tag:blogger.com,1999:blog-31153526411836743692024-02-20T14:25:36.949-05:00The Talent EdgeWhere I share my thoughts on business, people and everything in between.Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.comBlogger20125tag:blogger.com,1999:blog-3115352641183674369.post-89236310754418786892015-04-20T15:32:00.000-04:002015-04-20T15:32:11.653-04:00Come Join The Conversation On LinkedIn<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: Arial, Helvetica, sans-serif;">Hi all,</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">I invite you to join me on my blog over at LinkedIn. I have moved the conversation over there to be able to include more voices. My posts can be found at <a href="https://www.linkedin.com/today/author/437316">https://www.linkedin.com/today/author/437316</a>. I hope to hear your opinions over there soon.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">David</span></div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-48317947932707384492014-07-24T12:43:00.001-04:002014-07-24T12:43:12.590-04:00WIFM – Writing Competencies Correctly<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">Too often companies believe that they can purchase competencies off the
shelf and with a little tweaking have them fit your organization.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">Creating company specific competencies right means they are developed:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l3 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">In
house<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Information
collected from incumbents who are highly successful<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l2 level1 lfo3; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Information
collected from those interacting with the role or level<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo4; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Ensure
only one behaviour for each behavioural statement<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l5 level1 lfo5; tab-stops: list .5in; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">In
house content validation<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: .5in; margin-right: 0in; margin-top: 3.0pt; mso-list: l4 level1 lfo6; tab-stops: list .5in; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-GB" style="mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Consistent
with the values and strategic business plan<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">This is what</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s in it for you, if you choose to do
competencies right </span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">–</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;"> <o:p></o:p></span></div>
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</div>
<a name='more'></a><br /><br />
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Objectivity<o:p></o:p></span></i></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">How behaviours are interpreted is often subjective, each individual
interprets things in their own way. Subjectivity is a part of everything we do.
.<span style="mso-spacerun: yes;"> </span>Doing so limits the consistency
of our actions between individuals.<span style="mso-spacerun: yes;">
</span>If competencies are being used to evaluate behaviour, then shouldn</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">t we all be evaluating the same behaviour?<span style="mso-spacerun: yes;"> </span>Using a behavioural format for writing competencies help
reduce the subjectivity.<span style="mso-spacerun: yes;"> </span>The behaviour
should be clear, simple and to the point.<span style="mso-spacerun: yes;">
</span>When writing a behaviour statement, one should be able to picture the
action being taken.<span style="mso-spacerun: yes;"> </span>In order to
reduce subjectivity, prior to evaluation of behaviours the behaviours should be
discussed among those doing the evaluation to calibrate meaning. Why? If the
point of a competency is to measure an individual to a role, then everyone
should be on the same page.<span style="mso-spacerun: yes;"> </span>That
way the organization can clarify what each behaviour means.<span style="mso-spacerun: yes;"> </span>Any difference in interpretation leads
to inconsistency that negatively impacts the productivity of the effort.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Cultural Fit<o:p></o:p></span></i></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">The DNA of an organization is it</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s culture /
values.<span style="mso-spacerun: yes;"> </span>While the words that
define the values, such as <u>Respect</u>, might be the same, the behaviours
that give the value meaning widely varies from organization to organization.
The consequence of this is that off-the-shelf competencies don</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">t work because they aren</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">t validated to your culture.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">Since every organization</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s culture is unique, behaving successfully will
be different in each organization.<span style="mso-spacerun: yes;">
</span>When hiring, to improve the odds of the new hire being a success, you
need to ensure they fit the culture of your organization.<span style="mso-spacerun: yes;"> </span>This will be difficult to achieve when
you are basing your interview questions on what success is as defined by an
outside firm.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">The best way to ensure your statements of behaviour fit the culture the
business strategy is to draw from the stories that reflect that actions of your
highly successful employees; the critical incidents that capture success. For
example, you will not find the competency of humility in too many off the shelf
dictionaries. But when we developed a leadership profile for a medical
institution, humility behaviours comprised one whole competency.<span style="mso-spacerun: yes;"> </span>Had the organization used a purchased
dictionary, an integral aspect of their culture would have been missed.<span style="mso-spacerun: yes;"> </span>Certain purchased competencies could
even act counterproductive to an existing culture.<span style="mso-spacerun: yes;"> </span>This is about celebrating one</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s own culture,
not trying to emulate someone else</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<i style="mso-bidi-font-style: normal;"><span lang="EN-GB" style="mso-ansi-language: EN-GB;">Ownership<o:p></o:p></span></i></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="mso-ansi-language: EN-GB;">For the competencies to be implemented successfully, the employees of
your organization need to own the process.<span style="mso-spacerun: yes;"> </span>The reaction of employees to off-the-shelf or </span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">“</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">best practice</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">”</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;"> competencies is always, </span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">“</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">that</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s great, but something is missing, that</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">’</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;">s not how this company works.</span><span lang="EN-GB" style="font-family: "Arial Unicode MS"; mso-ansi-language: EN-GB; mso-ascii-font-family: Arial;">”</span><span lang="EN-GB" style="mso-ansi-language: EN-GB;"><span style="mso-spacerun: yes;"> </span>That is because the off the shelf competencies do not
capture the nuance of the culture. For competencies to be successful they need
to build on what has already brought people success within the organization.<span style="mso-spacerun: yes;"> </span>That way you can ensure the cultural
fit as well as helping people understand that the behaviours actually relate to
them.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-84924806630656994522014-05-06T15:27:00.003-04:002014-05-06T15:27:48.649-04:00The ADHD Organization (Part Two)<div dir="ltr" style="text-align: left;" trbidi="on">
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<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-CA">Does Your Organization
Have ADD?<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">As someone who has grappled with ADHD
(Attention Deficit Hyperactivity Disorder) I recognize the signs when I see the
behaviours in others. While there is no diagnostic tool to categorize those behaviours
in organizations, I think it’s fair to say that many organizations mirror
similar challenges. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-CA">Characteristics</span></b><span lang="EN-CA"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">For instance, have you ever worked hard to meet
a deadline for a project that does not seem to fit with the organization’s
strategic plan? Has that deadline changed a few times along the way, becoming
more or less urgent for no apparent reason? And after you met the deadline did
you discover that your work was not going to be used, at least not immediately?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">If so, your organization is probably the type
that reacts first and thinks things through later.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">Have you ever been involved in the launch of a
new program before a previous program has been given time to take root? Or have
you noticed when a program that is supposed to cover the whole organization has
a different message or content at different levels or divisions of the
organization? <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">If so, your organization is probably the type
that has trouble staying the course, and also fails to communicate with any
clarity and consistency to employees.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">Does your organization turn quickly to outside
leaders to run the business or solve its problems during moments of crisis?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">If so, it is probably the type that does not
recognize the importance of culture or its own values. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">There are a hundred other manifestations of organizational
behaviours that mirror ADHD. Many organizations are obsessed with deadlines,
busy-ness, and change at the expense of careful thought, consistency, and
focus. This type of hyperactive responsiveness and quick changes in position,
culture (values) and vision is pervasive today.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">In humans, ADHD is caused by the persistent
firing of neurons in the brain, such that the brain works in overdrive
constantly in order to keep up and “feel normal.” In organizations, I would
argue that a leading cause of a similar hyperactivity and overdrive comes from
the persistent noise of Wall Street with its demands to achieve more and more
every 90 days. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">What consequences do organizations with ADHD
suffer? The anxiety of urgency certainly overwhelms efforts to focus on
longer-term objectives. Such organizations also tend to focus on immediate
problems at the expense of noticing anything else happening around them.
Ironically, as a result, when new opportunities or challenges arise, they do
not show awareness or respond in helpful ways or make needed adjustments on
time. Organizations with ADHD characteristics also suffer from high turnover,
low productivity, and problems with safety, customer service, and quality. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-CA">Treatment</span></b><span lang="EN-CA"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">For people with ADHD there are a variety of
very helpful treatments. These include a mix of approaches from behavioural training
to medical prescriptions. While
there are no pills for organizations yet, there are some behavioural changes
that can lead to much better results.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">For example, ADHD organizations should:<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span lang="EN-CA">Encourage face-to-face meetings as
much as possible, so that people will need to actually pay attention to one
another<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Reward leaders who prioritize what’s
important over what’s urgent<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Recognize and reward those who live
the values, especially in difficult circumstances<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span lang="EN-CA">Set project goals that are clearly
linked to helping the organization advance toward its strategic plan and
overall vision<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Realize that culture trumps strategy
and that values are the root of the culture<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Resist an “Us versus Them” mindset<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Provide sufficient time to get work
done and avoid crisis-making through deadlines<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Show appreciation for employee
contributions<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span lang="EN-CA">Unplug when possible<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Symbol; mso-ansi-language: EN-CA; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span lang="EN-CA">Hold people truly accountable by
stopping the blame game and excuse making and focusing on performance
improvement in line with values<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-CA">It Gets Better<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">Like any person, it can be difficult for an
organization to come to terms with the idea that it has ADHD. The acceptance is
even more difficult emotionally than it is intellectually. But it is only
through such acceptance that serious action can result. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">When I came to understand that I had ADHD 12
years ago, I learned that self-awareness was 75% of the battle. But without
making effort and seeking help you can’t manage the journey alone. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-CA">Organizations that become aware of their ADHD
need to make sustainable changes to their work processes and culture to create
a healthy and desirable place to work. Not only will this payoff in better
organizational performance, but also it may distract Wall Street in a good way
for a change.<o:p></o:p></span></div>
<!--EndFragment--></div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-14103550343311923362014-03-18T12:47:00.004-04:002014-04-10T10:42:46.317-04:00The ADHD Organization (Part One)<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="text-align: justify;">Just what HR needs more anachronisms that make no sense: OADHD (or Organizational
ADHD). </span><span style="text-align: justify;">In my next pair of blog
posts I am going to discuss ADHD and organizations.</span><br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">As a person who is living with ADHD, I found Daniel Goleman’s recent
post on the ADHD organization most interesting. I responded with a comment that he missed the point and the
characteristics he attributed to the ADHD organization do not reflect the
attributes of ADHD. I was
surprised by the number of likes and comments on my comment, almost unanimously
agreeing that he missed the concept al together. But I do agree the headline
grabbed you in to read the post. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
</div>
<a name='more'></a><br />
<br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">In fact it is best described by </span>Dr. Joseph Biederman a professor of psychiatry at Harvard Medical School
and chief of pediatric psychopharmacology at Massachusetts General Hospital:
<span lang="EN-GB">"Many people don't know they have this. Many people get
fired because of this, It's characterized by inattention, impulsivity and
hyperactivity," he said. "They have trouble with time management, completing
tasks, paying attention. They may be late for work, and they are not always
prepared." He adds: “Not everyone who exhibits these symptoms has ADHD”.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">What is good to know that there is a chemical reason for this
problem; in reality it is </span>a neurobiological
disorder, and <span lang="EN-GB">there is help. But is there help for the
organization that has the attributes of ADHD?</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB"><br /></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB"></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB"> </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">Having come to the realization that I have ADHD later in life, I began
to attempt to deal with it over the past few years. I was intrigued with the concept. After all, many say organizations are like families,
dysfunctional. Since many
organizations have employees and often leaders, who have, knowingly or not, ADD
and ADHD, why not have an ADD/ADHD organization? It got me thinking what would be an organization that
appeared to demonstrate ADD/ADHD. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">To oversimplify, the condition affects brain functioning and causes
problems with attention, impulsivity and hyperactivity, and at times
frustration and inability to prioritize and a tendency to procrastinate.
Further the person with ADHD will have trouble concentrating, get impatient and
have outbursts, forget things (not only where they placed their keys) or feel
distracted.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
</div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">As a result it is associated with missed deadlines and lots of excuse
rationalizing to justify the missed deadline. It also is associated with
jumping from one activity to another.
Those with ADHD often change jobs frequently or simply have problems
with reaching their full potential at work. They often work extremely hard but somehow the intention is
not attained. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">The good news for an individual is that with a combination of therapy
and medications the person with ADHD can perform to their potential and appear
to the rest of the world as if they don’t have it. One word of advice, medication alone is not enough. As my
psychologist once commented it is like being on a journey and meds only get you
75% of the way there. In fact a new brand of coaches have emerged for business
leaders, those who specialize in coaching people with ADHD. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">People with ADHD are not all alike, have the same interests, talents
or background. Similarly ADHD
organizations can be in any industry sector or government agency. While it is not unusually for those
with ADHD to bore easily, a job requiring repetitive, detail-oriented work
would be a disaster. <b><o:p></o:p></b></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB">For those in Ontario, the new classifications protect those with
ADHD. HR professionals are
supposed to help affected employees by sponsoring educational events to raise
awareness about the under diagnosed and poorly understood disorder. This is to
help managers deal with workers who have ADD/ADHD as well as the employee. But
what if you are an employee working in an ADHD/ADD organization. What help do
you have, what recourse do you have?
We’ll discuss that next.</span></div>
<!--EndFragment--></div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com2tag:blogger.com,1999:blog-3115352641183674369.post-65530068445629811322014-02-26T10:08:00.001-05:002014-02-26T10:08:18.832-05:00Finding Your Way Around 360 Feedback (Part Three)<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">For my third (and final) part of my blog
postings on 360 Feedback, I am going to focus on the outcome of the
feedback.<span style="mso-spacerun: yes;"> </span>It is important to get
the feedback right, but it is also vital that the feedback receiver do
something with this newfound information about themselves.<span style="mso-spacerun: yes;"> </span>Below are some thoughts on ensuring the
best use of the data collected.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;"></span></b></div>
<a name='more'></a><b style="mso-bidi-font-weight: normal;">Keep
The Reports Easy to Read<o:p></o:p></b><br />
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">Spider graphics and other fancy cool
looking charts are meaningless. People get lot in the interpretation. Give them
what they need to know in a straight forward fashion.<span style="mso-spacerun: yes;"> </span>Don’t give them extraneous data points. One of the most
common misinforming data points are ‘norm scores’. Nothing wrong with Norm, he
was an interesting character on Cheers but norms don’t belong on the feedback
report.<span style="mso-spacerun: yes;"> </span>Norms often mislead. The
norm you want to achieve is a higher score then you have now. The only way of
doing that is to demonstrate the behaviours, when given the opportunity, more
frequently.<span style="mso-spacerun: yes;"> </span>When someone sees the
norm score is lower then their score they can assume it doesn’t need attention,
they are doing well.<span style="mso-spacerun: yes;"> </span>Yet, that
might be the single most important behaviour to work on to more easily and
successfully achieve their business objectives.<span style="mso-spacerun: yes;"> </span>Norms are misleading. We like them because we have always
had our academic results report in normative terms of percentiles. We are in
the top 5%.<span style="mso-spacerun: yes;"> </span>We need to break this
bad habit of comparing ourselves to others and need to focus on improving our
capabilities relative to ourselves, not others.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">The
Ultimate Purpose: A Development Plan<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">I often say all the process and all the
data and even the report is meaningless, unless someone does something about
their feedback to take personal responsibility to demonstrate the behaviour
more frequently.<span style="mso-spacerun: yes;"> </span>Consequently the
action plan that comes out of the feedback report is more important then the
report itself.<span style="mso-spacerun: yes;"> </span>As a result the
feedback receive has to wrestle with their own data. They have to internalize
the gap between what they do and what they need to do are their own. Being told
or shown the gap by a coach, consultant or computer print out that provides a
development plan, especially the latter, will not have them struggle with the
alignment of how demonstration of the desired behaviours more frequently will
enable easier execution of the business objectives.<span style="mso-spacerun: yes;"> </span>Let them come to terms with the data and then hold them
responsible to report back the action plan that grew out of their understanding
with their direct manager. Then hold the individual and their manager
accountable to execution of the development plan.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Negative
Outcomes<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">One thing has to be certain that none of
the feedback providers will have career ending decisions taken too soon after
the results are shared.<span style="mso-spacerun: yes;"> </span>If people
feel the action was taken as a result of the feedback employees will never
trust the feedback process again. Trust is the foundation for a honest and
transparent process.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
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<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">In short, is 360 feedback bad or just have
a bad reputation? It has a bad reputation because of misuse of the results
and lack of impact on the business. It has a bad reputation because it often doesn’t
acknowledge the positive and how to make it more positive but rather focused
people on what they should not be doing. Sometime organizations do it because
people ask for 360 without it having a focus, a purpose. And of course the most
important issue is people, even if they build an action plan, don’t follow up
and managers never ask them what they learned from the feedback and follow up
regularly on how they are taking action to demonstrate the behaviours more frequently. What do you think?<o:p></o:p></span></div>
</div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-43256764550227364122014-02-05T13:34:00.000-05:002014-02-05T13:34:06.933-05:00Finding Your Way Around 360 Feedback (Part Two)<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">In the first part of my post on 360 Feedback, I discussed general
policies and ideas.<span style="mso-spacerun: yes;"> </span>In today’s
post, I am going to focus on some more specific ways to optimize your gains
from feedback.<span style="mso-spacerun: yes;"> </span>Let me know other
ways you have found to help ensure quality feedback and outcomes.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;"></span></div>
<a name='more'></a><br />
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Not All Behaviours Are Of Equal Importance<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">Not all the behaviours that are measured or of equal importance. As a
result have you taken the time to have the feedback receiver understand, before
she or he gets the feedback, which of the specific behaviours are most relevant
to achieving their objectives?<span style="mso-spacerun: yes;"> </span>No
one will demonstrate all the behaviours all the time so why not help them focus
before reading the report on those critical few, no more then ten, that are
essential to be demonstrated with consistency, to successfully accomplish one’s
desired results.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Move From Strength To Strength<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">By doing this you avoid the focus from being negative.<span style="mso-spacerun: yes;"> </span>Human nature is to look at one’s
‘lowest’ feedback when many of those scores are low because that behaviours is
not one you in your current role, over the last 12 months, had a chance to
demonstrate. It should be low, that is all right. You need to focus on those
behaviours linked to you success. Often they are the behaviours that you
demonstrate more frequently then not.<span style="mso-spacerun: yes;">
</span>Here is the trick, unless you are consistently demonstrating it in every
opportunity you have to demonstrate it, you have room for improvement. Meaning the
real objective of 360 is to motivate one to demonstrate the desired behaviours
more frequently and unless they receive perfect scores there is room for
development.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Written Comments That Provide Insight <o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">The comment section is a serious issue.<span style="mso-spacerun: yes;"> </span>Too often people provide shallow or meaningless feedback.
Meaning, they say things that are focused on only the positive or conversely
only on the negative but do not include insight as to what the person needs to
do to be perceived as demonstrating the desired behaviours.<span style="mso-spacerun: yes;"> </span>Comment providers need training on how
to give meaningful and insightful feedback that shows a path to the desired
actions. Too often comments are also about things not covered in the
questionnaire and are coming out of context and out of left field.<span style="mso-spacerun: yes;"> </span>Feedback providers need training on how
to provide comments that reflect the concepts of “I statements”. <o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Confidentiality And Anonymity<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">Feedback providers always ask as to the confidentiality of the feedback
and who has access to their individual feedback. Data security is a key
issue.<span style="mso-spacerun: yes;"> </span>We have learned that
feedback providers are more likely to eliminate false positives when they know
that the person who is the focus of the feedback are the only people to see the
feedback. The feedback receiver controls the results.<span style="mso-spacerun: yes;"> </span>When the feedback in integrated into activities like
performance management and succession considerations people tend to begin to
give slightly increased feedback.<span style="mso-spacerun: yes;">
</span>When it is for the feedback receivers eyes only people, especially their
closest friends, will say what the person needs to hear not what they want to
hear. <o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial;">Length Does Matter<o:p></o:p></span></b></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">Much research has been conducted on the quality of the feedback
associated with the number of questions. Plus the longer the feedback the
longer the hidden cost. If a survey of 40 questions takes 25 minutes to answer
and you have 100 people receiving feedback at the same time with an average of
10 feedback providers each you do the math. You just took 333.33 hours of your
employees time. Based on one person’s time at work you just took out of your
system more then two months of productivity for one person. Now complicate this
with feedback questionnaire which are usually over 45 questions.<span style="mso-spacerun: yes;"> </span>So be aware of the number and also
aware of what I call “feedback provider fatigued’. This syndrome happens about
question 40 – 45 when people just get tired of giving the feedback. So keep the
time to complete the feedback questionnaire to no more then 25 minutes,
including time for comments. <o:p></o:p></span></div>
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Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-1396027002087135502014-01-13T09:48:00.000-05:002014-02-26T10:04:17.813-05:00Finding Your Way Around 360 Feedback (In Three Parts)<div dir="ltr" style="text-align: left;" trbidi="on">
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<span lang="EN-CA" style="font-family: Arial;">My
first blog post of 2014 is going be in three parts. I wanted to discuss one of my favourite topics 360 (or
Multi-source) Feedback. I felt
that there is a lot to discuss and I wanted to give each post an opportunity to
be discussed and dissected.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">In
an effort to limit the subjectivity in understanding people’s performance, the
logical conclusion is to gather data from multiple perspectives. This all makes sense. I clearly
remember my days at a school in New Jersey and the head of the system cautioned
me to be careful about exceeding budget year over year. I figure it was for a
just cause, education, the results would prove their worth. So after three years of my stubborn
approach to the feedback he called me aside and shared with me a saying from
his grandmother. A saying I often
draw on when providing feedback from 360˚ reports: “if one person tells you
your drunk, you can ignore it; if two people say you are drunk you might want
to pay attention and if three say you are drunk, lay down.” <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">This
simple saying encapsulates the essence of the thought behind 360 Feedback. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;"></span></div>
<a name='more'></a><span style="font-family: Arial; text-align: justify;">While
used fairly infrequently at the start of the 1990’s it seem to have evolved as
being perceived as the magical elixir of all that HR and Talent Management
need. So what is so wrong
with multi-source feedback reports?
Let me count the ways. When considering doing 360˚ Feedback you have to
understand the following five main points.</span><br />
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .25in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">1.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">What
is the purpose of 360 feedback? Some
common uses:<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">As
part of a development workshop to provide participants with a focus on the
behaviours they should pay attention to in the classroom<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">As a
part of performance management<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">A
tool in the identification and development of high potential employees<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">d.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">As
part of the data consideration in discussion on succession planning<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">e.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">For
individual development only<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .25in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">2.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Where
do the statements of questions (behaviours) come from? <o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Are
they from standardized and off the shelf feedback instruments? <o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Is it
from you company’s own competency model?
<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Does
the feedback include the behaviours that describe your company’s values?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .25in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">3.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">What
is the scale you are using and how is the scale described?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Are
you asking how well this person demonstrates the behaviour?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Are
you asking how frequently they demonstrate it in comparison to the opportunities
they had to demonstrate it.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">What
scale are you using (e.g a four, five, six, or ten point)?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .25in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">4.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Who
selects the feedback providers?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Manager<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">The
individual who is receiving the feedback<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">A
combination of a and b<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">d.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Human
Resources<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">e.<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span lang="EN-CA" style="font-family: Arial;">Anyone
who wishes to give the person feedback, it should be an open call for feedback.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .25in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">5.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Who,
in addition to the feedback receiver, sees the feedback is an additional
factor. Who sees the feedback?<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">The
consultant and the feedback receiver only<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">The
manager and the feedback receiver only<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">The
manager, human resources and the feedback receiver<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; mso-list: l0 level2 lfo1; text-align: justify; text-indent: -.25in;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;">d.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Only
the feedback receiver and they control who else, if anyone, sees it<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: .75in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoListParagraph" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">These are some of the most basic issues that come up. There are other important
issues that need to be addressed.
In my next blog post, I will discuss some important issues about the
feedback tool and how to address them.<o:p></o:p></span></div>
<!--EndFragment--><br /></div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com0tag:blogger.com,1999:blog-3115352641183674369.post-70457617155135854112013-12-16T16:16:00.002-05:002013-12-16T16:16:18.795-05:00Music to My Ears - Measuring the Behavioural Competency Beat<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">I was at a Bruce Hornsby concert recently and there
was a line in a song that got me thinking: “20/20 vision and walking ‘round
blind”.<span style="mso-spacerun: yes;"> </span>It turns out the line is
from an old Jimmy Martin song.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">You should feel sorry for me as a human resources
consultant that in such a moment, struck by such a poetic line, the first thing
that came to mind was a question: “How do you measure behavioural
competencies?”<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Perhaps it’s because performance reviews are around
the corner. Many performance reviews I have had experience with use a scale
akin to the traditional five point Likert Scale with the high point being “Exceeds
expectations.”<span style="mso-spacerun: yes;"> </span>That should be a
red flag. After all, how can you exceed expectations when it comes to the
demonstration of desired behaviours? <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">On LinkedIn you can find a spectrum of comments on
this debate that range from: “Why bother trying to capture the behavioural
performance since it is totally subjective?” to “Use a tool like 360˚ feedback
as a means of getting ‘meaningful’ feedback.”<span style="mso-spacerun: yes;"> </span>Neither of which are helpful. Everyone who thinks they have
the answer has 20/20 vision, while those who say there is no answer believe it
is impossible to see.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">So how do you measure behaviour and can you measure
it objectively?<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;"></span></div>
<a name='more'></a><br /><br />
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">The obstacles before can be traced to some of the
following:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Lack of a calibrated
understanding of the behaviour within the context of the culture and strategic
business plan<o:p></o:p></span></b></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">When
the behaviours that make up the behavioural competency model come from the
outside and are not based on the company’s DNA then the behaviours are not
deemed relevant by employees and they don’t buy into. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Corporate obsession on short-term
profits</span></b><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;"> <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">There’s
a perception that meeting or exceeding market projections is more important
than how one does business. Accordingly, companies will publish behavioural
competencies / corporate values and then reward people for results achieved while
doing the wrong things. In such circumstances, behaviours lose value and are a
source of confusion at best, cynicism at worst. This is exacerbated by CEO
compensation that is measured by growth of the value of the shares, linked to
financial performance only.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Annual reviews of performance for
the purpose of merit rating or as allied by forced ranking systems <o:p></o:p></span></b></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Why
spend the emotional investment in getting people aligned to the behaviours
when, even if they change, you still have to rank them?<span style="mso-spacerun: yes;"> </span>As a result those managers who do help
employees improve still have to put successful people in the bottom grouping,
creating frustration, lack of trust and internal competition. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">The need for the tangible by
managers so they use only visible figures, with little or no consideration of
the intangible of behaviours</span></b><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;"> <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">This
links back to point two above but also stands on its own. Most managers want
clear and clean ‘fact based’ decision-making. However, when speaking of
behaviours, I often use the quote often attributed to Albert Einstein:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: .5in; text-align: justify; text-justify: inter-ideograph;">
<i><span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Not everything that can be counted counts.<o:p></o:p></span></i></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .5in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<i><span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Not everything that counts can be counted.<o:p></o:p></span></i></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .5in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-bidi-font-style: italic; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span></b><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-bidi-font-style: italic;">The continued practice of senor
leaders who hire, reward and promote those who are a reflection of themselves,
without regard to the company stated behavioural profile or values<i><o:p></o:p></i></span></b></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-bidi-font-style: italic;">Enough said.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="color: #2a2a2a; font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-bidi-font-style: italic;">Implicit
in all these points, with the exception of number five, is a desire for facts,
rather than subjective impressions, to accurately measure and assess
performance. This is understandable. Subjectivity will always lead to employees
questioning their feedback and performance reviews / appraisals. So to avoid
the conflict with direct reports, the performance reviews focus on the measures
that lead to profitability.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">To correct this errant path, this you will need to
make the intangible measurable. We can do so by ensuring that:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">The statements of behaviours are
authentic to the DNA of the culture</span></b><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;"><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">They
must be actions that support the execution of the business plan and are consistent
with the behaviours that underpin the values. Put another way, they have to
have validity within the organization itself not validity from external sources
or aspirational behaviours that are not clearly linked to the culture or the
business plan.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">All employees, not only managers,
must have an opportunity for training to help them understand how the action to
accomplish the result is the behaviour instead of reinforcing the fallacy that
desired outcome are a description of behaviour<o:p></o:p></span></b></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">I
find that too many so-called behavioural statements are outcome statements, not
behavioural descriptors. The training needs to be done with managers and direct
reports together so they have a calibrated interpretation of what the right
action looks like in the workplace.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Measurement has to be based on
frequency relative to opportunities, not on how well a person does it once</span></b><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">
<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">Doing
it once, even by mistake, does not mean you demonstrate the behaviour every
time you are called upon to do so. As a result you need to eliminate from
feedback systems and performance reviews the concept of “exceeds expectation”
when speaking of behaviours. If you were supposed to do the behaviour 10 times
and only did it 9 you have an opportunity for improvement. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l1 level1 lfo2; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">360˚ Feedback or multi-source
feedback reports are best used only for the purpose of the person’s development</span></b><span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">
<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">360˚
Feedback, even when used for development, is questionable feedback when the
report is shared with the boss. In most cases, knowing others will see the
feedback, people hesitate to provide meaningful and completely honest answers.
(More on feedback in our next blog.)<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;">People purport to have various means to objectively
assess behaviours. However, anyone receiving feedback must understand that other
people’s collective perception of them is not invalid but the reality of how
other’s see them behave. Such impressions are always, to some degree,
subjective and influenced by the context of the situation. Will the feedback be
20/20 accurate? Probably not unless the circumstances, culture and a number of
other factors are consistent from situation to situation. Nor is it a given
that an individual will always accept that the ‘measurement’ of their behaviour
is accurate. <o:p></o:p></span></div>
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<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial; font-size: 11.0pt; mso-bidi-font-family: Arial;"><br />
What can we do about that? The only consolation I can give comes from a song by
my favourite poet, Bob Dylan: “You're right from your side, I'm right from mine.”<o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com1tag:blogger.com,1999:blog-3115352641183674369.post-69088032055771697482013-09-16T13:56:00.004-04:002013-09-16T13:56:46.420-04:00The ABC’s of Forced Ranking
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<span lang="EN-GB" style="font-family: Arial; mso-bidi-font-family: Arial;">No matter where
you go employees hate forced ranking – the system by which all employees are
ranked as A Players (Top 20%), B Players (Middle 70%), and C Players (Bottom
10%). This is especially so when forced ranking is combined with “rank and
yank”, meaning the automatic dismissal of the C Players. Is this just a case of
employees being afraid of a cutthroat form of performance appraisal, or do they
have a legitimate beef?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB" style="font-family: Arial; mso-bidi-font-family: Arial;">We can credit
Jack Welch with popularizing the concept when he ran GE to such a great
performance record. From his perspective, Forced Ranking is a humane system of
performance management (</span><i><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Wall Street Journal </span></i><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">in
<u>a January 2012</u>). Approximately 60% of
Fortune 500 companies still use the system, though some have expanded to five
categories over three. Many also insist they do not establish quotas for each
category. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">And
yet, managers being human beings (most of the time), it seems unlikely that the
practice of forced ranking doesn’t force them to identify their A, B, and C
Players pretty sharply. This forces us to consider a conundrum. If a manager is
successful in getting his or her employees to meet or exceed their team
objectives, is it legitimate to assess some of those employees as poor
performers? Presumably, a manager who is achieving such success is holding
people accountable, removing obstacles, coaching up performance, and doing
everything necessary to produce desired results. What does it say when, at the
end of the year, that manager must stand up and declare some employees to be
crucial while others are expendable? What does that do to the group in
question? </span><span lang="EN-GB" style="font-family: Arial; mso-bidi-font-family: Arial;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
</div>
<a name='more'></a><br /><br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Call
it what you will, forced distribution is still forced ranking. Right now, we’re
working with a firm that claims to not be using such a system, and yet
employees insist senior managers consistently ask for lists that grade
performance A, B, or C.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">It
has come to light recently that Microsoft’s outgoing CEO, Steve Ballmer, was a
huge champion of Forced Ranking. Employees at all levels are secretly
complaining that this very system absolutely destroyed teamwork, collaboration,
and the drive to innovate and perform. How? Everyone was afraid of being seen
as a B or a C. Why help a teammate if, in doing so, you would be helping them
perform? Since there are only so many A Players, you are cutting your chances
down in the process. Similarly, the collaboration needed to get a joint project
done was impeded. But the most insidious aspect of the system was the way it
discouraged performance. An outstanding contributor would be ranked an A
Player. You would think this would be a good thing. However, A Players would be
promoted and grouped with other A Players – suddenly, an A Player in one
setting was very likely to be a B or even a C Player in an elite grouping. By
performing at a high level such a person would be setting themselves up for
likely failure. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">What
corporation benefits from that form of competition? How can trust, respect,
integrity, initiative, and teamwork be fostered in such an environment?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">We
all value competition and merit in determining rewards and recognition. But we
need to be cognizant of the oldest cliché in the human resources manual: “What
gets measured gets managed.” If we measure performance by A, B, C, or 1, 2, 3,
or some nine-box distribution grid, we will manage to those measures. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">What
do we really want to manage? Performance (as demonstrated by behaviors and
outcomes) in line with the organization’s values and culture. You want your
people – all of your people – to be doing their work and achieving their
results in the right way. Otherwise, you undermine your organization, your
brand, your culture, and your long-term strategy. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Should
we be surprised that Jack Welch understood this idea? Unlike many of those who
followed his lead in other companies, Welch was adamant that under-performers
get a chance to turn themselves around. By giving poor performers a year to
turn themselves around, he gave them the lee way to demonstrate the right
behaviors and achieve results. If they did not, then I agree there was no
reason to keep such a person onboard. Yank away. Like the top performer who
achieves their goals in a way that is detrimental to the organization, such a
person is a Virus who should be removed. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Someone
who is doing their job the right way, and contributing to the achievement of
the organization’s objectives, is not an A, B, or C Player. He or she is a
Keeper, and may very well be a Star. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<!--EndFragment--><br />Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com5tag:blogger.com,1999:blog-3115352641183674369.post-60507285951279439332013-06-18T14:12:00.000-04:002013-06-18T14:12:21.940-04:00Strategy Versus Culture
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<br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">For some reason, whenever a leader wants
to affect a big shift in the organization, it’s culture that gets picked on.
But is culture the problem or the answer? <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">Some time ago, a lottery company asked for
my help in changing their culture. I listened to what they had in mind. Most of
the changes they described were tactical, about business strategy. <span style="mso-spacerun: yes;"> </span>So I took a time out and asked them to
tell me about their culture, and then about their values. They were able to
describe that culture and list those values quickly. After they’d finished, I
asked them if they still believed in respect, honesty, customer service, and
execution. They said that they did. There was a pause as this sunk in. I
suggested to the group that they weren’t really interested in changing their
culture, they were looking to change their business plan. This insight completely
rearranged how they were looking to solve their problems. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">In fact, the lottery company, like any
organization, would be more successful implementing change if they did so from
the foundation of their unchanging culture. In the last section of my book <i style="mso-bidi-font-style: normal;">Inside the Box</i>, the final chapter is
subtitled “Culture trumps strategy every time.”<span style="mso-spacerun: yes;"> </span>The reason is simple. Deeply rooted behaviours define the values,
which are the bedrock of the culture. These elements are the basis for success in
the organization. Their taught or passed on from one generation of employees to
the next.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;"><o:p></o:p></span></div>
<a name='more'></a><br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">When a leader announces wholesale culture
change, he or she is launching an assault on the belief system of the
organization. That leader is saying, in effect, what made employees successful
before was faulty or wrong. <span style="mso-spacerun: yes;"> </span>This
is especially problematic when the leader is new and comes from outside the
organization. No wonder employees are reluctant to get on board.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">It’s a truism to say that no one likes
change. And that truism is used as a blunt object to beat employees who don’t
respond well to changes in culture. But most people – and certainly most
employees – are fine with change when it makes sense. Nobody who works in
business today is immune to the reality that challenges are extraordinary and
strategy must adopt to secure a competitive advantage. Changing business
strategy, then, may be a no-brainer, especially when it occurs via the
through-line of the organization’s unchanging culture. That’s the kind of change
that can occur very quickly.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">To see the opposite, think of Home Depot
or Hewlet Packard. New CEOs walked in, announced wholesale culture changes, and
watched great organizations turn mediocre and lose value. Changing business
strategy – which is what those CEOs really wanted to do – wouldn’t have been so
problematic. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA" style="font-family: Arial;">To understand the kind of change that
really drives success, here are some do’s and don’t’s:</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-CA" style="font-family: Arial;">Culture
is not the root cause of your problems. The problem is trying to change the
culture. Start by living the behaviours that define the authentic values of the
organization and evolve those behaviours, over time. Use the culture as the
foundation for change in the business strategy or risk upsetting employees and
losing support.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: .25in; mso-add-space: auto; text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">If
you try and create a new culture or import one through a merger, you will find
that the old culture will eventually re-emerge. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">When
engaging in an acquisition recognize that there is no such thing as a merger.
The culture of the company that is leading the new organization will be and
should be the new culture. State that honestly and up front. Don’t try to draw
the ‘best’ from each culture. That only drives each side into their corners to
dig in and protect what they once had. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-CA" style="font-family: Arial;">Culture
is the domain of the CEO and her or his team. Don’t make the ‘culture thing’ a
human resources or organizational development thing.<span style="mso-spacerun: yes;"> </span>This is the ‘hard’ side of the business not the ‘soft touchy
feely stuff’. It is the stuff that will differentiate a successful CEO from a
less successful CEO.<span style="mso-spacerun: yes;"> </span>Ensure that
all leaders are held accountable for living the behaviours of the culture at
all times. Don’t expect HR to drive up the engagement scores if leaders are not
leading with the behaviours that define the values. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Board
members must be accountable for understanding that values are the underpinning
of the culture and need to be the basis for selecting new leaders. Too many
Board members don’t know or understand the authentic culture of the
company.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoListParagraph" style="margin-left: .25in; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]--><span lang="EN-CA" style="font-family: Arial;">Leaders
have to hold people accountable for their behaviours. If a person has achieved
the desired business results, but violated the values in arriving at those
results, the CEO has to deal with the problems that are caused, directly and
immediately. They need to withhold positive recognition of this person as
successful. Celebrating mavericks who violate the culture will corrupt it.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com5tag:blogger.com,1999:blog-3115352641183674369.post-85642302360111986972013-06-11T15:38:00.001-04:002013-06-11T15:38:27.219-04:00Don't Change Your Culture, Celebrate It!<!--[if gte mso 9]><xml> <o:DocumentProperties> <o:Template>Normal.dotm</o:Template> <o:Revision>0</o:Revision> <o:TotalTime>0</o:TotalTime> <o:Pages>1</o:Pages> <o:Words>1133</o:Words> <o:Characters>6460</o:Characters> <o:Company>Strategic Action Group, Ltd.</o:Company> <o:Lines>53</o:Lines> <o:Paragraphs>12</o:Paragraphs> <o:CharactersWithSpaces>7933</o:CharactersWithSpaces> <o:Version>12.0</o:Version> </o:DocumentProperties> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]--><!--[if gte mso 9]><xml> <w:WordDocument> <w:Zoom>0</w:Zoom> <w:TrackMoves>false</w:TrackMoves> <w:TrackFormatting/> <w:PunctuationKerning/> <w:DrawingGridHorizontalSpacing>18 pt</w:DrawingGridHorizontalSpacing> <w:DrawingGridVerticalSpacing>18 pt</w:DrawingGridVerticalSpacing> <w:DisplayHorizontalDrawingGridEvery>0</w:DisplayHorizontalDrawingGridEvery> <w:DisplayVerticalDrawingGridEvery>0</w:DisplayVerticalDrawingGridEvery> <w:ValidateAgainstSchemas/> <w:SaveIfXMLInvalid>false</w:SaveIfXMLInvalid> <w:IgnoreMixedContent>false</w:IgnoreMixedContent> <w:AlwaysShowPlaceholderText>false</w:AlwaysShowPlaceholderText> <w:Compatibility> <w:BreakWrappedTables/> <w:DontGrowAutofit/> <w:DontAutofitConstrainedTables/> <w:DontVertAlignInTxbx/> <w:UseFELayout/> </w:Compatibility> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:LatentStyles DefLockedState="false" LatentStyleCount="276"> </w:LatentStyles> </xml><![endif]--> <!--[if gte mso 10]> <style>
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<div class="MsoNormal">
<div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: Arial;">I see it time and again. Culture is what makes an organization unique. If you try and fight that culture, you’ll lose every time. If you embrace it, you give yourself a better chance to win.</span></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">Most recently, I was working with a large university hospital to define the unique attributes and behaviours that make their leaders successful. The hospital is over 200 years old and has a long and proud history.<span style="mso-spacerun: yes;"> </span>While talking with different employees at different levels about leadership, it became clear that the leaders who made the most meaningful contributions to the organization were those that lived and celebrated the hospital’s values. Those that failed or sputtered out just “didn’t fit” or “tried to change our culture.” <o:p></o:p></span></div>
</div>
<div class="MsoNormal">
</div>
<div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: Arial;"></span><br /></div>
<a name='more'></a><div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: Arial;"><br />
</span></div>
<div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: Arial;">One story focused on a new leader who came from outside the organization.<span style="mso-spacerun: yes;"> </span>His first year on the job people joked that he did not speak, only listened.<span style="mso-spacerun: yes;"> </span>He certainly said very little. Instead, his personal mission was to uncover the heart and soul of the institution. He asked questions about culture and he dug up examples of how values came into play. This was how he came to understand what differentiated the institution from other medical centres.<span style="mso-spacerun: yes;"> </span>Not surprisingly, that leader was very successful in subsequent years.</span></div>
<div class="MsoNormal">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">All leaders should recognize that values are deeply rooted in the history of an organization. In turn, those values form the bedrock of the culture and drive the behaviours that lead to success in the organization. Leaders “speak” to employees most clearly when they align their messages and strategies to the values, culture, and behaviours that make the organization unique. Employees respond so well to these aligned approaches because people are looking for predictability, meaning, and direction in their lives. When a leader does something contrary to the culture, employees are shaken. They may go internal with their dissent and become passive about the leader’s agenda. Or they may revolt outright and become cynical and disruptive. Either way, their reaction is a sign of their confusion, anxiety, and anger.<o:p></o:p></span></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">It always baffles me, then, when leaders announce that an organization needs a culture change. What are they hoping to accomplish? They want different results, perhaps, or they want things to be done in different ways. But you cannot lead such change by dictate. <o:p></o:p></span></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">You can’t change an organization’s culture. At best, you can evolve it slowly over a long time. Better still, if you use the culture as a secure foundation, you can introduce new behaviours much more easily, and help the organization meet the challenges of new circumstances. I saw this at the hospital I mentioned at the beginning. “Healthcare is changing,” the CEO said. “We need to do things differently for that reason. But everything we are doing is still in line with who we are, and what we believe in.” That’s the kind of change people accept.<o:p></o:p></span></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span lang="EN-CA" style="font-family: Arial;">Next week, I’ll talk about how leaders can avoid confusing culture with tactics or business strategy.</span></div>
</div>
<div class="MsoNormal">
<div style="text-align: justify;">
<span class="Apple-style-span" style="font-family: Arial;"><br />
</span></div>
</div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com5tag:blogger.com,1999:blog-3115352641183674369.post-28132438081518517812013-03-14T16:12:00.002-04:002013-03-14T16:12:40.014-04:00What Are Employee Engagement Surveys Really Assessing?
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<br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Does an increase in employee engagement scores lead to an increase
in productivity or does an increase in productivity result in an increase in
employee engagement scores?<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Much has been written on employee engagement, most of which focuses
on the correlation that an increase in employee engagement leads to an increase
in productivity.<span style="mso-spacerun: yes;"> </span>In the Forbes
article “Why Employee Engagement? (These 28 Research Studies Prove the
Benefits)” 9/04/2012 increased engagement scores are linked to improvements in
everything from retention, customer service revenue, profit, and shareholder
returns, to service, sales, quality, and more. You would think that a little
effort on improving employee engagement would cure just about anything in the
workplace.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<a name='more'></a><br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Couple this line of reasoning with statistics from reputable
consulting firms that indicate only 31% of employees are engaged (Blessing
White) and 17% of employees are actually actively disengaged.<span style="mso-spacerun: yes;"> </span>Even when engaged only 70% of those say
they have a good understanding of how to meet customer needs (Wright
Management).<span style="mso-spacerun: yes;"> </span>This further
reinforces the notion that focusing on engagement scores leads to improvements
to everything about the business. No wonder so much effort is put in at
companies to create engagement programs and activities. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">There is nothing wrong with employers trying to improve productivity
and engage employees by providing them with rewards and recognition, not to
mention other goodies like development and autonomy, and the perks of baby
sitting, exercise programs, and the like.<span style="mso-spacerun: yes;">
</span>While all are positive and helpful, you still have to question how these
efforts impact the employee’s productivity? <span style="mso-spacerun: yes;"> </span>After all employee engagement must engage the employee not
the employer.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">The questions that are asked in employee engagement surveys tend to
focus the ‘blame’ for low engagement on matters external to the employee. The
assumption is that employees are engaged, or not, because of their perceptions of
their boss, their work environment or what they receive from the employer,
rather than what they themselves contribute to being successful and truly
engaged.<span style="mso-spacerun: yes;"> </span>The assumption is that
all motivation to be engaged with your work is extrinsic.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">The real sources of employee engagement comes from the employee.
They are the ones who are engaged or not. While the company might want to make
an employee feel as though someone is doing something for them, engagement is actually
internal to the individual. Does the employee find meaning in the work that
they do and the contribution they make?<span style="mso-spacerun: yes;">
</span>When do they feel most engaged? Contrast the difference in engagement
when an employee does his or her routine job with when they volunteer to take
on a task or trying to do something for the greater good? Really, organizations
want us to feel the same way – engaged – when we are contributing to the
greater success of the company.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">In my research, I find that engaged employees always take pride in
the contribution they make to the company. For example, an <span style="mso-spacerun: yes;"> </span>employee at a car part supply company mentioned
that her friends don’t like being with her when the new car models hit the road
because each time she sees a car with their part she gets excited. Another employee
at a different company takes great pride in the item they manufacture because
it makes a significant contribution to the country’s economy. Such people are
engaged not because of the things that the company did for them or how their
bosses act but because of the intrinsic value they feel they contributed to the
success of something beyond themselves. They would not leave their company for
more money or perks because they love doing their work and feel great about
contributing. <span style="mso-spacerun: yes;"> </span>Interestingly, in
the latter example, company engagement scores were actually quite low because
the engagement survey asked faulty questions.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">In my view, engagement scores are good indicators of what people
think the company is doing for them and not necessarily how they feel about
what they are doing for the company. So this bring us back to the original question
– does higher productivity get generated because engagement is improved or does
engagement improve because of great results?<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">I believe that companies should stop focusing on what can be done to
make employees more engaged through external efforts. Instead, they should focus
more on providing meaningful work or helping employees find meaning in the
contribution they make.<span style="mso-spacerun: yes;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Gaining employee engagement does result in greater profits because
enthusiastic employees stay, contribute discretionary effort, and feel that the
contribution they make is meaningful beyond their own job. </span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Specifically, when trying to create the employee engagement leaders
and managers need to:</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">
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</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
</div>
<ul>
<li>Focus on two or three key examples of how the work they do
contributes to something bigger.</li>
<li>Communicate this message initially to employees who are committed
and engaged, then ask those workers to influence others with the similar feelings</li>
<li>Create a sense among employees that they have passion and pride in
what they are doing.</li>
</ul>
<br />
<br />
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-CA">Executives should share their own passion for their work, and identify
times when success energizes the company and infuses the workplace with
positive momentum.<span style="mso-spacerun: yes;"> </span>These efforts
will help turn the focus of employee engagement away from programs that the company
‘does’ for employees and back on what the employees does for the company, which
is the real purpose behind these surveys.<span style="mso-spacerun: yes;">
</span></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com5tag:blogger.com,1999:blog-3115352641183674369.post-79127583589518076202013-02-15T14:15:00.000-05:002013-02-15T14:15:27.870-05:00Performance and Pay: Money Doesn't Buy Happiness (Or Results)<!--[if gte mso 9]><xml>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Recently I was having a conversation about the issues
associated with putting in place a performance management process that is
meaningful for both the company and employees.<span style="mso-spacerun: yes;"> </span>During the discussion the issue of how to allocate bonuses
based on the results of the performance review reared it’s ugly head. That led
to a discussion on ‘forced’ distribution. The culture of the firm I was
speaking with has always rewarded the top performers through the output of the
performance reviews. I suggested that this sacred cow needed to be examined
more closely.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Many organizations struggle with this concept: Do you
link bonus and pay to the performance review or do you disjoin the two?<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"></span><br />
<a name='more'></a><span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Despite whatever beliefs we might have about how human
beings function, the reality is that pay does not motivate performance.
According to the 2005 Annual Review of Psychology, "There is surprisingly
little evidence about the performance implications of adopting, or not adopting
merit pay programs." A November 2009 McKinsey & Co. report found that
"...three noncash motivators, including visibility with top management,
are more effective motivators than the three highest-rated financial
incentives, including increased base pay and cash bonuses."<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Indeed, research from both academics and global
consulting firms find again and again that organizational, career and
job-related factors for improving employee engagement and motivational levels
out rank pay and bonus as motivators. Then why are we stuck on the idea that
bonus, especially linked to the overall performance review, will in fact lead
to increases in commitment to the company, the job or improvements to
performance?<o:p></o:p></span></div>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Dan
Pink examined the common management notion that financial incentives drive </span><span lang="EN-CA"><a href="http://www.businessperform.com/workplace-training/workplace_environment.html"><span lang="EN-US" style="color: windowtext; font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-weight: bold; text-decoration: none; text-underline: none;">employee performance</span></a></span><span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">. According to <span style="mso-bidi-font-weight: bold;">his
summation of four decades of research</span> for many jobs in the 21st century,
employers will not elicit peak performance through monetary rewards, but by
creating jobs with autonomy, mastery and purpose. Pink still associates pay for
performance with jobs that are routine and clearly defined by objective
production measures. But he notes that those in more complex cognitive roles
will not be motivated to high levels of sustained performance through pay. Financial
rewards can actually lead to impaired performance even for jobs that require a
modicum of cognitive thinking.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Further
a Towers Watson study found that conventional pay systems designed to engage
employees do not effectively work. While designed to motivate employees to
higher levels of quality, they only produce more quantity at best. In fact the
study in 2008 indicates that pay is not even among the top 10 drivers of
employee engagement. Engagement being defined as ‘an employee’s ability and
willingness to contribute to company success’. <o:p></o:p></span></div>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Yet,
when I do work with companies, I sense a widespread belief among HR
professionals that there is a direct link between pay and performance. When I
began working in Southeast Asia, for example, most HR professionals insisted
that employees at all levels would change jobs for even miniscule differences
in salary. Hence, it was vital to be intensely competitive on pay. In fact,
surveys and academic research show that the tipping point for changing jobs
seems to occur when the pay differential reaches 20% - a sizable amount of
wiggle room.<o:p></o:p></span></div>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Nevertheless,
that belief underpins the common rationale for ensuring the results of the
performance reviews are the foundation for pay decisions. This is even more
problematic when you consider that the overall objectivity and honesty of many
performance reviews are often in question! </span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">And it’s further complicated by the
concept of ‘forced ranking’. In a forced ranking system, employees are categorized based on performance reviews. However, a forced ranking system is based on the expected numbers, not on reality. People are not categorized on their actual performance, but relative to one another. This fails to take into account the fluctuation of both individual, departmental and organizational performance. From the perspective of an employee, being assessed based on things out of your control is a de-motivator, which is the opposite of the goals of performance management. The net result is that by applying the pressure of forced ranking on employees the organization runs the risk of losing good people.</span></div>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span class="Apple-style-span" style="font-family: Arial; font-size: 15px;">Often forced rankings become political or "gamed" and not based on objective performance standards. </span><span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">It is not unusual for a manager to place a person
in the highest performing category along the bell curve because they achieved desired
business results even though their work and interpersonal behaviors make them
undesirable employees. It is also common for managers to ‘punish’ long-term
workers who are vested in the firm with lower rankings and lower payouts in
order to advance a younger person in order to ‘save’ them and retain them,
despite job performance that may not be as good. Indeed, the forced ranking
system generally has a negative impact on performance, not positive. A system that leads to gaming needs to be rethought. <o:p></o:p></span></div>
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<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; tab-stops: 11.0pt .5in; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">Performance reviews and performance management are
best considered as part of a relationship based method rather than a
transactional process. But that's a blog for another time. For now I am left
pondering my original question: If pay and bonuses are not the drivers for
improved quality of work, greater contribution, and longer commitment why are
so many firms still linking money to performance reviews?<o:p></o:p></span></div>
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<br /></div>
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<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span class="Apple-style-span" style="font-family: Arial;"><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">There is a question floating around that is being
asked frequently: what are the roles and differences between human resources
and organizational development? The line seems to have blurred for some.
The blurring of the line has made the issue more and more unclear as to the differences
between them.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">There seems to be no clear-cut answer. Recently
at a Toronto OD Network session the issue was tackled. Similarly a few
year back the topic was the focus of a learning team I facilitated at a Linkage
OD Summit. Simply put what are the differences between the role for
OD and HR? It is my hope that readers of the blog will weigh in on the topic.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 7pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 7pt; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;"><o:p></o:p></span></div>
<a name='more'></a><br />
<div style="font-family: Arial;">
</div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">I believe that the line is blurred because many HR
professionals have engaged in OD activities. As a result there has been a de
facto blending of OD work with the activities of the HR generalist.
To add fuel to the fire some HR specialists, especially in the area of
performance management and learning, have also taken on the activities of
organizational development. The result has been role conflict or
ambiguity between those who are OD professionals and their HR counterparts.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">I have waded into the discussion here with some my
thought on what is OD and how it is different than HR.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">OD is first a data-driven process; diagnosis and
intervention are based on some form of behaviourally relevant data (such as
observations, assessments, and surveys) collected through a process known <i>action
research</i>.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Second, the OD model representation a <i>total systems
approach</i>, to organizational change in which this change is a formal and
planned response to targeted organizational issues, problems, and challenges.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;"> </span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">OD work should be focused on and conducted for the
good of the individual as well as the good of the organization within the
context of what the organization defines as good. OD work should not prioritize
effectiveness and profitability over the needs of the individual within the
organization or the organization as a whole.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="font-family: Arial; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">OD is NOT specifically about change management but
about the improvement of the organization through the use of social science
theory, action research and behaviourally based data collection and feedback.</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
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<br /></div>
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<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">The Different Functions Between HR and OD</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
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<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;"><u>Organizational Development</u></span></div>
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<div class="MsoListParagraphCxSpFirst" style="margin-left: 0.25in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span class="Apple-style-span" style="font-family: Wingdings;">§</span><span class="Apple-style-span" style="font-family: 'Times New Roman';"><span class="Apple-style-span" style="font-size: 9px;"> </span></span><span style="font-family: Arial;">Improve the effectiveness of the organization within
the values and culture of the organization</span><span style="font-family: Arial;"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="font-family: Arial; margin-left: 0.25in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Maximize the potential of human beings and their
contributions to the organization</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="font-family: Arial; margin-left: 0.25in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Align strategy, structure, business processes, and
behavior into an effective corporate culture</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Model and foster the organization’s values into the
workplace</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Times; mso-bidi-font-size: 16.0pt;"><o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;"><u>Human Resources</u></span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Manage employee attraction, retention, development,
and performance management</span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 9.0pt;"> </span></div>
<div class="MsoNormal" style="margin-bottom: 8pt; text-align: justify;">
<span class="Apple-style-span" style="font-family: Wingdings;">§</span><span class="Apple-style-span" style="font-family: 'Times New Roman';"><span class="Apple-style-span" style="font-size: 9px;"> </span></span><span style="font-family: Arial;">Develop and manage programs for employee relations,
staff well</span><span style="font-family: Palatino;">‑</span><span style="font-family: Arial;">being, workforce planning,
and workload management</span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Ensure equity and diversity</span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Reduce labor costs</span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Avoid litigation</span></div>
<div class="MsoNormal" style="font-family: Arial; margin-bottom: 8pt; text-align: justify;">
<span style="font-family: Wingdings; mso-ansi-language: EN-US; mso-bidi-font-family: Wingdings; mso-bidi-font-size: 16.0pt; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">§<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">Enforce corporate policies</span></div>
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<br /></div>
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<span style="font-family: Arial; mso-ansi-language: EN-US; mso-bidi-font-family: Arial; mso-bidi-font-size: 15.0pt;">As always, your thoughts are appreciated … </span><span lang="EN-CA" style="font-family: Arial; mso-bidi-font-size: 11.0pt;"><o:p></o:p></span></div>
<!--EndFragment--></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.comtag:blogger.com,1999:blog-3115352641183674369.post-19372926553715807512012-10-26T10:44:00.005-04:002012-10-26T10:44:49.305-04:00Keeping Afloat In The Competency Pool
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<span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">Back in 2001 I wrote an article “<a href="http://sagltd.com/sagltd.com/Articles_01_files/oct01.pdf" target="_blank">How To Stay Afloat In The Competency Pool</a>”. I observed that when I had started in consulting and
tried to ‘sell’ the link between individual performance and their behaviour
that it was a tough sell. By the time I wrote the article, the link between how
you behave and how you perform had become understood.<span style="mso-spacerun: yes;"> </span>Unfortunately, what has not changed from then until now is
the proclivity of organizations that don’t consider their own uniqueness before
buying pre-defined competency models.<span style="mso-spacerun: yes;">
</span>But then I started to consider what I have learned or what has been
solidified from the 11 years since that article was published.<span style="mso-spacerun: yes;"> </span>Below is a list of some of the major
points that I thought.<span style="mso-spacerun: yes;"> </span>After
reading the list, please consider my thoughts and respond to any point
individually or add ideas of your own in the comments section.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<a name='more'></a><br />
<div class="MsoListParagraph" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">Competencies,
to be meaningful, have to be assessable by others.<span style="mso-spacerun: yes;"> </span>Otherwise, they lack a practical meaning. Subjectivity is
something that will always exist when it comes to assessment. However, we have
found that the most effective behavioural competencies are simple and clear in
order to minimize the subjectivity of the analysis.<span style="mso-spacerun: yes;"> </span>If everyone has a clear understanding of the meaning of the
behaviours, there should be minimal difference between how two individuals
would analyze the same situation.<span style="mso-spacerun: yes;">
</span>Spending more time up front in making sure the behaviours are clear to
everyone will help make the competencies more user friendly and more used across
the organization.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">What many
people think are behavioural competencies are actually outcome statements.<span style="mso-spacerun: yes;"> </span>Behavioural competencies state that the
need to be behavioural in the name.<span style="mso-spacerun: yes;">
</span>Too often we see competencies that don’t state the “how”, just the “why”.<span style="mso-spacerun: yes;"> </span>Some are more clearly outcome
statements, but some are outcomes statements of a more subtle form.<span style="mso-spacerun: yes;"> </span>For example ‘stays informed of ….’. Being
informed is the outcome of one or many actions.<span style="mso-spacerun: yes;"> </span>Those actions are what should define the competency.<span style="mso-spacerun: yes;"> </span>Using outcomes in a competency
statement is backwards. <span style="mso-spacerun: yes;"> </span>Without
linking the action to the culture of the organization you leave the
interpretation up to what each person thinks is right. There is often use of
situation, behaviour and outcome when articulating behavioural
competencies.<span style="mso-spacerun: yes;"> </span>Put another way, we
must always understand the relationship between the when (situation), how
(behaviour) and why (outcomes) of a competency.<o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">One way
in which culture is demonstrated is the actions that, over time, have
repeatedly been recognized as leading to success in the organization. The
problem with purchasing competency models that are pre-defined by someone else
is they will not reflect your corporate culture.<span style="mso-spacerun: yes;"> </span>Employees read the behavioural statements and quickly
recognize that they are not right for the organization. The consequence is that
employees don’t embrace them and, at best, become just a waste of money. <span style="mso-spacerun: yes;"> </span>The off-the-shelf programs are the
culmination of the consultants’ work with behavioural competencies as to what
the consultant believes are the behaviours that will lead to success in the
workplace.<span style="mso-spacerun: yes;"> </span>What is lacking in
these processes is content validity of the behaviours specific to the culture
and strategic business plan of the organization. To be broadly accepted,
competencies need to be aligned to both the culture and the vision of the
organization.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoListParagraph" style="margin-bottom: 6.0pt; margin-left: .25in; margin-right: 0in; margin-top: 0in; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -.25in; text-justify: inter-ideograph;">
<!--[if !supportLists]--><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">The
application of levelled behavioural competencies is something I don’t
understand. Yes, competencies should be associated with each job family or
specific role. What I find confusing is the levelled differentiation of
competencies with each level being supposedly more complex than the next justifying
that for more complex or sophisticated behaviours ipso facto associated with
more senior role.<span style="mso-spacerun: yes;"> </span>Where this
perspective falls short is that some more junior roles require more complex behaviours
than some senior roles.<span style="mso-spacerun: yes;"> </span>As a
result linking scaled behaviours and ensuring that each level is actually more
sophisticated and complex then the previous level has inherent flaws. Competencies
need to be based on the needs of the specific roles, not some belief that may
or may not be true.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 6.0pt; text-align: justify; text-justify: inter-ideograph;">
<span lang="EN-GB" style="font-family: Arial; font-size: 11.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Arial;">While behavioural competencies
have rightly become a staple of the talent management process, integrated into
everything from selection, to performance reviews, to leadership development, succession
planning and more, there is still a long way to go before we can say there is a
clear and consistent understanding and application of behavioural competencies. <o:p></o:p></span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com3tag:blogger.com,1999:blog-3115352641183674369.post-5816053251435219512012-09-07T16:29:00.001-04:002012-09-07T16:49:18.318-04:00Topic of the Month for September - Competencies<!--[if gte mso 9]><xml>
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<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">From the suggestions we received, I have decided to
start the discussion with the topic on competencies and competency models.<span style="mso-spacerun: yes;"> </span>The question had four main aspects:</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
</div>
<ol>
<li><span class="Apple-style-span" style="font-size: 16px;">Should
an organization create their own or buy an off-the-shelf model?</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">How do
you evaluate the efficacy of a model or vendor?</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Comparison
of competency models</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Who
are reputable vendors?</span></li>
</ol>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">While I will be sharing my opinion and insight into
the topic, I also ask the others please share theirs.<span style="mso-spacerun: yes;"> </span>Individual experiences will help us all learn more to help
our own organizations be more successful.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br />
<br />
<a name='more'></a><br />
<br />
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">I have been dealing with competency models since 1987.<span style="mso-spacerun: yes;"> </span>In this post I will do my best to
answer question 1 above.<span style="mso-spacerun: yes;"> </span>I have
had a tremendous hesitance to using generic models because pride of authorship
is, in my opinion, one of the keys to having employees embrace the
competencies.<span style="mso-spacerun: yes;"> </span>Regardless of the
area of talent management to which you want to apply competencies,
employees have to broadly accept them as accurate / meaningful to their role if they are to
be used appropriately.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">As well, generic models will have 80% fit with an
organization or role, and that might even be increased by some
customization.<span style="mso-spacerun: yes;"> </span>However, any gaps
between the competency model and your organization’s culture or strategy will
cause misalignment between your employees and the goals of your company.<span style="mso-spacerun: yes;"> </span>It can also cause confusion for
employees who see a behaviour among the competencies that wouldn’t have been
included had the behaviours been written by those who know the role best.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">The willingness to purchase off-the-shelf competencies
in order to save a few dollars is a concept that I find a little baffling
sometimes.<span style="mso-spacerun: yes;"> </span>Organizations like to
state that their competitive advantage is their people.<span style="mso-spacerun: yes;"> </span>Or they brag their people are what
makes the difference between them and their competitors.<span style="mso-spacerun: yes;"> </span>If that is true then why would you buy
competencies that your competitors can also buy?<span style="mso-spacerun: yes;"> </span>Why would you want competencies based on a consultant’s
research over utilizing the knowledge from years of experience from those who
are already successful in your organization?<span style="mso-spacerun: yes;"> </span>You wouldn’t buy off-the-shelf marketing, then why would you
buy generic competency models?<span style="mso-spacerun: yes;"> </span>It
may save you a few dollars in the short run, but a single wrong hire based on
an ineffective competency model can cost more than the difference between a
generic model and a model customized to the culture and strategy of your
organization.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">Because behaviours often truly are the difference
between success and failure within an organization, investing in the right
model is an important foundation toward truly achieving your strategic goals through
your people.</span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com4tag:blogger.com,1999:blog-3115352641183674369.post-68361276265357820972012-08-28T09:27:00.002-04:002012-08-28T09:27:55.785-04:00Topic of the Month for September - We Need Your Input
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<br />
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">Starting
in September I will be introducing a new feature on The Talent Edge Blog – the <b style="mso-bidi-font-weight: normal;">Topic of the Month</b>.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">This
will give us an opportunity to have an in-depth conversation in one area of
concern to the OD/HR community. It’s my hope that we’ll debate points of view,
and share ideas, resources, and experiences to advance solutions and approaches
together. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">I’d
like to keep the selection of the topics open, and I encourage you to put
suggestions forward in the comments section below. From the range of ideas
presented, we’ll choose one topic to discuss. But if there are any topics you
require advice on from this community, or if you would like to share a story or
experience, please do so in the comments section. Let’s make this conversation
lively and useful.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">For
those who aren’t familiar with my past articles, white papers, and books, here
is a link to the archive on my website:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;"><a href="http://www.sagltd.com/sagltd.com/Articles.html">http://www.sagltd.com/sagltd.com/Articles.html</a><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">I’ll
pull up one or two relevant articles each month. Again, if you have any
reactions or suggestions, please reference the article and feel free to build
on my thoughts or do your best to tear them down. Given that some of these
articles were written some time ago, I’m sure we have all learned a thing or
two since.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; text-align: justify;">
<span lang="EN-GB" style="font-size: 12.0pt;">I’m
looking forward to the conversation. <o:p></o:p></span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com5tag:blogger.com,1999:blog-3115352641183674369.post-82138877426840150702012-08-03T15:28:00.001-04:002012-08-03T15:44:57.733-04:00Putting Past Behaviour Into Perspective: Keys to Successful Selection<br />
<div class="MsoNormal">
<span class="Apple-style-span" style="font-family: Arial;">Everyone who
teaches behavioural interviewing is quick to note that past behaviour is the
best predictor of future behaviour.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">But are you the same
person now that you were in high school or even college?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">We all evolve.
Hopefully, we all learn from the past. Optimistically, we may be able to avoid
repeating the same old mistakes as we get older. Who knows? Maybe we can even
retain lessons of past successes and carry those secrets with us into the
future, so that we get better and better over time.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">So does the adage
about past behaviour predicting the future really hold true?<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;"><o:p></o:p></span></div>
<a name='more'></a><br />
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">What gives the
adage some heft is the notion of a time frame.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">How recently did
I demonstrate a particular behaviour? <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">Want more heft?
Throw in the notion of frequency.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">Anyone can
demonstrate a behaviour (desired or otherwise) once, but do we do it more often
than that? Do we do it all the time? <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">In other words,
the adage should be amended: Past behaviour, demonstrated recently and with
frequency, is the best predictor of future behaviour.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">Let’s say you
have two job candidates. Both have demonstrated the important behaviours you’re
looking for. The one who has done it more recently and more frequently is more
likely to so on the job. If that person has demonstrated those behaviours in a
number of different situations, even better. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-CA" style="font-family: Arial;">Scoring on
behavioural interviews has to reflect all three components: Behaviour, recency,
and frequency. This will allow you to differentiate between candidates you’d
like to think have the right stuff, and those that actually do. <o:p></o:p></span></div>Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com4tag:blogger.com,1999:blog-3115352641183674369.post-47604741115512762932012-07-23T10:40:00.000-04:002012-07-23T10:40:04.051-04:00Welcome To My Blog<span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Welcome to my blog.</span><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;"> </span><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">For those who don’t know me, I’m David
Cohen, Founder and Principal at Strategic Action Group Ltd.</span><br />
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">I’m a contrarian consultant with a
passion for connecting the talent of people with the strategy of organizations.
<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">I believe that people bring the
most commitment, creativity, and energy to the job when personal and
organizational values are aligned. <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">I think that leaders who live the
values of the organization, and prize learning and growth, get the most out of
the people who work for them.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">I like to debate, and I don’t
often agree with the fads of consulting in the talent management world, so
please let me know when you agree or disagree with my strongly stated opinions.
Let’s generate an exchange of ideas, experiences, and perspectives.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">We’ll be talking about talent
management, including issues related to:</span><br />
<a name='more'></a><span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"> <o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 3.0pt; margin-left: 0in; margin-right: 0in; margin-top: 3.0pt; mso-layout-grid-align: none; mso-pagination: none; text-align: justify; text-autospace: none; text-justify: inter-ideograph;">
</div>
<ul>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Leadership</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Management</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Succession</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Performance Management</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Professional Development</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Values</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Organizational Alignment</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Workplace Behaviour</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Basketball</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Bob Dylan</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Charlie Brown</span></li>
<li><span class="Apple-style-span" style="color: #434343; font-family: Arial; font-size: 15px;">Anything else that comes to mind…</span></li>
</ul>
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<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">I am writing
to sharpen your perspective on talent management issues, and build your ideas
and practices. I want to help you lead, manage, or develop your people better.<o:p></o:p></span></div>
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<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">As I travel the globe, and spend
too much time on airplanes and in hotel rooms, I will share observations and
ideas I have gained from the organizations and people I work with, and the
cultures I have experienced. <o:p></o:p></span></div>
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<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">When I am not consulting or
writing, I will be home in Toronto with my wonderful wife, Naomi, attempting to
get to the gym, or spend more time with our three amazing grandsons. <o:p></o:p></span></div>
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<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;"><br /></span></div>
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<span lang="EN-GB" style="color: #434343; font-family: Arial; font-size: 11pt;">This blog is just getting started and will be under construction for until it is properly up and running. Check back regularly for updates and discussions that we will be having. If you have any questions, email me at <a href="mailto:david@sagltd.com">david@sagltd.com</a> or check our website at <a href="http://www.sagltd.com/">www.sagltd.com</a>. Looking forward to communicating with you all!</span></div>Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com3tag:blogger.com,1999:blog-3115352641183674369.post-69591671434709861952012-07-09T16:34:00.000-04:002012-07-23T10:44:04.220-04:00Still Incompetent About Competencies<span class="Apple-style-span" style="font-family: Cambria;">
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<span class="Apple-style-span" style="font-family: Cambria;"><span lang="EN-GB" style="font-size: 12pt;">Given the proliferation of consultants
selling globally research behavioural competency models it must be confusing to
pick one that actually fits your organization’s culture and business strategy.
These behavioural competency models provide you with a long list of categories
further broken down into supposed behavioural statements. Given that you
know they are research based and sold by an internationally reputable firm you
are comfortable bringing this generic and cleansed dictionary into your
organization.</span><span lang="EN-GB" style="font-size: 12pt;"><o:p></o:p></span></span></div>
<span class="Apple-style-span" style="font-family: Cambria;">
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<span lang="EN-GB" style="font-size: 12pt;">Reality is you are giving people a clear
roadmap of behaviours for them to follow that has not been tested by your
employees, validated by your organization and built off of <i>your</i>
corporate culture (values) and strategic business plan. You now expect
employees to demonstrate actions, which in the past they have not demonstrated,
even though the actions they are currently doing are leading to the desired
results. Suddenly you are comparing your people against the new model of
expected behaviours, that you paid outrageous amounts for, and suddenly good
people have new deficiencies.</span><span lang="EN-GB" style="font-size: 12pt;"><o:p></o:p></span></div>
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<span lang="EN-GB" style="font-size: 12pt;">Issues with competencies models and
performance management and selection: </span><span lang="EN-GB" style="font-size: 12pt;"><o:p></o:p></span></div>
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<ol>
<li><span class="Apple-style-span" style="font-size: 16px;">There
is an assumption when using the externally researched list that the role being
defined is being defined based on the consultant’s perception of what are the
appropriate behaviours for the participle role.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Alternatively
the profile is developed by the consultant picking and choosing what gets the
best results from the leading performers and blends them into their
pre-existing statements, creating one profile. Resulting in everyone
having one area they are good at and a number they are in need of development.
Plus since they are in the consultant’s language and not the company ‘slang’
employees are not certain what they mean.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">The
assumption is for the long list attributed to a particular job the incumbent
has to be proficient at all behaviours. In reality they have to be proficient
in the actual behaviours that fit the culture that are catalysts to executing
the job objectives. Those might not even be on the ‘generic dictionary’.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">The
profile is developed in the absence of the actual job setting as it is based on
the current or future desired job description. We do this knowing that at least
20% of the important things people do on the job are not defined in the job
description.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Then
in the interview or performance review there is a measurement of the individual
against all of the competencies. Resulting in everyone not measuring up because
not everyone can be all things in all situations. Causing anxiety associated
with performance reviews. </span></li>
</ol>
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<span lang="EN-GB" style="font-size: 12pt;">Don’t let me lead you to believe that the
articulation of the behavioural companies is a fruitless exercise. When
done correctly it is the most important roadmap to defining success. What
differentiates a highly successful employee from a less successful one is the
ability of the successful employee to demonstrate the desired behaviours, which
fit the culture and the business strategy of the organization when executing
their work.<o:p></o:p></span></div>
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<span lang="EN-GB" style="font-size: 12pt;">Getting the behavioural competencies right
for the organization means ensuring the statements are:<o:p></o:p></span></div>
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<li><span class="Apple-style-span" style="font-size: 16px;">Actually
statements of behaviours and not vague statements or outcome statements i.e.
words as ‘demonstrated’, ‘makes the effort’, ‘tired’ are not statements of
behaviour and are red flags your model is not well articulated.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Developed
by listening to your successful people and how they do their job based on not
only what they do but the outcomes they achieve against the business results.</span></li>
<li><span class="Apple-style-span" style="font-size: 16px;">Validated
through a content review process by your employees that identify which of the
many statements actually lead to superior performance. Internal content
validation is probably the weakest link in the development of many of the
competencies models. </span></li>
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<span lang="EN-GB" style="font-size: 12pt;">In the process of engaging your employees,
not just a select team of department heads and internal human resources people,
but those who do the job successfully you will develop profiles that are in the
language of your organization, linked to your culture and associated with your
defined business plan. This gives the pride of authorship to the
employees not HR or the consultant. The result is you achieve higher
productivity, greater engagement and sustainable business results.</span><span lang="EN-GB" style="font-size: 12pt;"><o:p></o:p></span></div>
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<span lang="EN-GB" style="font-size: 12pt;">See the following related articles, which
I have written<o:p></o:p></span></div>
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<span lang="EN-GB" style="font-size: 12pt;"><a href="http://www.sagltd.com/sagltd.com/Articles_01_files/oct01.pdf">http://www.sagltd.com/sagltd.com/Articles_01_files/oct01.pdf</a><o:p></o:p></span></div>
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<span lang="EN-GB" style="font-size: 12pt;"><a href="http://www.sagltd.com/sagltd.com/Behavioural_Job_Profiles_files/may05.pdf">http://www.sagltd.com/sagltd.com/Behavioural_Job_Profiles_files/may05.pdf</a><o:p></o:p></span></div>
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</span></div>Anonymoushttp://www.blogger.com/profile/03692467477751415141noreply@blogger.com7