#cipd13 Annual Conference in Manchester

Welcome to Manchester in the UK. Today is the start of the CIPDs annual conference for HR & L&D professionals.

As I have done in the past I will attempt to blog live from each session, highlighting some of the key points the presenters highlight. This will be live, so please expect spelling and typos. In the next few days I will return and correct. My goal is to share with you as the conference progresses

Below this line will appear the content, if nothing is here please come back after 9am GMT. Throughout the day you may need to refresh the page

09.45

#cipd13 #cipdevents

first session of the day. opening keynote Creating the best workplace with Peter Cheese, Rob Goffee from London Business School and Garreth Jones from IE Business School Madrid.

09.57

#cipd13 Peter Cheese takes the stage.

opens mentioning the 100th centenary, and the diversity and challenges HR face in supporting our businesses.

The CIPD recognise that as well as supporting HR, hat SMEs, L&D & consultants are recognised & supported.

10.03

#cipd13 the cipd needs to be more relevant to global practitioners

Emerging framework for the future of HR

context…HR & learning procsses, practices, policies (inc metrics)….Science of HR (our foundation, hoe we relate to people)….biz commercial insight & analytics

Peter Cheese is working with CIMA to bring HR & finance closer together. we need solid tangible metrics.

10.05

#cipd13 the cipd is championing better work and better life

10.08

#cipd Gareth & Rob take to the stage

their presentation is based on a apper published in Harvard business review, the best workplace on earth

“what’s news”.. it is mot about what is new… but what is true

10.09

#cipd13 effective leadership excites people to exceptional performance

exceptional performance is not an option but a survival strategy

10.13

#cipd13 if you want to be a more effective leader.. be yourself more with skill #leadership

many leaders say they will be more authentic when they work in an authentic org.

authentisity is necessary but insufficient condition

11.04

#Authentic #leadership.. why should anyone work here?

• culture a management fad that does not go away
• performance, work here because we win
• Employer brand / both to those that work here and might work here. does image match reality
• engagement/ because i’m absorbed, involved, commitment / i am enabled to make an effective contribution

the authentic org.. many responded with “are there any?”

what mighjt the best orgs look like? what are their aspirations? their dreams?

in a knowledge based economy, the task of leadership is authentcsity of task, place and person

DREAMS

D Difference beyond diversity. I can be myself here? resist the machine ? commitment, creativity & customer experience. nurture characters builds customer experience. people that dont quite fit in. Org Imperatives, build cohesion without homogenisation, encourage conflict, nurture characters (they makes us special) line execs must recruit people. rewcruit people that dont fit,

R Radical Honesty? you’re told what is really going on.the day or corp secrets are gone, stop sanatising bad news. tell the truth before someone else does.. Org imperatives, share info, dont hoard it,

E Extra Value? your strengths are magnified. Reversing labour theory of value. marx theory of commerce. the task is to attract people that are already valuable.. involve employees, external champion & advocated… org imperatives, be the place where the best want to strut their stuff. let people grow through what they do, think creastivly about training

A Authenticity youknow where we’re coming from and what we stand for. how many rewrite of your mission statements?. How do you spot the real thing? a rooted sense of identity.(see mutual new your life). the extent to which the brand culture is lived.. obsessively. Purpose, standards, relationahips. Leaders model the values, authentic orgs have authentic leaders. Org Imperatives? be viglence on brand and culture. be suspicious of fads. Linking the personal and org values. acknowledge legacy = learn the stoiries of the past

M Meaning. The work makes sense. “meaning at work” in search of meaning.. increasing pleasure and reduce pain. Why work is meaningless (and stressful), scale, devision of labour, time lags between effort and reward.

you will be supprised what people find meaningful… dont impose your assumptions on others experiences. Meaning comes from the job. Connection one job to another. Community 47 47 47 =100k  or 60 50 17 =50k Cause. a significant factor in mthe meaning for people.” is that all their is” EY buid a better working world. org imperatives, organise enthusisams, work on connectiobs, internal & external. HR is to build the right social archecture

S Simple Rules, we believe in the rules, free of stupid rules, free of beauracy. freedom rests on constraint.

Good rules, simple & agreed, (not complex & imposed),systemisation v bureaucatisation. call not email eachother

mock, punishment & representativr. mock, when we collude to ignore rules. if too many, people do not know if they are breaking or not. org imperatives, be vigilant, academics are knowm for making the world more complex than it needs to be.. Involve & chack to get them right. Fairness. good rules are seen and believed to be fair.

a goal? close down the department of rules… HR

11.05

#cipd13 follow more details on my blog https://rapidbi.com/cipd13-annual-conference-in-manchester/ #cipdevents

11.09

#cipd13 a great session from Gareth & Rob. I will be revisiting their publications

finishing comments

people want to good work. its a human desire.

work is the defining human characteristic

people need to work. bees are good architects, they just dont know they are doing it.

good work=good societies

HR is in the business of building the org of your dreams

11.10

#cipd13 a powerful session warrenting reflection and revisit of this materials https://rapidbi.com/cipd13-annual-conference-in-manchester/

11.47

#cipd13 sesssion a1 Techniques to enable Transformational employee engagement with David MacLeod & Nita Clarke of the employee engagement taskforce. Charied by Jonny Gifford

11.50

This is the fullest I have seen the auditorium for a session here at #cipd13

11.57

#cipd13 the way people perform at work is directly related to the culture and values of the org

12.00

employee engagement . we know it when we see it. but its hard to describe #cipd13

12.03

management topics come and go, but employee engagement is something more profound. #cipd13 The challenge is about finding a pragmatic solution for each culture and context

fewer and fewer people are prepared to leave their brain at the door when they arrive at work

12.06

#cipd13 knowledge is widly dispursed, the old addage of knowledge is power is no longer true.

customers are more demanding,

Leaders need to earn the right to lead, they need to be prepared to answer the “why” questions our people ask, and we should expect them to ask.

12.08

#cipd13 busines leaders do not accept poor perfotrmance of capital plant, but they will accept poor performance from their people. If people are not engaged we will not get sustained performance from our people. Our people are often one of our most expensice assets

12.10

follow my blog on events at https://rapidbi.com/cipd13-annual-conference-in-manchester/ #cipd13 #cipdevents

12.23

#cipd13 are the values on the wall reflected in the way people act? #employee engagement

12.25

engagement is not something extra, its what you do #leadertship #cipd13 #cipdevents

14.04

#cipd13 what neuroscience explains & challenges about leadership with Dr Jacqui Grey

14.11

#cipd13 Jacqui is from the neurosciencegroup

neuroscience of how leaders:

make decissions & solve problems

70% of leadership programs fail

14.11

#cipd13 65% of people prefer a better boss to a pay rise

14.16

#cipd13 we expect a lot from our leaders, maybe too much. do we put our leaders up on pedistals.

we see the world through our own filters. we are looking for references that validate with our knowledge and beliefs.

when beliefs cause insecurities, then this can unmdermine our leadership capabilities.

98% of leaders misread a situation because of preconcieved beliefs

14.21

#cipd13 we change our behaviours when we have better insights.

if you are freed up from threat and fear we can more easily be authentic

how do you create trust easily? how can neuroscience help? developing or improving “reward state” in peoples minds you will have trust.

we need new thinking to change behaviour

14.26

#cipd13 people cannot focus on more thasn one thing at a time..

performance management, neuroscience shows thast 59% of people do not respond to feedback

people have eithre a “fixed” or fluid mindsetFixed mindset =less learning from mistakes

growth mindset do learn from mistakes, they do not need feedback, they know and will adapt.

people in a fixed state are in a fear state and not able to process the feedback

14.27

#cipd13 a pm system is naturally seen as a threat.

14.31

#cipd13 the more information we are given to process the less we are able to do.

14.36

#cipd13 the SCARF model

threat (taward)…………………Reward (toward)

S Status .. how do we see ourselves than others

C Certainty

A Autonomy

R Related

F Fairness

14.43

#cipd13 positive experiences leads to better and more open creativity

14.48

#cipd13 look at SCARF rock & cox 2012 for the behaviours leaders can use, harnessing neurological responses

16.31

#cipd13 last session of the day increasing the impact of internal management development programmes with Andy Lancester @andylancesteruk

16.37

#cipd2013 the session is designed to cause some ripples both in the room and in our businesses

effective middle managers are crucial

16.39

#cipd13 the value and flavour of our organisations is set by the actions of our middle managers. <5% of performanace results come from top managers

16.40

#cipd13 HBR 2?3 of middle managers feel they are not competent for the job

1?5 of managers do not have time for 1 2 1s

16.41

#cipd13 effective org chanmge is not about what and how… buy why

16.55

#cipd13 an effective management dev programme is about: Knowledge, practice and qualification (recpgnition)

training… insource or outsource? what fits the resources and barriers. Having control and bringing this inhouse is important

• align to business
• what drives the prog top down, bottom up
• how can we involve managers in the programme design **important
• chose live theme content rather than norms
• ..and offer personal choice in the ongoinng programme
• what unique content links to business improvement
• how can we ensure transparency in allocating opportunity
• why not consider pioneereing an inhouse qualification?

In L&D we need to be brave and bold about whaty we do

17.08

#cipd13 achieve inward investment

Which key partnerships will add org value?

17.13

Improve networking,

what barriers could the programme help to breakdown?

social learning is a powerful tool often overlooked. Action Learning is one tool. also the firm is using MS  Lync.

Improve networking through action learning and virtual groups. Support groups can help build a positive and supportive environment.

evolving the provision

how do we define future factors that shape learning

17.21

Great for @andylancasteruk has given a warts and all account. a great speaker aith a real p[assion for what he does

End of day one, thanks for following

Mike Morrison is the head of global training for a Major Logistics firm and writer for RapidBI