Yesterday at #cipd13 was a packed and valuable day. Today I will continue my live blogging of as many events as I can.
Live blog:
09.38
#cipd13 session e1 Hacking HR to build an adaptable advantage
a year after the concept was created and just 6 months after the launch, the cipd launch the output of this innovative online collaboration project and methodology.
the nature of work is changing. some say 50% of the jobs we are doing will be different in just 5 years.
12% of the uk workforce work from home in 2012 (source ONS)
peter cheese, the future is here, options and change is here today.
09.51
#cipd13 #cipdhack a hack is a radical problem solving solution.Michele Zanini from Management Innovation eXchange
a hack is a multi stage problem solving effort is both a radical and yet p[racxtivcal approach. its a collaborative approach, not top down.
why adaptability matters, what adaptabillity means
the enamies of adaptability
the design principles of adaptable orgs
phase 2 mini hacks
phase 3 develop and finalise adaptability hacks
phase 4 what did we discover?
(interesting that the learning phase was at the end, and not throughout)
1700 people registered and were involved, supportewd by several global coaches.
start.. to identify and recognise the key barriers to adaptability
the key barriers appeared to be:
Hierarchy, fear, decision bias, autonomy&trust, diversity, flexibility, creativity, peer collaboration, natural leadership, purpose & meaning
09.57
#cipd13 #cipdhack Helen Amery takes the stage. Helen is from Boots, and is sharing her hack of silo working
taht when we operate in a bubble,its harder to understand others peoples bubbles.
the mixitup solution is to mix people informally within the org. this may be for a day, a week or a months. the key is its fast. immediate, now, not in 6 months.
why different freom other solutions?, pace..duration (short) no contracts or structure
start small, start simple
its supposed to be valuable and fun… there is only one rule, there are no rules
10.06
#cipd13 #cipdhack Monique Jordan from Pearson education
working for the customer NOT the man
changejob descriptions, not written the traditional way by managers which are task based, reward is based on bosses assessment of work
how do we fix it? shift our focus, write the jd based on the customer journey, how the customer wants their service and how they measure success. then both the employee & manager are focused on the end result, not the process
rewards are based on customer satisfaction results!
no change is too small
10.15
#cipd13 #cipdhack Gemma Reucroft from Tunstall group
problem, chuck out your chintz.
HR are often trapped by lots opf admin.
how can HR professionals free themselves to do more added value work.
too many rules stop managers for thinking for themselves.
the chintz test was developed to see what could be reviewed
10.18
Have a cerimonial shred, get people around the shredder and get rid of stuff that adds no value. #cipd13 #cipdhack
Gemma has not told people in her business what she is doing, and ist waiting for people to notice that they have changes some things and stopped doing things that do not appear to add value
10.24
#cipd13 covertly disrupt the org, enable people to do things
tell people they can do what they think is right, they may be resistant at first, buty they soon start taking real action and develop.
push people outside their comfort zone, some may be scared. esp managers.
staff feel good about being responsible
10.29
#cipd13 read the fuller notes from tweets at https://rapidbi.com/cipd13-day-two-the-journey-continues/
10.31
questions from the floor on challenges faced by the speakers and their orgs
https://rapidbi.com/cipd13-day-two-the-journey-continues/ #cipd13
10.33
how can we add the social aspect of both internal & external resources to deliver hacks internally? #cipdhack #cipd13
11.27
#cipd13 session f1 The end of competitive advantage: how to keep your strayegy moving as fast as your business with Rita McGrath @rgnmcgrath
sustainable competitive advantage.. is it really sustainable
a comparison of 2 photo fitms Fuji & Kodak
after an economic crisis on silver. most photo chemical firms relaxed when the problem was resolved. Fuji were different, they were uncomfortable. they looked at the future differently, and diversified, and were one of the really early adopters of digital. kodak did not.
“nostalaga as a business strategy” its waht kodak had as a business model.
HR is an important player
leadership can prepare people to see whan competetive advantage is being undermined. talent can protect business if we flex stratyegies
new forms of competition that many never considered.
in the past industry was seen as the big competition, the reality is its not your industry that will be your biggest competitor in the future.
if you only benchmark against your own industry, you will not seen the downward slope. you need to benchmark against other sectors
the new playbook for stratyegy
11.28
#cipd13 don’t hire for skill, hire for learnability https://rapidbi.com/cipd13-day-two-the-journey-continues/
11.29
#cipd13 things we take for granted do disapear.. phone books, dial up internat, CDs, VHS, typwriters
what MIGHT change? what do you relyon now that may not exist or be impotrtant in2 years time?
11.34
#cipd13 deft resource allocation…the best orgs put their best people on opportunities, the average org put their best people on problem solving
11.39
#cipd13 discovery driven leadership. willing to accept variences. LEADERS NEED TO EXPECT SUPRISES. GOOD & BAD. YOU WANT TO HEAR IT QUICKLY
“DONT BRING ME A PROBLEM YOU DONT HAVE A SOLUTION TO”
This misses the point of leaders driving collaboration & strengths
“you cannot manage secrets”
11.44
#cipd13 “tour of duty careers” where people deliver the goasl and move on.. either in or out of the org
11.53
#cipd13 people do not get punished for sins of ommission.
for innovation to work and be embedded you need metrics. have financial measures, net present value thinking does not woek in a changing landscape.
many projects get abandoned, and they too have a residule value, even in learning.
we assume the core business is not going to fade away, this is rare!
11.57
#cipd13 if you see a future problem, you need to describe a vivid image of the problem. work back date wise for the what ifs or potential indicators
15.53
#cipd13 the final session of day 2 with Dan Pink. Leadership & the new principles of influence
15.57
#cipd13 a big part of what we do is influence @cheese_peter
16.03
#cipd13 Dan takes the stage. why sales is improtant to hr & people
what 50 years of science research tells us is that if then rewards are good for short term repetitive work, but the same research tells us that they are not so good for long term & complex work
sales rewards are conventional if..then systems. and sales people game the system to be good for them and poor for the business
remove commissions & increase salary, sales go up
most eliete business schools do not teach sales
16.05
#cipd13 many sales & management systems are based on assumptions that are not true.
asssumption #1 orgs would not need sales people in the future
16.05
#cipd13 do management consultants get paid by the syllable of the words they use?
16.14
#cipd13 approximately 10% of the workforce are in sales. this is stable & has been for a few years
hunches are good… data is better
Q what % of your time involves convincing people to give up something they vale?
its not kust “sales” that do this
what is your % in your role
in a survey that matched the us demographic 40% said they influence. this is sales .
internal selling, is selling with a twist, the transaction is not abouty $$ but time. 40% of our time is sales activities
like it or not, we are all in sales now
HR use a lot of time influencing, we are selling a lot. just because your biz card does not say sales dos’t mean you dont do sales
why do many of us recoil at the thought that most of us spend much of our time in sales
16.25
#cipd13 what is the first word that comes to mind when you think sales or selling.
survey captured. top 25 words.
our view of sales is outdated. the world has changed.
traditionally the seller had more info than the buyer… this is not true any longer.
data transparency changes the sales dynamic
there is a 100% male association with sales and sales behaviours
16.30
#cipd13 3 qualities in influencing and sales
ATTUNEMENT perspective taking, see it from the perspective of others
BOUYANCE recontexture of fasilure, resolience
CLARITY everyone has info, accessing info to CURATING information. seperate the value from the nois. sense making
16.40
#cipd13 we used to put emphasise on problemsolving, to problem finding. can we find the problems people arew experiencing. finding answers is easier than ever with access to data
5 take aways
1) you need to work out instince.. your perspective or the perspective of others
build “state” maake people feel powerful..then people tend to change their own perspective
the more powerful someone feels , the more self perspective based thet are
HBR “when you feel powerful you task to much”
gold standard of takeaways, can you do it tomorrow with no budget.
increase your effectivness by briefly reducing your feelings of power
16.48
#cipd13 the most effective form of power is to give up your freling of power
study of negotiations
focus on the thoughts? interests & feelings?emotions. thinkers did better. attunement is more than emphathy.
use your head as much as your heart, esp when working with more powerful people
who is better at sames introverts or extroverts… extroverts.. just.. but the ambiverts did better than EI
16.49
#cipd13 dan pink is talking introver & extrovert.. but what model& mbti or social seems this is mixed. what definitions?
16.51
#cipd13 be yourself. do not try to be like others. be a better version of yourself, not emulate what we think
16.57
#cipd13 buoyancy self talk.. reseasrch says we are best to go in is ask yourself “can you do this”? its better than “you can do this”
being active, quesations turn the wheels, a little more active response
Bob the Builder.. the grewatest leasder in theUK since Churchill
17.01
#cipd13 when we try to predict behaviour we understate the importance of context
make it easy for people to act
its less important to change peoples minds, but make it easy to act
17.01
#cipd13 you are all in sales, and sales is not what it used to be
17.02
this is the end of the #cipd13 confernce
thanks for following
If nothing above this line please revisit in an hour or so and refresh you page
Please also see http://cipd.tumblr.com/ for a collection of thoughts and links from the day
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