HR Saskatchewan - Spring/Summer 2016 - (Page 9)

FEATURE Building an Accountable and Self-Directed Workforce By CK Tan I n this knowledge-driven age, HR has become the strategic enabler to build the foundation for the workforce to thrive, to take ownership over their own work and to continuously engage others. This requires change. Changing behaviours or cultures takes determination and willpower. The "we've-always-done-it-this-way" and "it'sbeen-working-so-why-change" are comments that many of us have heard far too many times, and unfortunately still prevalent today. This article explores five approaches important for HR Professionals so they grow and develop the talent pool within their organization.* 1. Linking Personal Values to Organizational Vision One of the most important pre-requisites for a productive knowledge workforce is to have a clear line-of-sight between values and vision. Vision provides the end-in-mind, a goal that we work towards, while values provide us the fuel necessary for our journey. Reflect on these three questions. * Do I feel energized by the vision? * Do I feel related to the vision? * Am I excited to make a difference at the workplace and for the people with whom I work? If your answer is "no" to the questions posed, it may mean you are following someone else's vision. The only vision that motivates us is our own. It is important, therefore, to identify our personal vision. Where do we see ourselves in three years? Five years? It may seem like a nobrainer, but putting these thoughts on paper is harder than it seems, but once itis done, it is something that will propel us forward. What about values? Values shape our behaviours; they are the principles upon which we act, form relationships and define us as a person. * Based on "The Invisible Assembly Line: Boosting White-Collar Productivity in the New Economy (1995)" by Daniel Stamp, Founder of the Priority Management System with Peter Honey, an internationally recognized Industrial Psychologist. Again, writing our values is easier said than done. We may also find that what we wrote down may not exactly align with who we are. That will then become a "challenge-statement" for us - to close the gap between our stated desired values and how we are acting them out today. Now, try putting your personal values and vision with that of the organization. How do they align/misalign? How does this affect you and your team? 2. Keeping Focus While Maintaining Flexibility Doing more with less is the new normal. We are continuously asked to deliver more, better and with fewer resources. This increases stress on the workforce and results in unhealthy workplaces. Technology and digital tools are now more pervasive than ever. However, instead of becoming the enablers of efficiency they are blocking productive behaviour. Take emails for an example. On average, each of us receive 50 - 100 emails per day and we touch them about eight times in a day. We may also receive an average of five voicemails per day, which take a slightly longer time to process. These numbers increase the higher you are in management. Add to that equation, colleagues who pop by to request for help or just to visit, and our need to check the most recent news updates. A University of California study in 2008 stated that we are interrupted every 11 minutes and it takes us about 25 minutes to return to our original tasks.** It also estimated that one hour of productive work is equivalent to 3-4 hours of unproductive time. Have we asked ourselves how much productive time we have in a day? * My most productive hours are before 8:00 am and after 5:00 pm ** Mark, Gloria, 2008 "The Cost of Interrupted Work: More Speed and Stress", CHI 2008 Proceedings - Don't Interrupt Me, and "Worker Interrupted: The Cost of Task Switching", Fast Company, 28 July 2008" with Gloria Mark ( worker-interrupted-cost-task-switching) * I consider myself to be well organized, but why can't I get to my important stuff? * It seems like my work day is about moving from one crisis to another * I'm continually stressed out, missing critical deadlines, even my kid's baseball game * I have copies of emails and documents everywhere that I don't remember where they are Everyone, from professionals, executives and managers can relate to at least one of the quoted statements above. Too much to do, too little time to do it. How do we stay balanced and sane at the same time? How do we get things done? How do we manage our day effectively, putting the focus where it should be, following the plan, and yet making time for the unexpected? How can we keep our mind focused on work and not having the urge to check airfares to Havana every 15 minutes? There is plenty of literature in the marketplace on time and workload management. The basic principle for us is to find ways to get back in control of our day and manage all those daily distractions we face, many of which are self-inflicted. 3. Managing Priorities and Developing Personal and Team Ownership Many of us get caught in the "busy-ness" trap performing non-important activities. We need to think in terms of adding value, not just activities. Do these comments sound familiar? * I've been really busy today, but I don't think I've accomplished much. * It's been a really busy year, but I seem to have trouble listing down the value that I've created for the organization and for myself. * I attend meetings all day long, but nothing comes out of it, and we talk about the same things next week. Saskatchewan * #HRSKMagazine 9

Table of Contents for the Digital Edition of HR Saskatchewan - Spring/Summer 2016

Letter to the Editor
From the Editor
Leadership Styles: Helping or Hindering Engagement?
Building an Accountable and Self-Directed Workforce
Is Distance Learning Meeting Your Training Needs?
Advancing Women in Leadership
Spotlight: Stan Slap – the King of Culture
Saskatchewan HR Trends Report, Spring 2016
Legal Corner: The Use of Contract Workers Can Create Hidden Liabilities for Employers
CHRP Corner
The Resource Room
Advertisers Index

HR Saskatchewan - Spring/Summer 2016