Management Now trend report & webinar 1

The Management Now trend reportOur latest Business Perspectives trend report looks at our current topic of Management Now: tomorrow’s demands on today’s leaders. The report considers the wider world of the future manager, focusing on mindset, culture, technology, agility and current trends.

The pace of business has never been so fast, which is why this summary has been designed so it can quickly inspire you at home, in an airport or on the go. You can download the report now, absolutely free.

Download the report

Continue the conversation with our free Management Now webinar, focusing on the challenges that face managers today and the demands of the future. Our free one hour webinar will take place on Wednesday 12 November 2014 at 19:00 (GMT).

The online webinar will introduce video highlights from the Business Perspectives thought leaders roundtable discussion, held in London on Tuesday 21 October. During the webinar, we’ll draw on the contributions from our roundtable discussion and further develop these discussion points. You can contribute via our live online polls and Q&A forums.

Register for the webinar

We invite you to download and share the report and send us any comments. If you would like to contribute your perspective towards future themes, please contact our Business Perspectives Editor.

Skills Shortage Looming Reply

Around the world, governments are predicting serious employment challenges relating to a pending shortage of key skills. The UK Commission for Education and Skills (UKCES) contributes to policy and research on employment and in its report, Working Futures 2012-2022, predicts that by 2022, two million vacancies requiring higher level skills will arise.

In another recently published report, The Employer Skills Survey, UKCES estimates that 20% of all vacancies arise when employers cannot find people with the skills and qualifications they need yet almost half of all businesses surveyed say they have employees with skills and qualifications that are not being fully used at work. Just as the business context moves on, so do the skills necessary to meet them. And where people have skills but are underutilised, they too move on.

There are predicted consequences and implications of this impending shortage including:

  • heavier workload for other staff required to cover the gap
  • increased operating costs
  • difficulties in meeting quality standards
  • greater difficulty in introducing new working practices

What can be done to address this and how does it impact on HR, L&D departments and the companies and institutions that design and deliver development programmes for them?

Perhaps predictably, over three-quarters of those employers who identified a skills gap are trying to overcome them by increasing their investment in training, greater staff supervision and development on the job and more regular and better connected appraisal activity. Yet a quarter have not yet acknowledged any danger.

What Needs to Change?
The increasing alignment in many organisations between strategic business priorities and investment in L&D will, among other things, help to avert a major skills shortage.

Increasingly L&D professionals are more closely aligned to business strategy generally and more so with HR systems and processes. This enables them to identify and make a more powerful case for investing in the skills and knowledge to sustain their organisations through turbulent times.

Many other changes are also taking place reflecting a more strategic approach to L&D:

  1. Greater emphasis is being placed on the measurement and analysis of the inputs and outcomes of development interventions.
  2. L&D departments are working more closely with line managers to upskill them in how to identify their training needs, create L&D plans and follow up programmes to embed learning.
  3. Investment in management training is supporting talent development and retention, while upskilling and encouraging more facilitative approaches amongst more experienced managers.
  4. This stronger dialogue with managers helps to align future programmes with anticipated skills gaps.
  5. More robust and objective evaluation of existing programmes is being undertaken to establish which offer value for money and added value to the business. Those that don’t may need rework; those that do may need to be carefully protected even when budgets need to be cut.
  6. Clearer longer term succession planning and better identification of those employees that could fill vacancies with some training and support. Good induction and follow-up programmes that help to ensure that new employees have training plans in place to get up and running as soon as possible and development plans for the future.
  7. Seek ways to enhance the efficiency of programmes. For example could a more blended learning approach with a significant work based element make learning more accessible and readily applicable. Linking programmes to live priorities not only provides a rich seam of data about the impact on the business but is often seen as win-win by participants and managers and a more efficient use of precious time.

This content originally featured on HR Magazine, an online HR publication for people-focused, forward-thinking, business leaders who want insight into, and examples of, business-contextualised HR to develop high-performing organisations.

Today’s learning landscape – how L&D is supporting democratisation, creativity & innovation, leadership & change Reply

Sue Parr

Guest blogger: Sue Parr, Head of Executive Education at The Open University Business School looks at the business challenges behind the buzzwords.

This content first appeared on HR Magazine, an online HR publication for people-focused, forward-thinking, business leaders who want insight into, and examples of, business-contextualised HR to develop high-performing organisations.

Many managers are recognising that they have to adapt to new ways of working to meet the expectations of their employers and their employees.  New behaviours and ways of working are being driven by changes all around them, but what changes can be supported through developing capability and skillsets?

Complexity: Today’s managers contend with the complexity created by the many different perspectives of a multi- cultural, cross- functional, often geographically dispersed workforce spanning as many as three generations. In fact, there are more generations in our workforce than at any other time as those previously of retirement age extend their working lives.

For example, in areas of manufacturing companies who are increasingly aware of the benefits of sharing best practice and collaborating to drive innovation, in surprising ways, but ultimately to the benefit of all.  Commercial sensitivity is being nuanced and boundaries pushed.

Creativity and innovation: We’re not talking about being good with colour here!  We are talking about turning problems around, not going for same old safe solutions because ‘this is the way we’ve always done it ’. Organisations need their people thinking more broadly.  For managers who had stages 1, 2 and 3 of their career in a technically specific function, creative practice techniques can start to get them thinking more holistically about their whole organisation, the needs of their current market and exploring opportunities in new markets.  Although these tools and techniques can be learnt, but the prospect can be daunting for those who have bought in to a self-image of not ‘being’ creative.

Change: The themes of leadership and change have always been high on the management agenda but the focus of these has changed. As organisations recognise increasingly that what is needed to stay competitive is to be more responsive, agile and comfortable with increasing ambiguity, they are investing in their middle managers. As a result there has been a democratisation of management and responsibility. Where once the focus of executive education was on the most senior of senior teams, today’s companies recognise the need for developing leadership excellence at every level.

Connection not Control: The traditional workplace had a top down structure, hierarchies where orders were given and carried out. As more organisations use project teams spread across locations, remotely connected, the skills of influencing become much more important. Managers need to learn how to influence people to achieve outcomes where they don’t have direct authority or control.

Career Development: As the economy gets back on track the scales are tipping and businesses need to make the effort to retain good people. L&D has a proven track record as a powerful retention tool. Generation Y workers are much more likely to move onto new jobs quickly. Restless for new experiences, employees need to see a development pathway within their organisation or they will be tempted to move on. A structured, embedded talent management programme can help employees visualise their personal growth plan.

But on top of this, the managers on-the-ground, are expected to satisfy this quest for knowledge, development and progression. Coaching is a skill that can meet many of these needs, but how much should, or can, individual managers be ‘expected’ to fulfil this role?

(l&d) Centricity: Increasingly HR departments are embedding elements of leadership in learning and development right from the start of employees’ careers. Advanced organisations are incorporating leadership development and L&D at the centre of their organisational strategy. The leaders of these organisations act as ambassadors for this approach, realising that when L&D becomes a part of the DNA of a company it is much more successful.

We worked with a large UK-based retailer who wanted to change the whole way people accessed L&D and highlighting at every career stage, why it’s important. This cultural shift led to a company-wide holistic approach that supported the company’s strategy and goals.

(bite size) Content There is a definite shift towards a blended learning approach to executive development. Rather than taking people out of their workplace for long periods of time, face-to-face delivery is being supported by shorter chunks of online learning and interaction.

In the past executive education frequently included an online facility – a library of content. However this approach often wasn’t successful.  People simply didn’t use the library.  Now online is used to prepare for, and follow-on from, face-to-face learning.It’s all about making people more responsible for their own development, learning at their own pace and accessing information when they need it.

The virtual academy, or online campus, gives people the opportunity to access the content they need.  This can be particularly helpful for senior managers who are often expected to have achieved “sage status” or business “omniscience”.  The virtual academy provides a safe environment for them to fill in the gaps in their knowledge.

Overall, managers are expected to have a much broader repertoire of skills, often earlier in their careers: effective management will require highly developed communication and interpersonal skills, capability building though coaching and mentoring, problem solving through creativity, networking through social media savvy.  The pace of change is heady and the combination of developing hard and soft skills at all levels to enable individuals and organisations to adapt and thrive requires a commitment to professional development for a career-lifetime; both from the employee and the employer.

The Power of Trust webinar now available online Reply

The Power of Trust webinar took place on 12 June. If you missed it or want to watch again, the webinar is now available to view on demand!

Listen to what our speakers had to say about why trust is key to long term competitive advantage; learn how to repair and build trust and how to understand its dynamics in your own organisation.

Our webinar panellists included Dr Diannah Lowry, Lecturer in HR Management at The Open University Business School (OUBS) and Kelly Drewery, Director at Talent Glue. Facilitating this virtual event was Associate Lecturer Peter Wainwright, host of our previous Business Perspectives webinars.

Watch the webinar on demand.

You can also see what delegates had to say about the event on Twitter, and get the latest updates on events, offers and thought leadership pieces by following us @OUBSchool #OU_BP

Video highlights from The Power of Trust masterclass on 22 May Reply

Creating and maintaining trust in organisations
Professor Ros Searle, The Trust Hub, Coventry University

Building trust from the bottom up: a workplace strategy
Anne Sharp, Chief Executive, Acas

Trusting you, trusting me – An exploration of trust in the recruitment and selection context,Volker Patent, The Open University

Can trust be managed? Ann Francke, Chief Executive, CMI

Further video highlights from Dr Steven Chase, Director of People, Thames Valley Police; Ruth Sutherland, Chief Executive, Relate and Dr Diannah Lowry, OUBS are showcased via The Power of Trust webinar.

The Power of Trust webinar, 12 June Reply

How powerful is trust in the workplace? Join us for the latest Business Perspectives webinar on The Power of Trust on Thursday 12 June at 7pm (BST).

REGISTER NOW!

The Power of Trust summary report & webinar 2

The Power of Trust summary reportHere we introduce you to our seventh Business Perspectives summary report in the series. This report takes a look at the wider world of Trust and the latest trends relating to social media, content, personalisation, responsibility and work and culture.

It also showcases highlights from the masterclass in London which focused on The Power of Trust within the workplace. If you missed it, you can watch video highlights and join in the discussion with The Power of Trust webinar on Thursday 12 June at 7pm (BST).

We invite you to download and share the report and send us any comments. If you would like to contribute your perspective towards future themes, please contact our Business Perspectives Editor at oubs-alumni@open.ac.uk.

Click here to download the report.

Click here to register for the webinar.

The webinar will conclude The Power of Trust quarter.

4 ways to build trust: A billion ways to lose it. 6

Richard Byford
Guest blogger: Richard Byford, Open University Business School MBA alumnus and Director of Stablebridge Ltd, a company specialising in business resilience and repairing broken business relationships.

It used to be that you could build your reputation or brand simply by spending money on advertising and clever PR. As long as your name didn’t make it into a scandal story on the television or newspapers, you could buy a reputation as easily as writing a cheque.

Now, however, everybody with an Internet connection is waiting to take a poke at you for no other reason than that you have annoyed them. Last week I spent an interesting day at the Open University Business School’s Business Perspectives ‘The Power of Trust’ event, learning how trust is won and lost in a world where you can be demonised by a single tweet. It was a good day to pull together all my thinking about the subject:

1. Be capable

People trust people and brands who consistently deliver what is expected. Don’t promise a product that doesn’t do what it says on the tin. Don’t promise services you can’t deliver. Meet or exceed peoples’ expectations.

2. Be benevolent

It is not enough to ‘do no evil’; you need to actively do good. People will only trust you if they know that you are acting in their interests. No amount of words will compensate for being caught doing something bad. Make sure your staff fully understand that you expect them to ‘do good’ as well. Align your reward systems to ‘doing good’ as well as meeting KPIs.

3. Be authentic

Have integrity. Know what your values are, propagate them through your organisation and make sure that everybody sticks to them – even when nobody is watching. Integrity is all about living your values. Making values explicit is a key trait of leadership.

4. Be fair

Be consistent and predictable in your dealings with everybody. Align your processes and procedures so that everybody knows where they stand all the time. Set peoples’ expectations and stick to the plan. People will trust you if they understand that justice and consistency is built into all your systems.

 

 

People tell us that trust in the workplace is a good thing… but let’s be frank, often it isn’t Reply

Kelly DreweryGuest blogger: Kelly Drewery, Director of Talent Glue and OUBS alumna.

In preparing a few thoughts to bring to the next Business perspectives Masterclass in London on The Power of Trust, I’ve been thinking about the value of trust for organisations and the people in them.

Trust sounds great for the organisation. It creates value in the form of goodwill – lots of people trusting the leaders, trusting the brand, trusting each other. We strive to build that utopian workplace through shared values, shared goals and an emphasis on integrity.

In the work I do, I often see the impact of distrust on people’s behaviours and performance. But I also see the impact of too much trust as people emotionally fall fowl of ambiguity, downsizing, personality differences, competition, etc. There is a good reason that there is an active industry of work-life coaching to support people in picking up their broken pieces… especially during an economic downturn.

So, I’m pondering on four questions for the masterclass next week:

1. Do employees and customers gain anything from showing trust in the organisation?

2. Do organisations take advantage of our goodwill?

3. Is it ethical for organisations to build trust and then break it?

4. During an economic downturn, does it matter if employees don’t trust you?

What do you think? And what questions do you want answered by the Trust experts next Thursday? We want to hear from you.

If you would like to attend The Power of Trust Masterclass, further information and details on how to register are available on our website.

This post was originally published via LinkedIn on the Open University Business School Postgraduate Alumni Network.

Best Practices for Creating the Culture of Trust in Your Organisation Reply

Ahmed BahwaGuest blogger: Ahmed Bahwa, Senior HR Manager, Al Bakio International.

This content first appeared on HRZone, an online HR publication dedicated to bringing science, opinion, analysis and insight to bear on the rapidly-developing HR function.

Culture plays the role of cement in binding the members of a group together. If cement is not good it malfunctions and affects the bond that exists between the members of a group. If the element of trust misses from culture then mistrust creeps in. Mistrust weakens the relationship among the members of a group. Furthermore, it becomes difficult to achieve a common goal in the presence of mistrust. Now look at mistrust in the context of an organisation. It weakens relationship among the members of an organisation. Employees feel vulnerable as they are always suspected. Workers do not give their best that affects production, services and sales. Organisational profits decrease. Issues of workforce engagement arise and employee turnover increases. Chances of cheating and deceit within organisation increase. Different studies have revealed that almost 60-65% employees of companies do not trust their leaders. Reason is absence of the culture of trust within organisations. Obscure agendas, concealing organisational aims & goals, dishonest and unbiased leadership, tax evasions, employee benefit cuts, lack of readiness at the part of organisational leadership to hear employee feedback, unclear performance goals and hidden employee performance measuring scales are some of the major reasons for the culture of mistrust in organisations.

After facing the consequences of the culture of mistrust now organisations are realising the importance of trust. Therefore, all around the world companies are trying to make cultural changes in this regard. But cultural change is not as easy as it sounds. It takes time, commitment and efforts to replace the culture of mistrust with the culture of trust. The following practices are helpful in building the environment of trust:

  1. Study the actual reasons of mistrust and learn about the damages it is causing.
  2. Always have clear aims & goals in front of you that what do you want to achieve by having the culture of trust in your organisation.
  3. Create a clear program in this regard. Have workers on board during the course of crafting it.
  4. Set performance measures to gauge the performance of the program. Satisfied workforce, low employee turnover and increased profitability can be some of the performance measures in this respect.
  5. Leadership must take the first step in this regard by being as role model. Cultural change travels fast from top to bottom.
  6. Leaders should reduce the say-do gap.
  7. Fulfil promises that are being made with the workforce.
  8. Make your workforce understand the importance of trust. Offer training and courses in this regard.
  9. Not just in their professional lives leaders must try to be honest in their personal matters as well.
  10. Bring in transparency in terms of organisational process, decision making, goals’ communication and financial matters.
  11. Do not over estimate your employees always assign those goals to them that they can achieve.
  12. In case of failure be polite and generous.
  13. Always separate dirty fish from the rest in order to avoid setbacks.
  14. Remember in many cases mistrust spreads due to unclear and biased programs of performance management in organisations. Create a clear and fair system in this regard and award rewards on the basis of performance.
  15. Tell inspiring stories to your workforce in regard of trust.

If an organisation is making cultural changes in terms of trust it does not mean that its leaders close their eyes and start trusting everything they hear, they must always keep their eyes open to avoid any setbacks. Keep it in mind that it takes time to clear the poison of mistrust from the environment of an organisation, thus be patience. Environment of trust takes time to grow. Leadership of an organisation plays the most important role in it.