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Feature Immersion therapy
through the ensuing period of uncertainty. The clarity of thinking prevalent with those tasked with regrouping, re-energising and preparing for an uncertain future seems to have a reassuring sense of alignment and purpose.
So what are we seeing that suggests this post immersion clarity of thinking?
As organisations acted quickly to strip all that was unnecessary or in the worst case, some of the people they really needed but could not afford to keep, it seems they are now desperate to engage the talent that remains. Of course the engagement piece was coming in as a management focus before the recession, but now it is mission critical. In uncertain times people stayed loyal but with glimmers of a brighter day dawning, their loyalty is once again being tested.
The key to that engagement is a good combination of sound management and solid leadership that reassures and motivates through providing:
• A sense of meaning and purpose • Valuing of individual contribution • A structured plan of action
There has been a re-awakening of why good management is critical. It is line management more than anything else that determines the engagement of the employee and determines their loyalty and willingness to give discretionary effort.
Good management is both support and challenge. Shabby management that overlooked poor performance in better times was quick to swoop in harder times. This didn’t help as we all looked around to lighten our load and made the process of downsizing even more painful and confusing than it needed to be. Good management is about regular dialogue, regular performance appraisal and clarity of how we are shaping up against complex and sometimes conflicting stakeholder expectations. Tighter budgets, shareholder scrutiny and the need for results are driving very focused and measurable business activity all of which must enhance competitive advantage whatever its particular source. This month’s Harvard Business Review, for example, suggests that the latest source of competitive advantage is ‘adaptability’. Pre-recession there was an emerging obsession (especially in annual reports) to promote the good doings of organisations to
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fulfil shareholder expectations in competitive advantage through corporate social responsibility. Indeed 2009 and 2010 along with the near collapse of the climate summit in Copenhagen really challenged the movement towards a triple bottom line. It does appear however that despite the challenges of the recession and climate change doubters there is still a solid base of organisations that have identified the sustainability agenda as a key source of employee and customer engagement, and a serious source of competitive advantage in both customer decision-making, reputation and employee pride.
So what are we seeing in the post-traumatic, uncertain, but also exciting landscape in L&D?
• Leadership capability and action specific to what the specific organisation needs rather than generic academic know-how
• The demand for a clear line of sight to fulfil stakeholder identified deliverables with measurable results
• Strategic management of talent development in line with organisational needs
• Greater thought to succession planning and the development of high potentials
• Integration of strategic goals into mainstream learning from positioning and innovation right through to community engagement and environmental projects
• Focus on enlightened engagement strategies and the importance of creating a great work place through excellence in line management for all levels of talent
• Innovative, exciting but highly relevant learning vehicles that as simulations of real work create directly transferable strategic learning
• Efficient and grounded learning with the magic mix of 70/20/10 (70 per cent work based, 20 per cent distance, 10 per cent off the job)
• Consistent global delivery of strategic competences and aspirant behaviours with intercultural implementation as core
• Tailored learning journeys to provide challenge and support through the 70/20/10 mix supported by coaching
• Innovative use of technology in virtual learning to mirror the changes in social networking and the heightened expectations of a generation Y workforce
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“It is more than survival, it is almost a ‘Darwinian’ emergence of an organisational emotional intelligence”
In summary like all wild swimmers; if you have a towel and warm clothing and you look out for your mates the thought of a second dip takes on the guise of adventure not nightmare. It seems like our re-booted corporate wild swimmers are not only leaner but also potentially better prepared this time around. n
About the Author
Andy Dickson is head of global solutions for Impact International. He is also speaking on ‘Maximising the transferral of learning into behavioural change’ on Wednesday 28 September 2011 at the World of Learning Conference.
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