tag:blogger.com,1999:blog-63415254110659561912024-03-05T14:30:41.795+00:00CIPD Annual Conference 2009A delegates view of the CIPD Annual Conference and Exhibition event in Manchester 2009.
This event is the highlight in the calender for HR professionals across the UK. A range of seminars, workshops, keynote sessions and a world class exhibition featuring 100s of exhibitors make this an important event for HR and its supply base.
The CIPD are the largest professional body representing HR professionals in Europe.
This Blog is one members experience of the event.Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.comBlogger58125tag:blogger.com,1999:blog-6341525411065956191.post-1210389370906015352011-03-14T11:51:00.000+00:002011-03-14T11:51:20.960+00:00Training content for trainersReady to use “off the shelf” training resources<br />
Are you a trainer looking for <a href="http://rapidbi.com/products/ready-to-use-training-course-materials-courseware/">ready made training course materials</a>?<br />
<br />
Save your time and run that training course in hours not days. <br />
Why spend days designing a course when 80% of a Ready-to-use course will work for your company - just change the language to meet your participants needs and adda logo - simple!<br />
<br />
Training solutions are needed this week, with little time to prepare effectively. adapting a ready-made solution is the sensible option.<br />
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In addition it is not only trainers that are asked to design and deliver training courses, but HR and line managers.<br />
<br />
With our <a href="http://rapidbi.com/products/ready-to-use-training-course-materials-courseware/">ready made training materials</a> it is all here for you, a complete kit:<br />
<br />
Facilitators guide with icebreakers and how to lead training sessions<br />
Leaders guide – step by step what to do and say<br />
Participant packs & handouts – ready for you to print and hand out<br />
PowerPoint slides ready for you to brand & customize<br />
Certificates – ready to print<br />
Activities, exercises and other resources as required<br />
Most of our ready made & ready to use courses are half day duration, some are one day. They are easy to shorten or make longer as you need.<br />
<a href="http://rapidbi.com/products/ready-to-use-training-course-materials-courseware/">http://rapidbi.com/products/ready-to-use-training-course-materials-courseware/</a>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-61950732546745426662009-11-20T00:00:00.001+00:002009-11-20T06:37:27.946+00:00This blog is moving/ has moved to CIPD conference<script language="javascript"><!--
location.replace("http://www.cipdconference.blogspot.com/")
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<br />
Hi All, due to a little lack of planning on my behalf (or lack of research) I failed to move the posts to the new address before the conference. In essence I did not realise that you could rename these blogs or relocate existing content - so some more rapid learning when I returned from the conference tonight.<br />
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All of the final posts will be made at - <a href="http://cipdconference.blogspot.com/">http://cipdconference.blogspot.com/</a> my new home for all future posts and vlogs relevant to conferences<br />
<br />
Mike<br />
<a href="http://cipdconference.blogspot.com/">CIPD conference blog</a><br />
<br />
<a href="http://cipdconference.blogspot.com/">CIPD conference blog</a>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-63863783662977280642009-11-19T18:16:00.000+00:002009-11-19T18:16:32.617+00:00Closing Keynote - Panel sessionClosing keynote<br />
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A new leadership paradigm<br />
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Vicky Wright opens the closing session<br />
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An inspiring event – socialising, networking… we needed a session for the end of the is to continue this theme.<br />
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What sort of leaders do we need for the sustainable futures of our orgs?<br />
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An engaging and powerful introduction.<br />
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The session will be presided over by John Humphries<br />
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Gave a humorous intro, providing an insight into the intelligence of leaders based on his experience as chair of Mastermind and interviewing as a hack.<br />
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Sir Christopher Kelly<br />
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Successful leadership is defined by results. His focus in his role in public sector is about ethical leadership<br />
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7 principles of public life<br />
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1. Selfless<br />
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2. Integrity<br />
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3. Honesty<br />
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4. Openness<br />
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5. objectivity<br />
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6. accountability<br />
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7. Leadership<br />
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See <a href="http://www.archive.official-documents.co.uk/document/parlment/nolan/seven.htm">http://www.archive.official-documents.co.uk/document/parlment/nolan/seven.htm</a><br />
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Good orgs need to look at how they do things not just what they do<br />
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A healthy ethical culture is likely to build in public trust and more likely to engage with people.<br />
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When there is an absence of openness and trust you can only expect problems to occur – look at the situation in government around MPs expenses<br />
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JH – can you impose ethical standards? CK you need strong leadership, its difficult to impose.<br />
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Steve Easterbrook – McDonalds<br />
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Leadership – context & qualities<br />
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Context of leadership has changes over the last few years – and those that were successful are now falling by the wayside. The context is much more complex than it used to be. It is impossible to meet all stakeholders needs at the same time – the role of the leaders is to identify the right solution in a given context. <br />
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To succeed in the new paradigm – will need 3 qualities<br />
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1. Integrity<br />
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2. Collaboration<br />
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3. Sustainability<br />
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Its cannot be the icing on the cake – it needs to be the cake.<br />
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Things need to be ethical sustainable<br />
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Values led decision making, decisions must be taken at the front line – have the values and stick to them – it provides quick and consistent solutions.<br />
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The Google generation – they have answers at their fingertips. The new generation use collaboration. <br />
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The silver approach is no longer realistic. Business in the past could have changes their position with a marketing campaign or IT system – that is no longer the case.<br />
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Senior team need to take collaboration to a new level with their peers – its no longer about silo thinking at any level<br />
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A means of creating value in and with employees.<br />
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Collaboration does not mean decision making by committee or abdication – but open communication channels<br />
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“I’ve looked at all the statues in all the parts and I have yet to see a statue of a committee”<br />
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There comes a time when we need to stop raking over the ashes and allow the new people at the top to get on with the job in front of them – not behind then<br />
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A new paragigm not just for leadership, but for HR as well.<br />
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JH – can you move on while some of those that got us into difficulties are still in post<br />
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SE – there must be a limit and allow people to move forward.<br />
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Sháá Wasmund – <a href="http://www.smarta.com/">http://www.smarta.com/</a> <a href="http://twitter.com/shaawasmund">@shaawasmund</a><br />
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Historically leaders have been judged on results – recently many leaders have failed us. Where does that leave us?<br />
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Too much power in the hands of too few is a dangerous thing – but what are the options – democracy is not the best of systems – but the best we have<br />
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It will be interesting to see how social media will evolve in this area.<br />
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We are all in our own ways leaders – I want to see a future where leaders do not have the title – a future where we are all leaders and we all have responsibilities.<br />
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Stakeholders have changes<br />
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Old school thinking was a monolog – a one way communication – today things have changes – it is so very different and a dialogue<br />
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Tools like twitter share views and the importance of leadership starts to filter into every persons role.<br />
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The role of HR is changing, we can no longer look at leadership of the top few, but leadership of all employees, we need to develop these skills. Each and everyone of us lead in public life<br />
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Ethical leadership is vital as it will now be the public will judge through medis We must be genuine and honest. Do people lead out of authenticity or greed?<br />
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We will all be judges for this.<br />
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In this paradigm – we are at the beginning of the journey – not the end of it. Our responsibilities is for us to communicate these messages back to our orgs<br />
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We are all leaders – leaders without title<br />
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- - - - - - - - <br />
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JH – what is this new paradigm? Lets go back to basics – what is this?<br />
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Leader have changed for single decision making, but now they need to facilitate <br />
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The context in which we operate requires a different type of leadership not just at the top – but throughout the org. you want leaders at every level and right across the org.<br />
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Its not just about the given service deliveries – not we have to do more – environment.<br />
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The speed of feedback and communications has increased and is more transparent<br />
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A paradigm shift is a change, a shift, evolution<br />
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You cannot control social media conversations but you can influence them, we need to be seen to engage with them. The public do not expect perfection, but they do expect humans<br />
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If you offer silence – people will fill it –<br />
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When in a hole – stop digging – the only difference now is the hole is much more visible than it has ever been.<br />
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The person that makes the decision, should be held responsible for that decision.<br />
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Change is faster, expectations higher, more people having their say.<br />
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DRAFT postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-24382137020967050302009-11-19T18:11:00.002+00:002009-11-19T18:11:58.425+00:00Session L2 - Releasing your peoples creative geniusSession L2<br />
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<strong>Releasing your peoples creative genius</strong><br />
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Karen Ver - Chair<br />
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Gordon Peterson – <br />
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Set the scene by measuring the energy in the group..<br />
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“has elvis left the building?”<br />
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Bono when going round asks “who is the elvis here?” what he is looking for is charisma, attitude<br />
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There is a little bit of elvis in everyone and our goal is to unleash the little bit of elvis in us<br />
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In pairs – face each other and looking at each other say I like you without smiling or laughing<br />
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As a Jedi – can you say “I love you” without laughing and smiling – they say it is impossible<br />
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There are some challenges that require us to use our social oomph<br />
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Told us a personal story of personal change, and how we often try to change but do not use the strategies that work and we wonder why.. we need to play to our strengths.<br />
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Innovation is about change, and sometimes we try to make change too early and not in the right context.<br />
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Introduces Yin/ Yang – all about balance.- doing-being<br />
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What gets lost in the doing stuff is the being how we do things.<br />
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Using simple mindsets can help us get into the mindset of <br />
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Productive creativity<br />
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The habit of doing new things to make a positive difference<br />
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Habit is counter intuitive – you don’t associate habit with doing nw things – you can build a habit of doing new things. Its not about crazytivity, its about something that can take us forward.<br />
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There is no right or wrong<br />
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Positive minded – you need a vision – how good are you and your organisations at killing ideas – 1-10<br />
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How do we kill ideas – write a report, do a business case, money, tried that before…. We are very good at killing ideas<br />
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Being able to nurture ideas is vital.<br />
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Story<br />
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walk along a path – 3 little shoots – a genie appears<br />
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choose one…<br />
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1. rose<br />
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2. oak tree<br />
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3. gorse<br />
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what do you do? – wait nurture? See what is growing and changing<br />
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easy to say – difficult to do<br />
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in pairs – person 1 comes up with ideas to make the cipd conf better next yr<br />
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person 2 answers everyone with yes.. but<br />
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Say in your pairs<br />
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Remember that you felt like<br />
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Person 1 offers ideas to improve the conference<br />
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Person 2 answers with yes… and – offers ways of building<br />
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Recap on how people felt<br />
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When someone craps on someone’s ideas you sapp their power<br />
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How often do you have conversations of the second type – less judge mental and more supportive.<br />
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You need to be clear of what you expect from people – this is what de-bonos 6 hats is about. Being clear means you need to be careful about the language you use.<br />
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When we ask the question “what do you think?”<br />
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A better q would be “how could we make this better?”<br />
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Chris kissing the fish – there is a story behind this chris never used to like fish, he would go to dinner parties and be offered fish & DECLINED it – people took pitty on him. One day he tried it as he was wondering what he was missing out on. He tried it, found he liked it<br />
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Getting Fresh<br />
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Do you travel to work the same way?<br />
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Fav restaurant/ dish<br />
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Read the same mag/ news paper<br />
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Even when staying away sleep on the same side of the bed.<br />
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Why do we stay with our habits/ favourites.<br />
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Studies show that we can recall almost every piece of data we have ever been exposed to. We can hold an unlimited amount of data.. <br />
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Why might having a lot of diff ideas in your mind – when you are looking to solve problems, if you have different experiences you have a wider pool of ideas to select from – fresh ideas<br />
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Get fresh, explore the ideas, get a fresh perspective. Buy a diff mag, go a different way to work. Consider doing something different every day – this may be as simple as going into a shop you would not otherwise go into, read a mag of something different that you would chose to read<br />
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Lighten-up! – do something frivolous<br />
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REAL – a fav company of mine is IDEO<br />
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Philosophy – <br />
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Get people engaged, bring the idea to life<br />
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Ask yourself the question – how can you bring your idea to life<br />
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FAST<br />
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Virgin spent months looking at virgin cola for months – then one day righard branson on morning TV answered the question “what is next?” he said in 6 ½ weeks is virgin cola – none of the project team knew this and were shocked, but the team delivered 6 ½ weeks later!.<br />
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MOVEMENT<br />
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BIG – do it, say it – take a personal risk. If you wait you will miss the moment. Be brave. If you take something away from this week be brave – do something<br />
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DRAFT POSTMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-46742538366988481062009-11-19T12:24:00.000+00:002009-11-19T12:24:27.135+00:00Workshop w10 Building Innovation Capability<strong>Building Innovation Capability</strong><br />
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Facilitated by Ian Plover <a href="http://www.businessofchange.com/">http://www.businessofchange.com/</a> & Cris Beswick <a href="http://www.letsthinkbeyond.com/">http://www.letsthinkbeyond.com/</a> <br />
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22 people in the workshop where there were spaces for 32, strange as innovation is a key theme for many at the moment, I would have thought the session would have been full (31 people were expected)<br />
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Cris works in Innovation, Ian in Change management<br />
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Notes, flipcharts and other materials that are developed on the day will be sent to us later.<br />
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Ian gave the story of a former MD at Anglian Water that was your typical MD – unassuming, then took some time out & went to Harvard. When he returned he was gushing with ideas and drove change through involvement and participation.<br />
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Innovation as a tool – the challenge is to create an org that can thrive in a rapidly changing world.<br />
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Who feels that they work in an innovative org? many feel that they have innovation IN their org but not as a whole<br />
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Innovation is often seen as product or service and it is often seen to have covert teams at the top level that are innovative.<br />
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How do we increase or capacity for innovation?<br />
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To use innovation – we need to understand it.<br />
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1) innovation is not the sole domain of R&D, high tech industries or specialists<br />
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2) is not about being first<br />
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3) not about being the biggest and best<br />
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Innovation is about diversity – about people. Innovation comes from how we mix stuff together.<br />
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GM spent $8B on innovation/ R&D and they went bust – that is $1/4M per employee – but they did not innovate internally.<br />
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Strategy-people-community-physical environment-creativity-risk-leadership<br />
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Strategy – it has to be core of what we do. The word “innovation” has been bastardised by marketing teams which no longer add value. What we need to do is to pump people some value into innovation<br />
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Do you have a HR strategy? A business strategy – are they aligned?<br />
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People – as an MD I want great people – if we have poor people I want them out-quickly<br />
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Community – I want people thinking of the community in the org – doing things for other teams, not just their own – its about more than “culture” – Jim Collins – how can you be a help to others<br />
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Environment – Tom Peter – “cultivate great talent by creating great places to work-eliminate cubical slavery” look at Google, they have done things to make the workspace a place people want to be<br />
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Creativity – creativity is not about designers & wacky stuff – its about thinking differently – 20% time in Google – 20% of their time to work on ‘stuff’ they feel is the next….. this is Google giving people “white space” in their diaries. How can we give people time to help think differently? Create the environment and the time to use it.<br />
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RISK – the big one…. Risk is all relative – if we want people to be creative, if we want – mark Twain ”if you always do what you have always done..” If you don’t risk anything you risk everything. Risk is about what R&D do and call prototyping – they rarely get it right first time – they take risks, they have time for risks – but the final output is proven. Google “to organise the world’s information and make it universally accessible & useful” leadership is key to drive the vision.<br />
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Customers need to put the label “innovation” on something – not the creators…<br />
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Ian<br />
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The “Human Beings” department – rarely have I heard of HR & innovation mentioned in the same sentence<br />
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Thers is something about HR – we get on with the job and hide our lights under a bush. That is a shame as HR people are more innovative and we need to tell our businesses what we have done. If we want to be a real “business partner” we cannot wait for people to ask us – we need to take the imitative. You often see a FD on the right hand side of the MD – you rarely see HR on the left hand side.<br />
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12 yrs ago Ulrich said HR needs to be in 4 areas, HR are no good at selling ourselves – we need to learn the language of finance and marketing. David’s (Ulrich) message has never really be understood – HR has focused on T&C of work, it should be T&C of the work place. The only people that can make HR a business partner is for us to invite ourselves to the table – lead by doing and using business language.<br />
HR is often seen as transactional, and until we change this we will never be a real “BP”<br />
Interesting session – innovation in the org and political commentary about our role – innovation is a reason to be invited to the org<br />
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HR & Strategy<br />
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HR & People<br />
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HR & Community<br />
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HR & Environment – physical & psychological<br />
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HR & Creativity – how often are people allowed & told they are creative<br />
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HR & Risk – not about putting people lives at risk<br />
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HR & Leadership<br />
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Ulrick change agent is about changing the org in the area of human capital<br />
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Change through people not through gantt charts. No-one else in an org has the ability to change people like HR have.<br />
Group task – brainstorm innovative areas – what great innovations have your done yourself, come across of heard of - nominate someone to feedback not to us but to everyone else in the room. – the ideas will be sent to us later.<br />
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Some innovative ideas – <br />
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1 + 3 = 5 one person carried 2 roles CEO & ops director (mat cover) devolved her roles to 3 managers where they did 5 months each, and the OPPs mgr on maternity was available to each of the managers. At the end of the period the company had significantly increased its Human capital<br />
Confidence and competency<br />
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Keep-in-touch – diverse locations where people don’t meet, use of touch screen tech to allow people more access to intranets and social networks for people that are IT resistant<br />
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Proudly received – proudly given – a drive to share ideas openly<br />
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People want to be involved more – dialogue or monologue?<br />
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Incremental or radical innovation<br />
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If you put in the reward system people are more inclined to participate (but what is reward – we need to look at this) – In Qatar they pay managers extra to coach employees and the reward suggestion schemes with high value rewards – multiples of salary!<br />
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Tesco – where managers go “back to the floor” on a regular basis<br />
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We are about to go for a break – when you come back – leave your ‘HR’ hat outside and come back with a line manager hat on, without all the limitations of HR policy, regulations etc.<br />
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As managers – tell me what I can do – not what I cannot do <br />
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Exercise to build a culture where people want to work for and your customers want to spend money for.<br />
We were given a scenario and asked to explore that in the context of the 7 steps from a business perspective – the what not the how at this stage.<br />
Groups shared their thinking and ideas. This material will be “codified” and sent to us – I’ll add it here when we get it.<br />
One concept that came up was based on the concept that Jim Collins mentioned which was to have a “not to do list” and from an L&D perspective and talent management perspectives what about having a “do not develop” list<br />
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DRAFT postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-92215402996814061252009-11-19T08:29:00.000+00:002009-11-19T08:29:54.861+00:00Social media come of age at CIPD conference 2009It’s the start of day three of the annual CIPD conference 2009 - the premier conference and exhibition for Human Resources in the UK.<br />
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Last night there was a small but important informal meeting of like minded people... a tweetup, more than 10 influential members of the institute met informally for the first time face to face<br />
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those that met included:<br />
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@joningham<br />
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@HRrecSolutions<br />
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@NAlexandrou<br />
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@stevebridger<br />
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@HRZone<br />
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@CIPD_Events<br />
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@HRPUK - a fellow lead of a (competing) HR group on LinkedIn<br />
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and of course yours truly... @rapidbi<br />
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we met @thenorthpolebar in Manchester<br />
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Also throughout the day there were meet up of : the CIPD communities group, the opportunity to meet some of the regular faces, the CIPDmembers group on LinkedIn met for lunch. People that have 'met' online start to meet and build alliances in the real world.<br />
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Why is this significant? In the press we often hear of HR functions blocking or barring social networking sites - well here is a group of professionals that met online, communicated, learnt from each other and then yesterday took the leap from virtual connections to real connections.<br />
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In a rapidly changing world HR and everyone in business need to think about communication, decision making and innovation in a different way. the future is very much about collabouation, and not just internal collaboration - but collaboration with anyone, anywhere that has the expertise and passion to contribute. The future of organisations is changing and it is likely that what is currently called "social networking" will be at the vanguard of change.<br />
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What is in a name?<br />
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Social networking as a label sounds like it is informal and an option - ell this is not so for the business world. We need to communicate and learn faster than we have ever done before, these online networks are the only technology available which can link and respond fast enough. So what should it be called?<br />
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• Business collaboration network<br />
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• business innovation networks<br />
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• business learning networks<br />
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• Human capital network<br />
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• competitive advantage network<br />
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Ok the last thing we as HR need is more jargon, however when the current name does not work for us, much like "Cif" or "Marathon" a re-brand is required.<br />
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<br />
The amount of Tweeting from this event is significant, and not from just one player - from many, most providing added value about key messages (some about marketing messages only), however most of those were exhibiting and this was 'fair game'.<br />
<br />
<br />
<br />
This year marks more content published on blogs and twitter from 'peers' than from the HR press. I also believe that even in the coming weeks the word count from this event will outweigh that from the 'professional journalists' 3:1<br />
<br />
<br />
<br />
There is also a difference in content. That published by many of the journalists seems to focus on political decisions and report outcomes - the 'bloggers' seem to be focused on content to help other learn from the event. This shift is an important one, and one that will grow- peer based content.<br />
<br />
<br />
<br />
The future<br />
<br />
The future of HR conferences in the UK will never be the same again. Organisers need to consider the needs of social networkers by providing:<br />
<br />
• Event wide wifi - free and not timing out every 15 mins<br />
<br />
• Power sockets to charge laptops/ smartphones<br />
<br />
• Seating with tables for netbooks to allow bloggers to work more effectively<br />
<br />
• Stop messages telling delegates to turn off mobile devices!<br />
<br />
• Provide twitter streams to allow audiences to communicate with speakers<br />
<br />
• Start to stream presentations on the web (if speakers refuse then do not use them!<br />
<br />
• Provide more time in between session for networking - i.e. at least 1/2 hr between sessions<br />
<br />
• Ensure there is always a Q&A session with the audience and speakersMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-91633711108545121812009-11-18T15:09:00.000+00:002009-11-18T15:09:10.733+00:00session F1 Harnessing the power of social media in the workplace<strong>Nick Shackleton-Jones - BBC</strong><br />
On-line learning at the BBC<br />
<br />
Its not about getting the information out – its about their behaviour – if they care enough they will look it up.<br />
<br />
When you share something memorable, you get the relationship to a different level<br />
Social networking is not about technology its about connections and trust.<br />
<br />
The model of wanting people to learn is all about data – we are not, humans are not like computers, we tend to remember things that have emotional references. We surround data with a sort of emotional metadata<br />
<br />
Blogs are more authentic then newsletters – it’s a personal insight, it comes from the heart. Internal communications & blogs are technically the same but have more human, emotional links<br />
<br />
Social learning technologies is a bottom up approach. Most learning is informal 80% so it makes sense to use social technologies to harness this.<br />
<br />
Most effective learning is informal through stories (metaphor) i.e. don’t touch that button, I did that once and….<br />
<br />
In history you got to be an expert by being around for a long time, now as things change faster, expertise belongs to those that know, and seniority is no longer relevant.<br />
<br />
Nokia have a concept of reverse mentoring, where new people mentor more senior people on technology based issues.<br />
<br />
<strong>Social networks</strong><br />
<br />
Generation y is not an age thing its an attitude thing. <br />
<br />
Formal learning is not good for retention (see long tail graph) on the other hand informal learning retention increases, the trend is that for formal learning to be squeezed to only mandatory training.<br />
Rapid development tools are on the increase, in time this will be much more co-created, and is in effect gaining ownership and the devolvement of training.<br />
<br />
The new role of the L&D professional is to work with the champion to transfer skills and to assist/ project manage.<br />
Wikis are ok, they are mostly used for information dump – there is little/ no emotional engagement.<br />
<br />
Blogs are not used (in the BBC anyone can create one – they have 300) in the way people originally thought. These people are increasingly seen as thought leaders. The impact that these blogs have are greater then traditional communications. The blog enables the story behind the decision, not just the outcome, but the process. The human element.<br />
These social networks provide people with the opportunity to contribute. There ideas and thoughts at a peer level. To drive contribution a competition was set and the best videos on the bbc MOO site are chose to be commissioned into programmes for bbc3 <br />
<br />
This approach uses a croudsourcing methodology.<br />
<br />
Does it work<br />
<br />
The truth is if you try to introduce one in your org it tends not to work, this is mainly as most people like to lurk, rather than contribute.<br />
<br />
You need to drive the environment artificially (pump prime) so that people start to see and feel comfortable. Feed it with best practice content, open it up to comments, then open t so that anyone can contribute.<br />
<br />
The biggest problem is that most orgs have not determined if they want it or if it is legitimate yet. <br />
This requires a shift in the role of L&D, we need to stop being experts and be seen ore as curators and coaches.<br />
The trick is not about technology, but to find someone with passion.<br />
<br />
This enables agility<br />
<br />
The best models of L&D take best practice and strive to share<br />
<br />
These blogs and environments need to be ‘informal’ they do not work as well when they are seen to be official.<br />
<br />
<br />
Elearning professionals group on Facebook run by nick, currently has over 5000 members.<br />
<br />
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Draft postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-33522306476937093472009-11-18T10:44:00.000+00:002009-11-18T10:44:05.835+00:00Session D1 Beyond Employee Engagement<strong>Rober Browton – Hay group insight</strong><br />
<strong></strong><br />
<div><strong>Clare Marriot – Rentokil pest control</strong></div><br />
<div> </div><br />
<div> </div><br />
<div> </div>Robert started by saying “hello Manchester”.. unfortunately the audience were not as engaging.<br />
<br />
<div> </div>We were given the opportunity to talk with the person sitting next to us about yesterdays and our experience.<br />
<br />
<div> </div>Robert wants our views on things.. is he expecting these things to be blogged or tweeted?<br />
<br />
<div> </div><br />
<div>Today is about the idea of engagement and how you can measure it differently</div><br />
<div> </div><br />
<div>Engagement is about unlocking peoples potential at work… what is your elevator pitch about it.. what does it mean to you? Passion, motivation, commitment were some of the ideas given from the floor.</div><br />
<div> </div>Engagement is about enabling people to deliver there potential and the benefits it provides orgs..<br />
<br />
<div> </div>The best orgs that do have EE are pulling ahead of the competition in the current downturn<br />
<br />
<div> </div>84% of people say they are willing to help their team<br />
<br />
<div> </div>85% say they are committed to helping their org to survive<br />
<br />
<div> </div>People may think they are doing this – but are they actually doing it? Thought from the floor<br />
<br />
<div> </div>63% feel their org is not appreciating the effort they are putting in<br />
<br />
<div> </div>The leadership function is critical for engagement and having that engagement drive business performance and results.<br />
<br />
<div> </div>To go beyond employee engagement we need to deliver – engagement-enablement-employee effectiveness. We need to look at a 4 box grid showing engagement-v-enablement<br />
<br />
<div> </div>This matrix needs to be applied within the boundaries of the sector (i.e. finance) and to a lesser extent system limits.<br />
<br />
<div> </div><br />
<div> </div><br />
<div> </div><br />
<div><strong>Hand over to Clare</strong></div><strong></strong><br />
<div> </div>Clare gave on intro to the business and the scope that its 7000 people cover. With over 20 native languages, communication across the org can be a challenge.<br />
<br />
<div> </div>Has earlier this year introduces new values – Service, Relationships, Teamwork – this was done to align all of the rentokil initial group. These were derived from global focus groups.<br />
<br />
<div> </div>Measuring both customer and supplier engagement are linked and the org uses both for trend spotting and evaluation<br />
<br />
<div> </div>With a show of hands 45-50% run staff surveys<br />
<br />
<div> </div>30% use surveys to measure customer feedback<br />
<br />
<div> </div>How many compare these two sets of results 5-10% - this beyond engagement is about looking beyond and customer surveys is a key part of this.<br />
<br />
<div> </div>EE is linked to development of the brand of the company. Buy-in from the top of the business and BUMs for looking at EE was critical.<br />
<br />
<div> </div>To gain the buy-in the key was to communicate, communicate, communicate and had conference calls every 2 weeks to manage and co-ordinate the process. <br />
<br />
<div> </div>Communication included posters, reports. Powerpoint and this year an intranet site where the data is managed and feedback is available where resources are available for managers to help them improve key points. This is new this year but the group are excited about its possibilities.<br />
<br />
<div> </div>Initial Rentokil run this annually in September and do the process on paper across the whole business. The survey window is 4 weeks long, and feedback is returned 3 weeks later.Rather than just feedback on the company, the system provides locally, and relevant results. The system produces powerpoint format presentation for each manager automatically<br />
<br />
<div> </div>Recently the group has adopted the new Hay enablement survey as part of the process. Reports are produced for all teams greater than 5 people in size, this means that action is more likely to be taken on a team by team basis.<br />
<br />
<div> </div>Response rates were 93% and have recently increased to 97% - this was much more than originally expected, this puts pressure on taking actions to deliver on survey findings.<br />
<br />
<div> </div>Managers are targeted through objectives to improve results and included in every managers PDR<br />
<br />
<div> </div><br />
<div> </div>Key factors to make this work:<br />
<ul><li>Invest in the management of the programme </li>
<li>Attention to detail </li>
<li>Link to everything – data internal and external</li>
</ul><br />
<div> ---------------------------------------</div><br />
<div> </div>Draft post<br />
<br />
<div> </div><br />
<a href="http://rapidbi.com/eess/">Employee engagement surveys</a>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-65843314755133010142009-11-18T08:10:00.000+00:002009-11-18T08:10:34.518+00:00Session c2 Unlocking Leadership Talent<strong>Javier Bajer </strong><br />
<br />
On a 10 point scale look at you as a leader as how proud/ satisfied you are with the impact you have had over the world so far..?<br />
<br />
Leadership development be more like yourself..<br />
<br />
For years we have spent trying to be more like others<br />
<br />
We profile ourselves to se how much we are not like xx famous people<br />
<br />
The one thing leaders have in common is not style, but they are themselves. There is coherence between what they believe, say, do….<br />
<br />
Only when we realise that talent lives in the individual the quicker the return on investment<br />
<br />
Our goal is to unlock human talent – help them to be themselves<br />
<br />
This is very different from where we have been developing people.<br />
<br />
HSBC – have invested in leadership, they are reporting 50% increase in sales where this programme has been launched<br />
<br />
Helping individuals to find themselves as a natural leader.<br />
<br />
Individuals grow as their value as a leader, its about alignment<br />
<br />
LAT leadership alignment tool…<br />
<br />
Leadership – the ability to generate changes that add value <definition><br />
<br />
<br />
Beliefs<br />
<br />
Intentions<br />
<br />
Promise<br />
<br />
Action<br />
<br />
These things need to be aligned<br />
<br />
The cost of staying misaligned is more than the change to get aligned. Doing this with many in the org at one time is a large lever for change<br />
<br />
Opposite of leadership – victimship not being able to make anything happen but having a good reason for it<br />
<br />
Victimship has an ongoing cost for you as a human being… how will this impact how you feel about your contribution?<br />
<br />
If you want to see the real changes associated with leadership we need to get people out of victimship – and it is risky for those in it.<br />
<br />
The minute we see challenges as a problem we are missing the point<br />
<br />
The contextual stuff is exactly what we need for great leadership.<br />
<br />
Forget about memorising the values.. based on what we do and HOW we do it what do you think the values are?<br />
<br />
The brain is looking for patterns and this is critical – if we say look out for x things but only give y their brain feels trapped (thinking traps) – I,e all or nothing<br />
<br />
Normal distribution – most of us fall in a normal boring world – the brain however like extremes.<br />
<br />
The brain also over generalises..<br />
<br />
The problem is when we over generalise in the negative – this can stop change in its tracks.<br />
<br />
Fortune telling is another brain trap – “I know exactly what is going to happen”…the belief that I know the future stops people from trying change<br />
<br />
When pushing resistance becomes a habit then you move towards the tipping point and culture change starts.<br />
<br />
Take some of these concepts and start to challenge<br />
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Draft postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-54034521382951279932009-11-18T08:06:00.000+00:002009-11-18T08:06:31.355+00:00Session b2 Transformational leadership<strong>James Longwell – Cadbury</strong><br />
<br />
<br />
Values<br />
<br />
Performance<br />
<br />
Quality<br />
<br />
Respect<br />
<br />
Integrity<br />
<br />
Responsibility<br />
<br />
Performance driven, values led<br />
<br />
Most of our growth will come from emerging markets and this means diversity at a senior mgt level<br />
<br />
Double solid line reporting:<br />
<br />
Functional boss and business unit boss<br />
<br />
In the past leadership dev programmes were for the top 100 or so people –i.e. those in post, we realised that we needed to look at those with potential.<br />
<br />
The next step was a programme for those that would be in the top 100 in the coming 1-2 years. What they then needed to do was to start to build the pipeline.<br />
<br />
This was built from scratch to meet the org needs.<br />
<br />
“total business leaders” no longer able to rely on their functional expertise.<br />
<br />
Model of leadership – Judgement, Drive, Influence triangle model.<br />
<br />
Important “drive to have impact” and “self awareness” are important to the org and<br />
<br />
Spotting issues and framing are key strategic skills<br />
<br />
The programme stretches participants self awareness<br />
<br />
Looked to use ‘volunteering’ as a key part of the programme – where there was a win for the ‘client’ and learning for the leader.<br />
<br />
A simple idea…. 3 circle model<br />
<br />
IT – the “it” of leadership – the IT is massive<br />
<br />
Me<br />
<br />
Us<br />
<br />
Most people attending the org are focused on IT and they realise that ME & US is important – the goal is to achieve balance.<br />
<br />
The programme is summarised as “meet ALICE”<br />
<br />
Align<br />
<br />
Leverage<br />
<br />
Immerse<br />
<br />
Connect<br />
<br />
Evaluate<br />
<br />
<br />
This is a 5 day learning event. A lot of stakeholder engagement was used to achieve the duration of the programme – at both business & functional levels. <br />
<br />
The research suggested that a standalone programme we integrated the prog with coaching – 4 pre event calls and 3 post event<br />
<br />
We also coach the line manager of the delegate, so that they experience some of the context what their people were going through.<br />
<br />
See photo, bits in pink were with the voluntary org and ‘real’ work to be completed by the end of day 5<br />
<br />
Fantastic leadership can lead to sustainability<br />
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Draft postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-28344574473963275482009-11-18T08:03:00.000+00:002009-11-18T08:03:35.899+00:00Session A2- Emanmanuel Gobillot<strong>Emanmanuel Gobillot</strong><br />
<br />
Leadership is contextual not situational<br />
<br />
Welcomed us to leave our technology on and tweet!<br />
<br />
Showed video clip “shifthappend.wikispaces.com did you know<br />
<br />
Its not just about the data in the film, but how it came to be – <br />
<br />
We live in a world where content is being generated and distributed differently<br />
<br />
What are the trends for leadership?<br />
<br />
4 trends:<br />
<br />
1) Data<br />
<br />
2) Expertise – but models are changing<br />
<br />
3) Attention<br />
<br />
4) Democratic<br />
<br />
<br />
<br />
Leadership is DEAD<br />
<br />
Increasingly we are working with people who are not like is<br />
<br />
Companies v-s org<br />
<br />
Mass customization – crowdsourcing – mass participation – mass collaboration<br />
<br />
Why have an org? it used to be cheaper to bring people together to produce. When you bring people in you shut talent out.<br />
<br />
Where to focus – one –to-one one-to-many….<br />
<br />
How can I follow you if I don’t know you are there?<br />
<br />
If you are not followed you are not leading<br />
<br />
The “ikeazation” of work… you are involved in the design, resourcing assembly etc…throughout this experience we are faced with different roles<br />
<br />
What it means to work is changing<br />
<br />
Work used to define us…<br />
<br />
We need engagement, alignment <br />
<br />
Engagement – we engage through clarity, this is a fundamental misunderstanding of what people want is mess, what we don’t want is mess to the point of being stressful<br />
<br />
Rather than clarity we want simplicity simplicity=simplification + coherence<br />
<br />
Coherence = punctualisation (functions.. makes sense…)<br />
<br />
Humans align through narratives…. We share stories, people know what we mean through our tone and story..<br />
<br />
The Elvis fallacy is everywhere a like less conversation more action – this is not true, if you restrict conversations, your directives need to be more comprehensive.<br />
<br />
How do you achieve a sense of accountability – Roles<br />
<br />
You have to be clear of the tasks and want to do it – why you do it does not matter.<br />
<br />
Some tasks are maintenance & accountability if there is coherence then people will do the tasks that they don’t want to for the ‘greater good’<br />
<br />
Commitment – how do you get commitment – you buy it. It feels like commitment but it is not commitment – its prostitution.. when someone else offers more they are gone. The commitment is gone. Love is our ability to value, nurture and help other people to grow – remember the advert – everyone remembers a great teacher.<br />
<br />
“have I made that person feel stronger and more capable?” if you have you have ‘loved them’<br />
<br />
Coronary heart disease – 90% of people with this choose death few chose to change.. so even when faced with the data and reality, many fail to make a decision and take appropriate action.<br />
----------------------<br />
draft postMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-19716385785877925912009-11-18T07:57:00.000+00:002009-11-18T07:57:44.629+00:00CIPD 2009 Keynote session & welcome<strong>Jackie Orme</strong><br />
<br />
<br />
Reflection on a turbulent economy<br />
<br />
Last year was the days after the collapse of Lehman broths<br />
<br />
We are in a stat of flux. Some say the recession is over, but most feel that the recession is hitting<br />
<br />
Predicting the end is not important, what is, is dealing with the current<br />
<br />
High calibre HR professionals are important. It is clear now that the nature of the orgs we create is critical for the performance of our orgs.<br />
<br />
The difference for the success is leadership and culture – when an org out grows its ability to provide talent leads to a collapse. Sustainable performance is critical<br />
<br />
Hr needs to be a broad church – generalists & specialists – and those with a diverse background.<br />
<br />
HR need to understand the interplay between people and business process – not just what you do but how you do it.<br />
<br />
Deep understanding or your org and its context enables you to devise strategy to lead the organisation and create the greatest impact.<br />
<br />
Understanding or your org is your starting point.<br />
<br />
Knowledge – activity & behaviour<br />
<br />
<br />
<br />
<br />
<strong>Jim Collins – the quest for greatness</strong><br />
<br />
<br />
<br />
His 2nd only visit to the UK the last was to Harrogate 5 yrs ago<br />
<br />
Everyone in the room shares a passion – the right people and the right who<br />
<br />
Far more important than what we do, is who we do it with… first who then what.<br />
<br />
It all goes back to a driving force for curiosity – <br />
<br />
Its not just about success – but CONTRAST – who were in the same situation and the comparisons did not make that success – contrast the ones that did not make the leap are those are those that figured out what to do then find the people – the great get the people then found out what to do (30 yr time line graphic)<br />
<br />
Give the same circumstances – some become great others don’t – its is not the context/ circumstance – it’s a function of choice and discipline. <br />
<br />
We learn as much from failure as we do from success – studying failure is of value.<br />
<br />
Both grow at the same rate – but at some point one may fall (how the mighty fall) the process of decline is scary.<br />
Like cancer – you look healthy on the outside but be ill on the inside (decline unlike cancer is self inflicted) <br />
<br />
Five stages of decline – three of them look healthy from the outside.<br />
You can fall to the end of stage 4 and come back as a great enterprise.<br />
<br />
Is the journey depressing? We are all vulnerable to a point and to know that even if you stumble, it is still in our own hands to come back – gives me some hope.<br />
<br />
The world is challenging for us – rate the environment in which you operate – 1 everything is in your control (1-10) 10 is environment big forces, high uncertainty turbulence<br />
Put your hand up if you are… 1-4 5-7 8-9<br />
Control of our destiny is in our choices not our environment – decline is self inflicted, so is growth!<br />
<br />
Light – success… dark – failure<br />
Lets look at both sides<br />
<br />
What do you need to do differently?<br />
<br />
It never hurts to reinforce the basics – level 5 leadership<br />
Why would orgs fail to succeed.. ???<br />
<br />
Fail to embrace the new<br />
<br />
Fail to apply the fundamentals consistently and brilliantly<br />
Hubris – outrageous suffering (look this up)<br />
The moment you think you are great… you are not!<br />
The very greatest orgs gave the greatest credit to others rather than themselves, even when the evidence suggests otherwise. If you ‘worry’ that you are lucky then you tend to work hard at success – if you think it is you, we tend to stop (Mike - remember status group)<br />
I’m a leadership sceptic, you cannot remove a leader and expect good results? Many good to great ‘leaders’ have had a charisma bypass…<br />
<br />
The type of leadership is what matter.. in great they had level 5 leaders – the contrast level 4<br />
The difference between level 4 & 5 – humility – obsessive compulsion for the cause – not for themselves – their ego is channelled outward – not about them.<br />
<br />
Level 5 is not about personality, some have it some don’t<br />
The relevant question is.. What are you in it for? Great CEOs would die for their culture…<br />
Those in power, root causes – what is the truth of their ambition, stripped for the truth – are they really in it first for themselves? In ever single case for decline at the end of stage 2 there is a problematic succession of power issue<br />
No single person can make a great enterprise<br />
<br />
On a downswing, the wrong person with power can single handed can bring the organisation down.<br />
What are you doing to ensure that does not happen.<br />
You may think that orgs fail because they become complacement – this is true, nut not how the mighty fall – over-reaching – too much growth…<br />
How would you know if you are overreaching? There are few ‘laws’ of management – “Packard’s law” (from HP Packard)<br />
<br />
Look at Rubbermaid – too many new products too often.<br />
<br />
If you allow growth to exceed your ability to have enough of the right people in the right seats to manage that growth – you will fall<br />
Great leaders say “I don’t know” because they don’t know what is going to happen<br />
The data suggests that the great people do not vision the future – what they do better is they prepare for what they cannot predict.<br />
Get the right people on the bus, get the wrong people off the buss – then the right people in the right seats.<br />
Use whatever competencies you have – that when fin are discussed an even more important number is discussed – number of seats and right people on the bus – how many key seats, is it filled with the right people is it going up or down? Do this before any other business numbers. We love numbers this is the uber number.<br />
Can you get that accomplish this before you attend next year?<br />
Is your team on the way up or down?<br />
When something is ugly – that is the thing to look at and examine.<br />
Look at the Stockdale paradox – Admiral Stockdale – how did the situation not ‘put him down’ “I never wavered in my faith that I would get out, and that I would value the experiences” who did not make it out – the optimists.. those that said we would be out by Christmas… then Christmas would come and go…you must never confuse the need to face the facts with the unwavering faith that you will win in the end.<br />
<br />
<br />
<br />
Like Shirlock Holmes – it’s the dogs that do not bark that give more away that is apparent at first.<br />
<br />
No incentive system can transform good to great leaders<br />
<br />
The right people are self motivating – the role of leaders is not to motivate,<br />
<br />
The task is to find self motivated people and find ways not to de-motivate them<br />
<br />
You do not need external people to ‘light’ the organisation. <br />
Stag 4 grasping for survival – how do you respond? – basics.. right people, right seats…. Or do we grasp for salvation with a new leaders from the outside? If that silver bullet does not work.. well get another? If you stay here long enough you will go to stage 5<br />
<br />
No leaders can do anything useful in less than 7 years –<br />
Change does not happen overnight<br />
<br />
Keep pushing in a consistent and intelligent direction.. it’s the small consistent steps that work not the sliver bullet<br />
<br />
3 circles…. Focus on the middle.. we need the discipline to stay in the 3 circles<br />
<br />
Think about it from a people standpoint – its not just an org value.<br />
Imagine not taking a job unless the job fits your 3 circles.<br />
<br />
Passion--best in the world--economic<br />
<br />
If you have a to do list – do you have a stop doing list?<br />
You have to have a personal reason to succeed….the reason to be must be much greater than just increasing shareholder value – it needs to be emotionally tangible<br />
When we are under pressure do not compromise values – you will not have the strength to endure.<br />
<br />
Hold your value – change your practices (yin yang slide)<br />
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The signature of mediatory is chronic inconsistency.<br />
<br />
In the last 10 mins I would like to give you a to do list..<br />
<br />
Be productively subservice to your orgs<br />
<br />
1) conduct your diagnostics – a diagnostic tool – good to great diagnostic)<br />
<br />
2) before you return you somehow implement Packards law – how many seats<br />
<br />
3) build a personal board of directors – chosen not for their success but for their character<br />
<br />
4) turn off you electronic gadgets – discipline thoughts take time to process give ‘white space’ time engage in thinking at least 3 days every 2 weeks<br />
<br />
5) what is your questions to statements ratio, can you double it ----focus on being interested rather than interesting….<br />
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6) Help org build a council and make sure the co focuses on its 3 circles<br />
<br />
7) Start your stop doing list – work is infinite – time is not?<br />
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8) Replace titles with responsibilities – the right people have resp not jobs<br />
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9) Re articulate and re commit to the value, no matter what the pressure you will not budge from<br />
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10) Set your Big Hairy Audacious goals BHAGS – 15-25 years in the future<br />
<br />
<br />
<br />
Its easy to focus on survival…. The real question is… How can you be useful?<br />
<br />
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This entry is a raw input from notes taken in the session, in the coming weeks these will be refinedMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-19728499881913395422009-11-16T15:48:00.002+00:002009-11-16T16:31:25.005+00:00its all go in Manchester<div class="separator" style="clear: both; text-align: left;">I have just had a look around the new venue for the annual conference and exhibition for 2009 and it looks great... Although there are a lot of busy exhibiters getting ready.<br />
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</div><div class="separator" style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none; clear: both; text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhiUZ6w5sAH6Y8C2PuPx4n5Av0Lvvq9S6UUMj0uPQuSWUwXtRkhaQHueBsinOey26Iy9_b9b0YVTWd2IiOvUYU5YHdS1U__1W5f8zqA6DIsNMDEFb0gVgazI8pbmXjJTz1w8qzbdz88ANo/s1600/16112009482.jpg" imageanchor="1" style="clear: left; cssfloat: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhiUZ6w5sAH6Y8C2PuPx4n5Av0Lvvq9S6UUMj0uPQuSWUwXtRkhaQHueBsinOey26Iy9_b9b0YVTWd2IiOvUYU5YHdS1U__1W5f8zqA6DIsNMDEFb0gVgazI8pbmXjJTz1w8qzbdz88ANo/s320/16112009482.jpg" yr="true" /></a> Signs on Lamp-posts welcome visitors<br />
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</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbeBZnUpNNp57bN3czas7ddYjAlJ482WUhqau1iSJ7vJVk6uzRvhokNlIHNztiyg0JXsEeQdegN-qCxnisDWwuxmO3_0nMR_vbHgZaLWrE2OcN3v2_UMr63MfrxokF2n9j0Q_0V6yPd-E/s320/16112009483.jpg" yr="true" />Ouch - those bushes are prickly! <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjawnqizdZqVh_b5__hUtyagWdRf4XXRaAXLZwvZQTQOZtSkg4_hDsxW_hX926JtEleY0_azLZJnM12W7lFzZdS2_FoznN924GIE_ZzhW7RA0MF51VVh6YUegfVpdKxFaQi27gBrmFV-Gs/s1600/16112009484.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjawnqizdZqVh_b5__hUtyagWdRf4XXRaAXLZwvZQTQOZtSkg4_hDsxW_hX926JtEleY0_azLZJnM12W7lFzZdS2_FoznN924GIE_ZzhW7RA0MF51VVh6YUegfVpdKxFaQi27gBrmFV-Gs/s320/16112009484.jpg" yr="true" /></a>late Mon afternoon - its all coming together.<br />
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</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">Here is to a short evening to you all<br />
</div><div style="border-bottom: medium none; border-left: medium none; border-right: medium none; border-top: medium none;">See you in the morning<br />
</div>RapidBI Adminhttp://www.blogger.com/profile/13650323162738699594noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-74352556838387076832009-11-16T13:26:00.002+00:002009-11-16T17:48:29.269+00:00CIPD09 and beyondAre you attending this years annual CIPD exhibition and conference?<br />
<br />
Remember the <a href="http://myevent.cipd.co.uk/">http://myevent.cipd.co.uk/</a> event site containing blogs, discussions and networking opportunities.<br />
<br />
If you are a user of the CIPD communities then this link will prove invaluable - <a href="http://www.cipd.co.uk/community/publicsites/cScape.CIPD.Communities.Generic/Templates/DiscussionList.aspx?NRMODE=Published&NRNODEGUID=%7BF2CA14D4-45F8-4B18-BAA8-832C85A766AA%7D&NRORIGINALURL=%2Fcommunity%2Fsubjects%2Fsubject%2Fdefault.htm&NRCACHEHINT=Guest&cs">Latest posts</a> <br />
<br />
For those that want to network "outside" the CIPD systems there is always the <a href="http://www.linkedin.com/groups?gid=106184">CIPDmembers</a> group on LinkedIn and the <a href="http://www.linkedin.com/groups?gid=2279097">conference networking group</a> <br />
<br />
You can also follow the action on <a href="http://twitter.com/home#search?q=%23cipd09">Twitter</a> <br />
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Hope to see you thereMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-33012005196735426032009-11-01T12:07:00.000+00:002009-11-01T12:07:04.400+00:00CIPD Manchester 2009 - speakersMark Adams <br />
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<br />
HR Director <br />
<br />
Abbey Facing up to Global HR Challenges <br />
<br />
<br />
<br />
Mark Adlestone <br />
<br />
Managing Director <br />
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Beaverbrooks the Jewellers All You Need is Love <br />
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Sanjiv Ahuja <br />
<br />
Chairman and CEO <br />
<br />
Augere and former CEO, Orange SA Transformational Leadership <br />
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<br />
Greig Aitken <br />
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Group Head of Human Capital Strategy <br />
<br />
Royal bank of Scotland Group Developing HR Metrics that Support the Organisational Strategy <br />
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<br />
<br />
Lacey All <br />
<br />
Head, Strategic Talent Initiatives <br />
<br />
Starbucks Coffee Co. Building a Strategic Workforce Planning Framework <br />
<br />
<br />
<br />
Mike Anderson <br />
<br />
Head of Corporate Strategy <br />
<br />
DEFRA Working Together for Sustained Organisational Performance <br />
<br />
<br />
<br />
Julie Armstrong <br />
<br />
HR Director <br />
<br />
Manchester Airport Communicating with impact: achieving buy-in and engagement <br />
<br />
<br />
<br />
Anthony Arter <br />
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Partner, Head of Pensions <br />
<br />
Eversheds Recession Driven Employment Law and Pension Issues <br />
<br />
<br />
<br />
Javier Bajer <br />
<br />
Founding CEO <br />
<br />
The Talent Foundation Unlocking Leadership Talent <br />
<br />
<br />
<br />
Christine Bamford <br />
<br />
Director of Leadership <br />
<br />
National Leadership and Innovation Agency for Healthcare Fighting Back Through Talent Innovation <br />
<br />
<br />
<br />
Chris Barez-Brown <br />
<br />
Founder, Upping Your Elvis, author of How to Have Kick Ass Ideas and former Global Head of Innovation Capability and Director <br />
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?What If! Releasing Your People’s Creative Genius <br />
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<br />
<br />
Angela Baron <br />
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Adviser, Employee Engagement <br />
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CIPD Demonstrating How Performance Management Drives Organisational Improvement <br />
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<br />
<br />
Sylvia Baumgartner <br />
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Director <br />
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Labyrinth Coaching & Consulting, Embodied Learning and Transformation (formerly OD Principal Consultant for Roffey Park Institute) Facilitating OD Interventions <br />
<br />
<br />
<br />
Nick Baylis <br />
<br />
Director for Training in the Skills of Well-being <br />
<br />
The Cambridge Well-being Consultancy The Rough Guide to Happiness <br />
<br />
<br />
<br />
John Beadle <br />
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Group Head, Human Capital Performance <br />
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Standard Chartered Bank The Death of Performance Related Pay and the Bonus Culture? <br />
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<br />
<br />
David Benson <br />
<br />
Head of Talent and Resourcing <br />
<br />
Oxfam GB Building Capability: the agile organisation <br />
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<br />
<br />
Sir Howard Bernstein <br />
<br />
Chief Executive <br />
<br />
Manchester City Council Driving Transformational Change <br />
<br />
<br />
<br />
Cris Beswick <br />
<br />
Managing Director <br />
<br />
Let’s Think Beyond Building Innovation Capability <br />
<br />
<br />
<br />
Stephanie Bird <br />
<br />
Director HR Capability <br />
<br />
CIPD Leading the HR Function <br />
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<br />
<br />
Christine Brereton <br />
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Deputy Director for People and Development <br />
<br />
Greater Manchester Police HR: Adding Value and Driving Change <br />
<br />
<br />
<br />
W. Warner Burke <br />
<br />
<br />
<br />
Edward Lee Thorndike Professor of Psychology and Education, and Chair, Department of Organisation and Leadership, Teachers College, Columbia University Organisational Development <br />
<br />
<br />
<br />
Lou Burrows <br />
<br />
Global People Team Leader <br />
<br />
?What If! Harnessing the Power of Social Media in the Workplace <br />
<br />
<br />
<br />
Cathy Butterworth <br />
<br />
Director of People and Development <br />
<br />
Greater Manchester Police HR: Adding Value and Driving Change <br />
<br />
<br />
<br />
Steven Cahill <br />
<br />
Partner <br />
<br />
Global Employer Services, Deloitte LLP The Death of Performance Related Pay and the Bonus Culture? <br />
<br />
<br />
<br />
Andrew Campbell <br />
<br />
Director <br />
<br />
Ashridge Strategic Management Centre and co-author of Designing Effective Organisations Organisation Design <br />
<br />
<br />
<br />
Janice Caplan <br />
<br />
Partner <br />
<br />
The Scala Group and the ACE Network Europe Developing People Across Cultural and National Boundaries <br />
<br />
<br />
<br />
Peter Cheese <br />
<br />
Managing Director, Talent and Organisation Performance <br />
<br />
Accenture A New Approach to Talent Management <br />
<br />
<br />
<br />
Rebecca Clake <br />
<br />
Adviser – HR Practice Development <br />
<br />
CIPD Developing a Leadership Culture <br />
<br />
<br />
<br />
Deborah Clarke <br />
<br />
Joint Director of HR <br />
<br />
London borough of Tower Hamlets and Tower Hamlets Primary Care Trust Window on the Future of Business, Diversity and Inclusion <br />
<br />
<br />
<br />
Nita Clarke <br />
<br />
Director <br />
<br />
Involvement and Participation Association (IPA) The Government Engagement Review: findings and the next steps <br />
<br />
<br />
<br />
Wayne Clarke <br />
<br />
Managing Partner <br />
<br />
Best Companies All You Need is Love <br />
<br />
<br />
<br />
Jim Collins <br />
<br />
Author of Good to Great and Co-author of Built to Last <br />
<br />
The Quest for Greatness <br />
<br />
<br />
<br />
<br />
<br />
An Audience with Jim Collins <br />
<br />
<br />
<br />
Joe Connor <br />
<br />
National Regional Resourcing Manager <br />
<br />
Royal Mail HR Services, Royal Mail Transformational Leadership <br />
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<br />
<br />
Anne Copeland <br />
<br />
Director of HR <br />
<br />
Department for Children, Schools and Families Building Capability: the agile organisation <br />
<br />
<br />
<br />
Charles Cotton <br />
<br />
Public Policy, Adviser <br />
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Reward, CIPD The Perfect Pensions Storm <br />
<br />
<br />
<br />
Richard Crouch <br />
<br />
Head of HR and OD <br />
<br />
Somerset County Council HR’s Role in Organisational Development <br />
<br />
<br />
<br />
Siobhan Cummins <br />
<br />
Managing Director Europe <br />
<br />
ORC Worldwide Facing up to Global HR Challenges <br />
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Andy Dickson <br />
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General Manager <br />
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Impact International Practically Engaging <br />
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<br />
<br />
<br />
<br />
Practically Engaging <br />
<br />
<br />
<br />
Sharon Doherty <br />
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Group HR and Organisational Effectiveness Director <br />
<br />
Laing O’Rouke Beyond Business Partnering: truly aligning HR with the business <br />
<br />
<br />
<br />
Joe Dugdale <br />
<br />
Director of Human Resources & Organisational Directorate <br />
<br />
UK Border Agency Transforming HR Efficiency in the Public Sector <br />
<br />
<br />
<br />
Steve Easterbrook <br />
<br />
President and Chief Executive Officer <br />
<br />
McDonald’s UK, President, Northern Division, McDonald’s Europe A New Leadership Paradigm <br />
<br />
<br />
<br />
Mary Edmunds <br />
<br />
Head of HR, OD and Talent <br />
<br />
Barclays Bank Beyond Employee Engagement <br />
<br />
<br />
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Rick Emslie - Principal - Emslie AnalyticsMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-60445863401718704462009-09-29T09:30:00.000+01:002009-09-29T09:30:23.203+01:00CIPD annual conference 2009 - ManchesterAs this years CIPD annual conference and exhibition gets closer - have you booked yet?<br />
<br />
This is the first year that the CIPD is moving its conference from Harrogate to Manchester on the 17-19 November. It will be interesting to see how this move works. certainly moving from Harrogate - when it was the only conference in town, to Manchester where there will be other events on at the same time will be a cultural change for the event in many ways.<br />
<br />
In days gone by, the CIPD 'main event' was surrounded by a number of unofficial fringe events - will the move to Manchester spark that same level of entrepreneurship?<br />
<br />
Are you planning to go?<br />
<br />
If you are into <a href="http://twitter.com/rapidbi">twitter</a> check out hash-code <a href="http://search.twitter.com/search?q=%23cipd09">#cipd09</a>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-7882088103098325292009-04-03T08:38:00.001+01:002009-04-03T08:39:57.784+01:00#HRD09 are you goingHRD 2009 is nearing, while this year I will not be able to attend the whole conference I will be attending the exhibition.<br /><br />What are you going for? what are you hoping to achieve?Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-51010074396321124482009-01-19T14:35:00.003+00:002009-01-19T14:38:38.838+00:00Learning Technologies 2009Are you going to this learning based conference and exhibition?<br /><br />Mike will be blogging from here at <a href="http://rapidbi.wordpress.com/">http://rapidbi.wordpress.com/</a> see you there.Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-11893301255316725422008-11-19T21:37:00.001+00:002008-11-19T21:39:48.070+00:00World of Learning conference and exhibition<span style="font-size:100%;"><span id="{510403F5-E25E-4E94-9E0B-21FB74D1B6BD}" style="font-family: verdana;">If you enjoyed the reviews on the CIPD annual conference then read Mike's blog from the </span><a style="font-family: verdana;" href="http://worldoflearningconference.blogspot.com/">World of learning conference and exhibition 2008</a><span id="{28A01BBD-21B8-46FC-BCF6-BBC83CE4E74C}" style="font-family: verdana;"> at the NEC.<br /><br /></span></span>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com1tag:blogger.com,1999:blog-6341525411065956191.post-20551213575466519042008-10-17T13:54:00.003+01:002008-10-17T13:59:34.864+01:00HR v Personnel - reality or branding?<span style="font-family:verdana;font-size:85%;">On one of the forums I 'frequent' there is a lot of discussion on the difference between HR and personnel. There are people that position one as proactive and strategic and the other as more <span class="blsp-spelling-corrected" id="SPELLING_ERROR_0">maintenance</span> and welfare. Sure the <span class="blsp-spelling-corrected" id="SPELLING_ERROR_1">sentiments</span> behind the <span class="blsp-spelling-corrected" id="SPELLING_ERROR_2">drive</span> and focus may well be true - however if there was any real difference other than a 'brand name' then wouldn't larger organisations <span class="blsp-spelling-corrected" id="SPELLING_ERROR_3">have</span> both HR & Personnel functions - or in the least use both job titles?</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:verdana;font-size:85%;">Certainly this is one of the many assignments people undertake as part of their CPP or other HR based qualification, or is it just that some authors are trying to sell books on the back of attempting to get students to <span class="blsp-spelling-corrected" id="SPELLING_ERROR_4">differentiate</span> between two sides of the same coin?</span>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-43845715642381417342008-09-29T16:48:00.002+01:002008-09-29T16:52:55.440+01:00Crime Scene Investigators - a role for HR<span style="font-family:verdana;font-size:85%;">Has the time come for HR to take on the role of CSI.</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:verdana;font-size:85%;">The role of Crime Scene investigation has been popularised by US TV, but can HR professionals learn from their methods?</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:verdana;font-size:85%;">Is there a place for looking at the dead in organisations?</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><a href="http://rapidbusinessimprovement.blogspot.com/2008/09/csi-in-organizations-valid-approach.html"><span style="font-family:verdana;font-size:85%;">Read more about CSI in HR</span></a>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-54491698911822365432008-09-28T10:18:00.003+01:002008-09-28T10:59:22.156+01:00Employee Engagement<span style="font-family:verdana;font-size:85%;">Employee Engagement was very much a common theme throughout many of the sessions at this years conference. many of these sessions have prompted me to do follow up research and I found the following presentation to be particularly thought provoking<br /></span><div id="__ss_497620" style="WIDTH: 425px; TEXT-ALIGN: left"><a title="Employee Engagement A To Z Slides" style="DISPLAY: block; MARGIN: 12px 0px 3px; FONT: 14px Helvetica,Arial,Sans-serif; TEXT-DECORATION: underline" href="http://www.slideshare.net/davidzinger/employee-engagement-a-to-z-slides?type=powerpoint"><span style="font-family:verdana;font-size:85%;">Employee Engagement A To Z Slides</span></a><span style="font-family:verdana;font-size:85%;"><object style="MARGIN: 0px" height="355" width="425"><param name="movie" value="http://static.slideshare.net/swf/ssplayer2.swf?doc=employee-engagement-a-to-z-slides-1215089100558845-8&stripped_title=employee-engagement-a-to-z-slides"><param name="allowFullScreen" value="true"><param name="allowScriptAccess" value="always"><embed src="http://static.slideshare.net/swf/ssplayer2.swf?doc=employee-engagement-a-to-z-slides-1215089100558845-8&stripped_title=employee-engagement-a-to-z-slides" type="application/x-shockwave-flash" allowscriptaccess="always" allowfullscreen="true" width="425" height="355"></embed></object></span></div><br /><br />I have started to compile a roundup of the various approaches to </span><a href="http://www.rapidbi.com/created/employeeengagementsatisfactionmodels.html"><span style="font-family:verdana;font-size:85%;">Employee Engagement models </span></a>so check back for updates...Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-13801724452142415562008-09-24T21:26:00.003+01:002008-09-24T21:51:48.713+01:00CPD for CIPD members and conference delegatesMy main reason for attending the conference was my own<a href="http://www.rapidbi.com/created/CPDforprofessionals-ContinuedProfessionalDevelopment.html"> CPD</a> and this blog is forming a part of my<a href="http://www.rapidbi.com/created/CPDforprofessionals-ContinuedProfessionalDevelopment.html"> PDP </a>and record.<br /><br />What did you learn at the conference? or what have you learnt from this blog or from articles about sessions from the conference.<br /><br /><span style="font-weight: bold;">Key learning</span><br /><br />Key learning for me was that many of the speakers were highlighting the importance of engagement of employees (both current and future) to the culture of the organisation, rather than the traditional corporate approach of competence recruitment. This is particularly interesting as the six years I spent working with SME's I noticed that many entrepreneurial owner managers recruit to 'fit', in the company rather than skills as the priority. They would prefer to recruit to culture and attitude and then to train in-house. Although many did not recognise this as training. This has interesting implications for governmental initiatives like train to gain, as these are skill, qualification or competence based programmesMike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-58849111309163649702008-09-24T19:00:00.005+01:002008-09-24T20:11:35.885+01:00Press reports on the CIPD annual conference<span style="font-family:verdana;font-size:85%;">It has been a few days now and time to reflect. One of the interesting things is the diversity and level of coverage the annual conference gets.</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><strong><span style="font-family:verdana;font-size:85%;">A round up</span></strong><br /><span style="font-family:verdana;font-size:85%;">I thought that we were setting a new pace in blogging but Personnel Today did something unexpected - they transcribed the keynote sessions for example </span><a href="http://www.personneltoday.com/blogs/human-resources-news/2008/09/cipd-2008-jackie-orme-keynote.html"><span style="font-family:verdana;font-size:85%;">Jackie Orme keynote</span></a><span style="font-family:verdana;font-size:85%;"> and </span><a href="http://www.personneltoday.com/blogs/human-resources-news/2008/09/cipd-2008-surviving-and-thrivi.html"><span style="font-family:verdana;font-size:85%;">Surviving and thriving through turbulence</span></a><span style="font-family:verdana;font-size:85%;"> . These are useful transcriptions for the keynote sessions.</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:verdana;font-size:85%;">People Managements site offers us </span><a href="http://www.peoplemanagement.co.uk/pm/articles/2008/09/harrogate-2008-keep-cool-and-talk-during-tough-times.htm"><span style="font-family:verdana;font-size:85%;">Keep cool and talk during tough times </span></a><br /><span style="font-family:verdana;font-size:85%;"></span><br /><a href="http://www.cipd.co.uk/news/_johnphilpott.htm?PostID=3707f907-12aa-4c98-b781-4397694a5bb5:91427"><span style="font-family:verdana;font-size:85%;">John Philpot </span></a><span style="font-family:verdana;font-size:85%;">on the CIPD site blog - a scant entry as part of his overall offer.</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:verdana;font-size:85%;">On </span><a href="http://www.trainingzone.co.uk/cgi-bin/item.cgi?id=188768&d=680&h=608&f=626&dateformat=%25e-%25h-%25y"><span style="font-family:verdana;font-size:85%;">TrainingZone</span></a><span style="font-family:verdana;font-size:85%;"> Annie Hayes provided an overview of the event.</span><br /><span style="font-family:verdana;font-size:85%;"></span><br /><span style="font-family:Verdana;font-size:85%;"></span><br /><span style="font-family:Verdana;font-size:85%;">It will be interesting to see the articles that arise in the coming weeks from the conference content.</span><br /><span style="font-family:Verdana;font-size:85%;"></span><br /><strong><span style="font-family:verdana;font-size:85%;">Earlier press coverage</span></strong><br /><span style="font-family:verdana;font-size:85%;">Earlier in the year the announcement of the CIPD's decision to move from Harrogate to Manchester caused upset as can be read about in the </span><a href="http://www.yorkshirepost.co.uk/road/Poor-rail-links-prompt-event.4117679.jp"><span style="font-family:verdana;font-size:85%;">Yorkshire Post</span></a><span style="font-family:verdana;font-size:85%;"> - but can the CIPD be blamed? Customers have increasing demands on suppliers and it appears that while the venue has adapted - the infrastructure around the conference centre has sat back and relaxed. The CIPD annual conference is the second largest conference held annually in Harrogate.</span><br /><span style="font-family:Verdana;font-size:85%;"></span><br /><span style="font-family:Verdana;font-size:85%;"></span>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0tag:blogger.com,1999:blog-6341525411065956191.post-84602514514262527532008-09-24T18:32:00.011+01:002008-09-24T18:53:46.266+01:00Experience the annual conference and exhibition<a href="http://www.cipd.co.uk/CIPD/ACE/CIPD_ACE_2008_highights.flv"></a>Throughout the event the CIPD had its roving camera crew. This caught up with a large number of people and this clearly shows that it was a stimulating event for them.<br /><br />Unfortunately they appear to have missed:<br /><br /><ul><li>The community regulars...</li><li>The community moderator...</li><li>CIPD staff...</li><li>The Apprentices</li><li>Yours truly</li></ul>... maybe that was not a bad thing....<br /><br />But I am sure YOU are there - have a look.... watch the <a href="http://www.cipd.co.uk/cande/annual/networking/experienceace.htm?wa_src=email&wa_crt=ACELink&wa_cmp=ACE_20080923_21M&wa_pub=CIPD">vox pops video </a><br />What do you think of the video - does it inspire you to attend Manchester 2009?<br /><br /><span style="font-size:78%;">For those that want to know more about </span><a href="http://en.wikipedia.org/wiki/Vox_populi"><span style="font-size:78%;">vox pops</span></a><span style="font-size:78%;"> at wikipedia, vox pops can be powerful tools for employee engagement, measuring staff satisfaction etc as well as for event promotion.</span>Mike Morrisonhttp://www.blogger.com/profile/05226873200814237456noreply@blogger.com0