We’re all creatures of habit – it’s human nature. However, how do we know we have the right habits that can help us to thrive as HR and People leaders?
With valuable nuggets from Virgin to Facebook, we take a look at the habits the most highly effective HR and People leaders practice day-to-day.
Recently, The Business Transformation Network hosted an event on “HR TechOps - Bridging the Gap between HR Tech and Operational Excellence”, which is a topic of growing importance in business today. The main questions the conversation revolved around were:
1. What HR Technology platforms are being implemented and how is the implementation process going?
2. How can HR technology be used to improve efficiency and employee experience?
Over the past two decades, Design Thinking has emerged as a practice that enables innovation, change, and complex problem solving. Many companies hoping to benefit from Design Thinking invest in training workshops to learn the Design Thinking way of working. While training workshops are an effective way to learn new skills, putting new skills to use requires taking the learning beyond the workshop. It is when organizations put new skills into practice that they start to see the benefits. So, how can you continue to foster Design Thinking capabilities after the workshops?
We conducted a Q&A interview with Jardena London, Transformation Leader and Blogtoon Publisher at Rosetta Technology Group, around work-life balance, how employees embrace change and leadership.
Could you introduce yourself and what you do?
I like to say that I help work not suck, or said more politically correctly; I help organizations become healthy, productive and fun. Most of my work is in the space of Business Agility, but I also publish a daily blogtoon and I’m doing some work on increasing the Gender Quotient in the workplace.
In practice, Design Thinking happens in stages: Understanding, Conceptualizing, and Experimenting. It is important to remember that while these stages are described in a linear fashion, in practice Design Thinking is iterative. The iterative nature of Design Thinking means that stages are cyclical rather than linear in reality.
We conducted a Q&A interview with Shea Heaver, Founder at OptimaWork, around employee engagement and business transformation.
Could you introduce yourself and what you do?
Over the past decade or so, the concept of Design Thinking has become a popular approach to problem-solving. In some circles, Design Thinking is viewed as a methodology with several different process models (see IDEO, Hasso Plattner Institut, as examples) that provide guidance on how to engage in this process. In other circles, Design Thinking is viewed as a philosophy or a mindset that guides problem-solving.
Paul Matthews discusses the biggest waste in the training industry as the way we spend the training budget, instead of investing it in people. He continues to look at why people ignore training, or lack thereof, and pass blame to avoid responsibility. The importance of seeing an ROI on learning and development is integral to the bottom line and organisations need to look at how to implement training as a programme, not an event.
Bio
Workplace Wellness programs are all the rage these days – and rightly so.
You don't need to be a doctor, analyst or accountant to realize that healthier employees are going to take less sick days and be more productive while at work....which obviously helps the bottom-line.
And it's also true that for many employees, a healthier body also leads to less stress, emotional well-being and a happier mindset.
Simply put, a fit and healthy workforce makes good business sense.
In part 3 of the series, Paul Matthews discusses informal learning, which describes any learning that is not scheduled, planned or mandated. He looks at the importance of informal learning, by focusing on its impact on health and safety, and how it can be harnessed by learning and development (L&D) functions to ensure that employees are doing the right things with the right support. Paul considers how informal learning is integral to keeping an organisation running and provides some examples of how L&D functions can leverage informal learning to their advantage.