While creating value for your customers is why your business exists, it is your workforce who creates the customer experience that ultimately delivers that value. If you look after your employees, they will look after your customers. Engaged and happy employees stay longer, learn more, and generate innovative ideas. This generally leads to better customer experiencesand thus greater customer loyalty.
Almost every organization intends to develop its staff and create an engaging, safe and empowering work environment. Unfortunately, in many organizations, existing HR and governance policies unintentionally work against this goal.
Do you recruit for cultural fit and mindset? Is everybody, from the top executives to the newest recruit, visibly held to the same standards? Are your talent & performance management processes actually making a difference to employees? Are your employees your strongest advocates? When offboarding a resigning employee, do you treat them with the same respect and care as when they joined? Does everyone take personal accountability in the financial health of the company?
- 1 Moving from Theory to Practice
- 2 Measuring your Business Agility Maturity
- 3 Insights
- 4 Join the Business Agility Community
- 5 Library Steward
Moving from Theory to Practice[edit | edit source]
Your goal is to develop an innovative, engaged, empowered, and agile workforce.
Create Psychological Safety[edit | edit source]
Creating a psychologically safe working environment is necessary to promote innovation and creativity. As with any transformation, business agility or otherwise, individuals will not extend themselves, to be courageous and vulnerable, without feeling safe and empowered to do so. HR and managers can make the workplace free from bullying and harassment, affirm job security, and encourage people to extend themselves, free from reprisal or embarrassment if things go wrong.
Change Incentive Schemes[edit | edit source]
Traditional employment contracts and reward programs are ineffective, or even counterintuitive to, incentivizing your workforce. Most organizations use blunt instruments to motivate their staff. Most commonly, performance-based annual bonuses which actually undermines collaboration and effective engagement.
Agile organizations know how to tap into the intrinsic motivations of their team members. These include a combination of meaningful forward-looking incentives and backward-looking rewards designed to complement each other. Thus, incentives drive today’s behavior and rewards become tomorrow’s incentives. Leaders must personalize both for each team member while ensuring that they continue to be perceived as fair.
Refocus Talent Acquisition[edit | edit source]
Developing your existing workforce is only part of the approach. Your identification, recruitment, and onboarding of new employees requires a new focus on culture, mindset, and diversity. Your recruitment process needs to be able to identify valuable cultural characteristics in new candidates. Mature agile organizations go further and hire for potential and culture, rather than to fill a specific job description. Skills, while still important, are easier to learn than culture is to change. The impact of a wrong hire can be incredibly expensive for organizations. In some cases, this can exceed the annual salary for that position in lost productivity, direct recruitment costs, and retraining.
Measuring your Business Agility Maturity[edit | edit source]
Engagement Policies[edit | edit source]
|At least one of the recruitment, incentive, compensation, or performance management policies is specifically designed to engage the workforce and considered fair by the majority of employees.||Each of the recruitment, incentive, compensation, and performance management policies are specifically designed to engage the workforce and the majority of employees consider them fair.||Recruitment, incentive, compensation, and performance management policies are highly adaptable and meet the needs of each individual employee (while remaining fair to all).||Employees design and administer the recruitment, incentive, compensation, and performance management policies|
Humble & Happy[edit | edit source]
|All employees have the same voice and recognition opportunity (and which is not dominated by the vocal few).||All individuals feel psychologically safe in our organization.||There is an environment of appreciation where people are regularly rewarded for collaboration and kindness by their peers.||Retention of highly skilled team-players is extremely high with people choosing to stay and work for such a great organization.|
Case Studies[edit source]
Further Reading[edit source]
Books & Book Reviews[edit source]
Supporting Frameworks[edit source]
Join the Business Agility Community[edit | edit source]
If you'd like to continue the conversation with like minded individuals, join the Business Agility slack community.
Library Steward[edit | edit source]
This section is currently un-stewarded. If you have a passion for this space and would like to take ownership for the guidance and insights within, please contact Evan Leybourn. The stewards of the Business Agility Library are leaders in their field and we quite literally couldn't create such amazing content without their support. These people & organisations are leaders in the community and, through their actions and insights, continue to expand the horizon of business agility for us all.