people management: need for paradigm shift
DESCRIPTION
My talk on how volunteers could be used as model for people management in today's time and age at PMI Pune-Deccan India Chapter's Annual Project Management Conference "OnTarget 2014 - Leadership for Effective Project Management"TRANSCRIPT
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People Management: Need for a Paradigm Shift
Tathagat Varma, VP, Strategic Process Innova2ons and HR, [24]7 Innova2on Labs
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Are you pu)ng a man on moon?
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Gallup State of the Global Workforce 2013
How many employees are engaged at
work?
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h=p://www.halogensoCware.com/blog/the-‐dollars-‐and-‐sense-‐of-‐employee-‐engagement
What is Engagement?
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Engagement Cycle
h=p://www.bpanz.com/page/Services/Employee_Engagement_Model/
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Disengagement Cycle
h=p://www.bpanz.com/page/Services/Employee_Engagement_Model/
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Key Drivers of Employee Engagement
Rela%onship with immediate
supervisor
Belief in senior
leadership
Pride in working for the company
h=p://www.dalecarnegie.com/assets/1/7/driveengagement_101612_wp.pdf
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h=p://www.tobiasdahlberg.com/2013/04/08/the-‐human-‐side-‐of-‐engagement-‐version-‐2-‐0/
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h=p://businessjournal.gallup.com/content/26755/strengths-‐next-‐generaSon.aspx
What can you do?
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Working remotely is good for business!
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How does Hierarchy Impact?
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Tall vs. Flat
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The Corporate La)ce – Cathleen Benko and Molly Anderson
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How about Career Path?
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h=p://us.whirlpoolcareers.com/CAREER-‐DEVELOPMENT/mapping-‐out-‐your-‐career.aspx
Horizontal Career Path
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h=p://us.whirlpoolcareers.com/CAREER-‐DEVELOPMENT/mapping-‐out-‐your-‐career.aspx
Cross-functional Career Path
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h=p://www.deloi=e.com/view/en_US/us/Insights/Browse-‐by-‐Content-‐Type/deloi=e-‐review/e207a920f718d210VgnVCM2000001b56f00aRCRD.htm
Ladder vs. Lattice
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The Corporate La)ce – Cathleen Benko and Molly Anderson
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h=p://hrweb.berkeley.edu/learning/career-‐development/self-‐assessment/career-‐direcSon
Career Lattice
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From ‘employees’ to…
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Why do people volunteer?
Achievement RecogniSon and feedback Personal growth Giving something
back Bringing about social change Family Ses Friendship &
support Feeling of belonging Help others
Make a difference Find purpose Enjoy a meaningful conversaSon
Connect with your community Feel involved
Contribute to a cause you care
about
Use your skills in a producSve way Develop new skills Meet new people
Explore new areas of interest
Impress your mom (my personal favorite!)
Expand your horizons
Get out of the house Make new friends Strengthen your
resume Feel be=er about
yourself Feel needed Share a skill
Get to know a community
Demonstrate commitment to a
cause/belief
Gain leadership skills Act out a fantasy Do your civic duty Pressure from a
friend or relaSve SaSsfacSon from accomplishment Keep busy Repay a debt
Donate your professional skills
Because there is no one else to do it To have an impact Learn something
new Freedom of schedule
Help a friend or relaSve For escape To become an
“insider” Guilt
Be challenged Be a watchdog Feel proud Make new friends Explore a career Help someone Therapy Do something
different from your job
For fun!
For religious reasons
Earn academic credit Keep skills alive
Because an agency is geographically
close
An excuse to do what you love Be able to criScize Assure Progress Feel good Be part of a team
Gain status Test yourself Build your resume To be an agent of change
Personal experience with problem, illness, or cause
To stand up and be counted
Because you were asked!
h=p://volunteermaine.org/blog/why-‐do-‐people-‐volunteer
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7 Traits of Amazing Volunteers
Results-‐driven
Passionate professionalism
CollaboraSve tribal mindset
Make no excuses
Constant champions
Energizers
It’s a match h=p://www.forbes.com/sites/michaellindenmayer/2013/06/03/7-‐traits-‐of-‐amazing-‐volunteers/
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Conclusions
Engagement is perhaps the single-most important x-factor
Reduce hierarchy so that people can get stuff done!
Let people build their careers on their own…with your support
If we can help employees become ‘volunteers’, work will become a vocation!
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References • h=p://www.kernsanalysis.com/sjsu/ise250/history.htm • h=p://www.accel-‐team.com/moSvaSon/hawthorne_03.html • h=ps://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs • h=p://en.wikipedia.org/wiki/Hawthorne_effect • h=p://en.wikipedia.org/wiki/George_Elton_Mayo • h=p://en.wikipedia.org/wiki/Fordism • h=p://www.aon.com/apac/human-‐resources/thought-‐leadership/talent-‐
organizaSon/APAC%20Trend%20Employee%20Engagement/2013-‐APAC_Trend_Engagement.jsp
• h=p://www.forbes.com/sites/alanhall/2013/03/11/im-‐ou=a-‐here-‐why-‐2-‐million-‐americans-‐quit-‐every-‐month-‐and-‐5-‐steps-‐to-‐turn-‐the-‐epidemic-‐around/
• h=p://blogs.hbr.org/2013/07/disengaged-‐employees-‐do-‐someth/ • h=p://www.justrabbits.com/rabbit-‐hierarchy.html • h=p://holacracy.org/blog/whats-‐wrong-‐with-‐your-‐organizaSonal-‐structure • h=p://www.inc.com/peter-‐economy/7-‐steps-‐engaged-‐employees.html