Dawgen Global Insights (November 2020)

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INTRODUCTION TO OUR MONTHLY NEWSLETTER DAWGEN GLOBAL INSIGHTS

Welcome to Dawgen Global and our November 2020 edition of our Monthly Newsletter - Dawgen Global Insights.

This Newsletter has been produced to provide you with an overview of our firm and the wide range of services offered by Dawgen Global entities; whether audit, accounting, tax or advisory services.

Over the past 18 years, I can proudly say that Dawgen has significant experience and expertise that we draw upon, day after day, helping our clients to progress.

Our Monthly Newsletter will demonstrate the strength of our firm and the unique and innovative approach we engender.

This is communicated through client case studies on how our team have collaborated to help our clients succeed.

This issue of Dawgen Global Insights explores several management tools and strategies including Digital Transformation and Talent Management. Today’s Digital Age warrants new approaches to manage Talent. This article deliberates on 2 robust models to attract and retain key Talent. Traditional Talent Management practices aren’t helpful for companies to compete in the Digital Era—in fact, they disappoint the key talent available in the market.

In this edition we also examine 8 Perspectives on Strategy. Strategy is about the methods used to attain goals. It’s the “how” of achieving goals—desired future conditions and circumstances towards which effort and resources are spent until their achievement. If Strategy has any meaning at all, it is in relation to some aim or end in view.

This article breaks down the various perspectives and definitions on Strategy, as explained by 8 of the most impactful and renown Strategists in modern times.

I hope that you will find the information we provide in this Newsletter helpful.

Dr. Dawkins Brown Ph.D Executive Chairman Dawgen Global

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TABLE OF CONTENT 04 Digital Transformation Talent Management

42 HR Strategy Job Leveling

16 8 Perspectives on Strategy

29 Virtual Work Digital Facilitation Methods Digital

Digital Transformation

Talent Management

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Today’s Digital Age warrants new approaches to manage Talent this article deliberates on 2 robust models to attract and retain key Talent OVERVIEW Traditional Talent Management (TM) processes fail to meet the high-potential talent requirements imperative to compete in this era of disruption.

Research reveals that it’s both the younger as well as middle management people who tend to leave if they don’t find opportunities to develop digital skills in their existing organizations.

These findings call for the senior leadership to identify and evaluate more immediate and appropriate methods to attract and retain key talent.

This article provides a detailed overview of 2 distinct models—substantiated through research by MIT Sloan and Deloitte on over 3,700 executives—that are instrumental in managing talent in the Digital Age:

1

Talent Markets for Contractors

2

Digital Tools for Employees

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Traditional Talent Management practices aren’t helpful for companies to compete in the Digital Era—in fact, they disappoint the key talent available in the market

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Enterprises worldwide are having problems selecting, staffing, developing, compensating, motivating, and sustaining their key Talent TALENT MANAGEMENT: THE CHALLENGE WITH TALENT Implementing best practices in staffing and coaching aren’t sufficient for organizations to build a Talent pipeline and achieve a Competitive Advantage.

Senior leadership needs to overcome arduous challenges, such as: • Adjust to varying dynamics in global markets • Handle the expectations of varied customer segments in different geographies

This age of Digital Transformation necessitates organizations to adapt to the changing requirements of the market, invest in new technologies and competencies, revisit their business models, and expand in other markets worldwide.

• Managing the preferences of key Talent

Leading organizations do not

• Acquire new technologies

just copy best practices from

• Build novel capabilities

others—they adopt Talent

• Streamline operations and processes • Explore new markets • Strategies to attract, select, develop, assess, and reward top Talent

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Management principles that strongly compliment their own strategy, values, and culture.

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Talent Management practice assists companies to attract, select, develop, and retain Talented people available in the job market TALENT MANAGEMENT: DEFINITION Talent Management (TM) pertains to devising strategy to plan and meet the organizational Human Capital requirements. The term was first used by McKinsey & Company in 1997.

• Talent Management deals with planning and managing strategic Human Capital, and entails activities such as selecting, staffing, developing, rewarding, and retaining people.

Succession planning, performance management, and compensation were added to TM later on by Human Capital practitioners.

• Talent Management is not something that should be the responsibility of the Human Capital unit alone, instead it should be integrated well across the organization. The enterprise’s Corporate Strategy should guide the line management to enhance the skills of their immediate staff. The focus should be not only on attracting the right Talent, but to promote and retain them.

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Where leadership assigns more value, resources, and rewards to employees who are more valuable or have high potential.

Differentiated approach

1

Executives use 2 approaches to manage their Talent

2

This approach considers giving too much attention to top Talent hurts conviction, positivity, and organizational growth

Inclusive approach

The focus of TM is to encourage a culture of open information sharing and collaboration across various units for people to become versatile and to enhance their skillsets.

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A 2016 digital business research of 3,700+ executives reveals attracting and

retaining talent as the most serious challenge that companies face TALENT MANAGEMENT: THE CHALLENGE WITH TALENT (IN THE DIGITAL AGE) Talent Management (TM) pertains to devising strategy to plan and meet the organizational Human Capital requirements. The term was first used by McKinsey & Company in 1997.

Traditional TM processes fail to meet the high-potential talent requirements imperative to compete in this era of disruption.

In 2016, research by MIT Sloan Management Review and Deloitte of over 3,700+ executives indicates that organizations that are still using the traditional approaches to manage Talent face a number of pressing challenges, including: • Building new competencies within limited resources.

• Alignment of culture, strategic initiatives, human capital, and hierarchies with organizational objectives.

• Attracting, selecting, and retaining key talent.

• Creating performance management, compensation, and benefits systems.

• Finding and developing talent with critical capabilities— such as forward thinking, transformative vision, and change focus—alongside technical skills.

• Providing opportunities and projects that require digital skills, to attract and keep critical Digital Talent interested in the organization.

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Talent requirements in the Digital age are quite different than earlier periods.

Source: Winning the Digital War for Talent, Kane, MIT Sloan Management Review, 2017

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People who find that their employers don’t provide the opportunities to build digital capabilities tend to leave their employers TALENT MANAGEMENT: DIGITAL MODELS One of the findings of the 2016 digital business study demonstrate that it’s both the younger as well as middle management people who tend to look elsewhere in case they don’t find opportunities to develop digital skills in their existing organizations.

These findings call for senior management to identify and evaluate more immediate and appropriate

Leading

methods to attract and retain key Talent.

organizations

The survey from 3700 plus digital executives reveals 2

are managing

distinct models that have emerged in the Digital Age to

their Talent

manage Talent:

requirements using a combination of on-demand Talent markets and by imparting digital skills to their core

Talent Markets

Digital Tools for

for Contractors

Employees

employees.

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Acquiring freelance talent necessitates fostering linkages with on-demand talent markets for the timely availability of required talent TALENT MARKETS FOR CONTRACTORS : OVERVIEW Many organizations utilize this method to manage talent in the digital business environment. These organizations pursue a flexible recruitment model using digital platforms to attract skilled contractors and consultants. Digital talent markets can be expanded or contracted depending on the quantity of work and skillsets required.

Example(s)

Best Practices

• Work Market Inc., a New York based freelance management platform, helps organizations staff the required expert talent.

• Digital platforms offer superior talent markets to assess and manage large talent pool of contractors.

These 3 best practices are quite helpful in nurturing Talent Markets:

• Digital talent markets— such as Work Market Inc.— can coordinate the work of full-time employees as well as cover live activities of contractors more nimbly and reliably. Companies across many industries are using digital talent markets.

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1 2

3

Manage on-demand talent markets as a community Strike a balance between full-time and part-time talent Create an environment where the best people want to work

A few companies have built their own ondemand talent markets—while some have cooperated with other organizations to share talent markets.

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It’s up to senior management to decide if they want to leverage existing on-demand talent markets or cultivate their own in-house TALENT MARKETS FOR CONTRACTORS : BEST PRACTICES (1 OF 2) Organizations can choose on-demand workforce providers to have full-time employees to maintain a steady employee base, or pick part-time contractors to handle workload surges.

Manage on-demand talent markets as a

Strike a balance between full-time and part-time talent

community

Talent markets are meant to manage freelancers. However,

To make the availability of

a few organizations have also begun collaborating with them

required key talent certain:

and deploying their full-time employees to project work that is

• On-demand talent markets should be considered strategic resources and cultivated carefully with future talent requirements in mind.

critical to build new competences. A few considerations in this

• Companies should devote resources and efforts to develop their own talent pool.

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regard include: • Companies need to strike an equilibrium between full-time and part-time talent.

• A talent pool comprising part-time freelancers as well as full-time employees is managed by Work Market and other workforce providers that help organizations meet their skills’ requirements.

• Some people prefer full-time employment while others fancy flexibility or work from home options.

• Some workforce providers even offer services of retired people with expert skills, who have proved to be a valuable asset.

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Organizations that want to attract great talent should think of contractors as valuable resources and treat them as such TALENT MARKETS FOR CONTRACTORS : BEST PRACTICES (2 OF 2) A majority of companies consider freelancers or independent contractors as inferior to their permanent employees. To get top talent, organizations need to: • Treat contractors as their core key talent.

• Nurture an environment conducive to support ondemand workers.

• Devise remuneration and reward systems that value contractors and full-time employees equally.

• Create an atmosphere that offers attractive work experiences for the employees • Deploy people on interesting projects and allow them to experience job rotations to:

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Setting up the right

• Enhance their skills sets.

environment is

• Advance their problem solving abilities.

central to attracting

• Enable cross-departmental team collaboration.

and retaining the

• Expose people to different teams.

best flexible, on-

• Improve employee engagement levels.

demand talent.

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To benefit from Talent Markets, companies should work on developing the capabilities of their core people DIGITAL TOOLS FOR EMPLOYEES : OVERVIEW The second approach to attracting, managing and retaining talent in the digital era demands developing and investing in employees. Organizations that utilize talent markets should: • Reorganize the roles and responsibilities of their core base of employees.

• Invest in building skills and capabilities of full-time employees.

• Empower core employees to guide the long-term strategic direction of the organization.

Example(s)

Best Practices

3M Co. invests resources and time to develop new people and to gain their loyalty. The long-term plan of the organization is to have their employee development program cover all of its workforce by the year 2025.

• There are 4 leading practices organizations can follow to best leverage digital tools:

1

2

3 4

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Coach core people to manage on-demand talent Empower core employees to make strategic decisions Foster an environment conducive to retain people Present learning opportunities to develop Digital capabilities

Core base of employees have a more significant role to play in the digital world—their jobs should be considered and devised in a different way.

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Digitally mature organizations develop managerial skills in their core people to manage contractors and create a collaborative culture DIGITAL TOOLS FOR EMPLOYEES BEST PRACTICES (1 OF 2) Coach core people to manage on-demand talent Core employees and on-demand contractors are going to collaborate more and more in future. This necessitates the core employees: • To develop managerial capabilities to be able to assign work to ondemand talent.

• To be aware of the sources to seek critical competences and skills.

• To know how to gather, train, and marshal on-demand team members.

• To employ digital decision support tools to make effective and prompt decisions.

Strategic thinking

Empower core employees to make strategic decisions

is a critical

Digitally mature firms have distributed leadership as a critical element. Their core employees have:

capability for

• Strategic authority at all levels to make strategic decisions.

employees

• Clear-cut, established communication channels with senior leadership to enable enhanced authority.

• Better understanding of the strategic direction of their organization.

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leaders and working in a digital environment.

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Digital-native organizations strive to develop a culture that is engaging for their people DIGITAL TOOLS FOR EMPLOYEES BEST PRACTICES (2 OF 2) Foster an environment conducive to retain people Digitally mature organizations consistently work towards: • Keeping their employees engaged.

• Attracting and retaining their core employees by providing financial rewards.

• Making their core people contribute for the firm’s growth by cultivating a sense that the leadership is investing in their development and will continue to offer opportunities of growth in future.

Present learning opportunities to develop Digital capabilities Digitally mature organizations have a strong emphasis on:

To compete in the digital era,

• Offering new opportunities for the core people to acquire digital competencies.

organizations

• Creating development programs comprising novel technical, managerial, and digital skills.

new models

• Motivating their people to continuously upgrade their skills to remain competitive in the digital era.

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need to try out for Talent Management.

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8

Perspectives on

Strategy

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This Article highlights the 8 different ways in which leading strategists and management experts define Strategy OVERVIEW Strategy is about the methods used to attain goals. It’s the “how” of achieving goals—desired future conditions and circumstances towards which effort and resources are spent until their achievement.

If Strategy has any meaning at all, it is in relation to some aim or end in view.

This article breaks down the various perspectives and definitions on Strategy, as explained 8 of the most impactful and renown Strategists in modern times. These 8 Strategy subject matter experts are:

1

Michael Porter

2

Henry Mintzberg

3

Treacy and Wiersema

4

B. H. Liddell Hart

5

George Steiner

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6

Kenneth Andrews

7

Kepner-Tregoe

8

Michel Robert

By gaining familiarity on all 8 perspectives, you can develop a more holistic and thorough understanding of the topic, helping you improve your strategic thinking, decision making, and analytical skills.

The scholarly writings of these experts laid the foundation to modern day Business and Corporate Strategy.

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Strategy is the means to an end and is

1 of the 4 dimensions of an enterprise structure STRATEGY – OVERVIEW Strategy is about the methods used to attain goals. It’s the “how” of achieving goals—desired future conditions and circumstances towards which effort and resources are spent until their achievement.

If Strategy has any meaning at all, it is in relation to some aim or end in view. Strategy constitutes one dimension of a 4-dimension enterprise structure; the dimensions are:

1

Goals of the organization.

2

Resources at our disposal.

3

Strategies for achieving abovementioned goals –i.e., the methods used to deploy the resources.

4

Tactics i.e., the ways in which the deployed resources are used.

Strategy is bringing the future into the present and doing something about it now.

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Strategy and tactics bridge the gap

The

between goals and the methods used to

of Strategies and Tactics give us certain

achieve those goals.

conditions and circumstances.

The 4 dimensions of enterprise structure

Inspecting them in light of the “desired”

relate to one or 4 points of the following

conditions and circumstances enables us

domains:

to determine future employment of the

• Determining the goals of an enterprise is a matter of Policy.

• Attaininfg goals is typically a matter of Management not Governance.

employed

resources

through

use

resources and thus emerges a pattern of actions and decisions which makes Strategy an adaptive and evolving view of what is required, to achieve goals.

• Strategy is the combined realm of the governors and managers.

• Tactics belong to the managers.

• Means or resources are controlled jointly.

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Strategy has been the subject of many experts in modern times

offering interesting perspectives STRATEGY – 8 DEFINITIONS OF STRATEGY Experts have tried to define Strategy in various perspectives.

We take a look at 8 of the following leading experts of Strategy—mainly Business Strategy— and how they have described Strategy:

1

Michael Porter

2

Henry Mintzberg

3

Treacy and Wiersema

4

B. H. Liddell Hart

5

George Steiner

6

Kenneth Andrews

7

Kepner-Tregoe

8

Michel Robert

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All of these subject matter experts seem to agree on the fact that Strategy is a means to implement a policy or a view envisioned by those who matter.

Strategy has its origins in war but its influence extends to life.

Source Strategy, Nickols, 2016

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Competitive Strategy is about differentiating yourself in the eyes of the customer

STRATEGY DEFINED : MICHAEL PORTER Michael Porter is considered the father of modern Business Strategy studies.

Porter’s Five Forces is a very influential model for analysis in Business Strategy development today.

Porter’s view of Competitive Strategy suggests “intentionally opting a collection of activities that are dissimilar to the competitors in order to provide a unique mix of value.” Porter states that Strategy is about: • A competitive position.

MICHAEL PORTER

• Differentiating yourself in the eyes of the customer.

• Adding value through a collection of activities different from competitors.

In an earlier book he writes that “Strategy

Strategy is about being different.

Source: What Is Strategy, Porter, Harvard Business Review, 1996

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is a combination of the ends (goals) for which the firm is striving and the means (policies) by which it is seeking to get there.” Porter seems to embrace Strategy as both a Plan and a Position.

Though Porter writes about competitive Strategy, not about Strategy in general.

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According to Mintzberg, contrast of changing realities and intentions generates Strategy

STRATEGY DEFINED : HENRY MINTZBERG Mintzberg is credited with co-creating the Organigraph.

He writes on the topics of

management and business Strategy. His contribution to Organizational Theory in the form of “The Organizational Configurations Framework” is a model that describes 6 valid organizational configurations.

Mintzberg

argues

that

the

contrast

of

changing realities with intentions necessitates accommodation,

generating

Strategy.

According to him Strategy is a combination of: • The Perspective – Vision and Direction.

• The Position – Decisions to offer particular products or services in particular markets.

• The Plan – a means of getting from here to there.

HENRY MINTZBERG

• A Pattern in actions over time – for example, a company that regularly markets very

Mintzberg describes Strategy as a combination of Perspective, Position, Plan, and Pattern.

Source: ‘The Rise and Fall of Strategic Planning, Mintzberg, Basic Books, 1994

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expensive products is using a “high end” Strategy.

Thus, we may start with a Perspective and conclude that it calls for a certain Position, which is to be achieved by way of a carefully crafted Plan, with the eventual out-come and Strategy reflected in a Pattern evident in decisions and actions over time. This pattern in decisions and actions defines what Mintzberg called “Realized” or Emergent Strategy.

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Leadership positions are achieved by narrowing business focus

Model” is of 3 different value disciplines: Customer

Intimacy,

Product

Leadership,

Operational Excellence. Studies on successful market leaders that outdid their competitors reveals that they did it through mastering 1 of these 3 disciplines.

achieve leadership positions by narrowing,

(operational excellence)

(Customer Intimacy)

Treacy and Wiersema’s “Value Discipline

Treacy and Wiersema assert that companies

Costs Leadership

Customer Partnership

STRATEGY DEFINED : TREACY AND WIERSEMA

not broadening, their business focus on any one of the following: Product Leadership (Differentlation)

• Operational Excellence’s objective is to lead the industry in terms of price and convenience and is based on the Strategy of production and delivery of products or

TREACY AND WIERSEMA

services. It implies world-class marketing, manufacturing, and distribution processes.

• Customer Intimacy’s objective is long-term customer loyalty and long-term customer

Mintzberg describes Strategy as a combination of Perspective, Position, Plan, and Pattern.

Source: ‘The Rise and Fall of Strategic Planning, Mintzberg, Basic Books, 1994

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profitability.

It is based on the Strategy

of tailoring and shaping products to the increasingly fine definitions of customer.

• Product

Leadership’s

objective

is

the

quick commercialization of new ideas. It hinges on market-focused R&D as well as organizational nimbleness and agility.

Toyota focused on Operational Excellence in an industry where it has lower unit volume yet achieved Competitive Advantage.

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Strategy has its origin in war and is a means to political ends

STRATEGY DEFINED: B. H. LIDDELL HART Captain B. H. Liddell Hart was a military historian and military theorist.

In the

1920s and later he wrote a series of military histories that proved extremely valuable among strategists. Liddell Hart published his most influential work, “Strategy, 2nd Revised Edition” in 1967.

Strategy originates from the Greek term Strategia, meaning “generalship.” Given the centuries-old military origins of the term Strategy, it seems sensible to examine the military view of it as well.

Liddell Hart redefines the definition of Strategy by Moltke, i.e.: • “The

B. H. LIDDELL HART

practical

adaptation

of

the

means placed at a general’s disposal to the attainment of the object in view.”

Moltke’s interpretation of

military Strategy is evidently a means to political ends.

• Liddell Hart reaches at this brief

Liddell Hart’s work applies lessons from military Strategy to the business world.

Source: Strategy, Liddell Hart, Basic Books, 1967

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definition of Military Strategy, “the art of distributing and applying military means to fulfil the ends of policy.”

Removing the word “military” from Liddell Hart’s definition facilitates projection of the concept of Strategy to the business world.

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George Steiner is believed to be the father of Strategic Planning in the business world— this is how he defines the various dimensions of Strategy

STRATEGY DEFINED : GEORGE STEINER George

Steiner,

a

professor

of

management and one of the founders of The California Management Review, is generally considered a key figure in the origins and development of Strategic Planning.

His 1979 book, “Strategic

Planning,” is close to being a bible on the subject.

Steiner points out that there was very little agreement as to the meaning of Strategy in the business world of the time. He refers to some of the definitions in use at that time: • Strategy is that which top management does that is of great importance to the organization.

• Strategy refers to basic directional decisions, that is, to Purposes and Missions.

• Strategy consists of the important

GEORGE STEINER

actions necessary to realize these directions.

Strategy is all about counteracting the competitors’ efforts – real or expected.

• Strategy answers the question: What

Source: Strategic Planning, Steiner, Free Press, 1979

referring to what one does to counter a

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should the organization be doing?

• Strategy answers the question: What are the ends we seek and how should we achieve them?

Steiner defines Strategy as, “a way of competitor’s actual or predicted moves.”

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Kenneth Andrews is considered to be one of the pioneers behind the notion of “Business Strategy”

STRATEGY DEFINED: KENNETH ANDREWS Kenneth Andrews, an academic, is cocredited with the foundational role in introducing and popularizing the concept of “Business Strategy.”

Andrews defines Strategy as: “Corporate Strategy is the Pattern of decisions in a company that determines and reveals its objectives, purposes, or goals; produces the principal policies and plans for achieving those goals; defines the range of business the company is to pursue; the kind of economic and human organization it is or intends to be; and the nature of the economic and non-economic contribution it intends to make to its shareholders, employees, customers, and communities.”

Andrews’s definition of Strategy also alludes to:

KENNETH ANDREWS

According to Kenneth Andrews, “Strategy incorporates Pattern, Plan, Perspective, and Position.”

Source: The Concept of Corporate Strategy, Andrews, Dow-Jones Irwin, 1980

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• A Pattern • A Plan • A Perspective By

making

a

distinction

between

“Corporate Strategy”—which determines the businesses in which a company will compete—and

“Business

Strategy,”

which defines the basis of competition for a given business, Kenneth Andrews also anticipated “position” as a form of Strategy.

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Kepner-Tregoe believed that “Driving Forces in business determine choices which take organization in a particular direction”

STRATEGY DEFINED: KEPNER-TREGOE Benjamin Tregoe and Charles Kepner’s “KT-method”

is

a

popular

Problem

Analysis model. In addition to lecturing, Tregoe also wrote books on management methodology Tregoe’s

and

book

decision “Top

making.

Management

Strategy” was distilled from the work of Kepner-Tregoe Strategy Group.

Kepner and Tregoe define Strategy as “the framework which guides those choices that determine the nature and direction of an organization.” They insist that strategic decisions should be based on a single driving force of the business out of the 9 possible forces: • Products offered • Production capability

BENJAMIN TREGOE AND CHARLES KEPNER

Kepner-Tregoe considered Strategy as a matter of perspective.

• Natural resources • Market needs • Method of sale • Size/growth • Technology

Source: Top Management Strategy, Tregoe, Zimmerman, Simon and Schuster, 1980

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Michel Robert is a strategy consultant and author of numerous strategy books, including “Product Innovation” and “Strategy Pure & Simple”

MICHEL ROBERT Drawing on extensive experience in Strategy formulation, implementation, and deployment, Robert’s scholarly work is filled with examples drawn from the experiences of commercial leaders and interviews with CEOs of companies in a variety of industries.

STRATEGY DEFINED: MICHEL ROBERT Robert offers the same view as Kepner, Tregoe,

Michel Robert argues that the real issues are Strategic Management and “thinking strategically.”

Source: Strategy: Pure and Simple, Robert, McGraw-Hill, 1993

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and Zimmerman.

According to him, strategic

decisions depend on 4 factors: • Products and Services • Market Segments • Customers • Geographic Areas Robert is also a proponent of the “Single Driving Force” theory, listing forces that drive Strategy.

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Virtual Work

Digital

Facilitation Methods

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Virtual work has become a norm this article deliberates on 3 key methods used in facilitating workshops and virtual team meetings OVERVIEW The global COVID-19 pandemic has forced organizations to rapidly adopt virtual work environments, making it the new norm. Digital Collaboration Platforms have been pivotal in the current scenario and have forever changed future work environment.

Digital Facilitation has its own set of challenges, principles, and methods that are to be followed for the future work environment to run smoothly.

This article discusses the 3 main methods for facilitating a Digital Workshop:

1

Double Diamond

2

Open Space

3

Sociocracy 3.0

Other topics discussed in this article include key phases of the Digital Facilitation methods, popular tools used to enable Digital Facilitation, and fundamental features of Digital Facilitation Platforms.

Digital Facilitation Platforms have been adapted to facilitation methodologies creating a new era in facilitation.

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COVID-19 has triggered a

massive shift to virtual work that may change the office forever VIRTUAL WORK – FUTURE OF WORK Many teams face a new reality: working virtually.

Virtual work is the future of work.

The reality of work today has changed: • A quarter of virtual work settings are all-virtual.

• Employees work virtually and in their native time zone.

• Flexible and zero commute time are added employee benefits.

With virtual work increasingly rapidly the past years, there are several methods available to make virtual work a success.

• Employers experience increased productivity, efficiency, and employee morale.

Yet, enabling a virtual workforce is not “business as usual.” There are critical differences in managing in-office and working remotely.

• Online collaboration tools are no substitute for copresence when communication, problem-solving, and creativity are called for.

• Organizational culture is more felt and experiences rather than

Virtual work is not going away anytime soon.

articulated.

• Interactions are through body language, emotions, and embodied experiences, all must different in a virtual space.

• Increased importance for managers to call attention to and acknowledge aspects of organizational culture that are on display and why that matters.

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Source: How to Sustain Your Organization’s Culture When Everyone Is Remote, Howard-Grenville, MIT Sloan Management Review, 2020

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Digital (remote) Facilitation is an essential instrument of the future work environment DIGITAL FACILITATION – OVERVIEW Digital Facilitation entails using digital tools to enable a group of individuals attain their common goals.

In the wake of global pandemics when meeting face to face is not possible, it’s about facilitating workshops digitally, designing a formal agenda, and utilizing digital tools to ensure a productive virtual meeting.

Digital Facilitation can be categorized into 3 types:

Digital Facilitation is normally used by facilitators, Change Management consultants, Organizational Development practitioners, and learning professionals as a way to collaborate on workshops, events, change initiatives, and learning programs.

Virtual Facilitation

Asynchronous Facilitation

Face-to-face Facilitation

Source: The Digital Facilitation Playbook, Howspace, 2020 32

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Digital Facilitation Methods vary from simple to very complex and there is an abundance of them DIGITAL FACILITATION – METHODS Most of the Digital Facilitation Methods can be recreated with one or a combination of digital tools.

Let us examine 3 Digital Facilitation Methods:

DOUBLE DIAMOND The Double Diamond approach is used for problem-solving and ideation. It is a structured approach to tackle challenges in 4 phases: Discover, Define, Develop, and Deliver.

OPEN SPACE Open Space Facilitation format is designed for self-organization, inclusivity, and emergent agendas.

S3.0

SOCIOCRACY 3.0 Sociocracy 3.0 (S3) is a transformational technology that helps organizations improve performance, alignment, fulfilment, and wellbeing.

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Digital Facilitation necessitates understanding the type of facilitation required first to identify the method of facilitation to use.

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Tools that can be used in combination with the Digital Facilitation Methods are many DIGITAL FACILITATION – TOOLS Knowledge of the available Digital Facilitation tools and how effectively to use them is of extreme importance in making the decision to select the most viable tool.

Some popular tools are categorized below:

Video conferencing • Zoom • Teams • Google Hangouts

Note-taking • Evernote

Whiteboarding/ post its

• Wunderlist

• Miro

• Onenote

• Mural

• Google docs

• Stormboard

• Microsoft Word

Survey tools • Google forms

Audience engagement

File storage and sharing

• Typeform

• Mentimeter

• Surveymonkey

• Sli.Do

• Onedrive

• Stormz

• Dropbox

• Google Drive

Listing activities to be undertaken in the virtual session helps choose the correct tools.

Source: The Digital Facilitation Playbook, Howspace, 2020

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Digital Facilitation Platforms provide a combination of activities in one place making meetings almost trouble-free DIGITAL FACILITATION – TOOLS (FEATURES) Digital Facilitation Platforms combine tools to enable us to perform the following activities on a single platform.

• Create agendas, pre-engagement communication, and activities.

• Note-taking and documentation.

• File storage and document sharing (videos, images, documents).

• Surveying, polls, pulse, and checkpoint questions.

• Chat with facilitator-specific features (anonymize, voting, hide comments, etc.).

• Dialogue AI summaries (theme clustering, summary, word cloud).

• Assignments, exams.

• Booking system and timer.

• Post-engagement through ongoing discussions and activities.

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Select Digital Facilitation methods and tools combination that work best for your needs.

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Choosing a Digital Facilitation method warrants an indepth knowledge of what is achievable through the method DOUBLE DIAMOND – OVERVIEW Facilitation Method

Double Diamond Benefits Problem Solving and Ideation

Identify needs that require solution to be able to choose the right method.

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Overview It is a structured approach that tackles challenges in 4 key phases: Discover, Define, Develop, and Deliver.

Details • Double Diamond method approaches

problems

and solutions utilizing 2 different types of thinking stages:

Divergent and

Convergent.

• In the Divergent stage, we try to open up as much as possible without limiting ourselves.

• In the Convergent stage, we focus on condensing and narrowing findings or ideas.

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Double Diamond method includes 4 phases each phase belongs to either of the 2 thinking stages DOUBLE DIAMOND – DISCOVER-DEFINE-DEVELOP-DELIVER Alternate corresponding terminology is used for the 4 phases of the Double Diamond method.

1 Discover/Research

Define/Synthesis

Divergent

Discover

4

Develop/Ideation

Convergent

What are the problems?

Insight into the problem (Diverging)

3

2

Divergent

Problem Define

Convergent

What are some solutions?

Develop

The area to focus upon (Converging)

Deliver/ Implementation

Potential solutions (Diverging)

Deliver Solutions that work (Converging)

Solution • The 1st cycle identifies the problem by • The 2nd cycle searches for solutions to the opening up to as many ideas as possible.

• The problem is then narrowed down and defined.

problem, again by opening up to as many ideas as possible and then narrowing it down to the best possible one and delivering it.

Digital Facilitation Platforms allow many participants – more ideas are generated for both cycles.

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Using Double Diamond method in a Digital Facilitation setting requires both Synchronous and Asynchronous work DOUBLE DIAMOND – APPROACH For the Double Diamond method, it is really beneficial to spread out the phases and activities, by combining asynchronous and synchronous work.

Digital

Facilitation

Platforms

accomplish this by: • Gathering ideas on the platform before a face-to-face or synchronous meeting and allowing participants to add additional ideas that may come up after a common meeting.

• Ideas can be prioritized and filtered by polls, likes, or giving points.

• All project phases can then be documented on the go, in a single Digital Facilitation workspace.

• The same workspace can be used to continue the delivery phase.

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Digital Facilitation Platforms easily adapt virtual meetings facilitation methods giving seamless delivery.

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Open Space methodology is ideal when free-flowing activity and idea generation is required OPEN SPACE – OVERVIEW Facilitation Method

Overview Open Space Facilitation method is designed for selforganization, inclusivity, and emergent agendas.

The key question to ask is “What are the important things we should talk about to improve?”.

Details

Open Space Benefits Self-organization, inclusivity, and emergent agendas.

Open Space is suitable for open collaboration.

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Open Space consists of 4 principles and 1 law (The Law of Two Feet): • Whoever comes are the right people.

• Whatever happens is the only thing that could have happened.

• When it starts is the right time.

• When it is over it is over.

“The Law of Two Feet” states that if at any time you find yourself in a situation where you are neither learning nor contributing, use your “two feet” and go somewhere else where you can.

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Open Space approach to problem solving is considered a democratic approach OPEN SPACE – APPROACH One major characteristic of Open Space approach is that a session starts without an agenda, but the process is designed to ensure that the issues that are most important to the people involved will surface and become part of the agenda.

Digital Facilitation Platforms enable this by: • Inviting participants to propose topics as chat comments.

• Participants ‘like’ a comment to show their interest or agreement or prioritize by using voting or polling features of the Digital Facilitation Platform.

• The facilitator can then organize the topics by likes or votes and decide how many topics will be covered in a given session.

• The facilitator creates a loose agenda and assign the host of each topic as the person who created the original comment. Booking feature of the Digital Facilitation Platforms can also be utilized for choosing which topic participants will start with.

• A separate page within a Digital Facilitation Platform workspace can be dedicated to each topic, where we can document everything, even attach instructions, images, videos, or any other file type.

Video conferencing tool of the Platform can be used side-by-side.

• Creating anonymous chats side-by-side to add ideas in different categories substitute the role of sticky notes.

Digital Facilitation Platform creates a single hub for all documentation, where anyone can contribute, from anywhere, whenever an idea strikes them.

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Sociocracy 3.0 goes a step further in problem-solving approaches than Open Space SOCIOCRACY 3.0 – OVERVIEW Facilitation Method

S3.0 Sociocracy 3.0 Benefits Improvement of performance, alignment, fulfillment, and wellbeing.

Sociocracy 3.0 puts everyone really behind the idea.

Overview A large part of S3 is a consent decision making process that is used to propose agreements that are transparent and that everyone can stand behind.

Details The process includes an “implicit contract of consent” which says: • In the absence of objections to an agreement, I intend to follow through on the agreement to the best of my ability.

• I agree to share objections as I become aware of them.

• A final decision cannot be 51% agreement and 49% disagreement (like we can end up with by democratic decision making). Consent means “I’m willing to give this a try” and everyone needs to be on board for a decision to be reached.

• Objections and concerns will continue to be discussed until everyone gives their consent, which creates decisions with 100% buy-in.

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HR Strategy Job Leveling 42

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This article describes the role of the Job Leveling Framework in clear work distribution and estimation of job value OVERVIEW Job Leveling is a disciplined approach to gauge the value of work for individual positions across the organization. It entails ascertaining the nature of work done by each position, authority levels, and the effect of each job on business results.

Jobs that are configured inadequately bred disputes, negative beliefs, inequality, and frustration; whereas structured jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs are the signs of effective Human Capital Management function.

This article provides a detailed overview of the Job Leveling Framework and the key phases to implement flexible job levels.

The Job Leveling Framework facilitates in methodically benchmarking the value of all jobs, creating consistency across the HR, and develop distinct career growth paths for the employees.

The 5 key phases of Job Leveling Implementation include:

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1

Ensure Readiness of PreImplementation Groundwork

2

Engage Business Leaders in Implementation

3

Set up Clear Governance Structures

4

Employ User-friendly Job Evaluation Management Tools

5

Establish Clear Mechanisms

Communication

Additional topics discussed in this article include Issues Warranting Job Design and Job Leveling initiatives; 4 benefits of rolling out a Job Leveling Framework, and 5 major Job Measurement Methods.

Job Leveling is critical in administering rewards structures.

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The Job Leveling exercise identifies and assesses the expertise and competences required to perform a specific job JOB LEVELING – OVERVIEW Job Leveling is a disciplined approach to gauge the value of work for individual positions across the organization. It entails ascertaining the nature of work done by each position, authority levels, and the effect of each job on business results.

A job consists of various critical elements that are essential to achieve enterprise outcomes—i.e., role, requirements, and responsibilities. Jobs that are configured inadequately bred disputes, negative beliefs, inequality, and frustration.

On the other hand, structured jobs, appropriate distribution of work, justified authority levels, and correct estimation of value of individual jobs are the signs of effective Human Capital Management function.

Job leveling if done ineffectually can have grave aftereffects for the entire organization.

Jobs valued higher than their actual value lead to wastage of resources on additional remuneration costs, whereas low valued jobs are perceived as offensive and inculcate demotivation.

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Job Leveling is considered subjective however, each job should be valued objectively.

Source: Job Leveling Helps to Grade a Position’s Value, Sibson, 2015

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Job Leveling is a concern at most organizations—not many people are satisfied with the value assigned to their roles JOB LEVELING – SIGNS OF ISSUES Job Design and Job Leveling are essential when organizations consistently encounter these 6 common, yet detrimental issues.

1

2

3

Constant Demands to Reclassify Jobs This happens with unclear jobs, ambiguous roles, and weak internal controls, where employees constantly complain about their jobs.

Loads of Job Titles Unstructured jobs and unclear roles cause excess of job titles where many people perform the same activities under different job titles and grades.

Widespread

Dissatisfaction

with

Remuneration Employee frustration and perceptions of uncompetitive pay arise due to inaccurate evaluation of jobs, incorrect job placement in hierarchy, and wrong market value assessment of jobs.

4

5

Task/ Processes Redundancy Duplication of roles and unclear authority triggers as a result of incorrectly evaluated jobs, which spreads cynicism and confusion across the organization.

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6

Financial outflow Vaguely defined jobs and incorrect job measurement enhance payroll costs. Lack of clarity and the above factors cause overpayment to employees.

Staffing imbalances Top heavy structures with scores of senior management layers indicate that the job leveling system is more of a measure to get pay raises through faulty promotions.

HR often has to deal with employee dissatisfaction, due to the evaluation and appreciated value of their jobs—the situation warrants undertaking Job Leveling.

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To undertake Job Leveling, executives should understand major Job Measurement techniques JOB LEVELING – JOB MEASUREMENT METHODS Job leveling can be accomplished through any of 5 measurement methods.

1

Slotting This method entails:

3

• Description of required

based on their integral elements.

each grade or band within a

• Each job is ranked against one another on

salary structure.

each constituent element.

• Sorting of jobs into levels

• Jobs are then ranked.

based on the job’s major responsibilities and

2

Whole Job Ranking

4

Point-factor Rating System This system involves • Assigning a number to each element of a

This technique involves:

job based on how much a job contains a

• Grouping of job properties.

particular element.

• Benchmarking jobs internally

• Categorizing jobs based on the total points.

against one another as per

• Grouping jobs based on ranges of points to

aggregation of job properties.

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This method encompasses: • Jobs are first categorized and segregated

characteristics of jobs for

accountabilities.

Factor Comparison

obtain the overall size of the job.

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5

This technique includes: This method encompasses: • Benchmarking jobs to similar jobs in the market.

• Assigning points to jobs in terms of dollar values based on their attributes.

• Matching benchmarked jobs to come up with market rates.

The external market pricing method places non-benchmark jobs into a structure based on similarities with benchmarked jobs.

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HR practitioners need to devise a system to methodically benchmark the value of jobs at their workplaces through a Job Leveling Framework JOB LEVELING FRAMEWORK – OVERVIEW Workforce planners should use a Job Leveling Framework to methodically benchmark the value of jobs at their organizations.

To accomplish Job Leveling, workforce planners need to first analyze all the activities required under each position, the professional competences and demeanor essential to perform those activities, and gauging the effect each position has on business results.

Job Leveling—especially when work is spread across geographies—can be a cumbersome task for large multi-national enterprises with global operations. Often the job architecture at these organizations is either missing or not employed due to multiple Job Leveling frameworks in place or the complexities involved in their implementation. This warrants setting up a clearly-defined Job Leveling framework.

The 4 core benefits to developing and executing an efficient Job Leveling Framework include:

Establish Consistency across HR Initiatives

Develop Clear Paths for Career Growth

Improve Ease of Administration

Increase Flexibility for M&A

A clearly-defined Job Leveling framework assists in gauging the value of all jobs.

Source: Top 4 Reasons to Develop a Job-Levelling Framework, AON Consulting, 2018

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Job evaluation or leveling simplifies the allocation of jobs in a harmonized job hierarchy JOB LEVELING FRAMEWORK – DETAILS (1 OF 2) Establish Consistency across HR Initiatives

Develop Clear Paths for Career Growth

• approach enables a consistent job

• Organizations use clear career pathways

structure terminology.

• It makes communication and Job Leveling related decisions easier.

• Job Leveling Framework aids in defining relative placement of various jobs, using elements, e.g., knowledge, problem

to enhance employee engagement, meet employee expectations, and provide opportunities for their development.

• Job Leveling Framework provide clear-cut job structure to inspire the employees.

• Career pathways developed through Job

solving, interaction, impact, and

Leveling Framework helps the leaders

accountabilities.

as they strive to improve the amount

• Alignment of jobs through a Job Leveling framework helps in developing

of mobility across teams, units, and divisions.

consistency across other HR initiatives and make better key talent related decisions.

A Job Leveling Framework enables Leadership to make better workforce planning decisions.

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A Job Leveling Framework assists in developing efficient methods to administer HR initiatives JOB LEVELING FRAMEWORK – DETAILS (2 OF 2) Improve Ease of Administration A Job Leveling Framework enables improved efficiencies and decisions related to key talent and their work. For instance, it: • Streamlines pay grades and salary structures.

• Standardizes job titles.

• Simplifies short-term incentive criteria and objectives definition.

• Reforms long-term reward eligibility criteria and nominations.

Increase Flexibility for M&A • Job Levelling Framework is utilized by many companies to create synergies and value after merger and acquisition deals.

• The exercise assists in curtailing risks associated with deciding critical roles and critical talent after a transaction.

A Job Leveling Framework is equally beneficial in gearing up for an M&A transaction.

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Many firms try to force a Job Leveling method rather than modifying the process to meet the requirements of their business JOB LEVELING IMPLEMENTATION – OVERVIEW In the current Digital Age, organizations must begin implementing better approaches to Job Leveling that are transparent, flexible, and scalable.

In order to cater the evolving nature of jobs and fluid roles and responsibilities, instead of the traditional “black box bureaucracy” method—based on a pointsbased system, organizations are adapting more transparent and flexible factor-based approaches to Job Leveling—i.e., career levels, job slotting, and job mapping.

The traditional points-based models, although, are more thorough, formal, and measurable; demand in-depth evaluation of specific responsibilities and authorities of each job. On the other hand, factorbased approaches enable a comprehensive view on the key elements of a role. However, there isn’t a cookiecutter approach that fits every organization.

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To implement the flexible factor-based Job Leveling approach, Human Capital practitioners need to follow these 5 key phases:

Ensure Readiness of PreImplementation Groundwork.

Set up Clear Governance Structures.

Engage Business Leaders in Implementation.

Establish Clear Communication Mechanisms.

Employ Userfriendly Job Evaluation Management Tools.

Workforce planners are divided in their preference for Job Leveling methods—some still stick to the traditional methods while others opt for the newer factor-based approaches.

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Workforce planners should first answer these questions to select the most appropriate Job Leveling approach JOB LEVELING IMPLEMENTATION – PHASE 1 PHASE Ensure Readiness of PreImplementation Groundwork.

OVERVIEW Human Resource practitioners should first analyze their existing job architecture, job natures, roles and responsibilities, and organizational culture to initiate the Job Leveling process.

DETAILS Specifically, the workforce planners have to answer these queries to identify the right Job Levelling method: • What is the key objective you want to achieve by implementing the job leveling initiative?

Is it to improve compensation, shape career paths, or alleviate pay equity concerns?

• Who will be the users of the Job Leveling system?

Will it be managed by HR experts or business leaders?

• The Job Leveling exercise will impact which employees?

How many roles, their nature of jobs, locations?

A flexible Job Leveling method fits Tech companies with fewer organizational layers—traditional points-based approach benefits large Manufacturers with a hierarchical system.

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• Define the organizational culture and values, is it hierarchical, centralized, or cost-focused?

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Involvement of Business Leadership is critical in creating consistent job levels JOB LEVELING IMPLEMENTATION – PHASE 2 PHASE Engage Business Leaders in Implementation.

OVERVIEW Effective Job Levelling Implementation necessitates involvement of business leaders from the beginning of the exercise.

Right engagement of Senior Business Leadership and other employees go a long way in Job Leveling rollout.

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DETAILS Engaging business managers and employees can hold back the pace of implementation because of conflicting views and ideas, but this is essential for the success of Job Leveling. The right engagement involves: • Getting agreement and support from senior business leaders.

• Including business leaders in calibration of key roles for support later during execution phase.

• Coaching key line managers and including them in job evaluation sessions to ensure adequate understanding of the roles and to develop program sponsors during implementation.

• Including key employees during the design phase of Job Leveling to remove any suspicion and win their agreement.

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An important element in Job Leveling is instituting appropriate governance mechanisms JOB LEVELING IMPLEMENTATION – PHASE 3 DETAILS

PHASE Set up Clear Governance Structures.

OVERVIEW Establishing effective control mechanisms is essential to avoid any glitches in implementing coherent job levels.

All actions to implement suitable job levels should be regularly audited.

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Job Leveling initiatives in large multinational corporations fail because of dearth of appropriate governance mechanisms in place. A few organizations adopt centralized controls whereas others employ decentralized, locally-driven governance protocols. To execute clear yet robust governance mechanisms, organizations should follow these key tenets: • Governance principles should correspond to the organizational culture.

• Stakeholders should be held accountable with clear roles.

• Authorities should be assigned to ensure proper control mechanisms.

• All concerned people should be engaged in the initiative.

• Decision making authorities should be clearly defined.

• Resources should be effectively deployed.

• Promote fairness by applying rules equally, or if not, rationale is clearly explained.

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A Job Leveling Management Tool helps in making informed, datadriven decisions JOB LEVELING IMPLEMENTATION – PHASE 4 PHASE Employ User-friendly Job Evaluation Management Tools.

OVERVIEW The main proponent for introducing consistent job levels is their alignment with Human Resource Information Systems (HRIS).

To ensure alignment of job levels with HRIS, deliverables should be consistent with the HRIS format with governance protocols aligned with the HRIS requirements.

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DETAILS HR Information Systems at most organizations are directed towards the results of the Job Levelling project instead of running the process. So even if you have a robust HRIS in place, a straightforward, user-friendly job evaluation management tool is mandatory to administer, maintain, and report results. A simple, online Job Leveling Management Tool offers considerable benefits including: • Affording prompt delivery of organizational data, role profiles and job descriptions.

• Cutting administrative costs.

• Enhancing efficiency of the job evaluation and grading processes.

• Improving accuracy of data, process flows, and governance protocols.

• Allowing data-driven decisions and providing insights.

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Lack of employee communication is a big hurdle in Job Levelling—too much communication isn’t effective either JOB LEVELING IMPLEMENTATION – PHASE 5

PHASE Establish Clear Communication Mechanisms.

OVERVIEW Setting up clear, positive, and timely communication channels that ensure constructive stakeholder engagement is the key in successful implementation of a robust job leveling system.

DETAILS Consistent job levels necessitate: Creating a clear stakeholder engagement and communications plan.

Communication strategy that encompasses: • Overarching objectives for the organizational transformation.

• Key stakeholders to be addressed with the communication.

• Core messages to be delivered.

• Deliverables.

• Success measures.

Clear communication at the start of the project adds value during the Job Leveling project rollout.

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