Organisation Development
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Motivation and Employee Engagement: The Zing That Unlocks Excellence

Motivation and Employee Engagement: The Zing That Unlocks Excellence | Organisation Development | Scoop.it
Every manager wants employees to come in with that extra "zing" -- that spark that creates breakthroughs, that's magnetic to customers, that somehow lifts the whole enterprise. Is this a leadership responsibility? Something for which you can hire? How do we get more?
David Hain's insight:

Go to EQweek.org for a free global online conference about using emotions as a source for thriving - array of free webinars inspired by @eqjosh.

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Organisation Development
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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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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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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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Why Great Employees Leave “Great Cultures”

Why Great Employees Leave “Great Cultures” | Organisation Development | Scoop.it
Great organizations and leaders know that the culture stuff is the hard stuff. Culture takes time to define. It takes work to execute. Yet, if the time is spent (1) really understanding the behaviors expected throughout the organization; (2) identifying the systems and processes that will continue to help those behaviors be expressed and sustained; and (3) shaping practices that help employees and the organization become better, then you can close your culture gaps, and stop your best people from saying, “I know it’s a great culture, but I am leaving.”
David Hain's insight:

What's really important about culture? Some good answers here.

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Jerry Busone's curator insight, May 30, 8:15 AM

Good read about great culture and why people leave them

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What Is Vertical Leadership Development?

What Is Vertical Leadership Development? | Organisation Development | Scoop.it
This week I want to introduce you to an idea that has obsessed me for the last 5 years – Vertical Development. One of the reasons that many leadership programs don’t work is that they don’t acknowledge that there are really TWO types of development that leaders require: horizontal and vertical.

Horizontal Development – refers to the adding of more knowledge, skills, and competencies. It is about what you know, which we can assess through measurement of competencies e.g.360-degree feedback.

Vertical Development – refers to advancement in a person’s thinking capability. The outcome of vertical stage development is the ability to think in more complex, systemic, strategic, and interdependent ways. It is about how you think, which we can measure through stage assessments.

Most leaders in today’s VUCA (volatile, uncertain, complex, ambiguous) work environments are suffering not from a lack of leadership knowledge or skills – ‘How do I empower staff again?’ But from the fact their vertical altitude is inferior to the complexity of their leadership challenges. As Robert Kegan, Harvard professor of adult development, would say – they are in over their heads. And yet most leadership programs don’t include the elements which help leaders grow vertically. So what to do?
David Hain's insight:

This video is on the money when it comes to developing senior leaders - the development process has to improve their capability to deal with complexity.

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Why Companies Need to Build a Skills Inventory

Why Companies Need to Build a Skills Inventory | Organisation Development | Scoop.it
Here’s a question every leader should answer: Do you have a clear understanding of your people’s skills, and where the gaps are?

Odds are, the answer is no. Although the cloud, digitization, and the Internet of Things allow businesses to gather and analyze all sorts of data, few organizations today have a system in place to track the skills they have. And even fewer apply that knowledge to gauge what skills they lack, both now and in the future — which presents a challenge, given that in tomorrow’s automation- and data-driven workplace, talent will be scarce and the needs of your organization will change often.
David Hain's insight:

Every organisation should have a capability plan!

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Jerry Busone's curator insight, May 30, 8:17 AM

Do you know the skills gaps in your people ? Can you define them and how to improve them?

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The Myth of The Learning Organisation

The Myth of The Learning Organisation | Organisation Development | Scoop.it
If you really want a Learning Organisation you must build the capacity to change the internal dialogue. It is dialogue that has created who we are and only a change in our dialogue will change that. To change the dialogue means much more than changing the topic of conversation, you’ll rarely manage that over any period of time. (Networks will decide on their topic of conversation based on their sense of identity.) Instead the route is to change the relationships within and between networks, across silos and across the organisational boundary. This is not the crude and crass ‘cut and paste’ of organisational restructures. This is a qualitative change in how people are in relationship with each other, how they decide what matters, how they respond to new information and new people.

When you are prepared to embark on this you rapidly uncover deep learning. Kurt Lewin said that you never really understand a system until you try to change it. As you begin to try and change things, you provoke a reaction from people’s sense of organisational identity that tells you where the real work lies. Your first attempts at change are never successful in anything more than pointing you at where you really need to do your work. Too often at that point we step away feeling our job is done. This is never short work and nor is it for the faint of heart.
David Hain's insight:

Building on Senge. Interesting and useful reassessment of what becoming a learning organisation really means.

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Organizational culture polarities hold the key to a healthy culture 

Organizational culture polarities hold the key to a healthy culture  | Organisation Development | Scoop.it
There is an upside and downside for each type of organizational culture. Some people think one type of culture is better than others. But overemphasis brings out the downside of any culture, as Nose Dive demonstrated.
The upside of a collaborative culture is the ability to achieve greater heights – the whole is greater than the sum of its parts. But too much collaboration and you end up with group think.  The upside of a competitive culture is individual excellence and delivering results that meet customer needs, but the downside is burnout and stress.
A bureaucratic culture’s upside is operational excellence. But if it’s overdone, you get bogged down in red tape. The upside of an entrepreneurial culture is flexibility and creativity. The downside is chaos.
David Hain's insight:

Think of culture as balancing different ends of various scales, and you have an instant way of assessing things currently and a mechanism for identifying areas to move the needle. Useful model here form Jesse Lynn Stoner, but you can easily identify your own polarities,

 

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Employee Centred Learning & Development: A Model for the Modern Workplace 

Employee Centred Learning & Development: A Model for the Modern Workplace  | Organisation Development | Scoop.it

As the power of the individual grows, modern employees want more flexibility and autonomy in how they work and learn. We are now in the Age of the Individual.

Whilst many L&D professionals do recognise this, they just don’t know how to enable and support continuous independent learning, and more often than not try to force-fit it it into the traditional training model – by trying to capture and manage everything in some sort of central enterprise learning management system or “learning platform”. Whereas an enterprise platform might be relevant to keep track of (mandatory) corporate training, it is just not appropriate to use it to try to manage an individual’s professional learning.

In other words, the traditional, top down, one-size-fits-all, command-and-control approach to workplace learning – which organizations have been using for more than 100 years – is just not up to the new world of work. What it requires is a new workplace learning model.

The Employee-Centred Learning & Development (ECLD) Model – turns everything on its head. Here an employee’s professional learning and development lies at the very centre of the model. It is something they organise in a privately owned learning space and evidence in a privately owned digital portfolio. It is the role of their manager to enable the growth and development of all the members of his/her whole team, and the role of L&D to work with both managers and individuals to support all this – as summarised on the diagram below.

David Hain's insight:

Turning traditional learning provisions on their head for the modern world. Authoritative article from Jane Hart.

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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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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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Org Physics - Explained

11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization".

David Hain's insight:

For anyone interested in new ways of organising organisations, Pflaeging's work is a must read.

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Racism, old and new

Racism, old and new | Organisation Development | Scoop.it
Whenever we have a discussion about race, there are a number of points that need to be clarified from the outset.

First, that there has been a remarkable transformation in our attitudes in a relatively short period. Over the course of the last 50 years, in the UK, we have become far more accepting of minorities who are colleagues, neighbours and partners. In addition, we are far less tolerant and accepting of overtly racist behaviour.

Some commentators have concluded that this significant change in attitudes signifies that racism is on its way to being eradicated. Unfortunately, this is not the case, which leads to the second point, that we should not be too complacent or too comfortable. Racism has, like a virus, mutated: it is still present but in much more subtle ways than in the past. 

There are a number of ways this can and does occur. First, there is a suppression of overtly racist attitudes. Second, while people may not endorse stereotypes associated with minorities, they nevertheless make decisions which are influenced by them. Third, they avoid contact with minorities, so that they do not have to deal with their own racist feelings and thoughts. 
David Hain's insight:

'Racism has, like a virus, mutated: it is still present but in much more subtle ways than in the past." ~ Binna Kandola @Binna. Implies different efforts needed in OD activities.

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How to Lead People in a VUCA World: Lessons from Siemens Healthineers •

How to Lead People in a VUCA World: Lessons from Siemens Healthineers • | Organisation Development | Scoop.it
Rapid changes, economic and political upheaval, and intense pressure created a context of volatility, uncertainty, complexity, and ambiguity (VUCA) in Siemens Healthineers Latin America corporate team.
Facing these challenges, how was it possible to create a 139% increase in the number of highly engaged managers and a 46% increase in engagement scores overall?
This case study reviews outcomes of the program and key ingredients of that the company used to create this success…. starting with a foundation of a commitment to people, and leveraging emotional intelligence.
David Hain's insight:

Useful case study in exponentially increasing engagement.

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Eight truths about diversity and inclusion at work

Eight truths about diversity and inclusion at work | Organisation Development | Scoop.it

While most business leaders now believe having a diverse and inclusive culture is critical to performance, they don't always know how to achieve that goal. Here are eight powerful truths that can help turn aspirations into reality.

David Hain's insight:

Making diversity work - it's not rocket science, but it does have an impact. Inclusive leadership culture is crucial.

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PODCAST: How can you drive your diversity agenda forward?

PODCAST: How can you drive your diversity agenda forward? | Organisation Development | Scoop.it
Diversity and inclusion continues to be a top priority for business leaders around the world, and quite rightly so. After all, ecosystems thrive on diversity, and the world of business is no different. But, the journey to building a truly diverse and inclusive workplace can often be a long and daunting one.  So, in this podcast episode we’re sharing practical tips and advice to help you drive forward the diversity agenda within your organisation.
David Hain's insight:

Making diversity happen, by someone who has done so.

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Shaping Your Culture For Competitive Advantage

Shaping Your Culture For Competitive Advantage | Organisation Development | Scoop.it
There is a clear distinction between changing a culture and shaping a culture, as Marino noted in his workshop. “Changing means you’ve got to be different. Shaping means there’s an element of what you’re doing that you want to keep, that you want to build on.” That is what Loblaw set out to do using both Human Synergistics’ assessments for measuring attributes of organizational culture and individual behavioral styles and Senn Delaney’s culture-shaping methodology to embed the desired culture.
David Hain's insight:

Excellent case study via Tim Kuppler on a deliberate attempt to positively move the needle on organisation culture, with very open discussion of tools and techniques used.

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