Simona De Quattro published an interesting reflection on changes in the organizations we work for (https://lnkd.in/ds9dTGcr). I reply with some Harvard Business Review references and personal experience. DIAGNOSING EMPLOYEE ENGAGEMENT The HBR article https://lnkd.in/dfP4W-sy identifies the elements of employee engagement (or lack of it). People look for 1. Purpose: meaningful work, 2. Trust: managers and colleagues who value and trust them 3. Employee growth: opportunities to advance in their career. The suggestion is to start intercepting employee sentiment in early stages. A Next HBR article: https://lnkd.in/dxhq8_YW provides guidance: Use the late Clayton Christensen job-to-be-done framework and apply it to the 'job' that work has to do for employees. Is it a financial driver, self-fulfilment, social interactions? Everybody has specific reasons to get up in the morning and go to work. As customers we are used to personalized services, as employees we have started expecting the same. To detect employee preferences, companies can use the customer journey concept and analyse their employee journeys: recruitment, onboarding, objective setting / performance management and eventual exit. The interactions with the team and importantly managers and the company as a whole are defining part of employee experience as well. LEADERSHIP BEHAVIOUR MUST CHANGE The Simona De Quattro article explains that servant leadership model enables trust and employee fulfilment in work. This clearly links to the elements of employee engagement identified above: purpose, trust and employee growth. To accomplish this, a company I supported broke down the leadership stile in leadership personas. It helped managers to imagine their new roles as they had to drive for results (that did not go away!), but at the same time guide employees through change, develop team skills and coach employees. ENGAGEMENT IN A SELF-MANAGING TEAM I personally observed the change of engagement, when involving employees in a transformation project. The team defined its purpose in a team canvas. The service planning and delivery process were updated. The transformation leveraged agile tools for work planning, allowing team members to select tasks that they would take on. The agile board would help them monitor and share progress and closure of tasks. The team became self-managing: employees felt responsibility towards the team purpose. There was psychological safety and trust that employees were competent and motivated to pursue that purpose and the experience provide team members to learn and grow. As a result, the employee survey showed a steep increase in employee engagement and retention metrics.
Comunicazione corporate, sviluppo organizzativo.Innovazione e managerialità i miei temi.
“Occorre riscrivere le regole del #lavoro perche quelle attuali sono state scritte per le catene di montaggio”. L’affermazione, di una imprenditrice illuminata del sud, rende chiaro come il rinnovo delle regole con cui si lavora è oramai imprescindibile. La nuova #industria necessita di modelli organizzativi altrettanti #agili, e #leadership capaci di guidare il cambiamento oltre che i team. Qui sotto il mio articolo pubblicato da #limprenditore. Cosa ne pensate? Laura Tassinari Stefania Brancaccio MELICIA COMBERIATI Stefania Alimenti ANTONELLA SIRAGUSA Francesco Fabrizio Delzio Luciano Pero Berenice Marisei Sabina Alzona Imma Rinaldi Marco Carlomagno Maria Pia Marciano agnese vogelsang Luigi Severini Diomira Cennamo Lucia Serino Franco Del Vecchio Filippo Poletti fabrizia sernia @tanti altri
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