hr summit v3 linkedin

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People and Organisations for the Future David Stephenson

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Page 1: Hr summit v3 linkedin

People and Organisations for the Future

David Stephenson

Page 2: Hr summit v3 linkedin

Our World is changing. . .

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3

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Old World New World

Planned

Top down

Existing

Competence

Incremental

Hierarchy

Sector fit

Career ladder

Emergent or viral

Bottom up

Future

Soul, character, passion & energy

Transformational

Social network

Diversity

Career lattice

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. . . we know we need to change.

“Technology is changing faster than our behaviours are.”

“We don’t have very long to reinvent ourselves if we are to survive or thrive.”

“We won’t change fast enough with our current people, attitudes, mindsets,

behaviours, skillsets and knowledge...”

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• Right people...

• Right leaders…

• Right environment...

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Intellect

Values

Motivations

Behaviours

Experience

75%

25%

Hard to change

Easy to change

Accuracy Predicting Future Performance

What “Habits” do we want to build?

Potential

Capability

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The differentiating change competence for competitive companies is…

• Harnessing an organisation of people who thrive on the challenges of ambiguity, complexity and uncertainty, and who can successfully and rapidly implement strategic and operational changes (INSEAD study)

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New markets

More clients

Revenue growth

Profit

Attrition costs

Utilisation

Expansion

SENSE OFURGENCY

FLEXIBILITYSector growth

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10 crazy ideas for a crazy new world?

1. Net promoter score for line managers2. Clout index internally3. Real time online internal 360 index (& cheers/boos)4. Upward job interviewing5. In place promotion6. Social network map replaces org chart7. Strengths based recruitment, development & evaluation 8. Tailored rewards and development for mission critical roles9. Fixed term contracts for digital disruptors10.Passion based development

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The life of a new manager

INPUT Enthusiastic High expectations External

knowledge and experience

CAPABILITIESOps know bestLow commercial acumen

STRUCTUREChain of commandEscalate decisions

PROCEDURESSlowComplexTime consumingPaperwork

INFORMATIONHard to accessOut of dateTime consuming

PERFORMANCE MANAGEMENT

MediocrityLimited consequenceGame the system

DisempoweredUnlearn Frustrated Not in controlLow expectations

OUTPUT Isolated maverick Revert to type Leave for a better life

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Fuel innovation

(Source: Subramanium and Youndt)

Incr

emen

tal I

mpr

ovem

ent

Rad

ical

Inn

ovat

ion

Organisation capital

Humancapital

Strong

.25

Strong

.30

Strong

.54

Strong

.84

Negative

- .27

Social capital

Strong human capital on its own actually hinders radical innovation, but mixed with strong social capital it can strongly enable radical innovation

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PUSH PULL

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Thank you

Any questions?

[email protected] Big OD