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Organisation Development
Developing healthy organisations
Curated by David Hain
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The Paucity of Leadership

The Paucity of Leadership | Organisation Development | Scoop.it

The issue of leadership represents the most pressing challenge for global organizations.  According to Deloitte’s Human Capital Survey, the vast majority of human resources and business leaders (86%) identified leadership as a significant problem and 50% saw this leadership deficit as immediately pressing. 

What is leading to such dismal statistics? This paucity of leadership has myriad causes and some clear remedies. Problems include: The failure to integrate leadership development into the culture of the organization; insufficient and inconsistent investment in people; only allowing select employees to benefit from education and development programs; inadequate succession planning, especially for leaders in the middle to lower levels of the organization; programs focused on theory rather than practical examples; inadequate accountability and insufficient measurement of results.

David Hain's insight:

Leaders should be held accountable and rewarded for their talent pipeline. 

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Ian Berry's curator insight, May 17, 1:00 AM

The challenge for leadership development is that it must be more about who a leader is and less about what a leader does. This is the big reasons for the poverty in leaders. There also needs to be less labels like capital and resources and assets when referencing human beings. We need to better better humans it's a simple and complicated as that.

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The universal skills gap and 3 ways to close it

The universal skills gap and 3 ways to close it | Organisation Development | Scoop.it
Three tools for better skills

Every country, every business will list different skills that are most in demand and not met.

However, there are a few skills that are universally in short supply, and we at Tupperware Brands know that with the help of three tools, these skills can be taught. When people join our workforce, we give them 1. training, 2. coaching and 3. micro finance.

The impact – both in terms of economics and personal skills – is so startling that we asked the Global Fairness Initiative to measure it. This non-profit organization, based in Washington D.C., interviewed thousands of people in Mexico and Indonesia, and the results were the same everywhere. Thanks to the training and mentoring, our sales people gained hugely in confidence, and problem solving and communication skills; that increased their income sharply, which in turn boosted their standing at home and in their wider families.

All taken together triggers a virtuous circle of reinvestment and spending power.
David Hain's insight:

How can it be that around the world there are 201 million people out of work, while at the same time employers worry about a shortage of employees with the right skills and list the “war for talent” as one of their biggest concerns? ~ World Economic Forum

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Keeping it real

Keeping it real | Organisation Development | Scoop.it
“Keeping it real” - How authentic is your corporate purpose? identifies 12 drivers of authenticity, divided into those that relate to identity and those that relate to image. Drivers range from how transparent and open to self-regulation a company is, to its long-term orientation and consistency. It also takes into consideration differentiating factors such as passion and originality. And as Aileen Ionescu-Somers, Director of IMD’s CSL Learning Platform points out “What we have now - as a result of this research - is a veritable diagnostic toolset that can be used by companies to drive authenticity throughout their organizations.”

“Together with strong leadership, our research shows that awareness is the top dimension that drives authenticity – meaning that a company has an understanding of its own strengths and weaknesses, what drives or motivates its actions and how this affects key stakeholders and the environment. But all drivers are critical to overcoming the skepticism of internal and external audiences and must be managed in a comprehensive way,” said Daina Mazutis, Professor of Strategy and Ethics at IMD.
David Hain's insight:

Purpose is not a communications tool but a way of being that aids internal and external stakeholder communication! ~ IMD

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Sharifah Raudhah AlQudsy's curator insight, June 17, 6:51 AM

Customers and employees are crying out loud on this.

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Human Capital Report 2015 - World Economic Forum

Human Capital Report 2015 - World Economic Forum | Organisation Development | Scoop.it
Talent, not capital, will be the key factor linking innovation, competitiveness and growth in the 21st century, and we must each understand better the global talent value chain. Better data and metrics are critical to this understanding. The Human Capital Index quantifies how countries are developing and deploying their human capital and tracks progress over time. This Report provides comprehensive information on the talent base in each country, including information on education levels of the employed, unemployed and the inactive members of the population as well as the specific qualifications of the latest entrants to the workforce.
David Hain's insight:

Useful snapshot on world countries talent base from the people who bring you Davos!

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Transformational learning vs Transactional Learning

Transformational learning vs Transactional Learning | Organisation Development | Scoop.it
While transactional learning focuses on providing the learner with a new ‘toolkit’, transformational learning focuses on developing the user of the tools. Its aim is to improve the competency of the learner by transforming beliefs and values, underlying assumptions and ingrained habits.
David Hain's insight:

Useful distinction between learning modes by the excellent John Wenger @JohnQShift. Join his workshop at https://www.eventbrite.co.uk/e/difficult-conversations-tickets-16875202184

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Future Talent conference 2015: Peter Cheese's presentation slides

Future Talent conference 2015: Peter Cheese's presentation slides | Organisation Development | Scoop.it
Megatrends for HR
Peter Cheese, CEO, CIPD opened his talk with the statement: “the nature of the world we live in has never been more changeable,” and the imminent trends within HR being, ‘the uncertainty of the economy, technology/digital movement and also demographic of the workforce’.
Quoting a headline from the Evening Standard that read, ‘HR must up their act if UK is to succeed’, he emphasised the need for change within the industry, sharing that 15% of total employment today is self employed. Peter also revealed that highly skilled jobs have accounted for a 71% rise in employment.
Peter closed his presentation with: ‘We can’t change behaviour by writing rules, so don’t force people into boxes,’ – which proved a hugely popular quote among our tweeters.
David Hain's insight:

Amoebas don't fit into boxes, so why do organisations force them to try? Good HR megatrends slide deck from CIPD.

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The Growing Business Of Detecting Unconscious Bias

The Growing Business Of Detecting Unconscious Bias | Organisation Development | Scoop.it
Did you know that using phrases like "a proven track record" on job postings result in more male applicants, whereas "a passion for learning" attracts female applicants?

These findings are according to the startup Textio that launched last year and recently raised $1.5 million for its software that promises to spot gender bias in job descriptions and performance reviews. Companies like Textio are becoming a big business, particularly in Silicon Valley, where the percentage of underrepresented minorities is so low, employers shouldn’t trust their own judgment anymore. After all, if we learned nothing else from Ellen Pao’s landmark gender discrimination case, we know that inequality is never as black and white as some of us believe.
David Hain's insight:

WITH SUCH DISMAL DIVERSITY NUMBERS, SOME EMPLOYERS HAVE REALIZED THAT THEY CAN'T TRUST THEIR OWN JUDGMENT ANYMORE. - Fast Company

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NHS sickness absence rates up due to short-term approach

NHS sickness absence rates up due to short-term approach | Organisation Development | Scoop.it
NHS staff sickness absence levels increased last year, with anxiety, stress and depression becoming a growing problem. Trusts have also been criticised for too often seeing staff health and wellbeing as “an optional extra”, four separate reports have suggested.

Figures from the Health and Social Care Information Centre have shown overall NHS staff sickness absence rose to 4.48% in November 2014, from 4.24% in November 2013.
David Hain's insight:

'Staff health and wellbeing in the NHS is too often seen as an “optional extra” - RCP.   bit of an irony, replicated in so many places!

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Sense And Nonsense In Leadership Development

Sense And Nonsense In Leadership Development | Organisation Development | Scoop.it
Our opportunity in leadership development is to bring more science into what we do by creating ever better ways to measure the current state of leadership behavior, along with the change we produce. This allows us to bring science into the art of leadership development and to drive out the nonsense that will always fill the void where good science doesn’t exist.
David Hain's insight:

Jack Zenger on brining research to the heart of leadership development.  Why would't you, unless you love fadding?

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The big data challenge

The big data challenge | Organisation Development | Scoop.it
Just 15% of business leaders believe HR is providing insightful analytics, according to a survey by KPMG. So how can you address this and make a strategic input to your organisation’s future? Mary Appleton reports.
David Hain's insight:

HR needs to change its mindset!  The only way to do this is by experimenting with more advanced and insightful analytics. ~ Deloitte

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How to Work Smart and Ditch The Long Hours Culture by @pdiscoveryuk #leadership #HResources

How to Work Smart and Ditch The Long Hours Culture by @pdiscoveryuk #leadership  #HResources | Organisation Development | Scoop.it
If you have a long hours culture or a rigid 9 – 5 culture and you want to change it: Here are some suggestions how to achieve a healthier way of working

Via Ricard Lloria
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Identify your context and build everything around it

Identify your context and build everything around it | Organisation Development | Scoop.it
According to Lynda Gratton, work is no longer being defined by HR, but rather by ‘context’, which is created by the emergence of megatrends and their impact on society: “Work is being shaped by technology, globalisation, democracy and the ageing workforce, and the opportunity you have to make work as you want it,” she tells me.
“We are now faced with a “hollowing out” of work – medium-skilled jobs have disappeared and are being replaced by technology, so there’s either low-paid work or specialised high-paid work, with a huge emphasis on education and lifelong learning.”
And because people lie at the heart of corporate purpose, this means that organisations must build a context to innovate and excite them – which, for Gratton, presents a huge opportunity for HR to be positioned as ‘enabler’ and ‘inspirer’.
David Hain's insight:

Excellent insights from Lynda Gratton on context, organisations as a force for good, and emancipating HR.


No effective development without clear context from beginning to end!

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Gary Bamford's curator insight, April 17, 2:59 AM

Crucible is a vessel that can withstand high enough temperatures to melt or transform its contents - just make sure its a transformation and not a meltdown ;)

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Do your training efforts drive performance? | McKinsey & Company

Do your training efforts drive performance? | McKinsey & Company | Organisation Development | Scoop.it
Building organizational capabilities is a top strategic priority, but an inability to measure the impact is a growing concern among executives we surveyed. A McKinsey Quarterly article.
David Hain's insight:

McKinsey finds lack of ecfective metrics an OD concern.

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What It Means to Work Here

What It Means to Work Here | Organisation Development | Scoop.it
The concept of signature experiences grew out of organizational research we’ve conducted during the past five years. Initially, we looked closely at companies with highly engaged employees (as measured by workplace surveys and other tools) and set out to compile a checklist of the common practices these businesses used to foster enthusiastic, committed, mission-aware employees at all levels. Surprisingly, their approaches to talent management varied greatly. For instance, some firms paid well above the mean while others paid below it. Some boasted highly flexible, self-scheduling work groups; others featured more structured, “all hands on deck” environments. The companies’ underlying philosophies about the employer-employee relationship also varied, from paternalistic to hands-off.

The more we looked, the more we realized that the variation in practices was not just noise in the system; it was, in fact, a critical element of the companies’ ability to achieve high levels of employee engagement. These organizations excel at expressing what makes them unique. They know what they are, and it’s not all things to all people.
David Hain's insight:

'Most executives can tell you who will buy their products or services. Few have the same insight into who will buy into the organization’s culture.' ~ Lynda Gratton

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Miklos Szilagyi's curator insight, May 17, 5:01 AM

"...You won’t find and keep such individuals simply by aping other companies’ best practices or talent-management moves, however. You need to be able to tell new and prospective hires what it’s like to work at your company, to articulate the values and attributes that make working at your firm unique. You need to provide a “signature experience” that tells the right story about your company. In the process, you’ll empower the people who share your values and enthusiasm for work to self-select into your firm, thereby creating the foundation for highly productive employee-employer relationships..."

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Leadership Development

Leadership Development | Organisation Development | Scoop.it
Top Employers Institute launches the first of a series of reports with findings of the annual global Top Employers HR Best Practices Survey. This report identifies 6 Key Trends that are shaping the future of Leadership Development. Three of these trends
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Report: What Separates Great Managers From the Rest

Report: What Separates Great Managers From the Rest | Organisation Development | Scoop.it
What Companies Can Do to Hire and Develop More Great Managers:

Create a holistic, talent-based human capital strategy. Talent is the strongest predictor of performance in any role. Smart businesses place talent at the core of their human capital strategy, weaving it into every aspect of how they align, attract, recruit, assess, hire, onboard and develop managers. These companies clearly understand what success looks like in every manager role and strategically think about how each hire fits into their short- and long-term objectives.
David Hain's insight:

Gallup, explaining why people join organisations and leave managers...

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Graeme Reid's curator insight, May 14, 10:35 PM

A manager who is manager is open and approachable, helps employees set work priorities and goals are engaged and focuses on their strengths or positive characteristics will develop a more  engaged team.

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Work Rules!

We spend more time working than doing anything else in life. Yet for too many people, the experience of work is demotivating and dehumanizing.

I don’t think it has to be this way, and I’m willing to bet you don’t either.

At Google, we’ve learned a ton about what makes for an enjoyable and productive workplace. We’re not alone – lots of other companies, ranging from grocers (e.g., Wegmans) to textile companies (e.g., the Brandix Group) to Brooklyn delis (e.g., Russ & Daughters), as well as academics and scientists, have learned the same simple truth: there are straightforward things we can do to make work better.
David Hain's insight:

Make work better (and more human) the Google way. worth reviewing, regardless of your view about Google!

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RBS: A third of top management roles to be held by women by 2020

RBS: A third of top management roles to be held by women by 2020 | Organisation Development | Scoop.it
Royal Bank of Scotland has set a new target for a third of top management positions to be held by women by 2020.

The aimwill be applied throughout the company, and aims to tackle the imbalance between men and women in senior positions. Currently, 54% of the bank’s workforce is female; however women are consistently more likely to hold clerical roles than men, currently making up two thirds of such positions.

However, these ratios are reversed at more senior levels.
David Hain's insight:

“30% is the tipping point that makes a difference in culture and behaviour.” - RBS Inclusion chief.  Interesting number!

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Business and society in the coming decades

Business and society in the coming decades | Organisation Development | Scoop.it
In the long term, corporate and societal interests converge. Walmart CEO Doug McMillon and SVP of sustainability Kathleen McLaughlin argue companies have an opportunity to use their scale and expertise to reshape global systems and mitigate complex problems.
David Hain's insight:

Compelling reasons why companies should drive social and business benefits. ~ McKinsey.  Amen!

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L2L Infographic: What Engagement Drivers Motivate Employees

L2L Infographic: What Engagement Drivers Motivate Employees | Organisation Development | Scoop.it
L2L Infographic: What Engagement Drivers Motivate Employees
David Hain's insight:

Useful infographic on employee engagement, including satisfaction drivers

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Global Top Employers survey on leadership development

Global Top Employers survey on leadership development | Organisation Development | Scoop.it
Key trends identified by the Top Employers Institute include self-select involvement, measuring methods and the use of digital technology, all of which are geared to give future leaders the opportunity to gain broader life and commercial skills and to step outside their comfort zones with challenging projects within and without the organisation.
David Hain's insight:

The rapidly changing face of leadership has seen the growth of a collective - rather than individual - approach to leadership - Top Employers

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A New Perspective On Leadership Training: From The Outside In

A New Perspective On Leadership Training: From The Outside In | Organisation Development | Scoop.it
Before you sign up for one more intensive, introspective “know yourself” leadership training course, take a look at the new trend in leadership development.

“My research shows that today’s focus on introspection, reflection and self- knowledge is misguided – if anything it blinds us to the thing that really could help us develop,” says Herminia Ibarra, the Cora Chaired Professor of Leadership & Learning at INSEAD in France in her new book, Act Like a Leader, Think Like a Leader (Harvard Business Review Press). Instead, Ibarra says executives should use something she has termed “outsight” – getting out of their daily work-only routine and placing themselves in situations that will given them a fresh perspective and new information on their work, their networks, themselves, as well as on future possibilities.
David Hain's insight:

Change from the outside in means starting with acting differently as a conduit to thinking differently. Good development concept.

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24 Charts Of Leadership Styles Around The World

24 Charts Of Leadership Styles Around The World | Organisation Development | Scoop.it
24 charts of leadership styles around the world

Via Jenny Ebermann
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Isabelle Mayor's curator insight, April 20, 12:53 AM

Une infographie qui démontre symbolise les organisations et leur style de management. "Déjà vu mais on ne s'en lasse pas!"

Jaro Berce's curator insight, April 20, 4:03 AM

Is that ALL? Is there MORE? LIFE is so unpredictable that cannot be measured by any number count!

Ajo Monzó's curator insight, April 20, 5:39 AM

Very good, thanks!

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Take the Fear Out of Learning - ATD (blog)

Take the Fear Out of Learning - ATD (blog) | Organisation Development | Scoop.it
Learning is intrinsic to change. John Baldoni offers some suggestions for leaders to engage in the learning process.
David Hain's insight:

Learning organisations are so yesterday! They shouldn't be! 

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The Global Leadership and Talent Index

The Global Leadership and Talent Index | Organisation Development | Scoop.it
Companies rarely manage their talent as rigorously as they manage their balance sheet. This is in part because people development is hard to quantify.
David Hain's insight:

New survey measures impact of good OD practice

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