Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Erasing the Org Chart: Toward a More Fluid, Results-Based Definition of Work Franny Oxford, MA, SPHR Franny Oxford, MA, SP...
 
 
 
 
Your Work Has Changed  <ul><li>Stabilizing </li></ul><ul><li>Rules </li></ul><ul><li>Procedures </li></ul><ul><li>Org Char...
Focus on RESULTS <ul><li>R esources </li></ul><ul><li>E xpectations  </li></ul><ul><li>S eries of guideposts </li></ul><ul...
Get Organized Around the Company’s Future Toss out the Past
Developing RESULTS <ul><li>Check out current practices </li></ul><ul><ul><li>Current metrics </li></ul></ul><ul><ul><li>Pa...
Developing RESULTS <ul><li>Company strategy </li></ul><ul><li>SWOT human capital needs against strategy </li></ul><ul><li>...
Communicating RESULTS <ul><li>Individual employees should have some say </li></ul><ul><li>Be careful about assumptions: </...
Timeline Current state analysis 2 months Destructuring 1 month Strategy/SWOT 2 months Selling and Managing Change 3-8 months
“ Rules are like fingernails. You have to cut them back every once in a while if you want to be nimble.”  Timeline for Rei...
Franny Oxford http://frannyoxford.com 408-372-6696
Upcoming SlideShare
Loading in …5
×

Erasing the Org Chart - RESULTS Oriented HR Practices

685 views

Published on

HR Florida 2011

Published in: Education, Sports
  • Be the first to comment

  • Be the first to like this

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 http://frannyoxford.com 408-372-6696

×