Insights from the 21st Century Talent Sessions - Ashoka

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Insights from the 21st Century Talent Sessions - Ashoka

August 2011

Insights from the 21 st

Century Talent Sessions at

Ashoka’s Changemakers’

Campus: Paris 2011

In collaboration with


Introduction

•On June 21-22, 2011, Ashoka brought together an unprecedented number of

changemakers from across Europe and the globe to work together to tackle some of

the biggest challenges our society faces. One of the most critical – and yet highly

solvable – issues is how to prepare our global workforce to thrive in the turbulent

and rapidly changing 21 st century.

•The rate of change in the information economy is accelerating so rapidly that many

types of jobs and knowledge become obsolete every few years. Workers need to

reinvent themselves and continually adapt to the new societal patterns that are being

set as quickly as they are being disrupted. Employers must continually advance their

human capital strategy and culture in order to stay ahead of all the change around

them.

•A new “X factor” for success in the workforce of the 21 st century is the skill of

being a changemaker. Changemakers see problems as opportunities and thrive on

change. But for an organization to identify, source, attract, retain and deploy such

talent, it has to understand who changemakers are and what makes them tick.

•Accenture recognizes that skills – like being a changemaker – are a driver of

economic empowerment for individuals and communities alike, and today, the

need is even greater than ever to have the right skills to build confidence and

capabilities that will open doors to employment and independence. Accenture has set a

goal for its corporate citizenship focus, Skills to Succeed – by 2015, we will equip

250,000 people around the world with the skills to get a job or build a business

•Skill to Succeed reflects Accenture‟s commitment to make a sustainable difference to

the long-term resilience of individuals, families and communities around the world.

•What are changemakers looking for? What drives them? What skills and mindset do

they bring to their work? What does this mean for the culture and mission of the

organization?...This Insights document attempts to answer these and other

questions by summarizing perspectives that some of the leaders in talent

management shared at the June 2011 Ashoka gathering. We are starting this

conversation on the topic of changemaker talent but look forward to continuing the

dialogue with you by opening up other threads to round out the picture of how to evolve

human capital strategies to embrace changemakers exploring topics such as

2 leadership, organizational structure, and culture…


Economic Growth>

We live in a global economy

characterized by risk and volatility, that

is returning to growth

3

Risk and volatility

Short & Medium

Term

Horizons 1 & 2 >

Managing through the

recovery

Long Term

Horizon 3 >

Riding the waves of

growth

Trend 1

Trend 2

Trend 2

Trend 2

Trend 2

Global war for talent

Emerging market capital

Resource squeeze

Emerging consumers

Multi-technology future

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Time (years) >

From Risk and Volatility to Growth

Source: New Waves of Growth, Accenture

Institute for High Performance, 2011

1. Harnessing the multi-speed recovery led by emerging markets

2. Managing in an era of trade tensions and currency wars

3. Facing post-crisis headwinds

4. Adapting to new customers and changed customers

5. Coping with higher inflation and facing new resource economy

6. Riding the waves of information communication technology and multidisciplinary

science


High Performing Organizations

recognize that Talent is critical for

strategic advantage in this economy

Examples for addressing macro economic trends in the market

Multi-technology

4

Future

Emerging

Consumers

Resource

Squeeze

Emerging

Market capital

• Building new skills faster and with new techniques

- IT savvy talent at all levels of the organization

- Digital literacy of “silver workforces”

- Analytical, technical and green skills

• Use of crowd sourcing and mobile technology to

extend reach for talent

• Growing talent pools in future Growth areas, e.g.

nursing, residential care, etc.

• Widen labor pools and productivity among older

generations

• Adjusting talent strategies and programs to longer

working lives

• Retaining older workforces in customer facing roles to

match increasing “silver economy”

• Enforcing a shift in leadership focus and behaviors

- Leading in a networked organization

- Reducing time managing businesses, focusing

on developing distinctive business capabilities


So they build and implement a Human Capital

Strategy to define a clear vision on how to

build and enable distinctive capabilities and

talent

5


Key human capital levers for responding to

trends and jumping the Talent and

Capabilities “S” curve

6

Leadership

Talent

Culture/Values

Operating

Model

Improving leadership diversity, developing

leadership at all levels within the organization and a

common values-based framework that aligns

across culture, talent and organization

Recognizing and integrating the power of social

media, cloud technology and the norms of how work

will get done in the future

Attracting, developing and deploying top talent at

the right location - matching supply and demand on

a global scale; having a clear view of the workforce

of the future

Finding the right global operating model to

balance varied growth needs in different regions;

building organization agility to adapt and respond

and serve

Understanding what the high-performance

organization looks like and a Human Capital

Strategy required to enable it


Talent management has become more

complex and turbulent than ever before

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The pace of change at workplace level causes emergence of new skill

requirements, obsolescence of qualifications, alteration of skills and

competencies composition of occupations, multitasking and emergence of

new and hybrid occupations, incidence of skill shortages and gaps.

Global abundance but local scarcity of talent

Fewer young workers and more older workers

Rising demand for new skills with growing deficits in basic skills

More diverse workforces and more distributed workforces

New work arrangements and career expectations.

HR faces challenges of managing resources in a dynamic and changing

environment, where skills are changing on an ongoing basis, resulting in a

shortage of employable basic skills, with employees who place emphasis on

work-life balance and career development, rather than lifetime engagement

with one organization. Proactive talent management initiatives &

framework are required and HR practices would need to support it.


New demands on talent require new thinking

on talent management

Different

Skill Set

Required

Knowledge

and Jobs

Obsolescence

Shrinking

Pool of

Sought-after

Talent

More

Options

for Potential

Employees

8

Different

Values of

Younger

Workers

Employers seek:

Critical thinking and asking the right questions

Initiative and entrepreneurialism

Leading work through influence

Adaptability and learning skills

Imaginative, engaged employees

Jobs that exist today will not exist in the near future. Jobs that will be

prevalent in the near future do not exist yet today

"I can guarantee the job I hire someone to do will change or may not

exist in the future, so this is why adaptability and learning skills are

more important than technical skills." - Clay Parker, BOC Edwards

Employers in some countries are having a though time filling jobs in

spite of higher unemployment in the global recession: e.g. in Germany,

35% of employers are having difficulties filling jobs in 2009 vs. 27% in

2007 3

Shrinking skills market. Capacity levels of technical staff is close to

100% with less than 5% spare capacity in the industry as a whole 4

Increasingly, talent is open to careers in all sectors and will frequently

switch not only jobs but also sectors as the proliferation of citizen sector

and government jobs continues – e.g. 18% of graduates from Harvard

University applied for jobs at Teach for America 5

Top-rated engineering & science graduates receive offers from a wider

variety of employers today (e.g. large consulting or technology firms, ...)

"We are willing and not afraid to challenge the status quo. An

environment where creativity and independent thinking are looked upon

as a positive is appealing to people my age. We're very independent

and tech savvy." - Generation Y* Employee 6

In 2009, only 45% of US employees were happy in their jobs, down from

61% in 1987 7

Sources: 1 Dataranking.com; 2 StatSA; 3 Manpower, 4 South African Assoc of Consulting Engineers

Dec 2006; 5 Teach for America. 6 USA Today. 7 Conference Board.


Changemaker talent now exists in every type

of organization

9

“I saw a problem in our stores with how we

were unnecessarily creating waste by giving

customers plastic shopping bags whether they

needed them or not. So I formed a team with

store managers, customer relations heads and

other colleagues to develop a better approach.

We came up with a new protocol for cashiers

of asking „Would you like a bag with your

purchase?‟ After convincing our managers

of our idea, we’ve now rolled it out in all

our stores; we’re better stewarding the

environment and also saving money.”

“I saw a need in our community for at-risk

youth to have the opportunity to learn onthe-job

skills while also having real-world

work experience that can help them in their

education and careers. So I got together with

my colleagues in the catalogue department

and we created a new program to recruit

and support at-risk youth in catalogue

sales. I worked with the HR team to design a

learning/development program specially for

these young people while at the same time

giving them a voice and a role in starting their

own initiatives in the organization. We’re

developing quality employees while also

having impact in the low-income

communities.”


A changemaker is an individual who, through

his/her own ideas, initiatives and efforts,

creates positive change

Changemakers are driven both by a desire to address a need in

their workplace or community and by a desire to make

meaningful contributions for the greater good. They are problem

solvers, have creative ideas, take initiatives, lead and/or engage

others in their initiative, care about making a positive difference, have

empathy, and view problems as an opportunity for creating positive

change.

Resilience

Entrepreneurship

Team work

Social-emotional

intelligence

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Ethical fiber

Leadership

Creative thinking

Empathy

“Leaders have to have the sensitivity, openness and skills to cope with new

demands, and to build it in to their business thinking and their own role...this is quite

a dramatic shift.” (Paul Bulcke, Nestle)

“Future capabilities will be very different, and will put a premium on lateral thinking

and cross-functional, collaborative problem solving’”(Jeffrey Swartz, Timberland)


Changemakers will require the organization

to rethink their talent management strategy

Talent Management is an organization's ability to create and continuously optimize

the talent resources needed to execute on business strategies

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Business

Strategy

Workforce

Talent Strategy

Define

Business/ Workforce Alignment

Talent needs

Discover

Attract

Attract and and source

source talent talent

Deploy

Talent right place

right time

Workforce Innovation

Workforce

Performance

Results

Business

Results

* Source: Peter Cheese, Robert J. Thomas, & Elizabeth Craig.. The Talent Powered Organization:

Strategies for Globalization, Talent Management and High Performance. London: Kogan Page Limited.

Develop

Talent potential


Changemakers have characteristics

that set them apart…

1. View problems as opportunities

Changemakers look at problems and see opportunities. Rather than shying away, they take on

problems and enjoy both the journey and the end in problem-solving. changemakers know their

opportunity comes from finding the solution.

2. Write their own job description

Changemakers want to set their own path in life. This means they figure out the jobs they need to

do and they write their own job description. This does not mean that they ignore others (bosses,

co-workers) and just do what they want. It means is they have a plan and a vision of where they

want to go. The best changemakers get others around them play from the same score.

3. Challenge their fears

Going after big problems often means going where others have never ventured. This is scary. But

changemakers keep focused on a bigger vision: the results will make the journey worthwhile. They

build a team of allies and mentors to share in that vision and help them through the tough times.

4. Tend toward action

Changemakers dare to put their ideas into action, and continue to work through challenges and

refine the plan until they reach success.

5. Leverage for maximum impact

Changemakers are able to shoot for big opportunities because they use their creativity and

persuasiveness to get others to help. Changemakers figure out what they want to do first and then

find the “jujitsu” – the lever they can pull to turn a small action into big impact.

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6. Driven by impact for the greater good

Discover

Attract and source and

talent

source talent

Changemakers are motivated mostly by their attempt to answer the question: “How will the world

be different because I am here.?

Define

Talent needs

Deploy

Talent right

place right

time

Develop

Talent potential


…and have skills that are

important in any line of work

Changemaker Skills Description

Entrepreneurship Have led change in society or in the institutions where

they work. Have innovative and disruptive ideas that they

see through to impact.

Leadership Have the ability to inspire people and bring them along

with their idea. Know how to drive a team, how to build

performance and achieve their plans by motivating and

inspiring people.

Empathy Have the capacity to put themselves into another‟s shoes

to better understand their life, expectations and feelings

so that they make the relationship work.

Teamwork Able to engage and work well with team members, and

contribute successfully to making the whole greater than

the sum of its parts.

Social-emotional

intelligence

Discover

Attract and source and

talent

source talent

Smart and open in how they work with people; able to

understand and connect with others. .

Creative thinking Can think forward and imagine. Can extend their minds

and push forward from where they have been. Are very

comfortable in working with a blank sheet of paper.

Resilience* Have the capacity to cope with difficult moments or

failure, and despite the adversity will make the best out

of challenges in their life and their work experiences.

Ethical fiber Are driving by ethics to do their work. They take ethics as

a key criterion in how they set and meet their goals.

* More than 70% of 524 leaders surveyed by Accenture report that resilience is a key factor in

determining who to retain in their company. Source: Accenture Global Research 2010 “Women

Leaders and Resilience: Perspectives from the C-Suite”

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Define

Talent needs

Deploy

Talent right place

right time

Develop

Talent potential


Attracting changemaker talent

As a result of the perfect talent storm where demand outstrips supply of critical skills

and leaders, there is a greater necessity for organizations to become more

attractive to talented individuals and to build a culture of high performance,

engagement and growth. Organizations can only compete for the best if they join

the “Employer of Choice” band wagon and create a work environment that people

really want to work and interact in. The rationale goes that the more attractive the

organization is to potential and actual employees, the higher level of skill and

talent they will be able to attract and keep and the better the performance and

results will be.

14

Talent – in particular changemaker talent – is seeking meaning

and purpose in their day-to-day job, and the space and support

to take initiative.

• As talent across the board moves from sector to sector,

considering all employer options, it creates greater

competition for all talent.

• Over the last 20 years, there has been a

gradual shift in power from employer to employee and from employees

being the highest cost to the greatest asset – who can afford to be more

discerning and to shop around for the best value proposition.

The explosive growth in access to information across the globe, the internet, job

search sites and social networking and blogging sites, allows for talent to search and

compare jobs and salary packages on a daily basis.

Organizations would need to become more competitive with their range of

employment offerings, flexible remuneration and benefits packages as well as the

less tangible, softer factors such as the quality of leadership, communication,

reputation, development opportunities, a great culture, health, safety and

environment philosophies, and, very importantly, the mission and vision that drives

the organization accompanied by the space and opportunity for their staff to take

initiative and be changemakers. .


Sourcing Changemaker Talent

Sourcing talent is the process of proactively seeking out

candidates to fill current or future positions within an

organization. It is a way to identify and attract not only

those job candidates who are actively looking for new

opportunities but also passive candidates, qualified

individuals who are not seeking a new job opportunity.

While technology is changing the game of sourcing talent, ultimate

success requires new recruiting and sourcing strategies, better ways to

utilize the latest technologies, and more highly skilled recruiters that are

partners in the process.

New methods for sourcing talent include leveraging social media for recruiting.

Organizational leadership can actively encourage their current employees to

connect internally and externally using social media while monitoring their

reputation as an employer.

At the far end of talent sourcing are the phenomena of “open sourcing” and

“crowd sourcing” which enable organizations to source free brainpower via the

internet. Some companies use these new sourcing methods:

Procter & Gamble posts problems on a website called InnoCentive, offering

cash rewards to more than 90,000 “solvers”.

Cambrian House applies a crowdsourcing model to identify and develop

profitable software ideas using a simple voting model.

A Swarm of Angels uses a swarm of subscribers to help fund, make,

contribute, and distribute a £1 million feature film using the internet and all

digital technologies.

15


Employers can both source and

build the pool of changemakers by

“upstreaming”

Organization Initiative

16

ILLUSTRATIVE

Youth Venture is building a pipeline of changemaker talent and the bridge

between this new breed of talent and the employers that need them. YV inspires

and supports teams of young people to launch and lead their own civic-minded

organizations and businesses. Through the experience of social entrepreneurship

young people learn the critical skills of leadership, teamwork, empathy and

entrepreneurship, which will be critical to their success now and in the future.

YV’s talent placement and employer engagement programs allow employers to

mentor and engage with the next generation of talent, thereby generating both

relationships and new insights into their future talent prospects.

The Renault Foundation actively participates in educating and developing young

talent. In collaboration with top university engineering programs they have created

specific M.B.A. and Master courses around mobility, electric vehicles and sustainable

transport.

Sekem have just set up their own University – ‘Heliopolis University for Sustainable

Development’. It will open in Autum 2010 with bachelor courses focused around

organic agriculture, pharmacy, sustainable economics and engineering (renewable

energies, water management, mechatronics).

It will help develop future generations with the appropriate skills and mindsets to

innovative and bring unique approaches for solving pressing community problems

PPR – SolidarCité, PPR foundation founded in 2001, support social and citizen

initiatives and is mobilized around entrepreneurial initiatives focused on education

and integration. SolidarCité offers scholarships to award winners (a 50 000 € financial

support) with a human & professional mentorship ensured personally by leaders of

the Group. Award winners selection is based on 3 criteria: the entrepreneurial

qualities of the candidate, the project economic viability and its social value added.


Meanwhile, social entrepreneurs

are redefining standards of how

people present their skills and how

employers find and vet talent

17

Organization Initiative

ILLUSTRATIVE

IQ Consult is developing both a new standard for how job applicants

present their changemaker skills and other qualifications for a job but

also a pathway for how they can attain these skills.

Mozaik builds the bridge between traditionally overlooked talent from

low-income/immigrant communities and employers that would benefit

from the changemaker skill sets and mindsets of many of these talented

individuals.

Employers find that when they hire frequently overlooked changemaker

talent their new hires are generally highly motivated to have impact and

also to prove that they merited the risk of hiring them

Living Transcript is a new initiative to capture systematically and present

the changemaking experience, skills and accomplishments of any

individual over time. The Living Transcript will be a living document that

would replace the CV/resume.


Organization may rethink the notions

of work, hierarchy, accountability,

work location, recognition,

performance, etc.

The way of living & working of the new generation (generation Y)

disturb and put a stop to old managerial practices yet well set.

In order to attract and retain « changemaker» profiles,

enterprises have to make organization & management style

evolving.

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Leader function/role: The leader function/role has to be redefined

Management style: Managers have to take into account not only the

culture but also the motivation, personality and values of people with

who they work.

Employee empowerment: The scope of employees autonomy

should be enlarged and enterprises must give the opportunity to let

people contribute to key business decisions

Professional and personal growth opportunities. They value

lifelong learning.Employers should provide them with an internal or

external Mentor/Coach and offer them the possibility to impart

themselves their knowledge.. Employers can retain workers longer --

while leveraging that entrepreneurial sprit -- by developing incubator

and intrapreneurship programs and opportunities.

Promotion system: Promotion has to be based on skills, emotional

intelligence (capacity to help others and make them grow) and not on

seniority. For managers, personal work must come a distant second

to developing employees both personally and professionally.


A key factor in attracting &

sourcing changemaker talent is

having a well-articulated employee

value proposition :

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An improvement of the employees‟ engagement

A management system more efficient and more adapted to the individual

employee‟s expectations

A frame of reference to adapt and modify the HR policy

1. Work content

• Jobs type in the organization

Jobs with strong added value

Jobs implying innovation

• Nature of tasks to be carried

out

• Associated status

• Degree of autonomy of young

people

Number of executives aged

between 25 et 35 years old

Number of 25-35 years old

managing projects

• Means of transport / access

Average time of trip

• Location

• Premises

• Respect of private

life/professional life balance

• Type of services offered at

work

Vacation subsidies discount

gym memberships, child care

center, …

Homeworking

• Proposed technological tools

2. People 3. Reward & Compensation

• Management style

Number of meetings per

department and by week

Way of supervisory control

(participative/directive)

Degree of autonomy

• Flexibility in the organization

• Ways of working

• Relationship with other

employees

• Nature of interactions with

clients

• Nature of social climate

• Opportunities to evolve

horizontally, vertically and at

national / international scale

• Transversal project opportunities

• Training offer

• Flexible jobs – depth & breadth

• Qualifications, in-house bursary

schemes, graduate programs,

apprenticeships, …

• On-the-job

• Variety of career paths

• Level of salary of young recruits

• Level of training of young

people

• Career management system

• Performance management

• Equitable reward & recognition

system (collective/ individual)

• Motivational incentive schemes

for stretch results

• Differentiated rewards for

superior performance and value

• Team-based rewards and

incentives

• flexible work arrangements,

4. Work environment 5. Opportunities 6. Culture

• Company values

• Employer image

• Temps de travail

Number of hours worked per week

• Ways of collaboration

• Social & societal engagements

Diversity / Handicap /

Sustainable development

• Conducive environment for

interacting, learning and having

fun


Each organization will have a

unique employee value

proposition based on its

culture and core competencies

20

Organization Initiative

ILLUSTRATIVE

Ashoka realized that if it wanted to continue to reinvent itself and tackle

new ambitious goals it needed its staff to reflect qualities of the social

entrepreneurs as well as the historic opportunity it served. To attract

social entrepreneurs to work for Ashoka instead of running their own

venture, Ashoka has had to present itself as a challenge and a platform

for entrepreneurs to start and run their system-change initiatives, rather

than to fill a defined position.

Ashoka is increasingly known as a platform and incubator of talent that

other organizations seek to learn from (and even recruit from).

Deloitte has created a 2-year placement program for Deloitte hires to

work with a social entrepreneur after 1-2 years at Deloitte, with a soft

commitment to come back afterwards. Employees have the opportunity

to develop their changemaker skills while working on a cause they are

passionate about.

Thrivent Financial has a unique opportunity for entry-level employees

that allows them to do a tour around the world to work on specific

finance-related social impact projects while developing skills in problemsolving,

communications, teamwork, leadership, etc.


Retaining changemaker talent

through entrepreneurial growth

inside the organization…

As job security continues to decline and organizations are continually reinventing

themselves and the jobs they hire for in order to keep pace with accelerating

change, employment will become increasingly the equivalent of

entrepreneurship. Each individual worker will become a “start up” – who

will invent, adapt and reinvent their job regularly.

Becoming a staff of entrepreneurs means not only innovation, rapid adapting,

and change, but it also means that employees are far less likely to sit still

when it comes to staying with their employer.

If an employer wants to retain its changemaker talent then it now has to figure

out how to feed the entrepreneurial fire by giving the space and support

for its employees to do what they love – taking initiative, mobilizing others

and creating change for the greater good.

A common refrain from changemaker employees is “I felt stifled in my job.” Or, “I

didn‟t feel like I was having any impact.” How can employers harness the

innovation and entrepreneurship of its employees without stifling them or their

quest for meaning and purpose in their work?

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… Will likely catalyze

organizational redesign

The new generation will demand a shift away from "command and control"

reporting lines to more cooperative-based leadership models that provide

greater autonomy and freedom of choice in the way work is performed.

Now temporary, purpose-based worker groupings emerge and flatter

reporting structures are the upshot. Having a flat structure where everyone

can talk to everyone encourages innovation.

In addition, the organization will have to promote work in projects and on

teams (not hierarchical). Project duration must be quite short.

The pyramid management structure will have to be slowly be replaced by a

networked organizational design which stands for the next evolutionary step

for today's "matrixed" organization.

In a network structure work will be organized into projects, and, in turn,

projects are grouped into portfolios (i.e., node in the network) of like kind.

Execution of the projects within a portfolio will be performed by workers who are

assigned to the portfolio, in a "Just-In-Time" fashion.

Key knowledge workers may be permanently assigned to a portfolio (so to

allow for needed deep intimacy and understanding of a portfolio's particular

subject matter), while others may be temporarily assigned to play a

particular project role for a specified duration.

This allows an organization to better leverage its subject matter expertise

across all of its portfolios.

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Organizations of changemakers

will have a unique path for each

employee, who will work in

teams rather than in a box.

In managing talent, most firms still use one-size-fits-all HR and management

practices. With today's diverse workforces, this approach is preventing

organizations from attracting, retaining, and leveraging top talent – especially

highly entrepreneurial changemaker talent..

Employees’ desire for individuality, personal growth, and self-realization

require crafting tailored practices to bring out their best in a systematic,

manageable, and thoughtful way

The organizations have to develop & propose an offer tailored to

employees’ needs and desire to have the space and support to take

initiative (in terms of training, recognition, compensation, decision-making,

performance appraisals, etc.) for different types of employees, which has to be

attractive and consistent with employees‟ wishes in terms of professional and

personal development, and impact.

Organizations will move from HR-driven customization (e.g. workforce

segmentation) toward employee-driven customization (e.g. peer-to-peer

management and learning)

The hierarchy of organizations will evolve from top-down to a “team of

teams” structure, in which employees will join teams that achieve different

organizational priorities, which intersect and work together in pursuing crosscutting

organizational goals.

23


The unique employee path will

evolve from segmentation to

employee-defined personalization

24

“If companies can figure out a way to acknowledge and respect the uniqueness of

each person – and then figure out how to do that in a reliable and scalable way – we

will make an enormous impact on individual employees’ success and on our

companies’ 24 collective success. The paradox is that we need to establish a norm that

is itself abnormal.” Joe Kalkman, Leader of HR Centers of Excellence, Best Buy


Organizations can foster a

unique employee path in each

aspect of HR management

25

Individual users define and often drive highly personalized practices

like peer-to-peer learning through wikis, coaching and informal

feedback that are woven into the fabric of business. HR encourages

and supports them, rather than strictly defines them.

HR supports individuals in defining their own personalized

people practices

Ways to foster employee-defined personalization

Time Shift trading, Paid time off donations

Learning and

innovation

P2P learning, knowledge markets, social networks,

experience-based learning, simulated games

Recruiting Employee referrals, social networks, relationship

recruiting

Compensation Job auctions

Performance

feedback &

recognition

Informal feedback/praise from manager or P2P

Workplace Workers define their environment

Mentoring &

coaching

Traditional and self-coaching technology

Jobs & careers Bottom-up career path profiling

Employee-defined job titles

Open talent market and horizontal social networks

Job swapping and rotations

25


Retaining changemaker talent

Selected strategies

Organization Initiative

Experience-Based or Peer-to-Peer Learning

26

Employees work in a completely open environment so that novice

employees can observe and shadow experienced employees.

Uses wikis, blogs, communities of practice and other peer-generated

content, like short videos that capture what experienced employees

are doing.

Fluid & Customized Career Movement

ILLUSTRATIVE

Allows employees and external people wanting to work at Intel to post

their ideal job and see if someone inside the company can create it.

Anyone with a new project idea can propose it to a board of senior

managers; approved projects are then posted on an internal network

and anyone interested in the project is encouraged to volunteer to work

on it. Project leaders build their teams from among these volunteers.

Also has well-established open global electronic job-posting system

that allows individual hiring employees and prospective job candidates

to find one another

The way to become a manager is by finding people that want to work

for you.


Retaining changemaker talent

Selected strategies (cont.)

Organization Initiative

Informal feedback

ILLUSTRATIVE

An employee can identify another employee and offer to swap jobs –

they train one another and trade when ready.

Lets new recruits roam through the company for a year, searching for

the place that best suits their individual strengths and interests.

Line managers get together at least twice a year to discuss many

employees‟ personal strengths, weaknesses and interests, as well as

what new opportunities in other parts of the organization, or under the

supervision of other managers, might best suit their employees.

To support frequent informal feedback, provides information systems

that permit managers and employees to record informal feedback

confidentially

Creating networks for fluid job movement & knowledge sharing

ILLUSTRATIVE

Instead of creating pre-defined career paths, Taleo‟s software lets you

use transfer and promotion histories captured by the system to identify

the actual career paths taken by others with similar skills, preferences

and roles within the organization. Then employees can network with

those employees, using trading card like profiles in a social network

that identify people‟s personal characteristics.

Heavily used sports activities and networks are the primary way people

communicate across boundaries to fluidly change jobs and share

knowledge.

Analyzes e-mail to determine what employees are doing and what they

know. The system will then list people associated with certain topics in

their knowledge data base so that others can find an expert on a

particular area. If you are looking to connect with this expert, the

system will then help you facilitate an introduction by telling you how

many degrees of separation there are between you and the other

person.


Retaining changemaker talent

Selected strategies

Organization Initiative

Social intrapreneurship

28

ILLUSTRATIVE

Staples and Ashoka have piloted a new program for managers to mentor

young changemakers from the Ashoka network, with the idea that

mentoring leads to changemaker skill development in both the mentee

and the Staples manager. By offering greater exposure to

changemakers Staples and Ashoka hope to better equip managers to

help changemaker talent thrive.

Though time-intensive to manage, the mentoring relationships have been

valued by both mentor and mentee.

Ben & Jerry‟s created a “Scoopers Making Change” program to

support the store employees (“scoopers”) to develop changemaker

skills while creating community impact by designing, launching and

leading their own social ventures. The scoopers were mentored by

store managers and other staff and even engaged the company‟s

founders.

Ben & Jerry‟s gained greater loyalty from their scoopers while also

benefiting from the problem-solving, leadership, communication, and

other skills the scoopers developed.

Best Buy makes an “Inspired Workforce“ central to its corporate and

social change strategy. It encourages employees‟ social change efforts

by investing money in the employees‟ projects, by encouraging

employees to start their own internal initiatives (e.g. Geek Squad), by

including social impact in employee‟s performance reviews, and by giving

room to each store team to be entrepreneurial.


Key elements to foster a

changemaker culture in an

organization

Define the elements of your culture

Companies need to focus innovation-related activities around the three principal

elements of corporate culture: core values, beliefs, and norms.

Redefine the role of leaders

An important role of a company‟s leaders is to communicate and reinforce the

core values, beliefs, and norms of corporate culture. Company leaders also serve

as role models to the employees who look to them to provide inspiration, support

for their ideas, and the guidance required to excel.

Foster collaboration

Innovative ideas, by definition, rarely confine themselves to a single group, but

instead require support throughout the company. For instance :

Create a regular schedule of mini-conferences where internal groups

present their ideas to one another.

Have structured brainstorming sessions opened to all employees and

between different business units.

Encourage employees and create recognition & reward programs

A truly innovative culture must make employees aware that the failure of a new

idea or initiative will not affect their position within the firm

Individuals are generally driven by the excitement of seeing their ideas

transformed into something of value: individuals‟ incentives should include both

financial and intrinsic incentives.

Create a change management team

The change management team‟s primary responsibility is to obtain companywide

support for the change effort. The change management team should also be

given the authority to allocate resources to specific strategic areas and to

terminate projects that are deemed unnecessary

29

29


Fostering a changemaker culture in

an organization

Selected strategies

30

ILLUSTRATIVE

3M has implemented with success an organizational culture that fosters

innovation. Here are some of the recipes 3M used:

1.Recruiting and Retaining Talent – 3M recruits people who are creative and

have broad range of interests. It is thought that people with broad range of

interests are willing to learn and explore new ideas. 3M codified six traits of

innovative people in its recruitment brochure: Creativity, Broad interests, Selfmotivated,

Resourceful, Hard working, Problem solvers.

2. Creating a Challenging Environment – New business units were spun off.

These newly established divisions had to develop new products and find new

markets independently. This “Renewal” process increased the diversification of

3M.

3.Knowledge Sharing – 3M encourages staffs to network, interact and share

their knowledge and problem.

4.Rewarding Innovation – 3M rewards its staff for being innovative. The dual

career ladder paths allow technical staffs to be promoted to the role of vicepresident

level without taking administrative or managerial responsibilities.

5.Mentors, Sponsors and Champions – 3M has a mentor, sponsor and

champion program. Champions have strong credibility and are persuasive

“lobbyists” for new ideas and products. They are willing to take risks and those

successfully mentored often later successfully mentor others.

6.“Give people room they need.” – Staffs are given time, incentives, job

security and room to experiment. This is illustrated in the “15 Percent Rule”

where technical staffs spend up to 15% of their time on projects of their own

choosing or initiatives.

30


Fostering a changemaker culture in

an organization

Selected strategies (cont.)

31

Google too has implemented with success an organizational culture

which foster innovation. Here are some of the recipes Google used:

ILLUSTRATIVE

ILLUSTRATIVE

1. Free Thinking Time – Google gives all engineers one day a week to

develop their pet projects. Such free days can be accumulated if work

gets in the way. 20% of a Google employees‟ work week is spent on

something that interests them. It gives them a chance to try new things,

and explore different possibilities, and be innovative. The results have

been spectacular. Gmail, Google News, Google Maps, Orkut, and

Google Earth, are all pet projects of employees during their 20% time.

Pet projects do not have to be aligned with Google‟s central mission.

GoogleNews was produced in this process.

2. The Idea as List – An idea list is available company-wide for the

inputting and vetting of thoughts on technology and business ideas.

3. Open Office Hours – Managers open their office for discussions with

staffs two to three times a week. The Google personalized homepage

was produced in this process.

4. Big Brain Storms – Brainstorming sessions consisting of about 100

engineers are conducted eight times yearly. In these sessions, six

concepts are pitched and discussed for ten minutes each. The goal is to

build an initial idea with at least one complimentary idea per minute.

5. Idea Acquisition – Companies with interesting initiatives are acquired

by Google. The company Keyhole that it bought in 2004 allowed Google

to offer maps with satellite imagery in Google Earth

31


Fostering a changemaker culture

Selected strategies (cont.)

32

Organization Initiative

ILLUSTRATIVE

A 100-year old bank in Spain, Banca Civica has completely reinvented

itself as a driving force for social change by co-creating with its

customers a civic engagement strategy that involves each customer

contributing 30% of the bank‟s earnings from the customer‟s accounts

toward the social change initiative of the customer‟s choosing.

Employees take on a wide range of social change initiatives often in

collaboration with the customers.

The mentality and day-to-day work of Banca Civica employees is as

much about leading initiatives to foster social impact as it is about

providing financial services, which leads to a highly engaged,

changemaker culture and a strong sense of mission and purpose

Ashoka created a “Fail Fair” to celebrate and learn from each other‟s

failures. Ashoka staff members are given the opportunity to present and

discuss their failures with the group and to draw lessons and new

approaches from the experience.

Ashoka employees are likely to fear failure and thus more likely to take

risks and start new initiatives with the support and encouragement of coworkers.

Boerhinger Ingelheim changed its performance evaluation from focusing

almost entirely on sales/market share to now include 50% weight to

innovation and sharing in the organization. Evaluations are done by both

the manager and the peer group to encourage collegiality and sharing.

Complementing this with new approaches to help employees develop

their spark for changemaking.

BI is making progress in reorienting leadership development, talent

management and diversity. Through a new partnership with Ashoka, BI

will enhance its efforts by leveraging the Ashoka changemaker network


Appendix:

Tools for changemaker organizations

33

Tools Description

1. List of hiring criteria – Ashoka Lays out the criteria for Ashoka hires

2. Candidate interview scorecard

Ashoka

3. Employment application –

Ashoka

4. Reference check

questionnaire – Ashoka

5. Selection Process –

Ashoka

6. Balance scorecard – Ashoka

7. Performance review and

agreement – Ashoka

8. The Living Transcript – Social

entrepreneur Laura White

Provides a template for how interviewers assess the qualities

of the candidate, based on Ashoka‟s changemaker hiring

criteria

Contains all the questions Ashoka asks prospective hires to

answer and other information when they apply

Lists the typical questions that Ashoka would ask a

candidate‟s references – a key part of Ashoka‟s hiring

Describes the steps of the Ashoka hiring process for a

candidate

Evaluates and progresses staff based on their changemaking

experience and impact

Template performance review document for staff annual

reviews and new performance agreement for the folloing year

Changes the standard for how individuals present their

experience, skills and qualifications in light of their

changemaker skills, experience and impact


1. List of hiring criteria – Ashoka

34


2. Candidate interview scorecard – Ashoka

35


3. Employment application – Ashoka (1/4)

36


3. Employment application – Ashoka (2/4)

37


3. Employment application – Ashoka (3/4)

38


3. Employment application – Ashoka (4/4)

39


4. Reference check questionnaire – Ashoka

(1/2)

40


4. Reference check questionnaire – Ashoka

(2/2)

41


5. Selection process – Ashoka

42


6. Balanced scorecard – Ashoka (1/3)

43


6. Balanced scorecard – Ashoka (2/3)

44


6. Balanced scorecard – Ashoka (3/3)

45


7. Performance review & agreement –

Ashoka (1/7)

46


7. Performance review & agreement –

Ashoka (2/7)

47


7. Performance review & agreement –

Ashoka (3/7)

48


7. Performance review & agreement –

Ashoka (4/7)

49


7. Performance review & agreement –

Ashoka (5/7)

50


7. Performance review & agreement –

Ashoka (6/7)

51


7. Performance review & agreement –

Ashoka (7/7)

52


8. The Living Transcript (1/5)

53


8. The Living Transcript (2/5)

54


8. The Living Transcript (3/5)

55


8. The Living Transcript (4/5)

56


8. The Living Transcript (5/5)

57


Contributors (1/2)

58

Gretchen Zucker

Executive Director, Ashoka’s Youth Venture

Gretchen Zucker is the Executive Director of Ashoka’s Youth

Venture®, a global organization that cultivates the entrepreneurial,

changemaker talent needed for the success of all parts of society –

corporate, civil and government. She began her career focusing on

development in Africa, first at USAID, then in the Ethiopian

embassy in Washington, and later in the Ethiopian Investment

Authority in Addis Ababa. Gretchen helped launch the US arm of

Tigray Development Association, headquartered in Tigray, Ethiopia.

She was co-founder of Her House, which designed, financed and

built houses by women for single mothers and raised awareness of

issues involving women and housing. She was also a management

consultant with McKinsey & Co. And she led the Innovative

Learning Initiative at Ashoka. Gretchen received a BA from Ohio

State University, a Masters of Public Policy from the Kennedy

School of Government at Harvard University, and an MBA from the

Sloan School of Management at the Massachusetts Institute of

Technology (MIT).

Armelle Carminati-Rabasse

Human Capital & Diversity, global managing director

After 20 years of Consulting practice, coming from the position of

Managing Director for Accenture’s European Retail, Armelle has

been appointed in 2006 Human Capital & Diversity Global Managing

Director for Accenture worldwide. From Nov. 2005 she joined the

Executive Committee of Accenture France, as Vice-President for

“Engagement & Diversity”, together with keeping leadership on the

France women initiative of Accenture – “Accent sur Elles”. She is the

Chair(wo)man of the Accenture Foundation in France and the

President of the Diversity Committee of the MEDEF (the French

CEOs union). She holds a Master of Engineering (Ecole Centrale de

Lyon, France and Cornell University, USA) and has been honored as

Chevalier de la Légion d’Honneur. She is married and has three

children


Contributors (2/2)

59

Lisa H. Neuberger-Fernandez

Director of Corporate Citizenship Programs, Accenture

As Director of Corporate Citizenship Programs, Lisa is responsible for defining and

driving measurable results of Accenture’s corporate citizenship strategy in the areas of

Skills to Succeed, environmental stewardship, and transparency on non-financial

performance. She has worked in sustainability since 2007 when she led a seventy-five

person team of Accenture volunteers to win first place in the Net Impact Green Challenge

competition. She subsequently became the company’s first US Eco Lead and a

Sustainability Business Development lead driving top and bottom-line value for

Accenture’s Communications & High Tech (CHT) clients through green data centers,

sustainable supply chains, green product innovation and cleantech strategies.Prior to

that, she spent ten years as a strategy consultant with Accenture, developing and

implementing business strategies and performance management frameworks with clients

in diverse sectors including government, nonprofit, communications & high tech, and

financial services. She also played social intrapreneurial roles managing teams that

launched a nonprofit consulting organization (www.newsector.org), the US Eco Program,

and a patented Public Service Value ROI model and consulting practice area.

She lives in Washington, DC, with her husband and daughter.

.

Ericka Cogne

Corporate citizenship manager, Accenture

As Corporate Citizenship Manager for France & Benelux , Ericka is responsible for

defining and driving Corporate citizenship programs in alignment with the Skills to

Succeed & environmental stewardship strategy. She has joined the Corporate

Citizenship team in last March, after 4 years of consulting within the Talent &

Organization Performance practice with consulting missions mainly for product industry

clients. She holds a Master of Business with a specialization in Human Performance

management. She lives in Paris and is single.

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