Holistically Executing Business Strategy: The Gruntled Employee
Transcription
Holistically Executing Business Strategy: The Gruntled Employee
Holistically Executing Business Strategy: The Gruntled Employee Approach Mary Vaughn, Metargy, Inc. What is HR’s role in business strategy? Some common business strategies Reorganizations Mergers & acquisitions Technology implementations Outsourcing/globalization Growth strategies Typical HR role in business strategy Redefine roles Onboarding Organizational change, training Cultural awareness, RIFs Skill/talent development Success rate of business strategies Common business strategies Reorganizations Mergers & acquisitions Technology implementations Outsourcing/globalization Growth strategies Success rate Less than half of reorganizations achieved their objectives 83% of M&As failed to produce any benefits. Half reduced value of the company Technology projects had an overall failure rate of 71% 70% of the companies had very negative experiences with outsourcing 75% of growth initiatives failed Problem Number 1: Non-holistic approach to implementing business strategy Problem Number 2: Solving the wrong problem Issues Look at Analysis the Same AAnother Six Sigma Black Belt’s of theData Data 700 600 500 400 300 200 100 0 70 60 50 40 30 20 10 0 India EMEA Australia Asia Americas Problem Number 3: They create a new set of problems Problem Number 4: Business strategy negatively impacts employee morale and engagement Three causal factors for failed business strategy Your employees weren’t engaged in implementing or accepting the change introduced by your business strategy Your leaders weren’t successful in connecting employees to the change Your business system didn’t adequately support the change by encouraging needed behaviors Three critical success factors for every business strategy Employee Behavior Leadership Behavior Business System Engaged employees working together interdependently Effective leadership connecting employees to the business strategy Business system characteristics that encourage the right behavior for the business strategy Typical reorganization business strategy Determine if existing jobs and structures meet goals Identify new structure that will support business goals Define new organization chart & job descriptions Determine skills needed for each position Train resources in new skills Change HR systems Implement new staff meetings and management systems What’s the problem with a typical reorganization business strategy? Problem Number 1: It’s a non-holistic approach to implementing business strategy Problem Number 2: It usually is solving the wrong problem Problem Number 3: It can create a new set of problems Problem Number 4: It negatively impacts employee morale and engagement Engaging employees in business strategy Employee Activities Decision Making Passive Dominant Independent Interdependent Makes own decisions Makes joint decisions Leads task Works alone Collaborates & cooperates Defers decisions Makes decisions to others for others Completing Follows Tasks direction Resolving Problems Discounts significance Overreacts to significance Appreciates significance Appreciates problem interdependencies Conflict Resolution Avoids conflict Uses conflict to an advantage Confronts conflict Resolves conflict equitably Relating to Others Does not respect self Does not respect others Insists on respect Respects self & others Encouraging employees to behave interdependently Assess the collective employee behaviors Conduct organizational change workshop Assess behavior preference of key individuals Train key individuals in understanding personal behaviors and causal factors for them Mentor key individuals in critical success factors for improving behavior Change Behavior Preference? Ensuring leaders connect employees to business strategy Leadership Activities Authoritarian Laissez-Faire Connective Providing Direction Closely involved during implementation Disengaged during implementation Supports team during implementation Motivating Employees Motivates through negative consequences Motivates through empowerment Motivates through compelling vision with measurable objectives Building Team Points out Capabilities weaknesses Expects employees Coaches & mentors employees to improve on their own Communicating Listens without much comment Talks more than listens Listens as much as talks Interrelatedness of employee and leadership behavior patterns Typical examples of how leadership behaviors impact employee behaviors Authoritarian Laissez-Faire Encouraging leaders to behave connectively Assess leadership behavior preferences Train leaders in understanding leadership behaviors and causal factors for them Coach leaders in critical success factors for improving leadership behavior Reassess leadership behavior preferences Leadership Assessment Leadership Assessment Aligning business system characteristics to encourage the right behavior Business System Dependent Characteristics Independent Interdependent Organizational Framework Limited roles & responsibilities; cumbersome org structure Management Systems Top-down plans; upper management only reviews Decentralized plans & management reviews Aligned plans & management reviews Bureaucratic & strictly enforced processes Flexible & unenforced processes Supportive & institutionalized processes Process Information Technology Controlled data & limited access Unclear roles & responsibilities; unclear org structure Decentralized data & uncontrolled access Helpful roles & responsibilities; supportive org structure Shared data & planned access Interconnectivity between behaviors and the business system components Interconnectivity between business system characteristics and organizational culture Aligning business system characteristics to encourage right behaviors Assess effectiveness of current business system and organizational culture Conduct workshop on the relationship between business system and organizational culture Coach executives in critical success factors for aligning business system with desired culture Implement business system critical success factors Reassess effectiveness of modified business system and organizational culture Organization Structure Technology Organizational Culture Processes Management Systems What’s the big deal about the relationship between business system characteristics and culture? Business System Dependent Characteristics Independent Unclear roles & responsibilities; unclear org structure Interdependent Organizational Framework Limited roles & responsibilities; cumbersome org structure Management Systems Top-down plans; upper management only reviews Decentralized plans & management reviews Aligned plans & management reviews Bureaucratic & strictly enforced processes Flexible & unenforced processes Supportive & institutionalized processes Process Information Technology Controlled data & limited access Decentralized data & uncontrolled access and then . . . Helpful roles & responsibilities; supportive org structure Shared data & planned access Results from using the The Gruntled Employee holistic approach Costs of Delivering Services Productivity 12,000 11,222 11,000 10,000 9,000 8,000 6,705 7,000 6,160 6,000 4,626 5,000 3,000 4,315 4,095 3,645 4,000 3,601 2,819 2,000 1,499 1,000 0 Q1 Y1 Year 1 Year 2 Year 3 Q2 Y1 Q3 Y1 Q4 Y1 Q1 Y2 Q2 Y2 Q3 Y2 Q4 Y2 Q1 Y3 Q2 Y3 Results from using The Gruntled Employee holistic approach Level of Defects Industry Average Q1 Y1 Q2 Y1 Q3 Y1 Q4 Y1 Q1 Y2 Q2 Y2 Q3 Y2 Q4 Y2 Q1 Y3 Q2 Y3 The Gruntled Employee holistic approach: Opportunities for HR Become a strategic partner with business executives Identify behavior needed by employees to successfully execute the strategy Identify behavior needed by leaders to engage employees in executing business strategy Facilitate workshops to encourage correct behaviors Survey leaders & employees to Organizational Business identify behaviors the current Culture System business system is encouraging Business Results Opportunities for HR in solving four typical problems with business strategy Problem 1: Non-holistic approach to implementing business strategy Ensure that employee & leadership behaviors are addressed as part of business strategy Problem 2: Solves the wrong problem Implement techniques to help employees embrace the strategy Problem 3: Creates a new set of problems Help identify new problems that will surface with the strategy Problem 4: Negatively impacts employee morale and engagement Propose a way to implement business strategy that also improves employee morale Implementing business strategy holistically Determine causal factors Determine critical success factors Improve behaviors to connect Align business everyone system to support to the strategy strategy Tools to help HR become a strategic partner with the business TGE Surveys Personal Behavior Preferences Leadership Behavior Preferences Organizational Change Readiness Governance Effectiveness TGE Workshops Understanding Personal Behavior Leadership Development Successfully Executing Business Strategy Improving Business Results Thank You! Mary Vaughn [email protected] 720.409.9383 The End