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informal coalitions: Self-organization and emergence: #2 – Organizational dynamics v organization design and development
The particular focus here is on the points I made in response to John Tropea’s interesting vision of what he calls a “role-based” organization. In this, individuals would have greater discretion to organize their own roles and relationships to suit their particular talents and interests
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Despite retaining these beliefs, I would not equate this approach with the idea of “self-organization” in the sense that I now talk about it
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However, the critical thing to emphasize here is that it is the conversational interactions that are self-organizing. And it is through the self-organizing interplay of these ‘local’ conversations across the organization and beyond that ‘global’ outcomes emerge.
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How to Identify Your Employees' Hidden Talents
How to Identify Your Employees' Hidden Talents
8:25 AM Wednesday June 24, 2009
Tags:Managing people, Organizational culture, Talent management
There's no shortage of advice about finding and attracting the best people to work for you. Or even about scouring your own organization to identify top performers within the ranks. My experience in a variety of frontline, supervisory, and other positions has taught me that important as both of those endeavors are, it's even more vital to look within individual employees for hidden strengths, especially at times when hiring and promotions are on hold.
What is HR really for?
So here’s a heads-up on a new shot across the bows from Stefan Stern in Management Today. Stern argues that HR is still in danger of becoming a bureaucratic pariah and suggests a way forward for HR professionals - ‘if we are bold enough’.
Stern doesn’t make his view about the path towards HR’s ‘glorious future’ as clear as it might be, but it seems to be a combination of two things:
* ‘HR professionals need to be real business people, with a grasp of profit-and-loss realities’
* ‘Once some of that precious credibility has been (re-)established, there is an open corporate door for HR professionals to push at. And the prize is large.’
We are more than our job title describes, so let’s get social!
“We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent. This is what we call ’social productivity.”
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“What proportion of your talent, ideas and experience are used in your job?
What percentage of your intellectual capital do you use?
The survey results came back with the response that 70 percent of staff felt that only 15 to 20 percent of their intellectual capital was being used. -
The rear view mirror no longer reflects the future. Workers need to be able to assess new situations, learn in real time, and improvise solutions.
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Beyond the Big Bang: Strategy as Habit
Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.
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When we adjust the original diagram a bit, you start to see that the secret to strategy success -- both IMPLEMENTATION and EVOLUTION -- is fundamentally the staff.
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The founding strategy may not start with the people, but its implementation and all subsequent strategy evolutions are hugely influenced by the people. They are the ones, after all, who design the business systems, develop their skills, train each other, shape shared values daily, and project the culture's style to thousands of customers every day. They watch competitors on the street, and they listen to prospects who've declined proposals. In all but the smallest organizations, the CEO's ability to drive the details of strategy execution in all these areas around the company is practically nil.
The New Organization Model: Learning at Scale - The Big Shift - HarvardBusiness.org
In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?
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From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
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talent will pull institutions into the 21st century.
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Wikinomics » Blog Archive » Is your Organization Talent Ready?
The very nature of work is changing. It is . . .
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Project driven . . . based on roles not jobs.
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Community based . . . the active use of collaboration tools to share information, create relationships, develop insights or create product is the work itself.
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Importance of Human Resources: Accountability for Talent Management
First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.
The bad news? Very few of those companies are executing that strategy successfully.
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In his work with corporate leaders and companies, Robinson has found several repeating themes as to why talent-management processes are not adhered to and strategies are not executed.
Among them:
a) Not enough time.
b) Compensation systems that do not incent managers to develop people.
c) CEOs rarely model behavior consistent with talent-management strategies.
d) Inadequate funding for talent-management execution. -
For HR leaders aiming to beef up execution of talent-management strategies, Campbell of Hewitt suggests focusing on three steps.
1. Determine the most critical areas of the business to support. Ask what aspects of talent management are most closely aligned with the company's top business priorities.
2. Position HR to be the internal experts on talent management. Present the HR department as a professional consulting team, equipped to provide guidance to managers and insights to company leaders.
3. Measure the results. Use predictive analytics and metrics to determine if talent-management initiatives are being implemented and are effective.
Upgrading talent - The McKinsey Quarterly - Upgrading talent - Organization - Talent
Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.
Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.
Expertise location: linking social networks and text mining - Trends in the Living Networks
SRI International based in Menlo Park, California, teamed up with military officers to build a new social analytics tool called iLink that generates models and helps streamline the process by which a specific expert in an online community can be found.
In simple terms, iLink is a machine learning-based system that models users and content in a social network and then points the user to relevant content.
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The iLink system had several goals, including real-time learning by matching queries and communities users; adapting to user demands and directions, providing accuracy in message targeting and routing and, finally, dynamic user profile correction based on community behaviours and identification of community experts.
The learning in iLink occurs by watching a natural social network, and selecting effective strategies that emerge from the system as the members try to solve problems. The system continuously monitors the real social network and it is capable of drafting from the social network's learning.
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The iLink software uses artificial intelligence software and message routing technology to help the system learn about the online participants and move specific questions to those who are best equipped to answer them. The SRI scientists basically build a profile of each person in the community and the iLink system starts to learn about the movement of information around the community.
Changing Knowledge Worker Attitudes | Work Literacy
In a knowledge economy, knowledge and information is power. The more you know, the more you can do with it, the more marketable you are. You can’t AFFORD to let an organization tell you what you should be learning–too many organizations, businesses and nonprofits alike, are so busy struggling for survival that they aren’t even sure what needs to be learned anyway.
HR a talent let down - paying attention to the elephant under the table
Whilst this is yet another example of HR bashing I am concerned that the profession does not seem to be focusing on the right issues at the moment. In the current environment where issues such as the “credit crunch” (and other elephants) demand focus on matters such as talent, organisational design and lean processes this research suggests that we are otherwise engaged
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1. More than 70 percent of HR Organizations focus on Risk Avoidance rather than Risk Taking;
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5. While only 22% of leaders were assessed as expert, only 15% were considered expert by non-HR respondents.
multinationals struggle to manage talent - Why multinationals struggle to manage talent - Organization - Talent - The McKinsey Quarterly
# The findings show a strong correlation between financial performance as measured by profit per employee and companies that achieved the best scores on a survey of their global-talent-management practices.
Les activistes : hauts potentiels des entreprises | Talent[Power]Management
Je viens de relire un passage du bouquin de Hamel “La révolution en tête” qui m’avait beaucoup marqué. Celui où il donne les 5 valeurs des Activistes de l’innovation, “les gens les plus cools de la planète” :
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