Optimising Organisation Movement: speeding up professional growth backed by data
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October 2022, BrightonSEO presentation explaining how we have improved engagement, retention & speed of learning for our SEO colleagues at SALT using five core methodologies & frameworks.
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Optimising Organisation Movement: speeding up professional growth backed by data
- 3. The cost of brain drain £31,000 for an average paid employee Oxford Economics
- 4. Average 8 months to reach TTP “Time to productivity” Harvard Business Review TTP ≠ TTFP
- 5. Speeding up SEO professional capability & conduct using our 5 stage framework
- 6. 47% of our waking time we are on autopilot Harvard University
- 7. We live in a VUCA World •Volatile •Uncertain •Complex •Ambiguous How do we survive in this world?
- 8. How do we create an organisation that supports individuals to FAIL SAFELY & EARLY?
- 9. For better future to have productive & engaged team we should consider: • Sustainability • To be Ethical • Diversity • Equality • Inclusivity • Flexibility • Hybrid & Remote models
- 10. The new generation needs Tacit knowledge for deeper and diverse understanding Our work is not factory work
- 11. “organisation that learns multidimensionally and continues to transform themselves to manage, grow sustainably and remain competitive in their industry” (Willhelm, 2017)
- 12. We reduced our analytical training target 15 months down to 4 months
- 14. Choppy experience causes churn & dis- engagement •How to implement large change across a whole team •Reinforcing the psychological contract
- 15. Psychological contract examples for inputs are: • We provide security • A safe learning environment • Innovating naturally • Take ownership and go for it! • Value each of us brings • Recognise success • Learning from our slip-ups
- 18. 30% increase in average retention by year 5 of employment Linkedin 32 million user analysis
- 19. Five Actions to take
- 20. 1. Dedicated learning time
- 23. 3. Strength-based development goal through appraisals
- 25. WE DO WHAT WE SAY, AND WE SAY WHAT WE DO
- 26. 5. Dedicated L&D Manager
- 27. Morgan (2022)
- 29. “Formalised structure gives clarity and fairness across the team”
- 30. “We support each other” ”We treat each other equally”
- 31. “Employee development is heard, planned in and not forced”
- 32. “Appraisals spark a revolution of practice in the approach to learning”
- 34. Data is based on 8 years of time tracking
- 35. 15 months down to 4 months Time to 50% billable on analytical work
- 36. 8 months down to 3 months Average time to 50% billable on soft-skills
- 39. Base results •Absence is low •Highly engaged individuals •Significantly improved time to develop skills •Our non-trainee retention is high
- 40. 1.Provide dedicated learning time 2.Provide Skills repository 3.Strength-based development through appraisals 4.Constant communication 5.Dedicated L&D Manager
- 41. Use QR Code: • To follow me on twitter (@moaiandin) • To receive a copy of our framework in the next few months
Editor's Notes
- Showing resilience for the last hour or so let's all get up if you can Take a deep breath, 1 & 2. 1. Stretch your leg 2. I can connect with you better
- - £31,000 Average cost of employee replacement - Which includes - Agency fees - HR Time - Interview time - Time to productivity
- In this talk I’m going to explain how we have - improved engagement - retention - speed of learning - for our SEO colleagues at SALT to turn into true professionals - using five core methodologies & framework - Story - 10 years ago - morning, - Tasks - Coffee - Overwhelmed
- On auto pilot, sat down and all of the sudden felt this emptiness. Experiencing a physiological of an emotion Everything feels disrupted We live in a busy world
- Peter singa characterised our work as VUCA world.
- - How to create a working environment so we can: - Fail safely - Fail early - While being in a VUCA Wolrd was walking through Amsterdam airport the other weekend and through the hecticness of the airport I saw a poster, saying "Skillset or Mindset"
- We need to be marry Poppins
- Generation Z is the most educated, racially diverse, and requires tacit knowledge which requires a deeper understand, it’s not a factory model, it requires crystallisation. To satisfy all the said requirements we need to create an organisation that allows learning to happen while people fail safely. We need a
- Learning organisation. By definition its an organisatinos that learns multi-dimentionally and transforms themselves to manage, grow, sustainability and remain competitive in their industry. And this is what we wanted to create unknowingly when SALT was created.
- The image you see here is what we wrote on the slabs of my business partner’s house back in 2014, to have upwards movement growth, to have no bullshit, be flexible… everything that is required to have a better future for having engaged employees. But as we grew we found our selves
- Our change management wasn't good enough - Causes churn - Disengagement
- To reduce that choppy experience we went from Telling to selling! This is the situational leadership management style change. So we can coach, support and delegate, so they are empowered through knowledge sharing.
- This is our people calendar and how we keep the drum beats of our people processes to ensure we have fair and equal treatment. To talk about talent reviews, 360 degree Monthly one to ones to make sure they constantly learn and have new goals to go for.