Erasing the Org Chart - RESULTS Oriented HR Practices


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HR Florida 2011

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  • Is your company bogged down in old rules, levels, and standard operating procedures? What’s the dumbest rule at any company you’ve ever worked for? (Not necessarily your current job.) What one rule gets most roundly ignored in your manual? complained about? Why is it still there, then? What’s the cost of that kind of rule? Why does the rule persist, then?
  • How do you think our employees feel when we treat them like potential criminals? After all, we all had layoffs in the last couple of years. The people who are left are supposed to be our best and brightest, most trustworthy.
  • The org chart tells you nothing, only who reports to whom. Most of the middle managers are gone anyway, or are doing two jobs. What does an org chart tell you? What does an org chart NOT tell you? In the last two or three years, we’ve all taken on much greater responsibilities, and have deeply revised what we expect of our employees. I’d submit that who reports to whom is no longer nearly as relevant as what people get done. We’ve slashed our middle management, most of whom are now working managers anyway.
  • Erasing the Org Chart - RESULTS Oriented HR Practices

    1. 1. Erasing the Org Chart: Toward a More Fluid, Results-Based Definition of Work Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR
    2. 6. Your Work Has Changed <ul><li>Stabilizing </li></ul><ul><li>Rules </li></ul><ul><li>Procedures </li></ul><ul><li>Org Charts </li></ul><ul><li>No Exceptions </li></ul>Creating Customization Change Results Resourcefulness ROI
    3. 7. Focus on RESULTS <ul><li>R esources </li></ul><ul><li>E xpectations </li></ul><ul><li>S eries of guideposts </li></ul><ul><li>U ltimate goal and consequences </li></ul><ul><li>L isten to concerns/obstacles </li></ul><ul><li>T ime study </li></ul><ul><li>S hare cultural norms </li></ul>
    4. 8. Get Organized Around the Company’s Future Toss out the Past
    5. 9. Developing RESULTS <ul><li>Check out current practices </li></ul><ul><ul><li>Current metrics </li></ul></ul><ul><ul><li>Pareto out issues </li></ul></ul><ul><ul><li>Ask 5 why’s </li></ul></ul><ul><ul><li>Root cause </li></ul></ul><ul><li>Eliminate irrelevant practices </li></ul><ul><ul><li>Slate for deletion </li></ul></ul><ul><ul><li>Sell to execs </li></ul></ul>
    6. 10. Developing RESULTS <ul><li>Company strategy </li></ul><ul><li>SWOT human capital needs against strategy </li></ul><ul><li>Generate draft high-level RESULTS </li></ul><ul><li>Communicate with execs </li></ul><ul><li>Break down RESULTS into business plan by division or team </li></ul><ul><li>Communicate with managers </li></ul><ul><li>Work with managers to break down RESULTS to individual level </li></ul>
    7. 11. Communicating RESULTS <ul><li>Individual employees should have some say </li></ul><ul><li>Be careful about assumptions: </li></ul><ul><ul><li>time studies </li></ul></ul><ul><ul><li>old processes </li></ul></ul><ul><ul><li>shared resources </li></ul></ul><ul><ul><li>unintended consequences </li></ul></ul><ul><ul><li>unstated anxieties </li></ul></ul>
    8. 12. Timeline Current state analysis 2 months Destructuring 1 month Strategy/SWOT 2 months Selling and Managing Change 3-8 months
    9. 13. “ Rules are like fingernails. You have to cut them back every once in a while if you want to be nimble.” Timeline for Reinforcement: FOREVER
    10. 14. Franny Oxford 408-372-6696