Organisation Development
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Organisation Development
Developing healthy organisations
Curated by David Hain
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The Future of How We Think

The Future of How We Think | Organisation Development | Scoop.it
A 2016 report by learning and talent management provider Kallidus, “Virtual Reality: The Next Big Transformational Learning Technology,” estimated that 91 percent of L&D professionals planned to use VR in their organizations, with up to 32 percent of people saying they would be using it within three years.
David Hain's insight:

Virtual reality training is already with us. Does it have possibilities for your organisation?

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A new mindset, toolset and skillset – A Guide to Modern Professional Learning

A new mindset, toolset and skillset – A Guide to Modern Professional Learning | Organisation Development | Scoop.it
Today there is no longer such a thing as a job for a life – only a life of jobs – and whereas your own organisation will provide you with training, e-learning and other learning opportunities, it can’t possibly provide you with everything you will need throughout your career. It is ultimately your responsibility to take charge of your own lifelong learning – that is your own continuous self-improvement (for the now) and self-development (for the future). To do this you need a new learning mindset as well as a new toolset and skillset.
David Hain's insight:

To my mind, the annual 'bible' of learning tools for a modern world available now, via Jane Hart's site

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Why Gender Stereotypes Are So Hard to Fight at Work

Why Gender Stereotypes Are So Hard to Fight at Work | Organisation Development | Scoop.it
Changing people’s conscious and unconscious beliefs about women is hard, and programs to do so have limited impact. Research on diversity and unconscious-bias trainings also bear this out: Trainings are mostly ineffective at changing behavior and can even backfire, especially when trainings are mandatory and participants resent being sent to the course. Diversity trainings may also fail if they create the illusion that the organization has now fixed its diversity problems.
David Hain's insight:

Is institutional bias built into your system at work? Maybe that's what's preventing your diversity programmes.

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Hiring the right talent | McKinsey

Hiring the right talent | McKinsey | Organisation Development | Scoop.it
Want to get the most from your talented employees? Start with a more energetic approach to matching people and opportunities.
David Hain's insight:

It seems that organisations get the employees they deserve...

Lots of possible solutions here.

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Beyond empowerment - are we ready for the self-managed organization? Doug Kirkpatrick at TEDxChico - YouTube

"Self-Management, simply stated, is an organizational model wherein the traditional functions of a manager (planning, coordinating, controlling, staffing and directing) are pushed out to all participants in the organization instead of just to a select few. Each member of the organization is personally responsible for forging their own personal relationships, planning their own work, coordinating their actions with other members, acquiring requisite resources to accomplish their mission, and for taking corrective action with respect to other members when needed."

David Hain's insight:

Doug Kirkpatrick on a new way to organise enterprises based on self-organisation.

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Jose Luis Yañez's curator insight, July 11, 6:49 PM
Beyond empowerment - are we ready for the self-managed organization? Doug Kirkpatrick at TEDxChico - YouTube
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A Template for Organizational Cultural Change

A Template for Organizational Cultural Change | Organisation Development | Scoop.it
As you recognize that culture matters because for better or worse it rules your organization, you begin to see that working on your culture is not an HR topic. Quite the opposite—it’s a financial and strategic topic. In fact, it’s one of the most important things you can do to create a sustainable competitive advantage. And what’s more critical to your organization’s future survival and growth than that?
David Hain's insight:

Culture - by everybody, for everybody, existing consciously or unconsciously. Thoughtful piece on why that matters, and where accountability lies.

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Can HR execs rule the C-suite?

Can HR execs rule the C-suite? | Organisation Development | Scoop.it
“People matter.” It’s a common cliché among HR professionals, but at United Airlines the head of HR serves a vital and growing function for the Fortune 100 company, CEO Oscar Munoz said on Monday at the annual SHRM 2018 conference in Chicago.

The Chicago-based U.S. airline carrier named Kate Gebo as executive vice president of Human Resources and Labor Relations late last year, a position that is equal to the president, CFO, chief technology officer and other C-Suite level positions in the company’s leadership team, he said, signaling HR’s expanded role in the changing workplace.

“It’s important to really quickly think about the evolution of who you are as HR, and the responsibility that comes with it,” Munoz said. “It’s a big responsibility. That seat at the table which we all so want… that prospect of where HR is headed to be truly a permanent part of the table is a valid one, a real one, and you just have to keep pushing at it.”
David Hain's insight:

HR at the top table - and because it can make such a difference!

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Ann Zaslow-Rethaber's comment, October 19, 3:01 PM
I was going to scoop this but it says that all posts become archived after one week...I wonder what will happen if we scoop from this site?
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McKinsey Classics: The HR function's return on investment

McKinsey Classics: The HR function's return on investment | Organisation Development | Scoop.it
What is the return on investment of training? How can a business get the best performance from the best recruits? Until recently, most of the basic questions that HR functions ask had, at best, imprecise answers. But the widespread adoption of enterprise-resource-planning and HR-information systems made data on business operations, performance, and personnel both more accessible and more standardized.
Meanwhile, the proliferation of HR-information systems generated a community of software and technology intermediaries that can help executives use advanced analytics to find the links between recruiting and managing talent and using it more productively. Finally, the consolidation and outsourcing of transactional HR work forced many HR functions to start quantifying their costs and performance. Read the 2011 classic “Question for your HR chief: Are we using our ‘people data’ to create value?” to start a dialogue that will help HR executives build a lasting strategic partnership with the senior-management team.
David Hain's insight:

HR data can get you to the top table, if you use it right.

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18 trends for learning organisations

18 trends for learning organisations | Organisation Development | Scoop.it
On June 7, 2018, I gave a presentation about “HR trends and the opportunities for learning organisations”. I tried to cover 18 trends in 45 minutes, and as the beamer lost connection a couple of times, the actual presentation time was less. I realise it was probably a bit too much for some people in the audience to digest, at the end of a long and intensive conference day. For the audience of last week, and for all others who are interested in the subject, I prepared a summary, that can be digested as slow or fast as you want.
David Hain's insight:

Some very useful thought starters from Tom Haak around issues relevant tour organisational future.

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Jose Luis Yañez's curator insight, July 11, 7:05 PM
18 trends for learning organisations
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10 Principles of Organizational Culture

10 Principles of Organizational Culture | Organisation Development | Scoop.it
Made of instinctive, repetitive habits and emotional responses, culture can’t be copied or easily pinned down. Corporate cultures are constantly self-renewing and slowly evolving: What people feel, think, and believe is reflected and shaped by the way they go about their business. Formal efforts to change a culture (to replace it with something entirely new and different) seldom manage to get to the heart of what motivates people, what makes them tick. Strongly worded memos from on high are deleted within hours. You can plaster the walls with large banners proclaiming new values, but people will go about their days, right beneath those signs, continuing with the habits that are familiar and comfortable.

But this inherent complexity shouldn’t deter leaders from trying to use culture as a lever. If you cannot simply replace the entire machine, work on realigning some of the more useful cogs. The name of the game is making use of what you cannot change by using some of the emotional forces within your current culture differently.
David Hain's insight:

Excellent article on organisational culture form the Katzenbach Centre.

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1 in 5 Highly Engaged Employees Is at Risk of Burnout

1 in 5 Highly Engaged Employees Is at Risk of Burnout | Organisation Development | Scoop.it
A recent study conducted by our center at Yale University, the Yale Center for Emotional Intelligence, in collaboration with the Faas Foundation, has cast doubts on the idea of engagement as a purely beneficial experience. This survey examined the levels of engagement and burnout in over 1,000 U.S. employees. For some people, engagement is indeed a purely positive experience; 2 out of 5 employees in our survey reported high engagement and low burnout. These employees also reported high levels of positive outcomes (such as feeling positive emotions and acquiring new skills) and low negative outcomes (such as feeling negative emotions or looking for another job). We’ll call these the optimally engaged group.

However, the data also showed that one out of five employees reported both high engagement and high burnout. We’ll call this group the engaged-exhausted group. These engaged-exhausted workers were passionate about their work, but also had intensely mixed feelings about it — reporting high levels of interest, stress, and frustration. While they showed desirable behaviors such as high skill acquisition, these apparent model employees also reported the highest turnover intentions in our sample — even higher than the unengaged group.

That means that companies may be at risk of losing some of their most motivated and hard-working employees not for a lack of engagement, but because of their simultaneous experiences of high stress and burnout symptoms.
David Hain's insight:

People with the broadest shoulders take the most load in almost every client I work with. This study calls them the engaged-exhausted. Look after them 

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Skill shift: Automation and the future of the workforce | McKinsey

Skill shift: Automation and the future of the workforce | McKinsey | Organisation Development | Scoop.it
Skill shifts have accompanied the introduction of new technologies in the workplace since at least the Industrial Revolution, but adoption of automation and artificial intelligence (AI) will mark an acceleration over the shifts of even the recent past. The need for some skills, such as technological as well as social and emotional skills, will rise, even as the demand for others, including physical and manual skills, will fall. These changes will require workers everywhere to deepen their existing skill sets or acquire new ones. Companies, too, will need to rethink how work is organized within their organizations.

This briefing, part of our ongoing research on the impact of technology on the economy, business, and society, quantifies time spent on 25 core workplace skills today and in the future for five European countries—France, Germany, Italy, Spain, and the United Kingdom—and the United States and examines the implications of those shifts.

How will demand for workforce skills change with automation?
Shifting skill requirements in five sectors
How will organizations adapt?
Building the workforce of the future
David Hain's insight:

Future workforce landscape predicted.

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John Lasschuit ®™'s curator insight, May 30, 7:30 AM

The question remains if a prediction can be made. Until now, most have been wrong.

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Unfit for Public Purpose: The Problem with Institutions Today

Unfit for Public Purpose: The Problem with Institutions Today | Organisation Development | Scoop.it
A conversation with Ian Bremmer about what it will take for political and economic institutions to regain their credibility. Spoiler: It involves finding new models for solving global-scale problems.
David Hain's insight:

How to achieve common purpose a genuinely practical way? Lots of sense in this interview with Ian Bremmer.

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Increasing Insights with Social Learning

t can be difficult to move a traditional training organization directly to a social learning focus. I have found through experience that it is easier to start with performance consulting and then expand to social and collaborative learning. This reflects my own career as a military training development officer, later becoming one of the first Certified Performance Technologists in Canada, and then getting immersed in social networks for learning and performance.
David Hain's insight:

More on learning - this time about strategy in a 70:230:10 environment. Wisdom and available course from Harold Jarche.

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Humane capital

Humane capital | Organisation Development | Scoop.it
The conventional way of doing business no longer works. The financial crash, corporate scandals, environmental crises – from climate change to plastic waste in the oceans – have caused leading business thinkers to consider new approaches to commerce. Until recently, it was assumed that the business interest was on a collision course with social and environmental concerns. Yet recent research findings challenge this assumption. It turns out that you can secure superior financial returns through highly engaged staff displaying social and environmental responsibility.

I have had the privilege of interviewing 58 business leaders at the forefront of this change for a forthcoming book, Humane Capital. It validates, and builds on, the research I completed for an earlier work, The Management Shift (Dialogue, Q1 2016, page 36), which identified five levels of engagement and performance of staff, from Level 1 – actively disengaged, to Level 5 – passionately committed. It also explained how to align engagement initiatives with strategy and processes to harness this commitment to serving customers.
David Hain's insight:

Is your organisation playing it's part in alleviating social and environmental concerns? If not, you could be missing an opportunity to inspire your people o greater effort and results, e research suggests.

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Brexit’s Unintended Talent Impact

Brexit’s Unintended Talent Impact | Organisation Development | Scoop.it
Everyone expected that the United Kingdom’s withdrawal from the European Union in March 2019 would have a major impact on jobs. What wasn’t expected is that the Brexit decision has already significantly altered the UK’s job market.

On Monday, a major UK human resources association reported that 40% of employers it surveyed are finding it harder to find talent than a year ago. Then, on Tuesday, the government’s Office for National Statistics announced there were 86,000 fewer EU nationals working in the UK than a year earlier, the sharpest annual drop since it started keeping similar records in 1997.
David Hain's insight:

Why Brexit could screw that talent programme and how to stop it doing so.

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Work less, get more: New Zealand firm's four-day week an 'unmitigated success' | World news | The Guardian

Work less, get more: New Zealand firm's four-day week an 'unmitigated success' | World news | The Guardian | Organisation Development | Scoop.it
The New Zealand company behind a landmark trial of a four-day working week has concluded it an unmitigated success, with 78% of employees feeling they were able to successfully manage their work-life balance, an increase of 24%.

Two-hundred-and-forty staff at Perpetual Guardian, a company which manages trusts, wills and estate planning, trialled a four-day working week over March and April, working four, eight-hour days but getting paid for five.

Academics studied the trial before, during and after its implementation, collecting qualitative and quantitative data.

David Hain's insight:

A fascinating experiment in New Zealand offers a new way of working that can boost productivity at the same time as improving wellbeing and reducing guilt. Would it work more widely? Don't see why not, with the right mindsets and infrastructure.

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10 trends in people analytics | HR Trend Institute Trends in HR

10 trends in people analytics | HR Trend Institute Trends in HR | Organisation Development | Scoop.it
People analytics is developing and maturing. These are 10 major trends for the near future.
David Hain's insight:

The always authoritative Tom Haak on key trends in people and measurement issues.

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Improving the Impact of Leadership Development

Improving the Impact of Leadership Development | Organisation Development | Scoop.it
More than ever before, organizations are deploying leadership assessment and development in the context of strategic talent management. Why? Because they are great ways to align human capital with business strategy.

Case study after case study shows that close collaboration between consultants and clients results in greater impact. One hallmark of RHR’s work is its ability to partner with clients to co-create programs focused on helping senior executives lead transformational change. McKinsey’s research and RHR’s experience continually highlight the need for radically different leadership-development programs that are:

Embedded in the context and strategy of the organization
Focused on the organizational journey (rather than a cohort)
Designed to ensure transfer of learning
Aligned with supporting processes and systems.
David Hain's insight:

RHR on leadership development pillars.

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Focus on Outcomes and Maximize Your Time, Talent Resources

Focus on Outcomes and Maximize Your Time, Talent Resources | Organisation Development | Scoop.it
Time and talent are precious resources. Leaders who adopt an outcome-based approach ensure that neither of these is wasted.

This approach focuses people and teams on a concrete result, not the process required to achieve it. Leaders define outcomes and, along with managers, set parameters and guidelines.

Employees, then, have a high degree of autonomy to use their own unique talents to reach goals their own way.

But for outcome-based approaches to work, a specific type of culture is required, one supported by talent selection, management that engages employees and the smart application of employees' talents to their roles.
David Hain's insight:

Encourage individual autonomy, but be clear about outcomes and rigorous about embedding accountability. Not using  command and control is definitely not a laissez-faire option!

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5 Ways to Manage Your Organization’s Subcultures

5 Ways to Manage Your Organization’s Subcultures | Organisation Development | Scoop.it
Massachusetts Institute of Technology professor Edgar Schein will tell you to look closely at values. Some are pivotal — they are essential to belonging to the group. Others are peripheral — you can compromise on those and still be a member. Those pivotal values are what anchor our people to their organizations. It’s imperative we understand the common values that link people and create active subcultures.

Knowing each of the subcultures for the groups within your organization can impact execution across your business, including how you hire, develop employees, collaborate, address quality, solve problems, deliver services and deploy projects.

Clearly, a one-size-fits-all culture strategy does not work. Again and again we see companies using just one lens to view a new initiative. And even if the change itself might work well for all subcultures, leadership often insists on using only one way to communicate and implement the initiative for everyone. No wonder we trip on unintended consequences.

David Hain's insight:

Nobody has a monoculture! Working out the differences is pretty useful information.

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4 Groups Will Make or Break Your Company's Culture

4 Groups Will Make or Break Your Company's Culture | Organisation Development | Scoop.it
Every employer wants employees who feel they belong at their organization, because those employees are able to give their best every day. Those employees feel empowered to go all out, take risks and be their best selves.

That kind of deep belonging comes about when an organization fosters a culture that helps employees feel aligned with the company, every day, through every experience at work.

Organizational culture is created through both institutional moments -- the experiences that employees have with the corporation -- and interpersonal moments -- the everyday interactions employees have with each other.
David Hain's insight:

How culture happens - good insight from Gallup, distinguishing between the institution and the people in it.

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Southwest Airlines Reveals 5 Culture Lessons

Southwest Airlines Reveals 5 Culture Lessons | Organisation Development | Scoop.it

In an era of general consumer contempt for the airline business, it is heartening to see that one airline, Southwest Airlines, is walking its talk and living its cultural values. The overall attitude of the company can be best summarized by the airlines’ co-founder and Chairman Emeritus Herb Kelleher, who said: “The business of business is people.” Even though the company honors and values all people involved in its business – employees, customers, supplier/vendors, and shareholders – the company puts its employees first. Southwest Airlines recognizes that treating its employees well creates happy customers, which results in financial success. The outcomes of this formula are shown in the company’s outstanding business statistics, which include:

4% voluntary turnover
44 consecutive years of profitability
#1 lowest number of customer complaints
85% employees say they’re proud to work for Southwest
No layoffs, no furloughs ever
What other US airline can boast these same results?

Here are five lessons learned from Southwest’s Culture Connection day:

David Hain's insight:

"The business of business is people."-  Herb Kelleher. Southwest Airlines appears to be living that out!

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How Some Companies Are Aiming High In Leadership Development

How Some Companies Are Aiming High In Leadership Development | Organisation Development | Scoop.it
Why don’t more senior executives set these kinds of expectation for their leadership development team? It may be that it doesn’t occur to them and they don’t realize that is possible. They may not think their current leadership development staff could pull off such a dramatic change. The flip side of the coin is that the leadership development staff has done nothing to prompt that request. That combination creates the situation where we coast along, aiming low and hitting that target. It takes action from both senior executives and leadership development teams to create a culture where everyone is aiming high.
David Hain's insight:

How high, how targeted are your leadership development efforts? Some ideas to raise the bar from Jack Zenger.

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Jerry Busone's curator insight, July 14, 9:06 AM

Why don’t more senior executives set these kinds of expectations for their leadership development team?

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Question for your HR chief: Are we using our ‘people data’ to create value? | McKinsey 

Question for your HR chief: Are we using our ‘people data’ to create value? | McKinsey  | Organisation Development | Scoop.it
Human-resources executives have aspired to be strategic advisers to business leaders for at least a generation. But it’s been a struggle for many because it’s so difficult to measure the business value of HR approaches. Questions such as “What is the ROI1 of training?” and “Which screening techniques yield the best performing recruits?” or “What target-setting approach will best motivate performance?” have been met with imprecise answers.

Today, however, new tools and methods for analyzing data enable HR to define the link between “people practices” and performance more effectively. This couldn’t have happened at a better time, since CEOs are hunting for value anywhere they can find it. The upshot: if you and your head of HR haven’t recently discussed ideas for using data to generate a talent strategy that’s more closely linked to business results, it’s time to start.
David Hain's insight:

Some suggestions about the use of data as an aid to getting HR and "People people" leverage at the top table.

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