Will give you prioritised improvement interventions

As referred to in the report we will follow the Pareto principle and will stastically get 80% of our results by addressing 20% of the development areas. The recommendations are not “blanket” recommendations but are specific to each of the groups we decided on. Hence the executive summary.

The Business council of Australia recently asked the question:

“How can Australian enterprises grasp and create new opportunities emerging from globalisation, technological change and the knowledge economy? How can we create leading, high performance workplaces that are characterised by their creativity, innovation, flexibility and competitiveness? Workplaces where people choose to work and give freely of their energies and feel and sense of personal achievement, satisfaction, individual purpose and security. Where there is synergy between personal missions and work challenges, and organizational achievement. And where the workplace sense of community contributes to overall social cohesion.”

Their answer as follows:

“After assessing the results of our field research and interviews we concluded that quality working relationships represent the central pivot”.

Examples of prioritised interventions are:

Scenario planning

• Set and sell a clear goal. There has to be understanding and buy-in for this if any of the following recommendations are to be implemented successfully. The goal will be broken down into organisational aims.
• Align the whole of the organisation to the goal. Alignment to goal does not necessarily imply that the same strategies have to be followed by all sections for reaching and implementing aims applicable to them.
• Focus the business strategies on the aims and ensure alignment with the longer term goal for the business. A single strategic planning session by management will not cover this (each section will have to do its own strategic planning session).

Revisiting the structure

• This must be done after the strategic planning is completed and every section has a strategic plan in writing and have clarity on the alignment of this strategy to the overarching goal of the organisation.
• A very clear internal supply chain with communication protocols must be visible in the organisational structure. The single most important reason for having an organisational structure is to enable employees to implement strategies for reaching the goal in the most efficient and effective way.

The following are essential issues that need to be addressed:

• Workshops to implement the interventions as recommended in the people touchstones (normative communication outputs). Workshop the recommendation with the people involved. It is the only way to get buy-in and positive involvement in the improvement of the applicable group.
• “Best for business principles” must be designed by employees representing a vertical cut of the organisation.
• Organisational values must become something every employee lives and works by. This can be designed in the same session where “Best for business principles” are planned.
• Role clarification needs to be addressed as a matter of urgency. Things like flexibility, innovation options, career paths, minimum outputs, clear receivables and deliverables etc needs to be addressed when doing this.
• Make time for interventions – even if it means changing existing contracts. Every section needs to be structured so that there is time for at least a one hour per week training, meeting, staff development, meeting with management etc session.
• Non-monetary incentive schemes must be investigated.

od21 is an inspired organisational behaviour consulting firm. From mapping the DNA of an organisation, through designing the ideal genetic make-up and human capital development program to achieve strategic objectives, od21’s innovative analyses and recommendations provide solid, performance enhancing results.

While other human resources consulting firms might offer workplace surveys, unique to od21, is the resulting scientific modelling that is both diagnostic and predictive.

The hardest task we face as managers is determining how to motivate our employees. Because we are all different as people, what works for some, won’t work for others. As attracting and retaining key talent becomes a global competition, more and more human resource studies prove that money is not the motivator it has historically been believed to be.