Designing Adaptive Careers - Better Software 2015

DesigningAdaptive Careers

Marco Calzolari Better Software 2015

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1. Find your missing pieces 2. Present yourself within group 3. Discuss sentences 4. Summarize to audience

…deciding when a people change is needed.

Now, we tend to make a people change when someone is displaying poor performance. And it seems obvious, but that’s not the right answer. First, it’s not the right answer because there’s lots of research that shows that people procrastinate.

There’s research by McKinsey and others that show that 90% of executives consider their organizations lousy at removing poor performers. 90%! Can you imagine a soccer team where you don’t remove 90% of the poor players?

So when should you make a people change? Not by looking at the past performance, but by looking at the future.

Strategic fit:

some people are good for start-ups, some people are good for turnarounds, some people are good for managing a cyclical business.

Cultural fit or organizational fit:

there are some organizations that focus on the long term, while others are focused on the short term. There are some organizations that are hunters; others are farmers. There are some organizations that work as a team; there are some organizations that work individually.

we have this old brain for a new job

The human animal is two million years old, and our brain is a piece of hardware that didn’t have any major upgrades for the last 10,000 years. And you know, the decisions of the primitive man when someone was approaching had to be instant and unconscious, and they were based on whether the person was similar to you, whether the person was familiar to you, whether you felt comfortable.

Now, today, when you want to build great teams, what you want is exactly the opposite to that set of criteria. You want to have the value of complementary skills, which imply diversity—which is the opposite of similarity or familiarity.

the knowledge-work productivity distribution

Despite the fact that we are very similarly gifted when it comes to basic skills such as walking, when you get into knowledge-work, the more complex the job, the larger the spread in performance.

For example, if you go to a traditional line worker, or worker on an assembly line, and you look at the productivity, you would have a distribution. If the average productivity is 100 pieces per minute, you would have a standard deviation of about 20%.

Now, the interesting thing in the knowledge-work world is that standard deviation is not 20%, it can be 1200%!

GROW: Identifying and Fostering Talent Daniel Goleman Claudio Fernández-Aráoz

7

Basics & References8

What we talk about when we talk about TALENT

Defining TALENT

An individual's talent is the product of ability (competence, education, training and experience), coupled with motivation (engagement, satisfaction, challenge and wellness) and opportunity.

(Van Dijk, 2008)

10

Defining TALENT

“Those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential”

Chartered Institute of Personnel and Development

11

12Defining TALENT

Dave UlrichHuman Asset Summit. Budapest, 25–26 October 2011.

COMPETENCE Right person,

right place, right time, right skills

COMMITMENT Value proposition:

what do I give? what do I get?

CONTRIBUTION How can meaning be created in the

organization?

Why they don’t see my talent at work? – Me (20 yrs ago)

How can I recognize all of

their talents?

– Me (today)

15Stay Interview

“What will keep you here?”

Better understanding all of “your” people. Demonstrate that you value them as human beings. Encourage them to stay on your team.

Beverly Kaye, Sharon Jordan-Evans Hello Stay Interviews, Goodbye Talent Loss– Berrett-Koehler Publishers, 2015

16Exclusive / Inclusive

Exclusive group of people,who had high potentials identified as “top talent”. vs

Everyone has talent. Potentials exist in more than a few people at the top.

Make Your People Before You Make Your ProductsPaul Turner, Danny Kalman – Wiley, 2014

17Adaptive Organizations

Niels PflaegingOrganize For Complexity– Lightning Source Inc 2014

18Adaptive Organizations

Niels PflaegingOrganize For Complexity– Lightning Source Inc 2014

19Networked Careers

Employment should be an Alliance

Employee invest in the Company’s Success Company invests in the Employees’ Market Value Through Clear Missions with Realistic Time Horizons

Reid Hoffman, Ben Casnocha, Chris YehThe Alliance: Managing Talent in the Networked Age – Harvard Business Review, 2014

20Networked Careers

Dave UlrichLatest trends and strategies in Talent Management, 2011

People before Products

Employees as customers

Konosuke Matsushita (1894-1989)— Founder of Panasonic

Yet Another Goddamn Canvas

Iterative Career Development 23

Proposition

Mentorship

Feedback

REVIEW

24PERSONAL VALUE PROPOSITION JOB TITLE

WHAT I LIKE

DON’T LIKE TOO MUCH

OVERALL STRENGTHS

PURPOSES MAIN ACTIVITIES

BETTER NOT

AREAS OF IMPROVEMENT

NEEDS

MUTUAL COMMITMENTS OVERALL OUTCOMES

PERSONAL VALUE PROPOSITION JOB TITLE

WHAT I LIKE OVERALL STRENGTHS



NEEDS


PUBLIC

TRUST

INDIVIDUAL ORGANIZATIONAL

25





NEEDS


26

AUTONOMOUS SYSTEMIC





NEEDS


27

HINDSIGHT FORESIGHTINSIGHT


WHAT I LIKE


OVERALL STRENGTHS


BETTER NOT


NEEDS


29PERSONAL VALUE PROPOSITION

WHAT I LIKE


OVERALL STRENGTHS

PURPOSES


NEEDS


Stuff you love Activities you love doing. Tasksthat make you feel “in the flow”.

What you don’t like too much What duties are slowing you down from improvement?

30Stuff you love Activities you love doing. Tasksthat make you feel “in the flow”.

What you don’t like too much What duties are slowing you down from improvement?

Strengths Your biggest advantages. What you can guarantee?

Areas ofimprovement About your weaknesses.What do you feel you’re missing?

31PERSONAL VALUE PROPOSITION

WHAT I LIKE


OVERALL STRENGTHS

PURPOSES


NEEDS


Strengths Your biggest advantages. What you can guarantee?

Areas ofimprovement About your weaknesses.What do you feel you’re missing?

Purposes What are your intents?How you will improve

the whole company?

Needs Ask for support.

You deserve tools, help and development.


OVERALL STRENGTHS


BETTER NOT


NEEDS


Purposes What are your intents?How you will improve

the whole company?

Needs Ask for support.

You deserve tools, help and development.


OVERALL STRENGTHS


BETTER NOT


NEEDS


Activities Tasks and functions

you should do. Interactions,Responsibilities.

Better not doing Things that we’d better

avoid in order to succeed.

Activities Tasks and functions

you should do. Interactions,Responsibilities.

Better not doing Things that we’d better

avoid in order to succeed.

Organization Design


OVERALL STRENGTHS


BETTER NOT


NEEDS



OVERALL STRENGTHS


BETTER NOT


NEEDS


Organization Design

Organization Design

Virtual Hiring


OVERALL STRENGTHS


BETTER NOT


NEEDS


Job Title Should be written on your business card.

Personal Value Proposition Pitch yourself. How we will be a better company because of you?


WHAT I LIKE


OVERALL STRENGTHS


BETTER NOT


NEEDS

Job Title Should be written on your business card.

Personal Value Proposition Pitch yourself. How we will be a better company because of you?

Mutual Commitments How we will address issues and create opportunities?

Overall Outcomes How will we know that we're both on an improvement path?

DON’T LIKE TOO MUCH BETTER NOT


NEEDS


Mutual Commitments How we will address issues and create opportunities?

Overall Outcomes How will we know that we're both on an improvement path?

Not to cover (for now)

CompensationsRewards

Personal topics or preferences: sex

religionpolitics

soccer (in Italy)


WHAT I LIKE


OVERALL STRENGTHS


BETTER NOT


NEEDS


Let’s share Our Insights

(if any)

Marco Calzolari Better Software 2015

twitter.com/marcocalzolari linkedin.com/in/marcocalzolari

THANK YOU :-)

https://twitter.com/marcocalzolari

https://www.linkedin.com/in/marcocalzolari

Designing Adaptive Careers - Better Software 2015

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