The absolute must do's
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This document discusses several must-do's for building an agile organization. It identifies developing a culture of high-impact learning, knowledge sharing, expanding learning beyond the classroom, moving away from one-size-fits-all training, transitioning to ongoing performance management, making employee goals clear, and reducing paperwork and documentation as critical things organizations must do to increase their agility. It provides examples of how organizations have implemented these practices to improve engagement, strengthen their employee brand, build stronger work communities, and allow for faster course corrections.
The absolute must do's
- 1. The Absolute Must-Do’s to build an agile organization
- 2. What do we mean by agility? It’s how powerfully your organization can react to changes in the marketplace, recognize and close employee skill gaps, and align the right people in the right places to handle any pivots in business strategy. How can you make your organization more agile? There are several critical things you must do. A company’s agility trumps efficiency as today’s predictor of success.
- 3. High-impact learning transcends the traditional model of development—learn, take a test, determine competency— and incorporates: knowledge sharing, building trust, and learning from failure. Build a high-impact learning culture
- 4. more likely to be first to market better response to customer needs greater employee productivity Of organizations that have a high-impact learning culture... 34% 37% 46% Mallon, David. “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise,” Bersin & Associates, 2010
- 5. Organizations must begin to actively capture and retain the expertise and institutional knowledge of retiring Boomers. Make the connection between knowledge sharing and business continuity to ensure success amid talent losses. Develop a culture of knowledge sharing
- 6. Searchable Knowlege for every employee When the majority of a federal reserve bank’s examiners were nearing retirement, the organization hosted frequent chat sessions with older employees. These chat sessions were then recorded, parsed into video vignettes, and loaded into a searchable knowledge base available online to new employees. As result of this knowledge sharing, the bank was able to both develop a new generation of leaders and proactively address business continuity.
- 7. Development makes more sense when it’s relevant to day- to-day activities. Use embedded learning—after-action reviews, customer feedback cycles, job rotations—to maximize experiential and reflective learning. Expand learning beyond the classroom
- 8. Effective learning is targeted, relevant, and personalized. Use learning technology to move toward creating employee specific development experiences more efficiently and at lower cost. Move away from one-size-fits-all training
- 9. Providing individualized employee development When a global provider of childcare services realized employees had a broad interest in learning opportunities, the organization turned to an integrated talent management system to provide individualized development plans. This not only accommodated diverse employee training needs but improved engagement, strengthened the employee brand in the marketplace, and built a stronger work community.
- 10. Agility is the result of an organization’s transition from a static performance management model to one that supports a continuous loop of feedback and actual employee development. Transition to ongoing performance management
- 11. Develop a common competency language High-impact performance depends on a common vocabulary of skills. Clearly define competencies and profiles to increase the ability to affect real change through performance management and learning.
- 12. Specific, manageable goals are much more likely to lead to business progress and employee success. Transform big, once-a-year goals into short-term, measurable, and precise objectives. Make employee goals crystal clear
- 13. Organizations that continuously revise their goals are 50% more likely to be at the top of their industry... compared to 26% for those who revise them only twice a year. 50% 26% Bersin & Associates High Impact Performance Management Research, 2011
- 14. A global travel company switched from an annual performance review process to one that was monthly. Goals were simplified and technology was employed to track ongoing progress and goal refinement. As a result, employees and supervisors now have deeper, more meaningful conversations around performance, and their leadership team is much more aware of which people possess the right abilities to help them course-correct in the marketplace even faster. Goal Refinement for increased clarity
- 15. Laborious, manual paper processes are the enemy of agility. It’s difficult to make accurate people decisions based on complex spreadsheets and binders. Instead, use technology designed to track, manage, and report on all aspects of your employees’ performance and development. Reduce paperwork & documentation
- 16. More than 1,500 companies around the globe have increased their agility through Cornerstone OnDemand’s integrated talent management suite which they use to recruit top talent, manage performance, plan for succession, and develop employees. Find out more by visiting csod.com. ©2014 Cornerstone OnDemand, Inc. All Rights Reserved. csod-cp-agilebiz-012014