Chi ha in carico l'evoluzione delle organizzazioni, e quindi il raggiungimento di obiettivi che si dimostrino rigorosi per il business ma anche rilevanti per le persone che ne fanno parte?
Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle "risorse umane" e della loro competenza, nonché della relazione tra l'azienda stessa e le persone.
Come si deve muovere un imprenditore, un manager o un coach per facilitare questa trasformazione?
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La responsabilità delle performance
1. You, me and Agile
Venezia, Jun 14, 2018
Marco Calzolari
La responsabilità
delle performance nelle
organizzazioni (agili?)
Marco Calzolari
@marcocalzolari
@agilereloaded
9. Challenges we’re facing
Vertical career model
are not compatible with new org models
Skills shortage
in next 3–5 years
Mismatching expectations
leads to employee dissatisfaction
HR workload: too many specific cases to manage
instead of provide a fast response to business needs
People stay longer in non-fitting role
and people “underperform” while promoted or shifted
13. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability
14. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability
15. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability
Basic proficiency
Communication
Listening, Understanding, Speaking
Adaptability
Problem analysis, Positive Thinking
Development
Self-confidence, Motivation, Target setting
Team effectiveness
Interpersonal and negotiation skills
Grasping Org culture
Leadership
Conceptual Thinking
Quantitative analysis and modeling
Commercial Acumen
16. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability
36. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
INDIVIDUAL PERFORMANCE
Responding
Being competent
Acting
Managing results
37. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
CREATING
OPTIONS
INDIVIDUAL PERFORMANCE DEVELOPMENT
Responding
Being competent
Acting
Managing results
38. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
CREATING
OPTIONS
PERFORMANCE
INDIVIDUAL PERFORMANCE DEVELOPMENT
Responding
Being competent
Acting
Managing results