Organisations don’t change : People do. That was the headline on an HR Daily email recently. It certainly grabbed my attention, largely because it succinctly spoke the truth.
In my experience, when a major change management initiative is touted, the bulk of the focus – and investment – is in the technical end. Customizing the software, designing the new system, creating the improved process.
The investment in people change to effect the desired change outcomes is an afterthought and any financial investment eg in training is begrudgingly given.
Yet, without the active support and capability of the ‘people systems’ to realize the ROI of the change initiative, all effort is potentially wasted.
I’ve been involved in a number of change initiatives. The ones which bedded down more easily and delivered expected results were the ones where the people required to make the change work were engaged from the earliest opportunity – even where industrial issues were potentially significant.
When was the last time you managed to steer your car in a new direction without requiring you to do something?
In my experience, when you go into most companies what you find is good people and bad management. You can turn that around really quickly by starting with an inspirational dream, setting some challenges and getting everyone focussed.
So said Kevin Roberts, CEO of Saatchj & Saatchi in his book Lovemarks.
Unlike most CEO’s, when he took up the reigns he chose to not bring in his own management, didn’t shift people around or make other typical wholesale changes
Instead, HR inspired and demonstrated belief and respect.
In Marketing the Product Life Cycle is well known. So, too, is the Project Life Cycle. Stands to reason these concepts would be appropriated by the HRM field.
A good discussion on the stages of the life cycle are here: http://www.ibtimes.com/articles/139427/20110429/hr-technology-impacting-workforce-effectiveness-with-employee-lifecycle-management.htm
The employment lifecycle is a real sequence but it does not complete quite as naturally as it sounds in theory. Still, it is a useful concept to facilitate the integration a.
I was conducting a new program yesterday and in one of the sessions a common theme emerged from a number of the groups during an exercise. Ageism. In discussing the issue with a number of participants they firmly held the belief that their organisation discriminated (consciously or unconsiously) against older members of the team.
I have had lots of anecdotal evidence like this but have rarely come across evidentiary support. Well, here it is:
A labour force survey in the Europe demonstrates that older workers do not receive similar levels of training as their younger counterparts. The question is “why?”. Some reasons were given but the category of 21% “Other Reasons” begs further investigation.
I know of a number of people who get called for interviews but regularly miss out on jobs post interview due to being ‘over-qualified’. I speak to a number fo people who claim they have difficulty securing permanency due to their age and have to live from contract to contract if they can get one. Many people complain that they don’t get the opportunity to take up trainng to refresh their skills.
Are we inherently ageist?
How will this come to pass as the workforce and population continues to age?
How can we capture and engage and utilise the expertise and wisdom of our elders (ie people over 45!)
Those two words go so well together. To change, one has to adapt and evolve. Innovation is about adapting and evolving in a way. Viv Waters is an understated presenter who delivers the goods and I confess I don’t know Jonnie Moore but for $150 for the day this seems like a worthwhile investment. It may be more a practitioner’s event than a corporate one but all learning is learning! Sounds good and eventful. Check it out if you’re in Sydney. Click here –
Ask your team this question: “What is the most important factor that makes a workplace rewarding, satisfying, exciting, fun?“.
This is an exercise Dennis Bakke writes about in his book “Joy at Work“. See if your team respond with these types of answers …
- Good friends
- Good environment
- It’s challenging
- I get to do what I’m good at
- Fair play
- I learn a lot
- Doing something worthwhile
- I’m needed
- I’m thought of as a person
- Being part of a team
- Significant responsibility
Part of leadership and team membership is about Continue reading “Fun At Work”
… Chocolate Peppermint Creams?
Imagine you’ve had a tough week. You deserve a treat and on the way home you buy yourself a box of chocolates. They are your favourite. All the one flavour. Chocolate Peppermint Creams. You’re home and the place is all yours. You snuggle yourself into your favourite chair, grab the remote control in case you want music or TV for company, open up that book you’ve been wanting to read, take a sip of your fine wine and put your hand in the box. You pull out a fat creamy heavily coated dark chocolate. Slip it onto your tongue. Wrap your teeth around it and â€¦ugghhh!!!! It’s not your favourite chocolate flavour at all. You try another, and another and another and you find you’ve got 5 different flavours in your box!!
Welcome to the new workplace. Continue reading “Why aren’t my staff like …”