TM - December 2007 - (Page 21)

Breaking Down Doors Lisa Rummler Interactivity. Communication. Nontraditional. Cross-pollination. These are some of the words used to characterize and describe open work environments, a relatively recent phenomenon that is common with knowledge workers and whose popularity is increasing elsewhere, such as at professional services firms. Additionally, open environments tend to not have a hierarchy of space, which can reduce status differences, thereby encouraging positive behavior — breaking down doors, literally and figuratively. All this can add up to increased engagement within the workforce, especially as it pertains to communication, said Mark Phelps, Development Dimensions International (DDI) senior consultant and employee engagement practice leader. “It certainly increases communications with groups and between groups — what can happen is that a conversation can start in one group and, of course, the person next to you can say, ‘Hey, I’ve got something to add to that,’” he said. “At different organizations that have found this to be very productive, it’s that cross-fertilization exchange of ideas where people really do share much easier, which can lead to an increase in knowledge.” Additionally, Phelps said open environments keep employees connected because by virtue of being in a cross-departmental group, employees will hear more and understand what’s going on. Open work environments, however, sometimes require more adaptability and place a greater emphasis on empowerment. In addition to an affirmative answer to “Do I feel empowered?” Phelps said another aspect of optimal engagement is that employees can see how their efforts align with the organization’s strategy — it’s hard to be engaged if you do not see how your work affects the organization. Further, Phelps said teamwork and collaboration are crucial components of optimal engagement. “Most people are much more engaged if they’re in a group of people they enjoy working with, and not just in their own group, but across groups,” he said. “When they pick up the phone and call another department, do they get someone who’s warm and receptive to that request, even if it’s a little out of line? Or do they feel that they need to justify why they’re calling?” The last two areas of optimal engagement are growth and development, as well as support and recognition. Phelps said, in regard to the former, it’s a two-way street. “Employees are looking for their current position not only to be that provider of their livelihood but also as a way to grow and develop for the future,” he said. “So, as much as organizations definitely want to grow talent, most employees look at that and say, ‘I need to grow to continue to be valuable.’” And in terms of support and recognition, Phelps said it boils down to feedback, and not just praise for good work. “Most people in the workforce today will say they get far less feedback than they expect, both positive feedback (‘What am I doing well?’) and feedback for improvement (‘Tell me when I’m doing something that isn’t what is expected, so I can improve, as opposed to a performance discussion, when I hear about it two or three months later’).” It is much easier to build an open work environment from scratch, rather than modify existing organizational systems and structures, which places a great deal of emphasis on recruiting the right people, Phelps said. “People are, by far, most optimally engaged if their work is meaningful to them,” he said. “So, when you think about the aspect of motivational fit with open work environments, typically, you need people who are self-starters and high initiative. They also have to be able to accept change, because change will happen in those kinds of environments. “Thus, when it comes to recruitment, know that the profile of the successful worker might have changed, so you adjust your recruitment strategies, policies and practices to hire for that environment. If you have old hiring strategies, it’s the square peg in the round hole.” 20 December 2007 talent management magazine www.TalentMgt.com http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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