Talent Planet Conference. 13 July 2017

On the 13th of July we took an exciting ride on Talent Planet – our newest conference, dedicated to practitioners and business leaders who are in the search of hands-on solutions for talent challenges.

We started the day with Roxana MocanuTalent Planet resident and entrepreneur, ITOL SoL & HR Enterprise founder. Roxana introduced us to the challenges and myths of talent management, addressing a challenging question: If succession planning works, how do the wrong people so often get to the top? The invitation for the day was to discover the Talent WaveWho rides the tide and who creates its energy?

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Our Talent Planet journey continued with another three key note speeches: Ruxandra Caraivan shared insights from the successful talent management programme implemented at Deutsche Bank Global TechnologyBucharest Excellency School. One of the main objectives was to enhance employee potential by active involvement in their peer’s development.

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Dragos Finaru continued on the topic of fulfilling one’s potential by paying attention to the latent talent. Dragos draws from his experience as trainer and facilitator together with Evolutiv Consultants, pointing out that we shouldn’t allow cognitive biases to determine our judgement of one’s true potential.

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Claudia Pellicori, Co-founder at Cocoon Projects followed-up on developing our potential – Claudia helps people to tap into their talent resources by guiding them in building their Operational Reputation, using the CORE square instrument.

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The keynote was followed by a very inspiring talk by Stelio Verzera, co-founder of Cocoon Projects on the topic of “Organisational revolution: the People-Driven Disruption“. Stelio’s proposition was to think of our organisations as a playground, in order to help talent to be expressed in what is now a complex organisational environment. And to see what this really means in practice, Stelio guided us in discovering how we can play “seriously”, using Lego pieces with Lego® Serious Play®.

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To help us understand better the benefits of serious playing, Emanuele Rapisarda, evolution coach and Cocoon Projects member shared his view on Attracting, nurturing evolving talent in the new world of playgrounds. One of the keys in the organisational future will be to help more and more leaders to position themselves at the intersection of between passion and responsibility, becoming network leaders and supporting talent development by allowing people to take part together in the decisional processes, in order words to encourage “Ecoism” (acting for the advantage of the ecosystem in which we live by understanding how to be in the same time an individual and the system itself).

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The last session of the conference was dedicated to developing a real-time Talent Strategy using Lego® Serious Play® methodology, facilitated by Stelio, Emanuele and Claudia and a very insightful sharing session by the participants.

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We thank all of our guests and participants for their contribution and energy and welcome you all again to visit the Talent Planet! 

Finally, we would like to address a warm thank you to our hosts, DB Connect – Deutsche Bank Global Technology, to Evolutiv Consultants, our event partners and to our wonderful team.

We invite you to continue the conversation online by joining the Game Changers platform, where you can connect with like-minded peers and access valuable content.

HR SuperHero III. 15 iunie 2016

Continuăm seria evenimentelor HR SuperHero, pentru că avem nevoie de exemple de reușită, de identificarea “Super Eroilor” care, prin parcursul lor profesional din HR, reprezintă modele de succes în România,

De această dată am avut plăcerea să purtăm un dialog inspirațional cu Paula Muntean, Manager Regional Resurse Umane la Genus. Paula activează într-un domeniu special, genetica animală, aspect care i-a facilitat un context inedit de lucru.

Roxana Mocanu, HR Ambassador, Director HR Enterprise, a deschis conversația cu o provocare: “Ce înseamnă Human Resources, pentru tine?”. Răspunsul Paulei – “Resursele Umane înseamnă lucrul cu omul ca resursă” – ilustrează importanța ridicată pe care o acordă celor cu care lucrează.

Paula crede cu tărie în șansă, viața demonstrându-i nu doar o dată că are nenumărate căi de a surprinde, prin urmare “este important să ai un plan pentru că te duce undeva, dar trebuie să fii deschis”, să te lași purtat de ocaziile care apar pe parcurs.

Super eroii imaginari activează mereu într-un câmp de bătălie, împotriva unor personaje negative. Paula consideră că Resursele Umane reprezintă un “battlefield” în care profesioniștii de HR sunt împuterniciți, însă aceștia trebuie să își facă auzită vocea, să transmită celorlalți reușitele lor, pentru că altfel pot fi priviți drept Cenușăreasa, de multe ori oamenii uitând că “ea ține oalele sclipitoare“.

Deși timpul reprezintă personajul negativ din povestea Paulei, aceasta și-a acordat recent timp pentru a trăi experiența escaladării muntelui Kilimanjaro, pentru o cauză caritabilă, experiență care a făcut-o să conștientizeze și să aprecieze mai mult importanța lucrurilor aparent simple.

“Super-puterile” Paulei au fost creionate de-a lungul timpului de complexitatea culturii profesionale în care lucrează. Aceasta are “o tenacitate extraordinară de a găsi soluții, de a face față diversității oamenilor” și “înțelepciunea de a alege”. Ambițioasă, dedicată mediului organizațional și profesiei în care activează, Paula este de părere că succesul personal înseamnă să fie “partener la masă”, prin urmare să fie implicată în procesul de luare a deciziei.

Și super-eroii, deși prin definiție modești și dedicați celor din jur, trebuie să își acorde un Oscar. Cea mai mare realizare profesională a Paulei o reprezintă abilitatea de a rezista 16 ani în aceeași companie, având o dată “la maxim trei ani o schimbare de poziție, de responsabilități”, reușind să se mențină mereu sus și să își construiască o imagine de profesionist: “Livrez ceea ce promit. Așa îmi mențin brand-ul personal“.

Paula este un exemplu de talent, curaj, optimism, devotament, profesionalism și de trăire a momentului în care crede.

Vom continua dialogul cu profesioniști-model de succes din România la următoarele întâlniri din seria HR SuperHero, la care vă așteptăm cu drag. Între timp nu ezitați să ne lăsați mesaje în comunitatea Google+HR Connection Rosau pe adresa de email cipd@hrenterprise.ro

Vă mulțumim!

L&D Summit VII. Serious about learning? Play. Seriously

ITOL SOL Learning and Development Summit is a celebration of the communities of learning and practice that we have been developing for seven years now, a gathering place of like-minded professionals interested in the future of learning, human resources and innovation at the workplace.

Following up on last year’s conversation, when gamification was one of the buzzwords, we chose to explore the topic of Serious Playing – the headline of Learning & Development Summit VII, with the generous contribution of some of the most passioned experts about the art of playing seriously.

Roxana Mocanu, ITOL SOL Learning Practice Leader, opened the conference with an inspiring question to hold in mind throughout the event: “What makes your heart sing?”. The Summit is a space of sharing and contribution and so are the communities that ITOL SOL is growing, where ideas are the main currency.

Our key-note speakers line-up started with Cristi Lupsa, DoR Editor, with a story about peasants and werewolfs, wrestling and game strategy, from which we learned that play-pretend games can be empowering, by playing the better version of ourselves: “It’s perfectly fine to play at being someone else, until becoming the person you want to be”.

Following up on this high note, Stelio Verzera – Professional Troublemaker at Cocoon Project, shared with us his thoughts on complexity and the changing nature of the world of work. The current market is dominated by high dynamics and complexity, therefore organisations need to create tools and processes to adapt accordingly, keeping in mind that tools are means, not goals. And always keep in mind that It’s All About People – which is one of the key principles of the Liquid Organisation model.

Dan BerteanuEquatorial Managing Partner told us a meaningful story about the power of play and the importance of always having the higher purpose in mind, especially when you are in the business of leading people.

The international panel was one of the most interactive sessions of the day – during which the participants had the chance to address questions to our five guests: Paul Caramidariu – Honeywell Life Safety, Martina Mangelsdorf – Gaia Insights, Stelio Verzera – Cocoon Project, Delia Andries – Evolutiv Consultants and Dan Berteanu – Equatorial, with Roxana Mocanu as moderator. We started a discussion on the next generation of business leaders, that quickly developed in a debate on how to cope with a multigenerational workforce and how to create working environments fit for the younger generations. Among the answers were agility, resilience and making a shift from the “Us vs Them” to “Us together with Them” approach, in order to be successful.

After a short break we had the opportunity to find out how Serious Games look in practice, at the Equatorial workshop & case study: “It never gets easier. You just get better” – running the game based learning BAT Leadership Marathon. Diana Rosetka, together with Oana Condruz (BAT) and her BAT colleagues guided us through the unique learning and growth experience that is the game-based marathon.

The second part of the day was dedicated to the two parallel streams, on the topics of Leadership and Organisation Design.

Martina Mangelsdorf helped us to better understand the particularities of the different generations, with emphasis on the formative years that each generation shares and on their learner profile. This was a valuable starting point in discussing the leadership development challenges we are facing in our organisations and types of solutions to deal with them. We should tap into the generational intelligence, which is a main driver of performance in a multigenerational workforce, but keeping in mind that it is no use to grow future leaders if the organisation is not prepared to embrace them.

In the second stream, Stelio Verzera facilitated the LEGO® Serious Play® for Real Time Strategy Making workshop. It was serious playing in action, using LEGO bricks and figures to build a model of our dream company and of the identity of HR today in Romania, as we see it. A very insightful exercise and a call to reflect at how we actuallt build strategies in real time.

Finally, we would like to address a warm thank-you to our event partners, who supported us in organizing the seventh edition of Learning & Development Summit: Equatorial, CIMA, DoR (Decat o Revista), Tie-Me-Up, LifeDental Spa, Prior, Motif, EODF, EFdeNHR Enterprise and to our wonderful team and volunteers.

We invite you to continue the conversation by joining one of our four learning & practice communities (Learning & Development, Human Resources, Organisation Design and Development and Coaching & Mentoring) and we hope to meet again at one of our upcoming events:

  • ITOL SOL Innovating the Workplace Think Tank & Do Tank, in partnership with EUWIN (European Commission) – 7&8 June 2016
  • Business Summit for HR. Celebrating 10 years of CIPD in Romania – 9 November 2016
  • Team Coaching Master Class with Prof. David Clutterbuck – 10-11 November 2016

L&D Summit VII. Meet Martina Mangelsdorf, Keynote Speaker

Martina Mangelsdorf are peste zece ani de experiență în Staffing, Talent Management, Succession Planning, Leadership Development. În 2012 a pus bazele GAIA Insights, organizație prin care oferă consultanță în conceperea planurilor de carieră și sistemelor de recompensă pentru tinerii din Generația Y. Martina lucrează cu organizații din toată lumea, sprijinind dezvoltarea viitoarei generații de lideri de business.

În așteptarea L&D Summit, Martina a acceptat invitația de a ne împărtăși câteva gânduri despre liderii din viitor și experiențe de învățare memorabile.

What is your favorite game and why?

Currently, my favorite game is an award-winning board game called Andor. It is a very complex role-playing game with various storylines and exciting challenges. What I like about the game is that each time you play it, it is different because of its elaborate game mechanics. It is designed to foster collaboration amongst the players who work together to fulfil a series of heroic quests. Playing Andor requires strategic thinking, inclusive teamwork and creative resourcefulness. It is captivating and easily gets me in a state of flow because I can go for hours without realizing how time passes!

Describe a memorable learning experience.
 
The most memorable learning experience was my 15-month world trip when I backpacked around the globe on my own ten years ago. This experience taught me how memory anchors enable sustainable learning because you can connect to a vast “flashback library” and recall an unbelievable amount of detail if you reconnect to memories that are deeply embedded in your mind. The key to achieving that is creating emotional experiences and moments of mindful presence. Basically, this is the principle we apply at GAIA Insights when we design learning and development, by engineering such memory anchors to produce long-lasting results both for the learner and for the business.
 
A message you have for the future business leaders of 2026.
 
If you aspire to lead a business in 2026, start now. Start by leading yourself before you attempt to lead others. Learn about yourself before you attempt to learn about others. Role model the behavior you would like to see around you and never stop evolving. Look around you now. The people you see are the ones you might lead one day. Treat them with the utmost respect because you will only get to the top by “standing on the shoulders of giants”. It is these people who will make you a true leader – not because of the position you may obtain but because of their willingness to follow you. Earn their trust and honor the responsibility that comes with leadership. You are there to serve them, not vice versa.

Pentru detalii legate de participare, vizitați http://ldsummit.ro/ 

L&D Summit VII. Meet Stelio Verzera, Keynote Speaker

Stelio Verzera este pasionat de idea de joc și de valențele pe care jocul le poate aduce în cadrul organizației. Stelio își imaginează valoarea creată în organizație ca pe o succesiune de maree, flux și reflux. Combinând pasiunea pentru joc, consultanță și ideea de schimbare a sistemelor organizațiilor din ziua de azi, a pus bazele Cocoon Projects, în 2011. Aici experimentează și dezvoltă un model unic de structură organizațională lichidă - ”Liquid Organisation – LiquidO™”.

How do you use games in your day to day activity?
Besides the fact that I love to take time to play for the pure sake of it, I’d say that most of what I do in my job has some playing in it. In fact, we strive to engage the whole being of people at work, from their values up to their “cortical” rationality, going through intuition, emotions, relationships, creativity. We’ve definitely used gamification elements in devising the LiquidO governance model, and many of the tools we leverage for the evolution of organisations and work itself have playful techniques in their usage, first and foremost the LEGO® SERIOUS PLAY® method.
I really look forward to a world of work where being serious is no longer directly related to working well, and people can fully be themselves while contributing in value creation.

How do you see the future of learning?
I see is strictly connected with personal growth, without the fake life/work division we’ve grown up with. I see it highly networked and highly personal. It will definitely no longer be a centralized and top down delivery of knowledge batches. In fact, it will be an ensemble of growth platforms able to attract and orchestrate knowledge flows for their participants.

A message you have for the future business leaders of 2026.
Embrace a big shift from a world of ego-systems to one of eco-systems, and experience how much more value it can produce for individuals while in full alignment with the value produced for the broader arena.

Pentru detalii legate de participare, vizitați http://ldsummit.ro/ 

L&D Summit VII. Meet Perry Timms, Keynote Speaker

Perry Timms revine în România să-și revadă prietenii și publicul pe care și l-a creat, cu prilejul L&D Summit VII. Perry este pasionat de viitor și ambasador al inovației în învățare prin tehnologie și platformele de social media. În așteptarea Learning & Development Summit, am avut o conversație despre jocuri, viitorul învățării și următoarea generație de lideri, pe care vi-o împărtășim în rândurile de mai jos:

1. What is your favorite game and why?
I am a big fan of Football Manager games; the tactics, buying, selling, winning, losing, confidence, budgeting and running a team of skilled individuals and getting the best from them collectively.  Time-stealing, addictive and challenging.  The best fun you can have with an algorithm.

2. How do you use games in your day to day activity?
I use the spirit of games in setting people challenges; having fun and being energised by the completion of something worthwhile.

3. How do you see the future of learning?
I see the future of learning as learner-led; people being taught how to channel their curiosity and energy towards learning and use resources around them.  I see learning professionals as concierges; curators, and inspirational sources of learning content and methods.  More facilitative than teaching. More co-creative than prescribed.  More discovery based than set curriculum.

4. Describe a memorable learning experience.
3 days in Miami  in 2015 with WorldBlu companies and some of the most authentic and inspiring leaders of democratic organisations who talked, shared and explored their concepts of a better way to work both on and off stage.  Immersive, human, enlightening

5. A message you have for the future business leaders of 2026.
Inclusivity, enlightenment and self-governed ways will see you as a leader of trust, opportunity and success in 2026.  Letting go of power; believing in your people and holding space to discover will be key to people doing brilliant things that happen to be called work.

6. What does “serious playing” means to you?
The different between pure enjoyment-based activity and an activity with a purpose that also has joy threaded throughout it.  Work is serious but doesn’t have to be dull.  Joy can be found in play-like methods especially in creative industries but also in the innovation, problem solving and energising elements we all need as curious and driven human beings.

Pentru detalii legate de participare, vizitați http://ldsummit.ro/ 

HR SuperHero. 28 ianuarie 2016

HR Superhero

În dimineata zilei de 28 ianuarie, sediul HR Enterprise a fost gazda unui eveniment cu concept nou: HR SuperHero, dedicat “super-eroilor” și “super-puterilor”. Nu a celor din benzile desenate, ci a “super-puterilor” mundane ale profesioniștilor de Human Resources, Organizational Development, Learning & Development, care servesc drept modele de reușită.

Ioana Predescu, tutor în programele CIPD și Head of Shared Service Center Go Mercedes-Benz Romania a acceptat invitația noastră de a fi primul HR SuperHero care participă la întâlnire, într-o conversație moderată de Roxana Mocanu, HR Ambassador, Director HR Enterprise.

Într-o atmosfera deschisă, animată de entuziasmul audienței, Ioana a început prin a povesti cum, printr-un joc al împrejurărilor, a obținut o poziție importantă ca manager de Human Resources, într-o fabrică de pâine cu 2000 de angajați, la numai 24 de ani. Pe atunci nu avea experiență, însă “dorința foarte mare”, “intensitatea” cu care și-a dorit să își paveze un drum al succesului au reprezentat “super-puterile” sale de început.

La întrebarea “există un costum al super eroului de Human Resources?”, Ioana a oferit un răspuns care relevă atât experiența sa în domeniul Resurselor Umane, cât și complexitatea rolurilor pe care le implică acesta. Din perspectiva sa, profesionistul de HR nu poartă un “costum” unilateral, ci unul multifațetat, în funcție de rolul avut.

De asemenea, “super eroul” de Human Resources nu lucrează independent, ci se bazează pe o echipă pe care “o construiești înainte să ai nevoie de ea”, “în timp, cu grijă și cu răbdare”. “Super-puterea” de a-ți alege mix-ul potrivit de oameni poate face diferența.

Potrivit Ioanei, o altă “super-putere” pe care o deține este capacitatea de a-și adapta procesul de învățare la parcursul de carieră. Prin urmare, dezvățarea și reînvățarea reprezintă abilitați prețioase pentru o dezvoltare continuă.

Știm cu toții că principala misiune a unui super erou din spațiul imaginar este aceea de a schimba lumea în bine. Cum rămâne însă cu cel din spațiul real? Ioana consideră că “prima schimbare este la tine”, iar pentru aceasta “există o cale să…”. Provocarea pentru un “super erou” de Human Resources este să găsească acea cale și să o urmeze.

În următoarele noastre întâlniri din seria HR SuperHero ne propunem să contribuim la pavarea acestei căi, prin dialoguri inspiraționale, cu profesioniști-model de succes din România.

Am surprins atmosfera evenimentului într-un album foto pe care îl puteți vedea aici.

Vom ține cont de preferințele voastre în ceea ce privește următorii invitați, prin urmare nu ezitați să ne lăsați mesaje în comunitatea Google+ “HR Connection Ro“, sau pe adresa de email cipd at hrenterprise dot ro.

 

Vă mulțumim!

Open Evening. CIPD: 10 ani in Romania. HR Metrics. HR with Impact

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Din 2006 oferim comunității de Human Resources din România oportunități de networking și dezvoltare profesională, urmând standardul CIPD – Chartered Institute of Personnel and Development. Pentru HR Enterprise, anul 2016 va sta sub semnul sărbătoririi a 10 ani de când reprezentăm CIPD in România. Cu acest prilej, pe 10 decembrie am inaugurat seria de evenimente aniversare: Open Evening. CIPD: 10 ani în România.

Seara a fost deschisă de către Teodora Graur, Membership Coordinator, HR Enterprise, care a dezvăluit audienței faptul că întalnirea marchează nu doar încheierea unui an plin, aflat sub semnul dezvoltării comunității de Human Resources, cât și un început: prima celebrare a împlinirii unui deceniu de când HR Enterprise oferă certificările CIPD în România.

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Roxana Mocanu, HR Ambassador, Director HR Enterprise a introdus tema de principal interes a serii: HR Metrics. HR with Impact – cum poate oferi analiza metricilor de HR perspective de valoare pentru business. Am aflat că putem împărți metricile de HR, în funcție de contribuția în organizație, în trei categorii: operațional, tactic și strategic. Fiecare categorie este valoaroasă și poate oferi insight-uri pentru business.

Măsurarea relevantă presupune urmărirea mai multor pași: obținerea de date aferente metricilor, culegerea insight-urilor din date, comunicarea metricilor și a insight-urilor către stakeholderi, identificarea ariilor in care HR-ul poate avea un impact strategic și dezvoltarea/review-ul metricilor potriviți.

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Funcțiunea Human Resources poate avea impact strategic prin analiza atât a datelor specifice HR, cât și a celor transversale. Măsurătorile făcute de HR trebuie să fie aliniate la prioritățile organizaționale, pentru o contribuție sustenabilă, performantă.

Subiectul HR Metrics este acoperit în profunzime în cadrul modulului HR with Impact, parte din certificările Certificate & Diploma in Human Resources, la care vă așteptăm cu bucurie dacă sunteți interesați de subiect.

Evenimentul s-a încheiat cu invitația de a ne fi alături și în 2016, pentru care ne propunem să contribuim în continuare la construirea unui viitor comun al profesiei de Human Resources, prin dezvoltarea comunității de practică HR Practice RO și prin certificările CIPD.

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Vă dorim un sfârșit de an plin de inspirație și un An Nou al realizărilor!

Business Summit for HR. Speakers answer.

Business Summit for HR it’s our autumn conference, hosted on 8 October 2015 and is dedicated to both Human Resources and Business Executives who wish to build and maintain a successful Human Resources – Business partnership. We will explore the ways in which organisations are changing and re-inventing themselves, how innovation at the workplace should play an important part at all the of organizational levels and how the People function is adding value.
We asked our international speakers two essential questions:
  • What do innovation and complexity mean for your domain?
  • How can we be ready for the future?

1. What do innovation and complexity mean for your domain?

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Guus Geisen: Complexity is everywhere around us and innovation is the tool to understand complexity. In order to survive in a fast changing environment we need to adjust, we need to innovate. This is the first principle of innovation. It is necessary to survive. We can use it to survive as a company in this market oriented world. In the recent economical crisis we have experienced its complexity. And the third aspect of innovation is perhaps the most complex. It is about the creation of our global ecological society. It will challenge us to innovate our optimal Self as an individual and as a system. The problem is that we try to understand complexity by the wisdom of the past. We need the second question to add to this perspective. In my domain, education, there needs to be a fundamental paradigm shift so we can prepare the adults of the future to become the systems citizens of the future who embrace complexity as a natural order and innovation as a leverage tool.

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Steven Dhondt: In my research domain, organizations are seen as methods to reduce complexity. Environmental (e.g. market demands) and internal (e.g. the battle for talent) pressures should be matched by sufficient internal measures. Survival of organizations means that organizations are reacting in a right way to the demands. But there are a multitude of reactions possible. However, one best way to organize can’t really be defined. But organizations can improve their adaptability to rising or changing demands. More centralized approaches can very effective, but make organizations very dependent on those few persons in charge. Direction is improved, adaptability is lower. More decentralized approaches help to give more actors a role in reacting to the environment of an organization. Consensus is complicated, but adaptability is higher. In a world in which nothing changes much, then centralized approaches can be quite effective. Innovation is then not a central target for an organization. In situations in which competition is rising and customer demands become very unpredictable, then an organization requires more innovation to satisfy its customers. In my field, more decentralized approaches to organizing are seen as more appropriate to cope with the requirement of more innovation. It is from this observation that workplace innovation is seen as a major competitive force for organizations. Those organizations that try to include more actors into the innovation process, become more competitive. Engaging as much as possible employees helps to improve the innovation performance.

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Niels Pflaeging: In the domain of organizational leadership, complexity has in the last 40 years or so certainly led to a revolution. I like to say that complexity “killed“ management the social technology, as well as HR as we know it, in the 1970s. And few of us have noticed. Management and HR practices were developed during the industrial age, and they aimed at something very specific: At creating and optimizing organizations for dull, slow-moving markets with little dynamics and little competition. Because those were the conditions of the industrial age!

But what we consider to be “normal“ performance management practices today, such as performance appraisal, budgeting, MbO, bonus systems salary ranges, job descriptions, org charts or matrix structures, has actually turned into weapons of motivational mass destruction, and into threats to productivity and value-creation. The reason for this is that those industrial-age thinking and practices are incapable of leading to sucesss and performance in todays highly complex and dynamic markets. The failure of traditional HR and management practices can be observed in almost every large organization on the planet. But we haven´t to far come to the conclusion that our management paradigm may be the problem. We are still trying to fix the people, instead of fixing the system, together! But people are neither the problem, nor the solution. We must instead overcome performance management, and our flawed assumptions about org leadership. That is the kind of innovation, and change, that most companies most urgently need today.

2. How can we be ready for the future?

Guus Geisen: The need to develop the capacity to innovate if we experience something we have no answer to, if we haven’t been there yet. In a complex world this can happen to you every day. Innovation is the key variable to be ready for the future. The capacity to innovate is supported by the ability to use a set of different tools which help you to observe, think and act differently then you did before.

Steven Dhondt: You can answer this question at two levels: the individual manager and the level of the organization. For the level of the organization, we have already indicated what future-preparedness should be. Organizations need to match their organizational structure to the demands they have to live with. If more innovation is required, then more decentralized approaches are indeed very helpful. At the level of the individual manager, it is more and more unlikely that one person will know it all. It is important for managers to get a good working team together. Competition is not between individual managers, but between the best teams. These teams need to be able to help the organization to react to customer demands, technological and societal change. So, ask yourself if you think your success is more your persons achievement or that of your team. In the first case, you are a lucky guy. In the latter case, your strength and adaptability is much bigger. It is the ‘team’, stupid!

Niels Pflaeging: To become future-ready, or fit for the future, we have to turn to performance practices that can work in complexity, and with human beings as they are. We must leave command-and-control management and practices behind. And we must put a great deal of HR, finance management and steering practices onto the garbage heap of history. All that to create more dynamic-robust, agile organizations that are fit for today´s markets and value-creation. HR professionals have two options in this process, I believe: To either lead the revolution in their orgs, or to be washed away. In many companies that I see in my consulting work, HR is already being reduced, eroded and delegated to the sidelines. The alternative is to become systemic innovators and systemic influencers, not just cogs in the administrative machine. There is a choice to be made in HR, and in general management as well. We can start work the system together, or remain stuck with our old dogmas at our own peril.

”Engaged” Master Class. Linda Holbeche, 2 iulie 2015

Pe 2 iulie am avut prilejul să o reîntâlnim pe Linda Holbeche, cercetător cu prestigiu internațional și autor de carte și modele în domeniul Organisational Design și Employee Engagement. Linda a acceptat invitația ITOL de a reveni în România pentru a ne ajuta să răspundem la întrebarea ”Care este punctul de fierbere și de îngheț al engagement-ului ?”.

Cu o abordare practică, exemple concrete și oportunităţi de discuţie şi schimb de bune practici, întâlnirea a atins următoarele subiecte:

  • Cum definim Employee Engagement? – am discutat despre principii cheie, teorii și provocări pe care le întâlnim frecvent
  • Cum să ai o abordare personalizată a engagement-ului ţinând cont de propriile valori, cultură, brand, scopuri ale organizației
  • Dezvoltarea unei strategii de Employee Engagement. Care sunt etapele, instrumentele, cum măsurăm şi evaluăm impactul în organizație

Unul dintre cele mai dezbatute subiecte a fost rolul funcțiunii de Human Resources în dezvoltarea unei strategii sustenabile de Employee Engagement și care sunt competențele pe care practicienii de Human Resources ar trebui să și le dezvolte, în această direcție.

Mai jos, câteva din gândurile Lindei Holbeche pe această temă:

  • Engagement is a strategic issue that cannot simply be left to manage itself.  HR departments have a key role to play in implementing engagement initiatives.  These will generally include designing and carrying out employee surveys, testing the findings through focus groups and advising senior managers on their significance.  Having access to good data analysis helps pinpoint where the problems are, gets executives’ attention and helps make the business case for improving employee engagement.
  • It’s not enough for HR to liaise with the marketing function to develop the “employer brand”. Dissatisfaction with pay will often lead people to quit; a sound pay policy, including benchmarking surveys, is therefore critical to retention of top performers.  Typically, the real issue is usually whether or not the content of the job is meaningful to the individual.  The quality of management is more important than pay and conditions in this respect.  Managers should therefore give careful thought to how jobs are structured, to job content and the working environment in order to create meaningful work for everyone.  So HR professionals will also have the job of helping line managers to raise their game by designing challenging jobs and managing effective teams.  HR should also incorporate the findings of employee surveys within performance management processes. For instance several major employers use team engagement scores to distinguish good and weak performance by line managers.

  • Of course it goes without saying that for any major organisational initiative to succeed, top management buy-in is crucial. But in order to achieve a shift in culture, a different style of leadership may be needed.  In place of the heroic or charismatic model, the concept of “engaging leadership” goes further in asserting that engaging leaders display a range of behaviours including being accessible, showing genuine concern and building a shared vision.  They also have personal qualities and core values of acting with integrity and being honest and consistent.  In short, they are authentic: they are who they say they are and do what they say they will
  • HR has a vital role to play in raising the awareness of leaders about their own responsibilities and performance with respect to employee engagement and in developing engaging leadership. This means that HR too must demonstrate the same engaging leadership qualities of integrity etc, and also have the courage to challenge ‘sacred cows’ and  drive through improvements.

Evenimentul s-a încheiat cu promisiunea de a continua conversația pe tema Employee Engagement în cadrul comunității de practică HR Connection RO, căreia vă invităm să vă alăturați.

Autor: Teodora Graur, ITOL & HR Enterprise