“dude, where’s my office?” - ism - institute for ... · why the cat picture on the title...
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“Dude, where’s my office?” –Managing people, knowledge and change in the 21st century
Krystelle BilodeauDirector, Retail and Wholesale DebtBank of Canada
Cynthia Bilodeau, PhDProfessor, Counseling and PsychotherapySaint Paul University
Objectives
KEY TAKEAWAY
Millennials represent opportunity to build greater value
Explore the millennial shift facing organizations today
Identify how organizations can harness this shift and reduce organizational knowledge loss
Highlight practices key to engaging the new generation
Overviewview
Workforce Shift− Who are the millennials?
− What do they value?
Organizational Case Study− Initial response
− Lessons learned
New Approach− Information strategy to knowledge strategy
− Engaging the new workforce
Workforce Shift Millennials
Millennials represent a third of the workforce today
They will represent half of the workforce by 2020
They are very different from generations preceding them
The workforce is rapidly evolving
Who are these Millenials?
Represent the 20 and 30 somethings in the workplace
Upbrining characterized by:
− Greater affluence than previous generations
− Were raised alongside the internet
− Opinions were valued in the household
− Structured and nurturing parents
How does this translate into the workforce?
More educated than previous generations
− Hungry for information
Prone to short tenures
− Confident in their transferable skills
Want meaningful work
− Look to contribute meaningfully and are socially conscious
Tech dependent “digital natives”
− Digital data is embedded in their functioning
Why the cat picture on the title slide of this presentation?
What do they value?
Knowledge on how decisions are made
Open and frequent feedback
Leadership exposure
Development opportunities
Personal satisfaction through their contributions
Flexibility
Case Study Initial Response
2008 - Recognized a demographic challenge
Established a management working group
Perceived generational gaps
Identified a succession issue − 55% of the workforce was eligible to retire in 5 years
Framed the problem as one of knowledge transfer in the face of retirements
“55% of our workforce will be eligible for retirement in the next 5 years – who will do all this work when we’re gone – and
will they be as smart as we are?”
Among the efforts to overcome the challenge Increased focus on succession planning
Strategy to “Attract, Retain and Engage”
Emphasis on better documentation
Strengthened information policy
Investment in information management systems
Case Study Initial Response
Observations
Succession planning for succession planning− knowledge still walking out of the door
Single-person dependencies continued
Knowledge risks persisted
Case Study Five Years Later
Perhaps we didn’t frame the problem as best we could have from the outset?
Benefit of hindsight…
Narrow, short-term perspectives compromise ability to solve problems within larger contexts
Case Study Five Years Later
Case Study NASA
Unveiling hidden assumptions key to framing problems
A simplified NASA example…
Problem Pens don’t work in space due to ink failures, zero gravity, and irregular temperatures
Solution Invest millions to develop a space-friendly writing instrument
Lesson Problem statements need to be grounded in the larger context
Case Study NASA
SOVIETS
We need to write in space
We need a better pen
NASA
Let’s apply the Fisher Pen storyto our case study
Case Study Lessons Learned
Problem We need to stop losing knowledge through employee retirement
Assumptions Management theory of the past is relevant for the future
Management theory of the past may need to evolve for the future
We need to retain knowledge independently of employee turnover
Problem We need to stop losing knowledge when our employees retire
Assumptions Management theory of the past is relevant for the future
We need to retain knowledge independently of employee turnover
Management theory of the past may need to evolve for the future
People The most valuable asset
Experience Depth more important than breadth
Demographics Nature can be molded to organization
Case Study Lessons Learned
People The most valuable asset
FALSE• Knowledge is also a valuable asset• People are a vessel for information and knowledge• Older demographics did a great job• The Millennial shift impacts how we look at knowledge
Case Study Lessons Learned
One of the most valuable assets
FALSE• Depth of experience important• Breadth of experience important• Breadth presents additional advantages• Millennials offer opportunity to innovate
Experience Depth more important than breadth
Case Study Lessons Learned
One of the most valuable assetsBreadth as important as depth
Knowledge ModelDavenport and Prusak
Capture of discrete activities
Data with context
Identification of patterns to inform decisions
Case Study Lessons Learned
RFQ RFS
Sourcing for Depth/Execution
Sourcing For Breadth/Innovation
Applying depth and breadth to sourcing
RFP
Case Study Lessons Learned
FALSE• Millennial shift has disproven this assumption• Nature is molded by values• Organizations don’t change demographic values• Organizations need to harness demographic values
Case Study Lessons Learned
Demographics Nature can be molded to organization Orgs need to adapt to demographics
Cultural Iceberg Model Edward T. Hall
If Millennials are cycling through every two years…
build them a raft!
Case Study Lessons Learned
Case Study Lessons Learned
Going back to Davenport and Prusak
Systems/CRM
Documentation
People retention
Case Study Lessons Learned
Going back to Davenport and Prusak
Knowledge capture
Documentation
Systems/CRM
CRITICAL MASS
New Approach Knowledge Strategy
Critical Mass approach & traditional theory
Past solutions across four key elements in organizations− routines− processes− practices− norms
Modifications to harness today’s changing workforce, manage risk and promote innovation
New Approach Knowledge Strategy
Routines Repeated patterns of behaviour
Useful for facilitating recurring tasks
In the Past Regular set meetings
Standing update agenda
Problem Little to contribution to organizational knowledge
New Approach Focus on key decisions and context
Example Mailing campaign
Why this works from a millennial and human perspective
Harnessing: −Millennial's values of knowledge and regular feedback
Managing risk: − Knowledge sharing
Promoting innovation: − Tapping into millennial's decision making skills
New Approach Knowledge Strategy
Processes Collection of structured tasks to produce an outcome
In the Past 400+ procedures
Problem Little contribution to decision- making
New Approach Two-in-the-box approach
Focus on key decision areas
Example Affidavit procedure
Why this works from a millennial and human perspective
Harnessing: −Millennial's values of leadership exposure and development opportunities
Managing risk: − Inclusive knowledge development
Promoting innovation: − Tapping into millennial's unique perspective and breadth of experience
New Approach Knowledge Strategy
Practices Application of information & skills to a broader, more complex function
In the Past Solely people dependent
Problem Faster turnover cycles
New Approach Build critical mass in key areas of knowledge
Example Curricula, knowledge managers, Pricing history
Why this works from a millennial and human perspective
Harnessing: −Millennial's value of meaningful contribution
Managing risk: − Knowledge management and dissemination/preventing repetitive error
Promoting innovation: − Tapping into millennial's breadth of experience
New Approach Knowledge Strategy
Norms Informal values, guidelines, and organization culture
In the Past Sandbox tendenciesI’ve always done it this way syndrome
Problem Does not support optimal decision-making or
knowledge growth
New Approach Consultation and collaboration
Example Dealing with complaints
Why this works from a millennial and human perspective
Harnessing: −Millennial's value of flexibility and meaningful contribution
Managing risk: −Aligning and communicating values
Promoting innovation: − Tapping into millennial's engagement (mobilization of their unique skills)
Objectives Recap
KEY TAKEAWAY
Millennials represent opportunity to build greater value
✓ Explore the millennial shift facing organizations today
✓ Identify how organizations can harness this shift
Highlight practices key to engaging the new generation
How to engage Millennials? Focus on engagement rather than retention
Link work to the mandate of the organization
Recognize that Millennials are born digital− new tools; any device, any time, anywhere
Project work outside of “home” area−working with a Baby Boomer or Gen Xer
New Approach Engagement
How to manage Millennials? Develop culture of trust
− transparency
− clearly set, measurable goals
−measure what matters
− provide in the moment feedback
Develop mentoring program− cross-generational
New Approach Engagement
The next shift – Generation Z
The trends of millennials are expected to intensify− the internet generation; will not remember a world before modern tech
− less loyalty to organizations; more entrepreneurial
−may be better educated than earlier generations
Retooling for millennials will help preparation for Generation Z
New Approach Engagement
Fighting the Millennial tide increases risk
Swimming with the tide reduces risk
Adapting to Millennials transforms risk into opportunity
Need to change how we frame our problems
The reward: improved innovative capacity
In Closing…
YOUR FEEDBACK IS IMPORTANT
Please take a few minutes to complete this
brief survey.
Survey link:
www.instituteforsupplymanagement.org/FC17or Scan the QR code on your smartphone.
References
http://www.kushima.org/is/wp-content/uploads/2013/09/Davenport_know.pdf
Edward T. Hall: cultural iceberg model: http://www.spps.org/cms/lib010/MN01910242/Centricity/Domain/125/iceberg_model_3.pdf
Bentley University - http://www.bentley.edu/centers/center-for-women-and-business/millennials-and-corporate-world
Prweb -http://www.prweb.com/releases/2012/8/prweb9817689.htm
15 Economic Facts About Millennials – The Council of Economic Advisors – the Executive office of the President of the United States -https://www.whitehouse.gov/sites/default/files/docs/millennials_report.pdf
http://www.forbes.com/sites/kathycaprino/2014/05/01/quit-trying-to-engage-millennials/#4cb9c1be6c94
Source: http://thegbrief.com/articles/why-are-millennials-obsessed-with-cats-654
Journal of Business Psychology - December 2015, Volume 30, pp 759-772 -Examining the Energizing Effects of Humor: The Influence of Humor on Persistence Behavior
http://www.forbes.com/sites/kathycaprino/2014/05/01/quit-trying-to-engage-millennials/#4cb9c1be6c94
References
Mcgee and Prusak (1993) noted that core competencies are not what an organization owns, but rather what it knows.
In the 1970s Peter Drucker (1974) may have been the first to describe knowledge workers and knowledge work.
Devenport & Prusak (1998) – in addition to formal and informal documents - introduction of routines, processes, practices and norms
Journal of Business Psychology-2010, Volume 25, pp 225-237- Millennials in the Workplace: A communication Perspective on Millennials’ Organizational Relationships and Performance
Journal of Business Psychology-2010, Volume 25, pp 211-2223- Millennials and the World of Work: An Organization and Management Perspective
Leadership Adavance Online- 2010, Issue XIX, pp 1-6- Developing the Next Generation of Leaders: How to Engage Millennials in the Workplace
Millenials in the Workplace: Positioning Companies for Future Success http://digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1424&context=sferc