their productivity. Workfront’s study found 74% of Gen Xers believe their generation is “most productive,” and a majority of both millennials and baby boomers agree. To keep Gen Xers engaged, managers should look for opportunities to provide new challenges by giving these employees tasks beyond the purview of their normal jobs. Try assigning a Gen Xer to manage a special project, or to assist with a big client proposal.
For the past two years, Silicon Valley has been buzzing about a trendy, innovative system of management called Holacracy. Holacracy’s central tenet is that letting employees make their own decisions leads to better results. With high-profile acolytes like Zappos and Medium, Holacracy seemed like the future. But is it living up to the hype
People Analytics is one of the hottest topics there is in HR at the moment. A data revolution is starting to make companies radically rethink their approaches to attracting, retaining and developing talent. Technology is transforming the kind of qualitative research that underpins employer branding and employee engagement strategies, providing the ability to generate instant insights that would have previously taken months of work to produce. My guest this week is Andrew Marritt from Organization View. Andrew is a pioneer in the field of text analytics for HR and has some fascinating insights into the potential for data in the talent space. • In the interview we discuss: • The relevance of Big Data for HR • The power of using technology to bring meaning to the free text data found in performance reviews and employee surveys on a massive scale • How free text analytics can help to develop subtle differences in employer brand messaging to give maximum appeal across multiple target audiences • The potential for real time analysis of job applications to generate automated smart follow up questions, particularly in the graduate recruitment space Andrew also share his thoughts on the application of text analytics to email and workplace collaborations systems to spot conversational trends within organizations
SharePoint: The most common large enterprise intranet and collaboration solution Still the most used platform for intranets, portals, and digital collaboration in medium to large enterprises today, Microsoft SharePoint began life as a document management solution over a decade ago. The new features in its latest incarnation, the brand new SharePoint 2016, show the continued …
Bottom line: Enterprises are impatient to translate their investments in cloud apps and the insight they provide into business outcomes and solid results today.
The following insights are based on a series of discussions with C-level executives and revenue team leaders across several industries regarding their need for an Intelligent Cloud:
In the enterprise, the cloud versus on-premise war is over, and the cloud has won. Nearly all are embracing a hybrid cloud strategy to break down the barriers that held them back from accomplishing more.
An intriguing new vision for the future of digital teamwork over the last year, including concepts like dynamic teams, the enablement of “swarm intelligence”, and building a common intelligent fabric for collaboration across the company’s various productivity tools, particularly with what I consider to be the company’s flagship new capabilities, Office 365 Groups and Office 365 Graph. The former allows teams to be assembled and managed on the fly while the latter is an SDK that opens up the platform to create powerful new applications like Microsoft’s search and discovery tool, Delve.
My second take-away from the workforce analytics case-studies and conferences I have heard, attended and experience over the last year is what I call the confusion of cost savings and value creation. While the good news is that we are starting to deliver, my warning would be, that we should be careful not to deliver on the wrong things – or more important; on the least value added things. Let me elaborate. At most conferences and in most reports by leading consultants, we are being presented with a maturity model, which illustrates activities from the least mature to the most. It goes something like this; first there is some descriptive methods, such as reporting and trend analysis, then maturity increases and the methods goes on to being predictive and prescriptive and finally the maturity goes on to machine learning or something like this. One example of such as maturity model is from IBM shown below (but frankly they all look very similar).
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