Change Management !

Change! That’s a word that seems to hound almost every other business, the management, and their people at work. Change in processes, systems, structure, markets and many more…

 

The theory of management states that ‘Change’ is a process, and it involves ideas, thoughts, processes and systems that are understood and driven by people within a given framework. However, most businesses deploy change as projects that aim at creating, innovating processes involving dynamic steps that finally get installed wherein people need to comply with and condition themselves to work their way with changes forward.

 

Project managers and leaders consider the scope of the what and where factors across installing a change, and most often than not a large population of employees are affected in some way or the other. Those who implement apply their energy & attention to the system and process, however the people affected need to adapt and alter their behaviours to manage change! Research on change clearly brings extremely dissatisfying statistics on how effectively a change gets implemented!

 

In 2014, change survey data from 5857 people in global organizations across 40 countries indicated the following distribution of data across the commitment stages in relation to a specific change that their organization was going through…

A typical organisation faces a significant challenge created by the projects it runs, whether they are focused on cost reduction, process redesign, mergers, restructuring, or a large IT implementation. It can be difficult to capture the value of all these activities simultaneously.

However, the biggest difficulty is usually getting employees to embrace the change each project brings. This is the realm of change management – helping people adopt new behaviours, accept and take ownership of change instead of resisting it. The way you implement change is at least as important as the strategy or solution you’re trying to implement, if not more so. Successful project implementations rarely come from purely technical project plans that do not take into account the human dynamics
of change.

 

Nearly 90% of UK executives surveyed by the Economist Intelligence Unit, in their report ‘Organizational agility: How business can
survive and thrive in turbulent times’
, ranked organizational agility as
vital for business success. The same report highlights that the research conducted at the Massachusetts Institute of Technology suggested that agile firms grow revenue 37% faster and generate 30% higher profits than non-agile companies. Organizations that lack agility and can’t adapt, can suffer more than ever before from:

  • More adaptable competitors beginning to dominate
  • Business performance deteriorating rapidly
  • When deterioration occurs recovery being tougher than ever before
  • The engagement of employees becoming more difficult
  • The term ‘change fatigue’ becoming part of regular conversations inside the organization

Organizations need to build change management competencies across the entire enterprise, ensuring that change management is sponsored and applied effectively on all change projects. This is called Enterprise Change Management.

To build sustainable change capabilities into an organisation you need to do more than simply train people. The key challenge is to move change management from being training-led to being a consistently used business application. This does not devalue training, which of course remains a crucial activity. It means training becomes a key component of a change management implementation, rather than the driver of it.

Building Change Management capability is a vital ingredient for business success!

 

Pramod Parkar

Trainer & Facilitator, Change Specialist – pramod@edifyconsultants.com

Advertisements

The Environment in Corporates today !

The environments within large corporates are demanding and organizations are becoming critical with their recruitment and retention philosophy…

  • The challenge of human capital is becoming very complex in today’s world, and the businesses in India have a mixed challenge of addressing multiple cultural dimensions to manage suitable manpower is recruited and retained.
  • The dynamics of sourcing has moved from simply addressing a well laid out JD for a role with consultants mapping people and job portals dumping huge data of available manpower. Sourcing today is a complex HR Silo and it is maturing by each passing moment with dynamic investment on Data Management to designing effective sourcing plans to meet the demands. Getting quality manpower aligned is as difficult as aligning your candidature to a suitable role in the market. Although the huge growth with job portals gaining large amounts of data, there is a vast gap between aligning suitable manpower to the complex needs that organizations have.

The traditional Indian corporate is finding ways to aligning to the global standards of work environments, and the MNC’s are busy realigning their culture to the Indian environment. However, the challenge of recruitment is becoming more complex due to one key fact which is ‘The Lifecycle Of An Employee’ has been witnessing a steady decline with passing time.

Gone are the days where people believed in working themselves up and enjoying growth on a steady ladder held strong in an organization. The times today are to quickly map ones career plans to potential organizations and move laterally and vertically to seek growth opportunities.

For organizations to manage these dynamic and shorter life spans, the process of recruitment needs finer tuning. The 2 key reasons being (1) Source the most suitable for the right job, (2) Get the best from the most suitable within these shorter cycles. HR is today concerned with balancing the 2 factors by effective hiring procedures and thereafter ensuring effective employee engagement being managed.

The traditional Indian corporate looks more for a cultural fit wherein the employee EQ has a greater match score, but the MNC seeks a stronger balance between the EQ and IQ.

Although these mentioned points earlier prevail, employees are becoming more choosy and demanding and this makes recruitment even more difficult.

 

 

 

While we work as people development consultants with a number of both the types of mentioned organizations, We find these top 5 reasons employees strive to join specific organizations and continue to grow

  1. A friendly and open communication working environment
  2. Great healthcare schemes & facilities
  3. Flexible work hours with possible work from home options.
  4. Women friendly policies
  5. Great learning opportunities with career development learning

While sourcing is complex, the most critical becomes the mapping of potential human capital to the work environments prevailing, the value system that exists and the lifecycle of the person being recruited most critical. A number of approaches are used. Organizations today keenly have consultants filter the potential employee base on the academic and work-ex basis. The recruitment process often begins with a telephonic interview and then moves on to a psychometric test that ascertains a personality type fit that gets mapped to the organizational culture and the job description.

With these results begins the 2 or 3 tier interview process. Unlike the past, many organizations are now empowering the interviewer with excellent skills like Behavioral Event Interviewing. With this approach the interviewer is able to manage a better map as to how a potential candidate might best a given role and also predict the behaviors of this person so as to enable the organizational fit get established well.

Gone are the days of using hi-stress interview techniques, the rule today is to best find how much of a partnership with a potential employee can be a possibility. The BEI technique suggests that interviews need to focus on ‘How Individuals Managed All They Have Accomplished So Far’ as getting to know the ‘HOW’ is the best scope to map how the candidate might behave in the future. They say ‘past behaviors are the only indicators of future behaviors’ and during an interview its best to check for past behaviors rather than tax and pressurize a candidate to only check for behavior under pressure.

Organizations today invest hugely on employee engagement and people development. This has become a key success factor to manage employee retention. The flexi hour model is one of the most preferred reasons for many to stay satisfied with their jobs. The retention rates in such organizations offering this facility has yielded more than a 30% reduction in attrition rates!

One of the most critical job satisfaction aspects remains the Respect and Recognition factor. Organizations who practice strong belief in their values, which supports people enjoy great respect for each other is a key factor for great retention standards. Most of the MNC’s in the country stress on the practice of ‘living their values’ which results in great experiences that satisfy people and drive them to contribute and stay with such organizations.

While working as a consultant with Castrol, I had an experience that leads me to believe that their philosophy of employee satisfaction being amongst their top 2 priorities resulted in a highly disciplined and satisfied workforce. The organizations belief in their Health, Safety, Security and Environment focus has been a factor to reckon with. From every employees to all vendors, the entire group of all stakeholders practice and believe in the importance of these factors. This has led to excellent standards of positive work culture and great employee development and retention.

The traditional Indian corporate is no far behind, organizations like Welspun where we experienced very progressive and global standards is a motivating factor for the Indian employee. Work infrastructure of world standards, great health & safety standards, flexi timings and respect for each other is a noted practice observed here. While we worked with this team, we have seen the leadership greatly invest in ‘Living The Values At Work’. In many MNC’s, our organization has often noted that the most crucial factor for success stands on practice of very strong adherence to their compliance and this certainly results in better employee satisfaction.

When you plan on working with such corporations, what should you expect?

  1. If you choose to work with a large MNC, then be certain that the processes and compliance will be your key-driving model to most of all you would be doing and accomplishing at work.
  2. If you join an Indian Corporate, then your flexibility, respect to authority and your ability to stretch and achieve will be the driving factor for your success.

With the MNC…

As an employee in a large multinational corporation, you will certainly enjoy good infrastructure as they have a strong policy with the minimum facility that is extended to any employee. The perks on health and safety are usually a strong driving factor. The maturity across the organizational values would be an aspect that is well tested and tried over time and most certainly there will be adequate stress on compliance to this aspect. In the long run this makes it a stable and great environment, but sometimes it is known to stifle creativity.

In such organizations, you will witness a more structured approach to most of your tasks, and a framework will be present rather than a gut feel and bias guide management philosophy. The performance management systems too are well laid out and have a very structured approach. With this in place, fairness and ethics become a stronger way of life at work.

Most MNC’s operate with a well laid out competency framework and employee effort and results are strongly measured with evidence of effort and the result. This makes it easier for an employee to set better goals and focus on achieving them.

 

With the Indian Corporate…

Employees with large Indian corporates also enjoy lavish infrastructure, as most competing are involved in global trade. The focus is more on skills and effort and these often weigh more than process compliance and results. The benefits of such environments are that working relationships when managed well have a lot to gain for the employee. The personal touch plays an important role with relationships and you may enjoy some room for freedom of creativity and innovation. The approach to risk management is a bit more local and relaxed, and this has a positive as well as a negative impact some times.

Indian corporates today have noted well-benchmarked pay & compensation structures and you certainly will enjoy global standards of benefits. The framework of work culture is a little more relaxed and in such environments there often is room for people making their own rules! Sometimes employees take advantage of this culture, and sometimes this results in risky results. However conclusively both environments seem to have some benefits over the other.

Many Indian corporates are in the process of enhancing their working framework and with each passing day one can witness the most recent and well laid out frameworks being instilled here too.

 

 

Pramod Parkar

People Development Specialist and India Representative for Changefirst, UK

pramod@edifyconsultants.com

Are we doing enough for Leadership development?

The Learning & Development function in an organization with mature HR practices spends a lot of time and effort to empower their Senior Leaders with skills to lead and develop their teams to achieve results. This Senior Leader spends vast amount of time himself in classrooms.

Often novel and innovative learning solutions are created for him – be it Film based reflection, Harvard Professor’s Strategy workshops or fire walking, all with the hope of making him a better people’s Manager. There are failed attempts to make him align his personal vision with that of the organization.

The effort is often to make him work with the people not against them. The question to ask here, rhetorically though – Are his needs necessarily learnable/ skill based needs only?  Is Training the only way this Leader can become more people oriented, empathetic leader? Or will his decision making really improve by attending Business simulation exercises. This is not to undermine the importance of these interventions. They have an important role to play in developing skills. But… many Leaders need to be thinking and charting their change path themselves. They realize that they can do it, but are unable to start. This is where a new, extremely effective and totally scientific L & D tool will be most useful; COACHING. Also known as Leadership Coaching, Executive Coaching, Life Coaching and many other equally attractive names. They all aim to deliver positive change.

This professional alliance between Coach & Client helps close the gap between where they are and where they want to be. It transforms thinking at all levels, creating confident empowered, self aware Leaders, who have the ability to think and to unlock insight, take action and bring about positive change in any context – routine work or in the Board room.

What makes Coaching different from other similar people development interventions?

1- Coaching is self-directed  – The Coach in the navigator’s seat facilitates thinking, does not advise and allows the client to make powerful choices after carefully thinking through, in depth about the issue. He does not brainstorm, but encourages the client to explore his internal landscape completely, access his innermost desires and choose that which he owns and act on.

2- Coaching is solution oriented – The Coach does not spend time on past, or on root cause analysis or on issue fixing. The client is capable of doing that himself. He spends time with the client getting him/her focused on the solution that is best for him (even though the solution may not be approved by the Coach’s personal standards)

3- Coaching relies on positive Psychology – Positive psychology has greatly influenced the development of coaching. It has shifted from “ what is not working ‘ to ‘what is working’ and how we can continue to do more of this. It helps focus on strengths and virtue. This new direction amplifies strength rather than just repair damage.

4- Coaching is autonomous – The client in a Coaching process is the most important entity. The Coach is merely a facilitator who observes, listens asks questions and is totally non judgmental. The Coach has to create a non threatening, safe space for the client to share, think and be allowed to jump forward- backward, sideways in an effort to see the big picture in a non linear pattern to finally arrive at his own solution

5- Coaching needs to be learnt  – Coaching is a skill and an art that follows a process, and structure. It needs to be learnt and a good Coach is one who is certified by  ICF. It requires focused learning, hours of practice and complete knowledge of the competencies that need to be demonstrated. The International Coach federation ICF has been the instrumental in bringing professional standards and ethical responsibility to this profession. It has helped to dramatically improve the Coaching profession with their continuous work in this area.

And Leaders love all the above reasons. They want to discover their own path and make their own sense of their choices.

Top 3 reasons why Coaches are engaged

Coaches are no longer hired to usher toxic leaders out of the door:

  1. Develop high potentials or facilitate transition – 48%
  2. Act as a sounding board – 26%
  3. Address derailing behavior – 12%

If you want to engage in a thought provoking creative process that will inspire you to move to the next level of your personal and professional potential – Get yourself a Coach

 

ALINA MENON

PCC – ICF

Practicing Leadership Coach.

5 tips to be a great leader !

When people refer to or remember leaders, you seldom hear them speak of their capability or intelligence. They get remembered for the way people heard them speak, felt them respond, and their experiences of interactions with them.

A leader is best
when people barely know that he exists,
Not so good when people obey and acclaim him, Worst of all when they despise him.

A good leader, who talks little,
When his work is done, his aim fulfilled,
They will say,

We did this ourselves.
                                     Lao Tzu

Leadership success is defined in many ways. The one most certain fact is that leadership needs to be practiced! To be a great leader, one needs to be well aware of the fact that you are constantly contributing to a perception being formed about you!

Your knowledge and expertise can lead you, but to lead others it needs to make sense of all you mean to them! Whether you are a corporate leader, a public figure who leads people, or a parent or teacher, the facts around leadership success stand on those pillars that support people follow them. Many well researched methods to leadership practice speak of various critical dimensions, but the undisputed basics still remain on the model that ‘People See you – Hear You – And Feel You’ to decide on how they look up to you.

In my 30 years of experience as a business executive, a trainer, coach and mentor, I have had numerous encounters with leaders and their followers and in every one of those relationships I have noted all that all admirers of their leaders spoke of the simple 5 aspects that set these individuals apart.

 

The fact that leadership can be learned and practiced, these simple ‘Big 5 Of Leadership’ can be developed to excellence.

“Seeing is believing’ – ‘Hearing is understanding’ – ‘Feeling is trusting’

Tip #1

Leadership and your image – Are you approachable??

A lot about a leader is understood by the way people translate and how they interpret what they see. When you appear calm, yet motivated, relaxed and yet driven, humble yet assertive, they interpret the results that they would experience while interacting with and therefore want to follow you.

Your persona and character strongly depend upon how you appear. It is less about your actual attire, but more about your being able to project your image in a manner that makes you approachable. Your humility and empathy can be seen in your overall demeanour and the warmth and approachability interpret your nature. People want to connect with someone who appears connectable. From your body language to your sense of the way you carry yourself and express your perspective is a strong translator of who you are. Choose your attire to express warmth and approachability. Being over dressed to the occasion often signals people to be wary of who you might actually be. More than your attire and confidence, people pick up signals of your humility and courage!

 

Tip #2

Leadership and Conversation  – Are you understood with simplicity?

When people interact with leaders, they want to respect the person not because of the authority or position, but because of the way they express themselves, and because of the manner in which their words impact them and their situations & circumstances.

The golden old line, ‘What you say is half as important as how you say it’ holds strongly true. When people interact with others, they only translate what they see and hear. Often leaders act and react more from their authority and lesser with the needed empathy. If you hear the speeches of most successful leaders, you will find their vocabulary is simple, holistic and empathetic. Complex language often perplexes people and challenges them to pause listening and start analysing. In the most difficult times, leaders choose the simplest lines to share meaning and motivate people to reflect and respond in thought. The choice of being assertive and not aggressive, simple vs. complex and direct vs. convoluted is the most appreciated fact by others. Choose your words carefully! and communicate with simple, straight and empathetic language.

 

Tip #3

Leadership and trustCan you be trusted??

Your kinaesthetic sense is a combination of touch, taste and smell. With these 3 senses live, we human beings translate and perceive a lot about our environment. The 3 make up the way we feel!

You will often hear people narrate their experience when they have met with leaders and the words almost say ‘It was so comfortable and easy interacting with this person’. The way people feel while interacting with you is about is critical for your leadership perception to hold firm appropriately. This factor of feel is important to instil confidence and humility and rapport develops into trust. Your authority needs to be felt, but admired. Admiration comes from command, and demand seldom works effectively. Humility can be sensed; it is felt in the touch and mannerism that oozes from people we interact with. Our perception leads us to want to connect and establish a rapport. Leadership is about creating a motivation in others to want to be in your presence!

 

Tip #4

Leadership demands performance – Do you walk your talk??

Respect is commanded!

Self-discipline is always an admired virtue. When people have expectations and a leader stands good to responding to them, that’s then you hear ‘He never fails in actions’

Observing one’s sense of time, sense of response, senses of habits are all those factors that contribute to the way people predict behaviours. When a leader meets on demand of great self-discipline and his sense of responsiveness, that’s when people have the confidence they can bank on their leader. Role modelling, walking the talk, punctuality and consistency are those factors that have no room for compromise for successful leadership. Remember, people only translate what they hear, see, feel and experience. Great leaders demonstrate this consistently.

It is well said… LEADERSHIP IS A POTENT COMBINATION OF STRATEGY AND CHARACTER, BUT IF YOU MUST BE WITHOUT ONE, BE WITHOUT THE STRATEGY Norman Schwarzkopf

 

Tip #5

Leadership demands success – Do you support others succeed??

People do not remember leaders for how successful the leader was, they only recall how leaders helped them succeed!

The leader the mentor, the leader the coach are those roles that people never forget. Help to people means various things, but mentoring & coaching means a very specific thing to all. When a leader coaches & mentors effectively, people feel gratified, and special because they believe that the leader was concerned about their potential, and he helped them explore their capability to bring out the best in them! Observe, listen, empathise and coach. Bring out the best in others.

 

pramod@edifyconsultants.com – People Development & Change Specialist and Life Coach

 

10 Ways Organisations can Work On Change Management!

Change has become a buzzword within organisations. The dynamic world of global business is constantly challenged with innovating and modifying systems and processes and to compete and beat the market needs, change becomes a constant endeavour to deal with.

The theory of management states that ‘Change’ is a process, and it involves ideas, thoughts, processes and systems that are understood and driven by people within a given framework. However, most businesses deploy change as projects that aim at creating, innovating processes involving dynamic steps that finally get installed wherein people need to comply with and condition themselves to work their way with changes forward.

A well established fact is that ‘People do not change unless they believe that they cannot continue to stay where they are’, and this means that if an organisation expects people to accept and embrace change then the start needs to have a very strong & compelling reason that ensures people need to believe that ‘The Purpose Of Change’ is communicated in manner that compels people to believe why they cannot stay where they are and how a change is going to take them to the place they all best need to be.

When it comes to systems, an organisation is driven to use the best scope of modelling their IT to meet on demands. When it comes to strategic change, the scope of management process change comes into play. The truth of the matter is that every change involves people being affected! That’s the challenge that every organisation is constantly battling.

Project managers and leaders consider the scope of the what and where factors across installing a change, however the people affected need to adapt and alter their behaviours to manage change! Research on change clearly brings extremely dissatisfying statistics on how effectively a change gets implemented!

In 2014, change survey data from 5857 people in global organizations across 40 countries indicated the following distribution of data across the commitment stages in relation to a specific change that their organization was going through…

A typical organisation faces a significant challenge created by the projects it runs, whether they are focused on cost reduction, process redesign, mergers, restructuring, or a large IT implementation. It can be difficult to capture the value of all these activities simultaneously.

However, the biggest difficulty is usually getting employees to embrace the change each project brings. This is the realm of change management – helping people adopt new behaviours, accept and take ownership of change instead of resisting it. The way you implement change is at least as important as the strategy or solution you’re trying to implement, if not more so. Successful project implementations rarely come from purely technical project plans that do not take into account the human dynamics
of change.

To manage change successfully, there needs to be a very structured approach at 2 levels. First at the organisational level wherein there is a need to build on a strong ‘Change Purpose’ that compels people, then build change leadership capability and create a powerful people engagement process. The second aspect is to manage the implementation at the ground level, and this demands developing committed local sponsors, build personal commitment and manage sustained performance. Change happens best when people are compelled and engaged!

Here are ’10 Ways To Ensure Effective Change Management’

  1. Strategize the change based on ‘what changes, how & why’, and who is affected by the change
  2. Conduct a stakeholder mapping exercise and cull out the potential ‘Change Agents’ who can own this change project and influence other stakeholders Upwards and Downwards in the hierarchy of the organisation
  3. Empower them with the ‘Hard Skill’ on change management and its theories for effective implementation of change (Like the PCI of ChangeFirst)
  4. Build a ‘Strong Change Purpose’ that people impacted & affected can understand and realise ‘why they cannot stay where they are’ and hence understand and accept that they must move
  5. Create a strong personal connect with people at the local level on aspects that they can value & benefit from with the change and make it their ownership for success
  6. Support a change management team with the tools and budgets to ensure they can sustain required performance standards
  7. Ensure there is a regular review with relevant stake holders who are part of the change Network Map so that change stages can be measured to action forward steps
  8. Provide for a well appreciable Reward & Recognition process to support the change adaptors stay motivated through the stages of change
  9. Ensure relative soft & hard skill training that compliments the change is conducted
  10. Be Prepared To Start All Over AGAIN, It is a circle that demands sustained efforts to get where a change intends people reach!

 

Change is a process of managing people who are affected by the ‘New Way Expected Of Them’ and simply installing a change will most certainly face the challenge of a large population defying and denying a change. The philosophy of ‘don’t fix it if it aint broke’ is where most people operate from, and any change means a mild shock (if not a big one!)… From shock to denial, and from denial to defiance is 80% of the population. This means that change is not installation of system, process or data, it means getting people affected by change prepared to accept, try, support and own a change.

 

Pramod Parkar

People Development & Change Specialist – pramod@edifyconsultants.com

Enhancing RoI in business !

The only capital that can be your differentiator!

Organisations invest hugely on constructing superior product and processes, great infrastructure and stretch to offer a great environment, yet there’s a missing link that comes in the way of creating great competitive edge!

The challenge of the millennium is to acquire and retain people who can make a dynamic difference. The theory of management stands on the pillar of getting things done through people, and this key factor is the only real differentiator that clearly creates market share.

As a business coach & people development consultant, my 30 year journey keeps throwing back the same challenge, the challenge of organisations engaging professionals like me to try and build capability.

Although managements often invest in skill & behavioural development, they tend to ignore the fact that people development is serious business. It certainly is much more than simply taking periodic annual feedback and planning generic training programs with a hope that the learning will be applied for results!

I often wonder why many senior leaders keep basking in their early days of glory with a noted line they keep voicing… ‘When I worked with GE in my days, people & the organisation were so committed to stretch for success, but today things have changed!’

Whether it was a GE, IBM, Xerox that they often mention, they all seem to voice that ‘People were different back then’.

If you draw your attention to many recent studies like a recent Harward Business Review, it clearly states that with complexities comes chaos, and with chaos comes indecisiveness and that creates lack of trust!

People development is very serious business and involves a large investment of money, time and energy that has no definite guarantee of results!

Keeping this challenge of RoI in mind, more than investing in great development programs.

 

Facts:

  • By 2020, India will be the largest base of Large Corporate Organizations in the world
  • Human Capital is the only challenging capital for all business models
  • 96% of the L&D spend is plotted based on limited analysis of needs
  • Conventional training has a 15% recall, retention, application at work
  • 95% of Leaders believe that ‘No Training Will Have No Adverse Impact’
  • 85% of employees report that conventional training has barely 15% impact on actual results at work
  • The way forward is to manage people development leveraging an outside in approach using technology & innovation to drive capability of human capital.

Source – Harvard Business Review

Organisations need to think through the importance of understanding ‘Skill & Behavioural Gaps’. The singular mode of gathering these gaps from the anyways stressful process of annual performance appraisal results in a poor 30% clarity of what people need to develop, contribute or change for enhanced results!

What’s the answer can be challenging, but I took this challenge seriously and at edify, we invested months of serious thinking and designing a solution that certainly stands out in bringing about a serious change on understanding people gaps.

When organisations invest in plant and machinery, they most certainly follow a preventive maintenance plan, invest in critical component inventory and appoint specialists to contribute to the smooth operations of their production lines. However, what about your most critical investment, human capital! is there a preventive maintenance plan for them??

Understanding their challenges, pinpointing their competency & capability and plotting a real-time development plan needs to be process and a process that links to great RoI!

Imagine what it would be like if a Chef was blindly throwing in the ingredients to cook something that got ordered! Such food would be unpalatable…

Investing in training without a strong study of ‘What & Why’ is far more catastrophic than realized. More than 80% of the globes CEO’s state that ‘No Investment On Soft-Skills/Behavioral Training Is Fine With Them’ and the reason is clearly reflected in the Harvard Report.

 

Barely 15% of what gets taught is applicable, and people absorb barely 20%, and the cause is a poor TraningNeedAnalysis.

At edify, our Smartphone enabled solution NoDL stands strong to address most of what Pre and Post Training needs to manage better RoI, and at a small investment per month, organisations can ensure that they get clear, detailed and applicable learning inputs, and also manage enhance the process of post training effectiveness. It is simple to use, suited to today’s generation and integrates inputs from managers and their employees to empower HR analyse some serious reports!

 

Pramod Parkar

People Development Consultant

Change Management Specialist

Challenges of Identifying and Nurturing Talent in these times of rapid change…

When a successful Sales & Marketing leader is strategizing and winning great success and the organization is steadily climbing the graph of growth, the competition is seriously tracking success factors and the engaged human capital that is driving the gears of growth. With this success comes great risks, the risk of losing valuable manpower, the risk of emulation of their people strategy and many more…. The industry has a keen eye on the success driving talent and they are constantly romancing these stalwarts with glorified career opportunities to attract them move on.

The lifecycle of successfully engaging effective people is grossly reducing. Employees are constantly seeking change, and change that aligns them to opportunities of wider scope and spans of strategy and control. The success of building and utilizing optimized human capital is greatly dependent on the keen eyes of an organization on identifying their people talent. With the dramatic drop in retention rates, the ever changing work environment and the demand for globally aligned work cultures. Organizations face huge challenges on identifying and deploying talent within the organization.

What is talent management?

Talent management is the science of using strategic human resource planning to enhance business results and to make organizations accomplish on their goals. It involves all that is done to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning.

While the world is busy aligning the millennial to organizational culture, the scope of employ, engage and retain is the theme and focus. This however faces the heat when it comes to being able to ascertain talent and deploy it effectively. With the huge costs on attracting and engaging manpower, Human Resource leaders are constantly trying to find innovative models that can support the organization identify talent, validate potential and thereafter construct a balanced and effective leadership pipeline. With technology and digitization, HR today deploys a number of system driven models on talent management, but the living truth is that identifying talent is more difficult compared to managing them. Most organizations walk the ‘Business Results Success Pointer’ as the first move on identifying talented manpower, but the truth is beyond this one yardstick generally used to measure.

Research suggests that success lies in having a brilliant Performance Management System and ensuring Performance Dialogue is a ‘Way Of Life’ practice in the organization, but this alone cant win it all. Brilliance of Goal Setting, and a dynamic monitoring approach needs to be well built into the processes. There a number of methods driving talent management, and many organizations adopt a tried tested method and yet it seems insufficient to hit the nail in the spot!

When you ask employees about how they feel their performance is managed by their organization, they often complain about the 3 most critical aspects…

  1. Goal setting is not a structured and well modelled exercise, and leaders themselves often are not aligned on the How Much, How, Why and By When.
  2. Competency based training is not adequate, as the dynamic demands of businesses today need the employee to have a varied set of skills and most are beyond functional and technical capabilities. The soft skills and people skills are completely misaligned.
  3. The personal development plans made are not in sync with the role and the future demands of success. The Training & Development plans are too broad and rarely inputs that impact practical performance at work.

Although these are known facts, HR teams find it challenging to get development plans well documented by Managers and Supervisors. The fault lies in the system! Performance Reviews are often an annual task it involves too many aspects getting reviewed and rated. A personal development plan needs to built on a model that is ‘Real-Time’. Managers need to keep tracking the needs on the go, and most critically employee themselves need to offer inputs on their own development needs. These can be digitized, but with the way HR digitization is happening, the decision making is becoming complex and too far fetched to yield desired results.

One of the key observations is that with the April to March business year model, HR gets Performance Review inputs around the end of the first quarter, and by the time a development plan and training is active, the first 2 quarters have already zipped by. This results in making development show its results only in the next year ahead! and this is poor as the dynamic circuit of ‘Business Change’ keeps throwing newer challenges with every year that unfolds.

Talent management is not a task of only monitoring a leadership pipeline, and to get good success with talent, we need to ensure that from the journey of the on-boarding of an employee, to the initial curve up the ladder, the leadership and the HR team both carve out a well laid plan and goal for an employee.

While the task of Talent Management has many aspects to address, one of the key aspects is carefully charting out the ‘Individual Development Plans’ for employees. The generic model of planning training aligned to skills and behaviours is inadequate to holistically support potential development for your people. People have talent, acquire skills, evolve with their capability, but to accomplish more they need to exploit their potential. Life and Business Coaching is the way to go.

Many successful organisations realize this aspect and they carefully identify trained coaches to support their executives on harnessing their potential to take their ability to next level. Over years of experience, individuals gather adequate skills to perform and excel, but as challenges of life take their contributing ability across obstacles, they grapple with their own performance standards.

Coaching is that support that leads individuals to recognise their own potential and therefore plot their goals to many notches higher on their own performance curve. The monotony of work-life, the multifaceted lives we lead in our personal and social space are all those factors that create obstacles in accomplishing our goals. Coaching can make a big difference to executives in their ability to grab the steps of the ladder to climbing higher up their own milestones of success.

Another critical aspect often ignored is the ability of managing and addressing ‘change’. With the dynamic global business environment, individuals are constantly battling with change. Change in process, change in working models, change in organizational structure, mergers, acqustions and also change in leadership. All of this is highly disruptive. Change Management is a ‘Hard Skill’ and is that critical ability that every corporate executive needs to excel at. Leading people and businesses through the turbulence that change brings in is one of the most desired capabilities of a leader.

Effective Change Management is imperative for business success, and to support this capability, all Talent Managers need to focus on building this capability with their High Potential work force.

The scope of talent management is vast. Human Capital is the most critical ingredient to business success. The need for a well channelized workforce is the most important capital that all businesses depend on. The world is rapidly changing, information is exchanged at Nano seconds today and people in the rally to success have become hungry to find mantras that can lead them to their meca of success. If you are responsible to build a competitive and effective workforce, then you need to put your ear to the ground and be vigilant to the needs of your people.

As a Behavioural Trainer & Life Coach, I have encountered several HR professionals who keep seeking innovative learning & development platforms to engage their employees on a developmental journey. The point I have noted is that most of them are eager to engage their learning audience with events that can be fascinating and innovative as event experiences, but the attention to real-time development needs is fairly ignored. People are eager to plot & plan events rather than plot & plan developmental needs!

Investing in training, coaching, and academic development are all serious initiative that need critical attention to the details of actual and real-time needs of their people. An effective model needs a practical and thoroughly enriching process in place. Sensitivity to all the links in the chain needs to be installed and implemented, and by this it means that you cant simply install great technology and systems! you need to support the process of implementation. People need to Hear>Understand>Act>Support>Use>Own the model themselves!

From Recruitment to On-boarding, and from Review & Appraising and then effective Training & Development, all the steps need to support the organization have adequate inputs on how they further identify potential and thereafter build a great succession plan. Be wary of the future, the challenge of human capital is getting complex and dynamic by each passing year…

 

Pramod Parkar

People Development Specialist and India Representative for Changefirst, UK

pramod@edifyconsultants.com