The linear business management discipline needs to be replaced by a highly adaptive digital system viewpoint and nonlinear management discipline.
People are the human capital worth investing in a smart way, not just cost or even resource, to catalyze business transformation and drive long term business advantage. The part of building a people-centric platform business is to deliver holistic people management solutions by integrating talent management, performance management, culture management, information management, change management for unleashing collective potential.
Performance management: You can only manage what you measure. Performance management is critical to manage people and overall business performance to reach well-set expectations. Most organizations fail to manage performance effectively because they only focus on assessing past performance based on more static processes or linear steps to measure defined goals and objectives. There is also a pervasive obsession for purely quantitative performance measurement sweeps aside much of the softer and more qualitative measurement information.
The speed of change is increasing so performance management is no longer just the static tool for assessing the past performance of employees, it can be used as a means to develop the digital-ready workforce. There is a danger of not having a dynamic process to "develop and nurture" performance. The management needs to make reasonable inquiries and connect all critical dots for telling an information-based story to drive changes. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement.
Talent management: Many employees do not feel engaged in their work in many companies that get stuck at the lower level of business maturity. One of the crucial goals for talent management is to involve talented people, inspire creativity and improve productivity by giving them active roles in the business initiatives to solve real world problems and drive competitive advantage of the business. In the digital workplace, workforce analysis as an integral component of talent management helps to discover and develop people’s talent, and ensure people are put in the right positions to get the work done effectively, improve employee experiences management, integrate performance and potential management. It’s about employees "willing to give discretionary effort,” keep growing, and are always looking for ways to improve individual and team performance.
The goal of workforce engagement is to make people feel important, appreciate and reward them. If you want your employees to be engaged - you want to define that - you're going to first need to acknowledge the skepticism, truly understand it, and at least attempt to do something about it. There is the integration of cross-training and knowledge-sharing opportunities. When people feel supported and confident they will be developed and valued. There is greater transparency, more engagement and retention initiatives, training, and development best and next practices to improve talent management effectiveness.
Information/knowledge management: There are always different complexities at a different time or dimension and multilateral management approaches to run an information intensive business. The quality of the business management depends on the quality of information. Information is one of the most critical components of people management such as information quality directly decision management, feedback management, workforce planning and integration, employee experience management, performance measurement and management, etc. Some real time organizations can manage information excellently to capture business insight almost at the real-time, in order to respond to changes promptly.
Improve information quality via efficient tools and get the right results by streamlining cross-disciplinary information flow. A powerful information management system enables companies to integrate the critical components of a smart platform, which is “open,” allowing information exchange and participant involvement. Information management, in fact, is an integral part of people-centric innovation management which needs to streamline information flow, collaborate through communities with geographically-distributed teams, and arise the opportunity to unlock latent expertise and catalyze business growth. It involves assigning responsibility for knowledge management within the organization, both maintaining and improving information/knowledge flow, with the goal to improve the organization’s collective learning agility.
Culture management: Every organization has a certain culture and to succeed in any endeavor, you need to understand the culture as it is a collective mindset, attitude, and behaviors. Culture is invisible, but the culture system is a powerful pillar to run a digital organization. Too many organizations don't receive the true return on their business investment because they cannot or will not create a culture of high performance. To understand the culture, explore the implicit cultural traits -the hidden beliefs that are difficult to know and take time to uncover. Technically, corporate culture is created out of the systems, processes, human capital, organizational hierarchy, and strategy design of the organization. Thus, changing the culture to fit the strategy is tough because culture changes both slowly and reluctantly. Actually few strategies can wait for culture's evolutionary change.
Still, if culture becomes the very obstacle to strategy management, it needs to be changed. Building a digital culture in the ever-expanding workplace is a multi-layered and multi-dimensional management issue. To change "culture" is to change the persistent emotional experience of the people working within a process of gratitude, inspiration, inclusion, or any number of alternatives. It might take a lot of time and effort but the results are tremendous, you will achieve your goals regardless of the difficulties. People management and culture management mutually influence each other. Actually, one of the most challenging aspects of people management is understanding the role that organizational culture plays in the distinctiveness of the organizational capabilities and management approach.
Change Management: Every organization has its own unique set of collective thinking and behaviors, some are reluctant to change, and others are open to change. People only like the comfort zone if they have been given no reason to consider better ways to do things. For change to be embraced by stakeholders, they ultimately need to understand why it is an improvement and what it will improve for them. Change should never happen for its own sake, without figuring out the “why” part of change, they lose sight of the "purpose."
Change Management is about mentoring the human side of the business through profound, unsettling change. It requires a plan and strategy, as radical change often needs to restructure the root of the company such as values, beliefs, and objectives, besides the hard components tuning such as process optimization or technology update. Change happens when changing is easier than maintaining the status quo and, more importantly, when people no longer feel threatened by it. Understanding the psychological process behind the change is just a necessary element to improve change success rate.
The business nonlinearity comes through different characteristics such as diversity, volatility, ambiguity, unpredictability, and increased flux. The linear business management discipline needs to be replaced by a highly adaptive digital system viewpoint and nonlinear management discipline. A well-considered platform with a set of collaboration tools in the given culture, operating environment, and governance, can be an integral part of people management solutions to improve business agility and maturity.
The speed of change is increasing so performance management is no longer just the static tool for assessing the past performance of employees, it can be used as a means to develop the digital-ready workforce. There is a danger of not having a dynamic process to "develop and nurture" performance. The management needs to make reasonable inquiries and connect all critical dots for telling an information-based story to drive changes. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement.
Talent management: Many employees do not feel engaged in their work in many companies that get stuck at the lower level of business maturity. One of the crucial goals for talent management is to involve talented people, inspire creativity and improve productivity by giving them active roles in the business initiatives to solve real world problems and drive competitive advantage of the business. In the digital workplace, workforce analysis as an integral component of talent management helps to discover and develop people’s talent, and ensure people are put in the right positions to get the work done effectively, improve employee experiences management, integrate performance and potential management. It’s about employees "willing to give discretionary effort,” keep growing, and are always looking for ways to improve individual and team performance.
The goal of workforce engagement is to make people feel important, appreciate and reward them. If you want your employees to be engaged - you want to define that - you're going to first need to acknowledge the skepticism, truly understand it, and at least attempt to do something about it. There is the integration of cross-training and knowledge-sharing opportunities. When people feel supported and confident they will be developed and valued. There is greater transparency, more engagement and retention initiatives, training, and development best and next practices to improve talent management effectiveness.
Improve information quality via efficient tools and get the right results by streamlining cross-disciplinary information flow. A powerful information management system enables companies to integrate the critical components of a smart platform, which is “open,” allowing information exchange and participant involvement. Information management, in fact, is an integral part of people-centric innovation management which needs to streamline information flow, collaborate through communities with geographically-distributed teams, and arise the opportunity to unlock latent expertise and catalyze business growth. It involves assigning responsibility for knowledge management within the organization, both maintaining and improving information/knowledge flow, with the goal to improve the organization’s collective learning agility.
Culture management: Every organization has a certain culture and to succeed in any endeavor, you need to understand the culture as it is a collective mindset, attitude, and behaviors. Culture is invisible, but the culture system is a powerful pillar to run a digital organization. Too many organizations don't receive the true return on their business investment because they cannot or will not create a culture of high performance. To understand the culture, explore the implicit cultural traits -the hidden beliefs that are difficult to know and take time to uncover. Technically, corporate culture is created out of the systems, processes, human capital, organizational hierarchy, and strategy design of the organization. Thus, changing the culture to fit the strategy is tough because culture changes both slowly and reluctantly. Actually few strategies can wait for culture's evolutionary change.
Still, if culture becomes the very obstacle to strategy management, it needs to be changed. Building a digital culture in the ever-expanding workplace is a multi-layered and multi-dimensional management issue. To change "culture" is to change the persistent emotional experience of the people working within a process of gratitude, inspiration, inclusion, or any number of alternatives. It might take a lot of time and effort but the results are tremendous, you will achieve your goals regardless of the difficulties. People management and culture management mutually influence each other. Actually, one of the most challenging aspects of people management is understanding the role that organizational culture plays in the distinctiveness of the organizational capabilities and management approach.
Change Management: Every organization has its own unique set of collective thinking and behaviors, some are reluctant to change, and others are open to change. People only like the comfort zone if they have been given no reason to consider better ways to do things. For change to be embraced by stakeholders, they ultimately need to understand why it is an improvement and what it will improve for them. Change should never happen for its own sake, without figuring out the “why” part of change, they lose sight of the "purpose."
Change Management is about mentoring the human side of the business through profound, unsettling change. It requires a plan and strategy, as radical change often needs to restructure the root of the company such as values, beliefs, and objectives, besides the hard components tuning such as process optimization or technology update. Change happens when changing is easier than maintaining the status quo and, more importantly, when people no longer feel threatened by it. Understanding the psychological process behind the change is just a necessary element to improve change success rate.
The business nonlinearity comes through different characteristics such as diversity, volatility, ambiguity, unpredictability, and increased flux. The linear business management discipline needs to be replaced by a highly adaptive digital system viewpoint and nonlinear management discipline. A well-considered platform with a set of collaboration tools in the given culture, operating environment, and governance, can be an integral part of people management solutions to improve business agility and maturity.
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