iProcon Insight Newsletter

May 2008 - Issue 2 Breakfast Meeting: Streamlining your Organisation... iProCon HCM will be holding a breakfast roundtable for senior managers on the subject of "Streamlining your organisation without eroding competitive advantage". The breakfast will be held in late July in central London. To pre-register for this event, please send us an email.
Features This month we present the following: White Paper: Innovation during economic downturn - is it a good idea? White Paper: Integration project traps - things to look out for during your next integration project White Paper: Change Management Challenges in HR Outsource Projects Mini Case Study: How customer experiences in moments of stress can define your public image BiteSize: Our monthly collection of articles and news related to human capital management and business strategy Recommended Book: Become a Love Cat with "Love is the killer app" Publications from iProCon HCM authors: How HR technology can support or inhibit innovation
White paper: Innovation during economic downturn In the current economic climate, should companies continue to invest in innovation? If they do, how can they maximise their return on that investment? This article examines investment in innovation during an economic downturn, and goes on to show that effective innovation performance ultimately requires a combination of people, process and technology, but it needn't be complex. A systematic approach can help remove the r isks associated with innovation and ultimately lead to improved innovation capabilities and business performance, regardless of the prevailing economic climate. Click here to view the full article
White paper: Integration project traps The key to a successful integration project lies in planning. The planning applied to the integration of processes and tools seems to be relatively well understood, however there is growing evidence that it is the people side of these projects that bring them unstuck. This article offers eleven people-centric issues that you should consider when planning your next integration projects, and shows why it is important to address them early. Click here to view the full article
White paper: Change Management Challenges in HRO Projects Change management in HR Outsourcing projects cannot be considered as a generic copy of any other change process: the change the organisation and - more important - each individual is facing has a very particular character, and various issues arise requiring bespoke approaches. This article provides an in-depth analysis of the nature of change affe cting organisations implementing HRO projects, and proposes stakeholder management techniques that positively affect the chances of a successful project. Click here to view the full article
Mini Case Study: The experiences of a frustrated flyer... If you keep your eyes and ears open, you find lessons about the importance of alignment between business strategy and human capital every day. These stories are most impressive when you are involved as a customer, whilst you often cannot see their significance from the inside, if your own organization is affected. Click here to read this month's mini case study Have you encountered other examples where the human part of the equation detracted from performance or enabled improved performance? Let us know - we are on the lookout for mini case studies for future issues of iProCon's HCM Insight newsletter: contact@iproconhcm.co.uk
BiteSize Downsizing: You may overshoot the mark involuntarily Harvard Business Review ("Halting the exodus after a layoff", May 2008, p. 30. http://www.hbr.com/) recommends organisations should care for the survivors to prevent unwanted attrition after a layoff. Their research shows that downsizing the workforce by 1% increases staff turnover by 37% on average. The exodus can be remedied by people management practices perceived as fair and by making the workforce feel attached to the organisation. Managing Different Generations in the Workplace As "GenerationY" (people born between the late seventies and late nineties) start to take a more prominent role in the workplace, the question of how to manage them most effectively pops up more regularly. There is more than just one generation to worry about though - the difficult bit is about balancing the needs of four generations. There are still some Traditionalists (born before 1945) around, while Baby Boomers (mid 40s to mid 60s) and Generation X (mid 60s to late 70s) account for the bulk of the workforce. Recently, the topic has been covered by various sources, such as: www.thehrdirector.com/hrnews/business-news www.bottomlineconversations.com/22.html www.reuters.com/article/pressRelease/idUS129795+08-Jan-2008+BW20080108 HR policies and people management styles often aim at treating the whole workforce in the same way. Research shows this will not lead to the best results. Some areas where the Boomer's idea of the workplace is likely to clash with Generation Y are: Gen Y want to work much more flexibly in terms of time, location and communication style. For many Boomers, "attendance" is an indicator of performance, something Gen Y will not accept. Traditional class room training works even less with the youngsters than it did in the past. They want to be involved and learn through doing, being mentored, and generally using the whole spectrum of learning opportunities. "Total Compensation" for Gen Y goes beyond a cafeteria system with company car and pension schemes. It includes challenging and interesting tasks, growth opportunities and recognition. Gen Y is interested in the task to be done. They cannot understand the benefit in measuring how they did it and whether they spent at least 40 hours in the office to get it done. Although we have to appreciate that each individual is different, more clashes can be expected between the older and younger generations. Interestingly, some Gen Xers already complain that they wanted the same things as Gen Y, but in those days nobody listened to them... Leadership Lessons from Online Games Parents, teachers and managers often moan about the internet generation. They complain about a lack social skills, short attention spans and further shortcomings. There is however some positive news as well: online games may provide kids with a valuable set of leadership skills for tomorrow‘s business world. This is the result of a study presented in "Leadership's Online Labs" (Byron Reeves, Thomas W. Malone, Tony O'Driscoll, Harvard Business Review, May 2008, pp. 59 - 66. http://www.hbr.com/). "Speed, risk taking and acceptance of leadership roles as temporary" are distinctive skills required from tomorrow's leaders, when they will lead teams that are increasingly globally distributed. Digital collaboration will become more common while face-to-face communication declines with international teams and more flexible work patterns. Online games also teach two lessons about how to create a more effective leadership environment: Offer timely, non-monetary incentives Create as much transparency as possible about team member's skills and current performance.
Recommended Book The knowledge source on our website offers a selection of books that the team at iProCon HCM have found beneficial. Whilst these books are often around the subject discussed in this newsletter, this month's recommendation takes a slight deviation. The book focuses on the power of knowledge in the new economy, and how each and every one of us have a choice: subscribe to the "kill or be killed" business mentality, or become "Lovecats". For an inspiring tale of how you can build your personal brand image that will have you reconsidering your relationships both within and outside the workplace, "Love is the killer app" is a definite must-read. Click here to read the full review
Publications from iProCon HCM authors How HR technology can support or inhibit innovation Professors Keith Goffin and Rick Mitchell from Cranfield School of Management and iProCon HCM consultant Sven Ringling published an article in the German magazine "HR Performance" (2/2008). In "Verschlaeft HR das Ideen - und Innovationsmanagement?" (Is HR missing the bus in innovation management?) they suggest how HR technology along various processes could make a significant contribution to innovation. However, many organisations don't think beyond traditional "idea management" software. And even those systems often constitute basically a money distribution mechanism to allocate bonuses for individuals who submit valuable ideas and they usually fail to involve the workforce throughout the whole process or to provide an opportunity to build on each other's ideas.Little consideration is given to the impact of other parts of the HR information systems on an organisation's innovation process and culture. Collaboration - considered crucial for superior innovation performance - is rarely supported as strongly as it should be. Click here to read the full article (German only)