HRO Today December 2014 - 49

Managing the Workforce
modify or interpret corporate metrics to make
them relevant and meaningful for their teams.
At Clif Bar, Diana Simmons, senior director of
product commercialization and process and systems
improvement, developed a matrix of competencies
and metrics that she believed were most important
for her influence-based, cross-functional product
launch team. " We still use the company's 'Five
Ingredients' (connect, create, inspire, own it, and be
yourself) framework. But it seemed obvious that we
needed a unique set of skills and leadership tools for
my team to succeed in this role. "
Allowing for experimentation and failure supports
learning and development. What can organizations
do?
* Create experimentation platforms. Environments
that combine tools, processes, and management
practices can develop prototyping solutions. At
Intuit, the Design for Delight program allows teams
to work directly with customers to address an issue
through a rapid prototyping process.
* Accept failures, especially if they are cheap and
quick. Experimentation, by definition, often results
in failure. Environments where failures are not an
option, where predictability and efficiency rule,
discourage any desire to experiment, especially if a
worker's job is at stake. Companies can still reduce
risk by designing processes and products that allow
individuals to experiment within a module without
threatening the entire process or product.
* Provide timely (as close to real-time as possible) and
context-specific feedback. Then, give workers the
opportunity for reflection and tools to capture and
share lessons learned. The challenge is to make this
process seamless and integrated into daily work.
Sharing knowledge, asking for help, and collaborating
around solutions can lead to feeling connected to a
company. What can organizations do?
* Create environments-both physical and virtual-
that help workers develop new connections and
strengthen existing relationships. Both physical
and virtual environments can be designed to foster
serendipitous encounters. Many firms already build
their physical common areas to encourage workers
to " bump into each other. " Similar principles
can extend into virtual settings. For example,
cameras could be located in the common areas so
that remote workers could see and interact with
colleagues.
* Develop platforms for collaboration. Automaticallygenerated
reputation profiles can help facilitate
connecting on these platforms. For example,
RallyTeam, a start-up that presented at the
San Francisco Tech Crunch Disrupt's Battlefield
competition, developed a platform that connects
workers interested in learning a new skill with
opportunities in need of extra resources. The results
are automatically documented, and workers receive
performance badges, share project snapshots, and
receive additional " skills " on their online profiles.
Work environments and management practices that
cultivate the behaviors we associate with worker
passion will not only help stimulate and engage
workers who are already passionate, but also allow
others in the workforce to begin developing these
attributes and discovering their own passion for work.
When talent programs focus too much on attracting
and retaining talented workers and don't explore the
underlying characteristics of the work environment,
they will never achieve a sustainable, high-performing
workforce. A work environment where employees can
take on challenges, learn fast, connect with others,
and make an impact is an environment that will
attract and retain workers. Word will spread that the
company develops workers more rapidly than anyone
else and they will have people lining up to apply.
Take heed: Passionate employees are likely to leave
your firm. It's true that the passionate are more likely
to report switching jobs, but it doesn't mean they
are inveterate job-hoppers and you have to reconcile
yourself to losing them. In a hostile environment,
the passionate will leave or their interest will fade,
a losing proposition either way. If you have passion
in your workforce, either hired or home-grown, you
have to maintain it, monitor its health as you might
currently track employee engagement, and cultivate it
with deliberate intent.
John Hagel III, director in Deloitte Consulting LLP, is the co-chairman
of the Deloitte Center for the Edge, based in Silicon Valley. John
Seely Brown is the independent co-chairman of the Deloitte Center
for the Edge.
DECEMBER 2014 | www.hrotoday.com
[49]
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HRO Today December 2014

Table of Contents for the Digital Edition of HRO Today December 2014

HRO Today December 2014 - 1
HRO Today December 2014 - 2
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