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Designing

Adaptive
Careers
Marco Calzolari
Better Software 2015

twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
1. Find your missing pieces
2. Present yourselfwithin group
3. Discuss sentences
4. Summarize to audience
…deciding when a people change is needed.
Now, we tend to make a people change when someone is
displaying poor performance...
Strategic fit:
some people are good for start-ups, some people are good
for turnarounds, some people are good for managing ...
we have this old brain for a new job
The human animal is two million years old, and our brain is
a piece of hardware that ...
the knowledge-work productivity distribution
Despite the fact that we are very similarly gifted when it
comes to basic ski...
GROW:
Identifying and
Fostering Talent
Daniel Goleman
Claudio Fernández-Aráoz
7
Basics & References8
What we talk about
when we talk
about TALENT
Defining TALENT
An individual's talent is the product of ability
(competence, education, training and experience),
coupled...
Defining TALENT
“Those individuals who can make a difference to
organisational performance, either through their
immediate...
12Defining TALENT
Dave Ulrich

Human Asset Summit. Budapest, 25–26 October 2011.
COMPETENCE
Right person, 

right place, r...
Why they
don’t see my
talent at work?


– Me (20 yrs ago)
How can I
recognize all of
their talents?


– Me (today)
15Stay Interview
“What will keep you here?”
Better understanding all of “your” people.
Demonstrate that you value them as ...
16Exclusive / Inclusive
Exclusive group of people,

who had high potentials identified as “top talent”.
vs
Everyone has ta...
17Adaptive Organizations
Niels Pflaeging

Organize For Complexity

– Lightning Source Inc 2014
18Adaptive Organizations
Niels Pflaeging

Organize For Complexity

– Lightning Source Inc 2014
19Networked Careers
Employment should be an Alliance
Employee invest in the Company’s Success
Company invests in the Emplo...
20Networked Careers
Dave Ulrich

Latest trends and strategies 

in Talent Management, 2011
People 

before Products
Employees 

as customers
Konosuke Matsushita (1894-1989)

— Founder of Panasonic
Yet 

Another 

Goddamn
Canvas
Iterative Career Development 23
Proposition
Mentorship
Feedback
REVIEW
24
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE

DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN 

ACTIVITIES
BETT...
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUT...
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUT...
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE OVERALL
STRENGTHS
PURPOSES MAIN ACTIVITIES
AREAS OF
IMPROVEMENT
NEEDS
MUT...
28
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE

DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN 

ACTIVITIES
BETT...
29
PERSONAL VALUE PROPOSITION
WHAT I LIKE

DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSE
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL...
30
Stuff you love
Activities you love doing. Tasks

that make you feel “in the flow”.
What you don’t like 

too much
What ...
Strengths
Your biggest advantages. 

What you can guarantee?
Areas of

improvement
About your weaknesses.

What do you fee...
Strengths
Your biggest advantages. 

What you can guarantee?
Areas of

improvement
About your weaknesses.

What do you fee...
Purposes
What are your intents?

How you will improve 

the whole company?
Needs
Ask for support. 

You deserve tools, hel...
Purposes
What are your intents?

How you will improve 

the whole company?
Needs
Ask for support. 

You deserve tools, hel...
TION JOB TITLE
LL
GTHS
PURPOSES MAIN 

ACTIVITIES
BETTER NOT
OF
EMENT
NEEDS
OVERALL OUTCOMES
Activities
Tasks and function...
Activities
Tasks and functions

you should do. Interactions,

Responsibilities.
Better not doing
Things that we’d better

...
Organization Design
ON JOB TITLE
HS
PURPOSES MAIN 

ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES
ON JOB TITLE
HS
PURPOSES MAIN 

ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES
Organization Design
Organization Design
Organization Design
Organization Design
Virtual Hiring
ON JOB TITLE
HS
PURPOSES MAIN 

ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES
Virtual Hiring
ON JOB TITLE
HS
PURPOSES MAIN 

ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES
Job Title
Should be written on your business card.

Personal Value Proposition
Pitch yourself. 

How we will be a better c...
Job Title
Should be written on your business card.

Personal Value Proposition
Pitch yourself. 

How we will be a better c...
Mutual Commitments
How we will address issues and create opportunities?

Overall Outcomes
How will we know that we're both...
Mutual Commitments
How we will address issues and create opportunities?

Overall Outcomes
How will we know that we're both...
Not to cover (for now)
Compensations

Rewards

Personal topics or preferences:
sex
religion

politics
soccer (in Italy)
49
PERSONAL VALUE PROPOSITION JOB TITLE
WHAT I LIKE

DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN 

ACTIVITIES
BETT...
Let’s share
Our Insights


(if any)
Marco Calzolari
Better Software 2015
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
THANK 

YOU
:-)
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Designing Adaptive Careers - Better Software 2015

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Designing Adaptive Careers - The Talent Canvas
As presented at Better Sotware 2015 in Florence

Why a career should not be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a even more liquid company culture?

HR Management's traditional approach is proving increasingly inadequate to the shifting environment of modern companies. HR departments are based on practices that fails to adapt to our ever-changing scenario. Professionals and companies both need to be able to reinvent themselves...

The Adaptive Career is a set of conversation design tools aiming to enpower our approach to career development. It will be useful to anyone involved in HR management and team leading, but also small teams and entrepreneurs. It's focused on transparency and motivation, and it has been designed to gain mutual support and commitments about evolutionary careers.

Published in: Business

Designing Adaptive Careers - Better Software 2015

  1. 1. Designing
 Adaptive Careers Marco Calzolari Better Software 2015
 twitter.com/marcocalzolari linkedin.com/in/marcocalzolari
  2. 2. 1. Find your missing pieces 2. Present yourselfwithin group 3. Discuss sentences 4. Summarize to audience
  3. 3. …deciding when a people change is needed. Now, we tend to make a people change when someone is displaying poor performance. And it seems obvious, but that’s not the right answer. First, it’s not the right answer because there’s lots of research that shows that people procrastinate. There’s research by McKinsey and others that show that 90% of executives consider their organizations lousy at removing poor performers. 90%! Can you imagine a soccer team where you don’t remove 90% of the poor players? So when should you make a people change? Not by looking at the past performance, but by looking at the future.
  4. 4. Strategic fit: some people are good for start-ups, some people are good for turnarounds, some people are good for managing a cyclical business. Cultural fit or organizational fit: there are some organizations that focus on the long term, while others are focused on the short term. There are some organizations that are hunters; others are farmers. There are some organizations that work as a team; there are some organizations that work individually.
  5. 5. we have this old brain for a new job The human animal is two million years old, and our brain is a piece of hardware that didn’t have any major upgrades for the last 10,000 years. And you know, the decisions of the primitive man when someone was approaching had to be instant and unconscious, and they were based on whether the person was similar to you, whether the person was familiar to you, whether you felt comfortable. Now, today, when you want to build great teams, what you want is exactly the opposite to that set of criteria. You want to have the value of complementary skills, which imply diversity—which is the opposite of similarity or familiarity.
  6. 6. the knowledge-work productivity distribution Despite the fact that we are very similarly gifted when it comes to basic skills such as walking, when you get into knowledge-work, the more complex the job, the larger the spread in performance. For example, if you go to a traditional line worker, or worker on an assembly line, and you look at the productivity, you would have a distribution. If the average productivity is 100 pieces per minute, you would have a standard deviation of about 20%. Now, the interesting thing in the knowledge-work world is that standard deviation is not 20%, it can be 1200%!
  7. 7. GROW: Identifying and Fostering Talent Daniel Goleman Claudio Fernández-Aráoz 7
  8. 8. Basics & References8
  9. 9. What we talk about when we talk about TALENT
  10. 10. Defining TALENT An individual's talent is the product of ability (competence, education, training and experience), coupled with motivation (engagement, satisfaction, challenge and wellness) and opportunity. (Van Dijk, 2008) 10
  11. 11. Defining TALENT “Those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer term by demonstrating the highest levels of potential” Chartered Institute of Personnel and Development 11
  12. 12. 12Defining TALENT Dave Ulrich
 Human Asset Summit. Budapest, 25–26 October 2011. COMPETENCE Right person, 
 right place, right time, right skills COMMITMENT Value proposition:
 what do I give? 
 what do I get? CONTRIBUTION How can meaning be created in the organization?
  13. 13. Why they don’t see my talent at work? 
 – Me (20 yrs ago)
  14. 14. How can I recognize all of their talents? 
 – Me (today)
  15. 15. 15Stay Interview “What will keep you here?” Better understanding all of “your” people. Demonstrate that you value them as human beings. Encourage them to stay on your team. Beverly Kaye, Sharon Jordan-Evans Hello Stay Interviews, Goodbye Talent Loss
 – Berrett-Koehler Publishers, 2015
  16. 16. 16Exclusive / Inclusive Exclusive group of people,
 who had high potentials identified as “top talent”. vs Everyone has talent. 
 Potentials exist in more than a few people at the top. MakeYour People BeforeYou MakeYour Products
 PaulTurner, Danny Kalman – Wiley, 2014
  17. 17. 17Adaptive Organizations Niels Pflaeging
 Organize For Complexity
 – Lightning Source Inc 2014
  18. 18. 18Adaptive Organizations Niels Pflaeging
 Organize For Complexity
 – Lightning Source Inc 2014
  19. 19. 19Networked Careers Employment should be an Alliance Employee invest in the Company’s Success Company invests in the Employees’ Market Value Through Clear Missions with Realistic Time Horizons Reid Hoffman, Ben Casnocha, ChrisYeh
 The Alliance: Managing Talent in the Networked Age – Harvard Business Review, 2014
  20. 20. 20Networked Careers Dave Ulrich
 Latest trends and strategies 
 in Talent Management, 2011
  21. 21. People 
 before Products Employees 
 as customers Konosuke Matsushita (1894-1989)
 — Founder of Panasonic
  22. 22. Yet 
 Another 
 Goddamn Canvas
  23. 23. Iterative Career Development 23 Proposition Mentorship Feedback REVIEW
  24. 24. 24 PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
  25. 25. PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES PUBLIC TRUST INDIVIDUAL ORGANIZATIONAL 25
  26. 26. PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 26 AUTONOMOUS SYSTEMIC
  27. 27. PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 27 HINDSIGHT FORESIGHTINSIGHT
  28. 28. 28 PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
  29. 29. 29 PERSONAL VALUE PROPOSITION WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL Stuff you love Activities you love doing. Tasks
 that make you feel “in the flow”. What you don’t like 
 too much What duties are slowing you down from improvement?
  30. 30. 30 Stuff you love Activities you love doing. Tasks
 that make you feel “in the flow”. What you don’t like 
 too much What duties are slowing you down from improvement?
  31. 31. Strengths Your biggest advantages. 
 What you can guarantee? Areas of
 improvement About your weaknesses.
 What do you feel you’re missing? 31 PERSONAL VALUE PROPOSITION WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL
  32. 32. Strengths Your biggest advantages. 
 What you can guarantee? Areas of
 improvement About your weaknesses.
 What do you feel you’re missing?
  33. 33. Purposes What are your intents?
 How you will improve 
 the whole company? Needs Ask for support. 
 You deserve tools, help
 and development. TION JOB TITLE LL GTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES
  34. 34. Purposes What are your intents?
 How you will improve 
 the whole company? Needs Ask for support. 
 You deserve tools, help
 and development.
  35. 35. TION JOB TITLE LL GTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES Activities Tasks and functions
 you should do. Interactions,
 Responsibilities. Better not doing Things that we’d better
 avoid in order to succeed.
  36. 36. Activities Tasks and functions
 you should do. Interactions,
 Responsibilities. Better not doing Things that we’d better
 avoid in order to succeed.
  37. 37. Organization Design ON JOB TITLE HS PURPOSES MAIN 
 ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
  38. 38. ON JOB TITLE HS PURPOSES MAIN 
 ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES Organization Design
  39. 39. Organization Design
  40. 40. Organization Design
  41. 41. Organization Design
  42. 42. Virtual Hiring ON JOB TITLE HS PURPOSES MAIN 
 ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
  43. 43. Virtual Hiring ON JOB TITLE HS PURPOSES MAIN 
 ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
  44. 44. Job Title Should be written on your business card.
 Personal Value Proposition Pitch yourself. 
 How we will be a better company because of you? PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS
  45. 45. Job Title Should be written on your business card.
 Personal Value Proposition Pitch yourself. 
 How we will be a better company because of you?
  46. 46. Mutual Commitments How we will address issues and create opportunities?
 Overall Outcomes How will we know that we're both on an improvement path? DON’T LIKE TOO MUCH BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
  47. 47. Mutual Commitments How we will address issues and create opportunities?
 Overall Outcomes How will we know that we're both on an improvement path?
  48. 48. Not to cover (for now) Compensations
 Rewards
 Personal topics or preferences: sex religion
 politics soccer (in Italy)
  49. 49. 49 PERSONAL VALUE PROPOSITION JOB TITLE WHAT I LIKE
 DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN 
 ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
  50. 50. Let’s share Our Insights 
 (if any)
  51. 51. Marco Calzolari Better Software 2015 twitter.com/marcocalzolari linkedin.com/in/marcocalzolari THANK 
 YOU :-)

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