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Slide Notes
We first planned to come to speak about job evaluation recommendations, and then added compensation recommendations. org design and performanc....The more we thought about it, the more it made sense to talk about all of these items at a higher level with broader context and future direction in mind. Fresh from our leadership update, taking a systems approach makes sense as it's the only way to make all of the pieces fit and maybe the path to applied leadership with respect to HR practices
Systems Thinking HR
Published on Nov 30, 2015
An updated approach
MORE DECKS TO EXPLORE
PRESENTATION OUTLINE
Systems Thinking HR
Exec Meeting 22/10/14
We first planned to come to speak about job evaluation recommendations, and then added compensation recommendations. org design and performanc....The more we thought about it, the more it made sense to talk about all of these items at a higher level with broader context and future direction in mind. Fresh from our leadership update, taking a systems approach makes sense as it's the only way to make all of the pieces fit and maybe the path to applied leadership with respect to HR practices
Photo by blentley
Questions
- About JE - titles, S/N-S, trending up
- Ensuring objectives/ 1:1
- Process
- Applied leadership & HR Practices
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Trends
- Technology - 4xC
- Millenial majority
- Streamline & Customize
- Flatter, flexible, diverse, networked, horizontal
- Work, leadership, engagement
Technology - Collaborative, connecting anytime, the Cloud, Communications i.e. social media Allowing people to work faster, anywhere, across the organization - communications push decision-making from the core
By 2020, millenials will make up more than half of the workforce with implications for technology, decision-making, comms, work hours and work location
Traditional programs need to be updated, streamlined, and customized - i.e. templates are only starting points
Professional knowledge work environments - expect opportunity, inclusion, support, recognition - need to align systems with expectations vs focus on $$
By 2020, millenials will make up more than half of the workforce with implications for technology, decision-making, comms, work hours and work location
Traditional programs need to be updated, streamlined, and customized - i.e. templates are only starting points
Professional knowledge work environments - expect opportunity, inclusion, support, recognition - need to align systems with expectations vs focus on $$
Photo by Origamiancy
Trends @ CADTH
- Big CADTH initiatives across the board
- Good attraction and retention
- Stalled Compensation / Slim recognition
- Good work, team, envmt. perqs.
- ?? Objectives, feedback, recognition
Inside CADTH are building trends:
New usual is big across the board initiatives - requests from funders/customers, board... making trad. individual recognition harder
CADTH is attracting and retaining at rates above average
even in the context of stalled compensation and slim traditional recognition programs
What is working? CADTH offers good work, team env and other perqs like remote work
We have a growing question about whether obj, dev, feedback is occurring - a risk to retention, but also a key to shifting to a new approach
New usual is big across the board initiatives - requests from funders/customers, board... making trad. individual recognition harder
CADTH is attracting and retaining at rates above average
even in the context of stalled compensation and slim traditional recognition programs
What is working? CADTH offers good work, team env and other perqs like remote work
We have a growing question about whether obj, dev, feedback is occurring - a risk to retention, but also a key to shifting to a new approach
Photo by Origamiancy
Ideas
- Compensation - Untie Performance
- End performance ratings forever
- Recognition: Informal Leaders, More good work
- Flatter, flexible wherever possible
- A great place to work
Photo by Origamiancy
Org Design
Likewise, with org design. CADTH has changed its structure significantly several times since 2010. Creating the structure has been one thing, but making it all fit, re-creating linkages and processes and leaving room for growth are harder.
1) Keep it simple
2) Make it interesting/Limit layers - Knowledge orgs don't need what the industrial age invented; Leave room for job growth, interesting work, maximizing skills
3) Grow with time - Don't fill too many new positions too fast. Leaving room creates opportunity, limits confusion, promotes feedback and is as likely to ensure getting the work done.
1) Keep it simple
2) Make it interesting/Limit layers - Knowledge orgs don't need what the industrial age invented; Leave room for job growth, interesting work, maximizing skills
3) Grow with time - Don't fill too many new positions too fast. Leaving room creates opportunity, limits confusion, promotes feedback and is as likely to ensure getting the work done.
Photo by Origamiancy
Job Evaluation
Moving to specifics, we want to talk about pending decisions, and agree on a process going forward, but since this is the first JE get together since 2011, some context and a recap are in order. System since 2008 - internal, external and peer review have supported and stabilized framework. (Evidenced by our own A&R, but also ability to benchmark and recruit pCODR positions. Over to Nancy....
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Compensation
The days of enough money are gone. So is the ability to recognize performance with dollars - plus it never really worked.
We want to talk about:
1. Getting to the job rate
2. Cost of Living Adjustments
3. Market Adjustments
These things ensure market competitiveness and support taking comp off the table.
But none of these recognize performance, so - "What about performance recognition"?
1:1, informal recognition, team recognition, more good work - communications
We want to talk about:
1. Getting to the job rate
2. Cost of Living Adjustments
3. Market Adjustments
These things ensure market competitiveness and support taking comp off the table.
But none of these recognize performance, so - "What about performance recognition"?
1:1, informal recognition, team recognition, more good work - communications
Performance Management & Ratings
CBofC tells us that leading orgs are getting rid of performance management - but they mean ratings. We've been leaders here - all because of 1:1s. What's the next step?
What's the point? PM cascades business objectives, links to development, showcases team members to sr leaders, provides formal feedback and recognition.
Some of this has fallen off without ratings and with busy schedules, but it matters.
Knowledge workers leave or disengage otherwise.
In brief we recommend:
Good work will result in and be recognized by more good work.
What's the point? PM cascades business objectives, links to development, showcases team members to sr leaders, provides formal feedback and recognition.
Some of this has fallen off without ratings and with busy schedules, but it matters.
Knowledge workers leave or disengage otherwise.
In brief we recommend:
Good work will result in and be recognized by more good work.
Photo by enrique enmimano.org
Recognition
Other than dollars, what are the ways we can recognize performance? LEADS points us to the intrinsic:
- informal recognition
- informal leaders
- team retreat/building
- more good work: project, conference (attending or presenting) inclusion - committee/consultation
- development
- informal recognition
- informal leaders
- team retreat/building
- more good work: project, conference (attending or presenting) inclusion - committee/consultation
- development
HR Input & Process
We find ourselves with too much information today. Today's ask is to join Exec meetings more frequently.
We're not impartial, but HR decisions last a long time and are remembered for even longer.
We focus on relativity and market information and can be relied upon to negotiate employment offers and recommend levels.
Given the trends, and the specifics, of today, and the larger organization, more frequent seems the way to go.
We're not impartial, but HR decisions last a long time and are remembered for even longer.
We focus on relativity and market information and can be relied upon to negotiate employment offers and recommend levels.
Given the trends, and the specifics, of today, and the larger organization, more frequent seems the way to go.
Photo by Origamiancy
