Learning Objectives Day 1: Putting OD into context personal, - - PowerPoint PPT Presentation

Learning Objectives – Day 1:

• Putting OD into context – personal, practical and professional
• Understanding the changing nature of the working world
• Consider the nature of change and dynamics we are witnessing
• The changing context of the organisation and the impact
• Use key tools and frameworks to help frame the discussion

Let’s start the ball rolling …

• If you could change 1 thing about your organisation – what/why/how?
• If you could change 1 thing in your department or team – what/why/how?
• If you could change 1 thing about you as an individual – what/why/how?

Source: aglink.org/Simon Sinek, Inc.

Think Human

Source: HR Magazine

OD … The personal piece

OD … as a Practice

OD … As an Organisational Outcome

Organisation Design Organisation Development

Source: Sutori.com

How do we affect change through learning?

The Changing World

https://www.youtube.com/watch?v=d6oXfMilLe8

Mega Trends

A New Flexible, Contingent Workforce

83% of Execs plan to increase use of non-payroll, contingent or consultant workers in the next 3 years. There are more than 30 million registered flexible workers registered on Freelancer and Upwork - combined making the world's largest workforce!

Source: HCI Workforce 2020 Report

Women in the Workplace

870 million women who have not previously participated in the mainstream economy will gain employment or start their own business by 2020!

Source: Intui2020 Report

Employees are overwhelmed

More than 33% of Executives noted the impact technology, information overload and 24/7 working among their top 5 workforce concerns.

Source: Deloitte Overwhelmed Employee report

Advance of Millenials & Generation Z

By 2020 Generation Z (those born after 1995) will account for 26% of the global workforce and 40%

• f all Consumers. Millenials will make up half of all

global workers by 2020 and by 2025 will account for 75%!

Sources: CMO and In Context / Deloitte Workforce blog

The Aging population

The number of "super aged" countries where more than one in five of the population is 65 or older - will more than quadruple by 2020 - an unprecedented pace of change

Source: Financial Times

The Rise of Remote Working

More than half of the global workforce will be working remotely by 2020. By the end of 2016, 23% of the global workforce is estimated to be working remotely some of the time - and 82% of remote workers who do so sited lower stress levels and better personal health as a result!

Innovation, automation & new job creation

Futurist Thomas Frey cites that every 10 years 65% of jobs in the workplace have not as yet been invented - and by 2030 over 2 billion jobs we do today, will disappear

Source: Thomas Frey - DaVinci Institute

Workplace Impact

We are living in a VUCA World

How can we define our purpose and plan?

So what kinds of organisations do we see now and next?

EXERCISE: 5 Types of Organisations

As a group or in pairs discuss:

• The positives and negatives of each

model

• Identify examples for each if possible
• Which are the most common?
• Which have potential?
• What are the critical success factors?

https://www.youtube.com/watch?v=HPedKi-5k6o&list=PLpSCezFN3wPd3r6U1pp7ICcIGStnvKAFI&index=3

Changes to Business Models

From:

Top-down, hierarchical Financial performance Sequential thinking, processes Internal R&D / Policy making Strategic planning and risk aversion Hard-wired workforce Assets and ownership

To:

Emergent , experimental, purpose-led Flexible, on-demand, lifestyle workers Leveraged utilities, communal sharing Autonomous, socialised net-working Transformative purpose Experimentation, iteration, creativity Community, crowd, innovation as usual

Emerging Organisational Models

Consider the movement:

• Control to Flexible
• Fixed to Fluid
• Cascade to Community
• Output to Outcome
• Revolving to Evolving
• Top Down to Teams

Use TRUST:

• T = Trust your people
• R = Reward results
• U = Understand the business
• S = Start at the top
• T = Treat people as individuals

Source: Initio/Holocracy.org

Source: Jacob Morgan

• EXERCISE:
• Which of these are we seeing

now?

• Which of these are emerging?
• Which have potential?

The Changing Dynamics of Organisations

The way we work …is changing …

https://www.youtube.com/watch?v=qVkAGTJq_-Q

The Changing Demographic

Trend Implications

Increased competition and pace of innovation Keeping ahead demands the best people Influence of technology Technology needs brainpower (IQ but also EQ?) Flatter, leaner organisations Slower promotion so people look elsewhere to move up More mergers, acquisitions and

• utsourcing

Loyalty to a single organisation continues to fade Shrinking 25-45 year old demographics and many senior leaders approaching retirement Smaller talent pool from which to select Changing attitudes of people towards work People are more demanding of an

• rganisation to provide meaning,

challenge and flexibility

The Classic Change Curve:

Provides a useful way of framing human response to change but it very much depends on:

• Context of the change
• Commitment to the change
• Capability to change
• Capacity to change

The Diffusion of Innovation Curve

Source: E. Rogers - 1962

The context of the change is key to understanding the human response

Source: ResearchGate

The S Curve Principle:

Organisations evolve and grow, but they reach a pinnacle and then they re-assess, reinvest or decline. They have an opportunity to change their future when they

• ptimise to create new options.

This is when some organisations

• pt to pivot or re-invent.

The S Curve – Evolutionary Change

Change as s a Full ll Sp Spectrum Response

How do we enrol them? What’s the project plan? Personal Leadership The system The project Immediate Causes Systemic Causes Underlying Causes What’s the pressing problem? What’s your Commitment? Who are the stakeholders?

Source: Dr Monica Sharma, United Nations

Change is complex and at different levels. The ripple effect illustrated shows how a system thinking approach and appreciating the complex connections helps us frame the right response.

The way we work …Agile

The Move from Old to the New

How we work … Networks

NHS System Leadership:

• Holistic thinking
• Inter-relational
• Innovative
• Adaptive
• Individual impact
• Learning mindset

Source: East Mids Leadership Academy

EXERCISE: Spotting the Trends

Your Task:

Work as a small team to create thought framework by:

• Consider key themes that are impacting the Public Sector
• Are these internal or external?
• Why are they happening and what are the outcomes?
• Use the model below to put your thoughts into context
• Present back your findings to the group
• WARNING: This is not a competition – its collaborative

The Exercise format - De Bono’s 6 Hats

Future Focus :

A useful way to identify and test potential strategies through changing context

Preparation for Day 2:

Consider the following model Which one are you? Do you have more than one? How might this impact exercises?

What 1 thing resonated most? What 2 risks do you identify? What 3 opportunities do you see?

A little recap …

What have we discussed? What has resonated?

Learning Objectives – Day 2:

• Discuss key change models and their context
• Understand how we can measure OD and outcomes
• Consider how Talent can be a change agent and catalyst
• Put learning into practice

So which change models to consider ….?

The Classic Change Models Lewin & Kotter

Beer & Nohria – E & O Theory

Theory E =

• create economic value
• perceived as shareholder

value

• focus on formal

structure/systems

• Driven from the top down
• Extensive use of consultants

and incentives

• Change = planned and

programmatic Theory O =

• create the human ability to

implement strategy

• Learn about changes from

actions taken

• Focus on developing a high

commitment culture

• High involvement to minimise

consultants

• Change is emergent rather

than planned

Talent as a Change Catalyst

EXERCISE: What is Talent …?

What is …

It is the following:

• Organisationally specific – one size does not fit all
• Highly influence by the industry sector and the nature of its

work

• It is dynamic – likely to change over time according to
• rganisational priorities

CIPD Talent Management 2007

It is therefore a force for the future and for change

What is Talent Management?

• Talent = “consists of those individuals who can make a difference to
• rganisational performance either through their immediate contribution
• r, in the longer-term, by demonstrating the highest levels of potential.”
• Talent management = “is the systematic attraction,

identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles.” CIPD, 2015

Simple Analogy – Tactical vs Strategic Talent

TACTICAL STRATEGIC

Engaging Talent

Creating opportunities to ensure talent is leveraged:

• High employee involvement practices
• Providing employees with a voice
• Sophisticated HR practices
• Reward and commitment practices

UK Commission Employment & Skills 2008

• Rational(e) – talent understanding their role
• Emotional – how talent puts passion into work
• Motivational – how talent goes the extra mile

Towers Watson/Kahn 1990

Engaging Talent - Components

• Lifecycles – understand the talent journey
• Communicate – trust in your talent
• Collaboration – use technology to connect people
• Enrichment – offer the chance to make a difference
• Careers - create career journeys and opportunities
• Mentor/Coach - Train managers to do this well
• Recognition – make sure talent is aware
• Reward - based on output, values and performance

Engaging Talent - Considerations

Creating the opportunities and drivers to energise talent

• You need to understand their motivators
• Are there individual drivers or group drivers?
• What are the opportunities and rewards?
• Who and how can you maintain motivation?

Deploying Talent

• Ensuring that talent is geared towards work and opportunities

that make the change possible.

• Agents of Change – they can be used to effect change
• Change Strategists – they can provide input and ideas
• Change Teams – they can be part of the change project
• Change Influencers – they can provide direct/indirect effect

Talent + Technology = Change Catalytic

https://www.youtube.com/watch?v=65zSO0iLHAo&list=PLpSCezFN3wPd_xx0MdwEmvoBMHp6L1PHP&index=13

Appreciative Inquiry (AI)

What is it …?

“ …Appreciative Inquiry (AI) is a method for enrolling

people in addressing pressing problems, developing strategies and bringing about change. Instead of the slow drag of problem solving, Appreciative Inquiry is powerful, fuelled by motivation, energy, discovery and imagination:

• ‘Inquiry’ = asking questions, discovery
• ‘Appreciative’ = positive, what already works, notice

the strengths, opportunities, aspirations

The AI Process – the 4 Ds

Source: Cooperider et al

The People-Performance Link

Ability Motivation Opportunity (AMO) Commitment Motivation Job satisfaction Discretionary Behaviour High Performance

Best Practice HR Practices Line Managers (Implementers, Enablers, Leaders)

(Purcell 2007)

Purcell’s ‘Black Box Effect’ Connecting HR practice with impact

Slide no: 68

Hackathon Unconference Change Council Meetups Slackathon Lunch & Learn

Creating Change Communities

Agile Squads Twubbing Surgeries 5-Min Drills WebChat

The Possible – Potential – Planned Outcome

Assess the Success

EXERCISE: What do you measure and how?

• Form into small groups or pairs and discuss:
• What kinds of change or transformation can

you measure?

• How and why do you measure this?
• Who receives the outputs?
• Are you measuring everything you can?
• Can you measure everything you want to?

Example - How is HR doing?

Source: Hay Group 2014 – The Cusp of Change – Future of HR. Sample of 30 HR Leaders, 86 organisations from 100 to 50K employees

Measuring outcomes – Part of the Plan

Measuring Outcomes – Part of the Plan

Galbraith Model – Adapted for NFP

Behaviour is an outcome that impacts:

• Culture
• Performance

So how can we measure these?

Measuring Outcomes – Non Financials

• You cannot put a figure on a feeling
• Ongoing milestones as a partner
• Key factors for success
• Creative computation
• Accreditation – IIP/ISO etc.

Profit & Revenue Generation Cost Reduction Cost Avoidance

Historical metrics Real-time metrics Forward-looking metrics BLUE – Influence Leadership AMBER – Value Add RED - Minimum

‘Pillars’ of People Metrics

Measuring the impact through Culture

Hofstede Cultural Dimensions:

• Understanding behaviour
• Assess the culture
• The cultural blend
• Mindsets for change
• Measure the impact

Source The Institute of ROI

ROI – Return on Investment – The Philips Model

VFM – Value For Money

Source: British Medical Journal

Deming Cycle

• Measure and monitor as you progress
• Assess and confirm milestones
• Incremental and sustainable impact

Competing Values of Org Effectiveness

Source: Quinn et al

The model seems to be 4 different domains, but they are interrelated. They are in fact 4 sub-domains of a larger piece to measure management and organisational effectiveness. These unseen 4 Values or Domains determine the success of people, projects, programmes, policies and organisations.

The OD

Making the Personal & Professional Change

• STOP
• SUSTAIN
• START