Those aha moments shiftedīeliefs, and with them also behaviours. Their own aha moments in dialogue with their teams about people development. Previously, we had successfully used Socratic Dialogues as one way to achieve this shift, where people have Actions which build trust, engagement and productivity when applied little and often. We needed leaders to view people development as multiple, very short “micro-actions” on-the-job. Leaders saw it as time-consuming, taking them away from the business for an hour or more at a time. Part of the paradigm shift was around the amount of time available for people development. A belief shift, rather than a skill development need. This was the business problem we wanted to solve, moving our people from seeing people development as something that happens after the work is done, to something that is integral to accomplishing the work. In other words, at Accenture it’s not something we do in addition to our business. As we operate the business and create value for our internal and external clients, developing our people enables us to reach higher performance. Every interaction, every conversation, and every piece of work is an opportunity to develop our people. We need to integrate developing our people into everything we do. We cannot just add “develop people” to our to-do list and check it off when we’re done. It is during the challenging times, and not after the work is done, that a leader’s feedback and support matter most.A team that is being developed every day is better able to handle the most challenging times.People development that only happens “after the work is done” is not real people development.In summary, in Accenture we believe that: They don’t see people development as something done “in addition” to getting the work done – they see it as integral to how one does get the work done. In this next video, the panellists are operating from a different set of assumptions. So in the medium to long-term, as his team members lose productivity and maybe even leave the team or the organization, he’s not doing his client any favors. That’s disastrous for the business and for the client. They’ll be tired, demotivated, and disengaged. Over time, the likelihood is that these people will not want to work for him. In the scenario described above, what would happen if the team leader continuously acts according to those assumptions? There’s rarely a deadline around developing people. After all, operating the business and creating value are urgent needs that demand our attention. It’s easy to relegate “people development” to a low priority. That it is “on top of” doing business, rather than “how we do business.”ĭo you recognize these assumptions in yourself? How about the rest of your company? In other words, the hypothetical team leader assumes that people development goals must be balanced against the goal of serving the client, rather than contributing to serving the client.People development serves various individual, team, and institutional long-term goals, but has little direct connection to the immediate goal of serving the client.People development means performance reviews, mentoring meetings, and other formal interactions separate from the task at hand.Serving the client must be the only priority at this time.He’s making several assumptions about people development: At least not until the changes are finished. It’s clear that people development is important – but, the team lead says, he has no time for it. As he and his team dig in, and as he cancels his other meetings, he asserts his assumptions on having time for people development: Contains easily referenced data to support the approaches.A team leader receives a call from the client at the end of the business day, demanding major changes in the work product. Recommended reading for human resource students and professionals interested in expanding their knowledge base and skillset. Written with the goal to continue to guide professionals in the coming years, this book contains evergreen content and recommendations based on the authors’ combined years of experience. Co-authored by human resource experts Lance Berger and Dorothy Berger, this handbook supplies a framework for developing an inclusive plan of attack for talent management. Featuring improved chapters covering contemporary approaches to hiring, including material for recognizing, recruiting, and cultivating highly qualified, ambitious people to rise to the challenge of both present and upcoming business requirements. This updated third edition combines advanced knowledge to illustrate the best methods to use talent management schemes to build a culture of excellence. The Talent Management Handbook is the established authority for human resource professionals and leaders interested in acquiring, identifying, developing, and promoting the best talent.
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