The Absolute Must-Do's to Build an Agile Organization
 

The Absolute Must-Do's to Build an Agile Organization

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Check out these mission critical to-do’s and see how learning and performance management strategies can build agility within your organization.

Check out these mission critical to-do’s and see how learning and performance management strategies can build agility within your organization.

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    The Absolute Must-Do's to Build an Agile Organization The Absolute Must-Do's to Build an Agile Organization Presentation Transcript

    • The Absolute Must-Do’s to build an agile organization
    • A company’s agility trumps efficiency as today’s predictor of success. What do we mean by agility? It’s how powerfully your organization can react to changes in the marketplace, recognize and close employee skill gaps, and align the right people in the right places to handle any pivots in business strategy. How can you make your organization more agile? There are several critical things you must do.
    • Build a high-impact learning culture High-impact learning transcends the traditional model of development—learn, take a test, determine competency— and incorporates: knowledge sharing, building trust, and learning from failure.
    • Of organizations that have a high-impact learning culture... 46 37 % % 34 % more likely to be first to market better response to customer needs greater employee productivity Mallon, David. “High-Impact Learning Culture: The 40 Best Practices for Creating an Empowered Enterprise,” Bersin & Associates, 2010
    • Develop a culture of knowledge sharing Organizations must begin to actively capture and retain the expertise and institutional knowledge of retiring Boomers. Make the connection between knowledge sharing and business continuity to ensure success amid talent losses.
    • Searchable Knowlege for every employee When the majority of a federal reserve bank’s examiners were nearing retirement, the organization hosted frequent chat sessions with older employees. These chat sessions were then recorded, parsed into video vignettes, and loaded into a searchable knowledge base available online to new employees. As result of this knowledge sharing, the bank was able to both develop a new generation of leaders and proactively address business continuity.
    • Expand learning beyond the classroom Development makes more sense when it’s relevant to dayto-day activities. Use embedded learning—after-action reviews, customer feedback cycles, job rotations—to maximize experiential and reflective learning.
    • Move away from one-size-fits-all training Effective learning is targeted, relevant, and personalized. Use learning technology to move toward creating employee specific development experiences more efficiently and at lower cost.
    • Providing individualized employee development When a global provider of childcare services realized employees had a broad interest in learning opportunities, the organization turned to an integrated talent management system to provide individualized development plans. This not only accommodated diverse employee training needs but improved engagement, strengthened the employee brand in the marketplace, and built a stronger work community.
    • Transition to ongoing performance management Agility is the result of an organization’s transition from a static performance management model to one that supports a continuous loop of feedback and actual employee development.
    • Develop a common competency language High-impact performance depends on a common vocabulary of skills. Clearly define competencies and profiles to increase the ability to affect real change through performance management and learning.
    • Make employee goals crystal clear Specific, manageable goals are much more likely to lead to business progress and employee success. Transform big, once-a-year goals into short-term, measurable, and precise objectives.
    • Organizations that continuously % revise their goals are 50 more likely to be at the top of their industry... 26% 50 % compared to 26% for those who revise them only twice a year. Bersin & Associates High Impact Performance Management Research, 2011
    • Goal Refinement for increased clarity A global travel company switched from an annual performance review process to one that was monthly. Goals were simplified and technology was employed to track ongoing progress and goal refinement. As a result, employees and supervisors now have deeper, more meaningful conversations around performance, and their leadership team is much more aware of which people possess the right abilities to help them course-correct in the marketplace even faster.
    • Reduce paperwork & documentation Laborious, manual paper processes are the enemy of agility. It’s difficult to make accurate people decisions based on complex spreadsheets and binders. Instead, use technology designed to track, manage, and report on all aspects of your employees’ performance and development.
    • More than 1,500 companies around the globe have increased their agility through Cornerstone OnDemand’s integrated talent management suite which they use to recruit top talent, manage performance, plan for succession, and develop employees. Find out more by visiting csod.com. ©2014 Cornerstone OnDemand, Inc. All Rights Reserved. csod-cp-agilebiz-012014