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Planning and Managing Boundaryless Careers
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Planning and Managing Boundaryless Careers

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Planning and Managing Boundaryless Careers

Planning and Managing Boundaryless Careers

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  • What does it mean Occupational paths that are not bound within specific organizations Grow through project-based competency development Need for boundaryless careers Organizations are focusing on economies of scale and cost efficiency Enhanced employability of employees Benefits for the organisations Greater synergies within organizations Enables the sharing of costs and skills Helps attract and retain talent Benefits for the employees Increased knowledge base, greater transferable skills Greater job satisfaction Opportunity to choose jobs that best meets their goals and expectations
  • So why are we talking about boundary less careers? Why are boundary less careers relevant? They can help solve a number of organisational challenges faced by companies today
  • Having established the benefits of boundaryless careers , it is important for us to be aware of roadblocks that would prevent us from going down this route successfully? Subsequently we can look at ways organisations have overcome these roadblocks in a few case studies.. Organisational Culture – A functional type of work culture can become a deterrent for the implementation of boundaryless careers as the emphasis is on following the orders within the hierarchy Integration (in case of M&A’s, centres or plants outside India etc.) - Integration issues with respect career path and compensation, legal or regulatory requirements can lead to roadblocks in the implementation of boundaryless careers Talent assessment & development – Unavailability of a system to assess the candidates for the skills required for different cross functional roles can lead to issues on implementation of boundaryless careers
  • While there are four distinct culture types, culture has a role to play in integration of two companies which come from a different culture. Also some culture types are more suited to successful implementation of boundaryless careers. Hay Group’s cultural diagnosis tool - C-Sort for identify the gaps between current and target culture in the organization and then advices its clients on how to bridge the gap 2. The model provides insights to its clients based on a detailed analysis of the results( i.e. inter-rater group comparison, intra-rater group consistency checks) and comparison with Hay Group norms 3. C-Sort used as part of follow-up research to Fortune’s Global Most Admired in 1998 and validates differences between “most-admired” and others
  • Context - Galp Energia, the result of the 1999 merger of two state-owned companies, was struggling to maximize its combined new size following an incomplete cultural integration process which had left them with financial and organizational issues with results below expectations. Following Hay Group’s complete change program, culturally the company now operate close to best practice Hay Groups’ approach - Hay Group designed a program that would both achieve their desired strategic objectives as well as impact on Galp Energia’s market value. The change program, called worked on all aspects of the organization including: An integrated approach to cultural definition - To support cultural change and integration, Hay Group needed to break down ingrained concepts and help promote their five fundamental values: leadership, profitability, innovation, social and environmental responsibility and a client based orientation. This was done through a series of strategic reflection sessions. The aim of these was to help integrate the two separate and functional cultures (from pre-merger) to create one innovative and flexible organization. Key performance indicators were also established and evaluated over time Leadership development Change in Culture - A more pro-active attitude was apparent, there was less emphasis on status and hierarchical relationships, greater cooperation between teams and accountability and speed of decision making increased. The understanding of the desired culture remained constant over the course of time and the gap between the previous existing culture and the desired culture decreased significantly. In fact, within three years, it was close to best practice achieved by global benchmark companies as measured by the Hay Group database of practices of the Most Admired organizations.
  • Hay Groups’ research shows that Human capital integration audit was low in the due diligence priority and one of the major reasons for unsuccessful M&A’s Our experience and research in the integration of companies (through mergers, acquisitions or new services or plants in other countries) has showed us that the integration of intangible assets is equally important as tangible assets Hay Group’s Dangerous Liaisons report combines the results of a three-phase research program, conducted jointly with La Sorbonne University in Paris and believed to be the most detailed study of European M&As ever conducted Our research has shown that the integration of tangible and intangible should happen parallely as it helps in reaching the value creation zone more quickly Involvement of workforce in the process of integration can help in easing out the implementation process Hay Group’s M&A HR risk framework Lack of proper integration of processes and systems like integration of PF norms, career path, compensation, other legal norms etc. can lead to roadblocks in the implementation of boundaryless careers
  • Integration issues at a leading steel pipes and plates company The company had started a new manufacturing facility outside of India. The company was facing integration issues with respect to integration of culture, systems and processes Emphasis on Integration of non-tangible assets While integrating the new plant with the corporate HQ and other plants equal emphasis was laid on the integration of non-tangible assets Systems and processes were designed to integrate the HR, IT processes Establishing clear accountabilities between plants and Corporate Cultural integration – establishing clear communication channels, assessing people suitable to be moved to roles across the plants and corporate New plant could focus on execution and hit the ground running Implementing the integration process for non-tangible assets in parallel with that of tangible assets Established the platform for smooth and efficient functioning of the new plant as part of the group
  • Our experience in the area has shown that a system of boundaryless career can be successful only of the employees are ready for it and have the required skills/talent to work in different situations (geographies, functions etc.) In boundaryless career there is less of proactive HR involvement in career development and the emphasis is on self-direction, hence employees who are unable to manage this balance might fail to deliver under the system of boundaryless career New methodologies are needed to identify competency and talent in boundaryless career networks There is a need to have a system for assessing the employees to identify those who are capable of this change There is a need of specific evaluation of risks (to the business, to the job holder) of person relative to specific job There is also a need to develop the required capability in the employees to enable them transition to a boundaryless career
  • Context - A leading specialty packaging company had moved most of its manufacturing locations out of India to better serve its clients in US and Europe. The company also moved some of its high performing employees to these places at similar and new roles Challenge faced by the company – The movement of these high performing employees failed as some of the customers refused to deal with them and many employees in the plants refused to work under these offices Issues as identified by Hay Group – A thorough organisational diagnostic showed that the reason for the failure of these high performing individuals were twofold: Inability to work across functional areas – Some of the high performing employees who were moved to a new role lacked the ability to work in different functional areas Culture difference - The work culture in these countries was a lot different from India and the employees did not change their working style after moving to the new locations Next Steps/ Suggestions It was suggested to develop a team of individuals who can work across functions and layers of organisation Designing occupational paths that are not bound within specific functions but are project-based

Planning and Managing Boundaryless Careers Planning and Managing Boundaryless Careers Presentation Transcript

  • Planning and Managing Boundaryless Careers Young Manager’s Conference – May 8, 2009 Arvind Pandit, Director Hay Group
  • Boundaryless Careers – What does it mean Benefits for the employees Benefits for the organisations What does it mean Need for Boundaryless careers Boundaryless Careers
  • Organisational Challenges faced by companies today Some of the challenges being faced by organisations today
    • Leverages talents of all employees
    • Enhances cooperation, coordination, and information sharing among functions, divisions
    • Enables a quicker response to market
    • Encourages both individual and organizational knowledge sharing and accelerates organizational learning
    How Boundaryless careers can help manage these challenges Ability to attract and retain talent Managing through economic uncertainties Lack of innovativeness Human capital management Strong leadership
  • Boundaryless Careers – Roadblocks Roadblocks in the implementation of Boundaryless careers Organisational Culture Integration (in case of M&A’s etc.) Capability Assessment & Development
  • Roadblock 1 – Organisational Culture Roadblock 1 – Organisational Culture
  • Managing Boundaryless Careers – Role of Organisational Culture
    • Career Paths – Role of Organisational Culture
    • Our experience with leading organisations has shown us that the organisational culture plays an important part in determining occupational paths
    • Culture develops consistent interpretations of behaviors throughout the organization
    • An organisational culture can remove the traditional boundaries between layers of management (vertical boundaries) and divisions between functional areas
  • Key Differentiators of Most Admired Companies
    • What distinguishes the “Best” from the rest?
    • Our research has indicated Culture as being a key
    • differentiator for being a “Most Admired Company”
    • Ability to attract and retain talent
    • Culture
    • Leadership
    • Performance management
    • Strategy implementation
    • Managing through economic uncertainty
    • Execution
    • Innovation
    • Effectiveness in conducting business globally
    • Board governance and human capital management
  • Career Development – Role of Organisation Culture
    • Summary of Findings – Most Admired Companies Research
    Take culture and values seriously Identify the kinds of people they are looking for Measure work force satisfaction Reward performance See career development as an investment Know success attracts the best people and people sustain success
  • Four Distinct Culture Types CUSTOMERS RELIABILITY FLEXIBILITY TECHNOLOGY
    • Time Based
      • Flexible deployment of people
      • Exploit market opportunities
      • “ SWAT team” approach
      • e.g. – General Electric, Microsoft
    • Functional
      • Disciplined reality
      • Limited risk taking
      • Organized by departments
      • e.g. – P&G, PSUs
    • Network
      • Venture-driven
      • Alliances and partnerships
      • “ Virtual Corporation”
      • e.g. – Investment Banking, Consulting
    • Process
      • Directed toward work process
      • Cross-functional teamwork
      • Continuous improvement
      • Customer satisfaction
      • e.g. – McDonald’s, Walmart
  • Leading Cultural Change
    • Cultural Integration hampering organisational growth
    • Galp Energia, the result of merger of two state-owned companies, was struggling to maximize its combined new size
    • Culture Integration Program
    • Support cultural change and integration, by breaking down ingrained concepts
    • Promote fundamental values and a client based orientation
    • Integrate two separate cultures to achieve one robust organisation…
    • Leading to change in culture and attitude
    • Less emphasis on status and hierarchical relationships,
    • Greater cooperation between teams
    • Increased speed of decision making
    • Cultural gap between the entities reduced
    Case Study
  • Roadblock 1 – Organisational Culture Roadblock 2 – Integration
  • Boundaryless Careers – Role of Effective Integration Integration Risk Framework 4. Integration of intangible assets is equally important as tangible assets 2. Research shows that human capital integration audit was low in the due diligence priority 3. One of the major reasons for unsuccessful integrations 5. Integration of tangible and intangible should happen in parallel 1. Hay Group’s three-phase research program, conducted jointly with La Sorbonne 6. Involvement of workforce in the process of integration helps in easing out the implementation process
  • Managing Integration Issues
    • Integration issues at a leading steel pipes and plates company
    • The company had started a new manufacturing facility outside of India. The company was facing integration issues with respect to integration of culture, systems and processes
    • Emphasis on Integration of non-tangible assets
    • Designing systems and processes to integrate the HR, IT processes
    • Establishing clear accountabilities between plants and Corporate
    • Cultural integration
    • New plant could focus on execution and hit the ground running
    • Integration process for non-tangible assets in parallel with that of tangible assets
    • Established the platform for smooth and efficient functioning of the new plant
    • Company awarded the “Emerging Company of the Year” by Economic Times in 2008
    Case Study
  • Roadblock 1 – Organisational Culture Roadblock 3 – Capability Assessment & Development
  • Boundaryless Careers – Role of Capability Assessment and Development Capability Assessment and Development Employee Readiness Required Capability Capability Development Risk Evaluation Competencies Required Employee Assessment Boundaryless career can be successful if the employees are ready for this transition of self direction Employees should have the required skills/capability to work in different situations (geographies, functions etc.) New methodologies are needed to identify competency and talent in Boundaryless career networks Carry out specific evaluation of risks (to the business, to the job holder) of person relative to specific job need to develop the required capability in the employees to enable them transition to a Boundaryless career Need to have a system for assessing the employees to identify those who are capable of this change
  • Managing Talent
    • High performers in Essel Propack moved to new geography and role
    • Essel Propack, a leading specialty packaging company had moved its manufacturing locations & some of its high performing employees out of India
    • But, movement of these high performing employees failed
    • Organisational diagnostic revealed the reason for the failure of these high performing individuals
    • Inability to work across functional areas
    • Inability to manage the culture difference
    Design occupational paths that are not bound within specific functions but are project-based Should develop a team of individuals who can work across functions and layers of organisation Case Study
  • Next Steps – Implementing Boundaryless Careers Requirements for Smooth Implementation Change in the organisational culture Employee readiness for the transition Methodologies to identify competency and talent in a boundaryless career system System for capability assessment Leadership and HR support
  • We help organisations work