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Intrinsically motivated people are the real driving force behind Lean | Agile Enterprises. Their drive and desire to make a difference builds the foundation for the new talent contract. The ensuing power shift will give Agile people a voice in shaping the way their organization, leaders, and HR interacts with them – not only when
Lean | Agile has evolved as the predominant, most effective way of working in today’s turbulent times. And while Lean | Agile actively addresses critical aspects of Human Resources (HR) like engagement and performance; it also highlights the disconnect of traditional HR practices in the digital age. It is time for HR to embrace the
Dear Reader Times could not be more exhilarating for Human Resource Management. Shifting workforce dynamics, digitalization, workplace flexibility, employee appraisals eliminations, and holacracies meet low engagement levels and crippling talent shortages. Modern challenges require progressive solutions and modern employees require a specific kind of setting, leadership, and empowerment in order to thrive. And no matter
Organizations misleadingly believe that their Performance Management will miraculously separate your people into groups and reward the stars and deal with the low performers. They might even apply forced rankings to guarantee an adequate separation between the two. Stop pretending! You don’t need annual reviews to know who your players. Accept that handling (poor) performance
Companies excel at calculating ratings. They judge, force rank, provide infrequent and limited feedback and assess outdated, obsolete, and irrelevant goals. And then wonder why appraisals are so despised! Forget performance ratings and annual appraisals. Instead create a culture of mutual respect where candid dialogues, continuous feedback, knowledge sharing and learning is an integral part
Due to the industrial era belief that money is the strongest (and only effective) motivator for employees, traditional Performance Management approaches are strongly linked to cash incentives. But ever since Daniel Pink’s “Drive” (and decades of scientific studies) we know, that 21st century knowledge workers are in fact intrinsically motivated and driven by mastery, autonomy
Companies must constantly evolve to meet new challenges and opportunities. Learning and development is a key part to that equation – not only on a personal but also an enterprise level. You must provide the time and space for people to inspect and adapt in order to create a learning culture that is supported by
The digital age belongs to knowledge workers who think outside the box. No wonder, constricting processes and micromanagement are not going down well. Make sure to bring those talents together in collaborative, self-organizing teams and throw fast feedbacks, constant communication, access to data and knowledge, and decentralized decision-making into the mix. But don’t worry about
We operate in a complex and highly demanding world with an endless need for innovative and mind-blowing results. Being able to inspire people to greatness is imperative. It takes a strong vision – not just a nice plague on the office wall – but one that people share. This is your anchor for a roadmap
The accelerated pace of today’s business world makes it increasingly difficult to think in multi-year cycles and set rigid top down goals on an annual basis. You can handle that by reducing the cycle time and implementing an iterative, interactive process. That way you can deliver results while being able to adequately adapt to internal
