organizational effectiveness coe

Download Organizational Effectiveness CoE

Post on 02-Aug-2015




1 download

Embed Size (px)


1. Organizational Effectiveness CoE Supporting the business and HR. 2. Agenda OE CoE, what is it? Purpose. Scope. How the purpose is achieved. The mindset with which it is achieved. Organization. Examples: case studies. How? Principles for some of the element of the scope. (Team. Trust. Execution excellence. Change.) 2 3. Purpose of this presentation Food for thought. Basis for feedback and discussion. Collect and share best practices. 3 4. OE CoE WHAT IS IT? 5. AMBITION: Assist managers in going from good to great and/or make it work for people management related topics. Project based only. 4 GOALS: Achieve Excellence (individual and organizational). Build critical mass of OE capabilities. Support the business to solve OE issues, on a need basis and with customized solutions. Engagement (visibility and recognition for local practices and people). What the purpose is NOT: Duplicate the offering or support of existing functions. Blocker of use of external consultancy. A training center. 5 Purpose of an OE CoE 6. 6 Execution excellence, Operational readiness/functioning. (incl. alignment, engagement, synergies, collaboration, speed of execution, trust) Change mgt (and/or execution through others). Solution finding (dilemma resolution, peer-to-per coaching) Individual efficiency. Fit to role Ways of working and culture Team functioning Trust management Scope of an OE CoE 7. 2 services: Do and Advice: internal consulting. Broker: identify external consultants. 7 How the purpose is achieved? Entrepreneurial: Need based, rather than pushing an agenda . The OE team has no pre-defined mandate. Spot the opportunities, rather than do an extensive needs analysis for the company. 8. Non-disruptive. Event duration is max. 0.5 day. Avoid being an add-on: suggested actions enable to better reach already defined must-wins. Piggy- backing: not push any agenda, build on what works, integrate in existing programs. Timing is critical: we all enjoy food but will not do so when we are not hungry. Pragmatic. Simple, while grounded in established models. No need for the user to be trained or learn a theory. Leverage solutions or ideas not implemented, that those involved suggest. Each request for support is associated with KPIs. At the minimum, soft KPIs, such as a survey before and after the intervention and an KPIs of full execution of each deliverable of the action plans .If possible, the impact on hard KPIs such as: growth, customer loyalty, capex etc. Neutral, candid and straight to the point. Always share findings even if there is a risk for killing the messenger. Part of our responsibility is to trigger the energy / appetite / readiness for an initiative (just limiting ourselves to "go where the energy is" is not sufficient). 8 The mindset with which it is achieved 9. Governance body. Executive sponsor. Core team. Team lead. Task force Solutions (design of support and delivery). Network: TM&OE group, HRBP, Highpo Task force Eyes and ears (need identification). Network: HRBP, Business heads, Functions head (at least) Quarterly meeting. - Task force FYI (share learning and feedback to existing functions). (at least) Quarterly meeting. 9 Organization 10. Risk management the main role of the governance body In addition to having a risk map (event likely undesired concequences mitigation actions), monitor execution/delivery elements! Elements to monitor are for example: The action being disruptive of the ability to deliver on operational/customer related commitments. To good to be true KPIs. Lack of response to surveys. Lack of time to let-go of old ways. Few complaints. Few request to move faster. Retention of key/rare talents. Loss of corporate knowledge Compliance styles of change relays. Lack of focus/several actions that have a common core but not roll-out in a way that triggers synergies. Lack of concrete actions or follow-up to workshops/communication actions. Excuses such as: change is chaotic, people resist change Slips in deadlines. Unrealistic workloads. People consulted or involved not being representative of the whole organization. Reputation issues. Gossiping and rumors. Increased staffing costs. Increased reliance on a contingent workforce. 10 11. CASE STUDIES 12. Situation The leadership team identified 11 issues in order ensure operational readiness. Amongst them, 3 were non-technical: alignment, engagement, and readiness of successors. Need Go from symptoms to root causes. Identify actions to implement immediately. Solution Interview of managers. Feedback to the leadership team and agreement on immediate actions such as: extended leadership workshop to clarify the ambition and roadmap for Isocyanates, and then implement initiatives such as: peer-to-peer coaching 2h workshops, 1day workshops on specific leadership skills, team event only focused on social bonding, script based tools for managers to ensure structured listening and dialogues, invest heavily in clarifying HR policy related issues, swap roles with successors, delegation scorecard between role holders and their successors. Operational Readiness. 13. Situation Conflicts handled in an avoidance manner by role holders, with a risk of not facing upfront un-desired or un-safe behaviours. Need Build upon an initial assessment done of the 25 role holders(Conflict resolution style, competencies, view of their role). Solution Give meaning to the initial assessment, in terms of derailment risks and preferred patterns. Design and deliver a development/pressure testing and alignment about What is critical in the role initiative (< 3 days). Collect suggestions about how to adjust the context (What do you need from the context? , How does it dictate the choices you have and/or make?). Efficiency when under pressure. 14. Situation: The company wanted to ensure all adopt a set of core behaviors. It had a good enough adoption of corporate values. Each BU emphasized different sets of core behaviors, and a set of targeted behavior were identified as needed across BUs. Need: Pull employees to live and breath this set of targeted behaviors. Solution: 2 tactical choices: 1. Connect the targeted behaviours to the organizational values Why? Anchor the targeted behaviours and avoid the need to remember them. Coherence, simplicity, enable to connect the dots/initiatives related to behaviours , avoid that initiatives are add-ons: focus on the butterfly effect / the 5% that create the 95% effect. 2. All employees , and their people context, go through an action / So what? focused process , o!BADKAR: o!BADKAR, is the frame of the roadmap as each deliverable targets one or several of the steps. Ownership (toward the company, not specifically toward the targeted behaviours = a) Care for the company enough to take the risk to stand up against e.g. their boss not demonstrating the targeted behaviours. b) Trust their boss, peers and the senior leader. And towards the targeted behaviours: Beliefs, Awakening, Desire, Abilities and Re-enforcement. Trigger a set of core behaviors. 15. A set of deliverables: 1. Shape the soft context, thanks to: O.5 day workshops, (critical incidents) for all. Agenda = Q&A to clarify + solve 2 must-wins and discover that they are better solved thanks to the embodying the targeted behaviours. Rolled-out according to a flow of change according to a Zigzag pattern (i.e. both top down and bottom up and in dispersed work- units). Followed up through random surveys about remedial actions + Intranet discussion groups. 2. Shape the hard context, thanks to the alignment to the targeted behaviours of processes. For example: Scripts for sanity-checking meetings and action plans. Alignment to the targeted behaviours of operational processes and organizational health (decision-making ). Alignment of engagement surveys. Intranet forum: spontaneous discussions and/or questions proposed by Exec team. 3. Shape a supportive context, thanks to training. For example: Event for leaders, and, regular feedback for all, based on interviews, on : a) how they behave when the stakes are high b) at what moment their behaviours contradict the targeted behaviours. Training and Peer-to-Peer coaching (open space workshop), about how to build trust and care for the company. People management processes alignment (Career paths, Promotion decisions, Performance focus, IDP, ...). 16. Situation The BU planned the launch of and engagement survey process in order to support the business performance. Need Support for the design and buy-in towards a consultative and customized process to design the survey content and the implementation choices. Ground the solution in the realities and specificities of the company and the BU. Solution Adopt a consultative risk management focused solution, delivered by first interviewing the BUs leaders and managers key success factors / risk management / . Process. Then do the same for other parts of the company. Finally a company-wide shared solution. Engagement driven by on BU. 17. Situation Ambition to send a clear message that the company walks the talk on being a career developmental opportunity. Implement a risk management initiative, aimed at accelerating the development of, the already identified, successors , with an ambition of being ready within less than 9 months. Need A process applicable to all levels of leadership (only the focus/content/tests/interview questions changes). Build an agreed upon development plan, customized to each successor, where their boss has an active role to play. Ensure a structured, collaborative, transparent and step-by-step design of the development plan. Ensure that the development plans are focused (i.e. targeted on critical gaps); Triggers a sense of urgency amongst the successors and their boss. Target on-the-job development;. Render it easier for the boss to support the growth of the