Tag: part


Part 2: The Leader
Posted by Don Miller and Tiffany McDowell on August 13, 2019.
In “Part 1: The Individual” of our five-part blog series, we explored how individuals united by a common purpose make up the core of an Adaptable Organization. However, these individuals should be empowered and guided by versatile leaders who are able to energize, empower, and connect people across the organization.

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In the Adaptable Organization, leaders exist at all levels and are inclusive orchestrators who foster an environment for high-performing teams.
To be able to transition successfully to the Adaptable Organization, leaders must drive change. Leadership has traditionally been hierarchical and somewhat monolithic; leadership roles have conventionally been given to those considered most expert or experienced. But flattening hierarchy to a distributed, team-based model demands leadership at every level and allows leaders to emerge in the “hidden networks.”
Complexity demands leadership and versatility.
In an adaptive context, three leadership capabilities become paramount: the ability to Energize, Empower, and Connect.
Source: Deloitte Consulting LLP, 2019
Leaders should Energize their people, articulate a compelling vision, instill common goals, and provide belonging. To build and sustain an Adaptable Organization, leaders should be able to galvanize all people, regardless of personality, background, or motivation.
Leaders should Empower others. It is unrealistic to expect a handful of people at the top of an organization to always have the best answers and ideas. Leaders should delegate responsibility and relinquish control to leverage the collective abilities of the entire organization. Encouraging experimentation and continuous learning and instilling a fail-fast mentality in those that they lead should become their role.
The ability of leaders to Connect means encouraging collaboration across boundaries, connecting silos and unlocking potential synergies to support and strengthen networks of teams. It’s important for leaders to be optimistic about the capabilities of others, drive collaboration, be inclusive, and value the contribution of a diverse range of individuals to unlock hidden potential.
Identifying and developing leadership qualities at all levels of the organization drives adaptive potential.
With the shift to purpose-driven teams in an Adaptable Organization, it is critical that talented leaders exist at all levels. Therefore, organizations should focus sharply on developing the ability to Energize, Empower, and Connect in their leaders and leadership pipelines. Identify individuals who are naturally “wired” to lead effectively in this style, and who have the raw material to develop these capabilities in real time—and then invest in initiatives that focus on their development.
How leaders lead is the key factor determining the transition to an Adaptable Organization. Effective leaders must embrace change, navigate ambiguity and complexity, and harness an increasingly diverse workforce.
In this post, we took a deep dive into the type of Leaders who can drive success in the Adaptable Organization. The next post in this series, “Part 3: The Team”, will take a holistic look at ways Individuals and Leaders can come together to form high-performing, adaptable teams.

Don Miller is a managing director in Human Capital Practice of Deloitte Consulting LLP. He serves as the US Analytics leader for Deloitte’s Human Capital Organization Transformation & Talent practice and also serves on Deloitte’s Global Organization Design and Decision Solutions leadership team.
Tiffany McDowell is an Organization Transformation principal in Deloitte Consulting LLP’s Human Capital practice and leads Deloitte’s Organization Strategies Market Offering. She focuses on delivering operating model, organization design, talent strategies, and global change management solutions for large-scale transformation projects.

 
The post The Adaptable Organization Series appeared first on Capital H Blog.
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Author: hrtimesblog
Date/time: 13th August 2019, 21:04

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Workforce analytics is a part of a new set for critical skills for HR, business, and leadership. Companies that devote valuable time and resources to build workforce analytics capabilities will be better positioned to stand ahead from their competitors in the future. Dr Arun Krishnan, founder and CEO of nFactorial Analytical Sciences, commented that the […]
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Date: 23rd July 2019 at 15:03
Author: hrinasia – Renny

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Work is an fundamentally important part of our lives. It’s important for businesses because work is what helps them achieve their goals, mission, vision, etc. Work is important for employees because they spend a significant portion of their time doing work. They need work to pay the bills and provide for their family.
So, organizations need to spend some time thinking about how employees want to work. And try to deliver that kind of employee experience. Because candidates are going to apply and accept job offers from companies that offer the type of work that they feel they will enjoy.
Don’t misunderstand the word “enjoy” in the last sentence. We’re not talking about something frivolous or silly. There are plenty of employers that offer what might be considered hard work and employees love working there because the employee value proposition (EVP) aligns with their work wants and needs.
Given today’s competitive recruiting landscape, organizations can’t simply set and forget their EVP. Companies might want to make the commitment to regularly audit or conduct an EVP pulse check. In fact, it could make some sense to even publicly announce to employees that the company is committed to doing so.
I remember working for a company that told employees they would annually benchmark compensation and benefits to ensure they were paying wages that were internally fair and externally competitive. Conducting the benchmarking activity didn’t always result in changes, but the company was very open about their commitment.
For companies that might be sitting on the fence about this idea, there are three primary reasons that organizations need to regularly examine their employee experience:
It’s the right thing to do. I do not believe any organization sets out to create a crappy work environment. Unfortunately, it sometimes happens over time. Making the commitment to offering an excellent employee experience is simply the right thing to do. That includes taking action when things go astray.
It helps deliver good customer service. It’s very difficult for unhappy, stressed, burned out employees to deliver exceptional customer service. There’s a lot of truth in the statement that “happy employees deliver good customer service”. Creating a positive work environment helps the customer relationship.
It resonates with customers. Speaking of customers, there’s a trend that organizations need to pay attention to. Customers are making buying decisions based on the perception they have about the company as an employer. Treat employees badly and your customers might decide to go to your competition.
Work continues to be an important part of our lives, so how we do the work is an important part of the employee experience. And that’s a key factor not only in the area of employee recruitment and retention but also from the company’s bottom-line results.
The post 3 Reasons Your Organization Should Focus On the Employee Experience appeared first on hr bartender.
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Author: hrbartender
Date/time: 4th June 2019, 18:04

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