Scratch Post ARCHIVE
2005
PLANNING FOR CHANGE
- Identify the root of the problem - not just the symptoms
- Talk to people throughout the organisation to understand how things really work (or don't)
- Show commitment from the top - or forget it
- Use a cross-section of staff to help design and bullet-proof your implementation plan
- Develop key milestones and indices for success
- Communicate, communicate, communicate - updates must be regular, credible and reliable
- Encourage input and ownership from staff when it comes to implementation
- Manage resistance constructively - don't let it fester
- Change processes, systems and training to support and embed change
- Openly recognise those who take the risk and make the early 'leap of faith' - others will follow
Long hours can seriously damage your productivity
The DTI is urging companies to improve employee satisfaction and productivity by tackling the UK’s long hours culture. It claims firms including BT, Accenture, PricewaterhouseCoopers and Eversheds have maintained or improved productivity by introducing measures including part-time working, flexitime, job-sharing and annualised hours.. » (PDF of report)
Wildcat's view: Although there can sometimes be genuine business reasons for working long hours, it shouldn’t really be necessary over sustained periods of time – this would suggest either inadequate resources or inefficient working practices. More often it’s driven by an unspoken ‘macho’ culture about demonstrating commitment to the company. Do companies really get the best from us when we’re tired, stressed and have an intravenous caffeine drip?
Most organisations have “unhealthy” DNA
More than half of businesses have an unhealthy inability to turn decisions into action, according to a survey of 50,000 people in 100 countries by management consultant Booz Allen Hamilton. It points out that “healthy” firms get things done, while unhealthy firms resist meaningful change and eventually stagnate. »
Wildcat's view: There can be a lot of reasons why decisions never actually happen – perhaps they were bad decisions! Then there’s poor delegation or lack of senior commitment, there’s even ‘ignore the latest management fad until it passes’ syndrome. Ensuring implementation requires clarity throughout - in terms of intended output, accountability, planning, monitoring and measurement – oh - and sometimes a bit of political nous along the way.
Time for an Equality Check
The Equal Opportunities Commission is pushing for a new approach to close the equal pay gap that would force employers to carry out an "equality check" on pay, followed by a full-blown Equal Pay Review if disparities are identified. »
Wildcat's view: The EOC have been threatening to make this a priority issue for a couple of years now and it's no empty threat. It's probably advisable for businesses to undertake an internal analysis and put their own house in order voluntarily, rather than have the EOC camped outside on their doorstep.
Nodding dog or dogmatic? How not to be a NED
Do your non-executive directors ask stupid questions, overload on detail or criticise everything without offering their support? These are some of the most irritating qualities of NEDs listed in a survey of 124 directors representing 552 boards by executive headhunter Whitehead Mann. Other turn-offs include sloppy thinking, being self-centred and not listening. The report points out that fewer than one in three NEDs are offered help or coaching to prepare for their role. The ten “X-Factor” qualities discerning boards should be seeking include a sharp mind, good judgement, self-confidence and vision. Some are born great…» (Choose the Susan Bloch article)
PLANNING FOR CHANGE
- Identify the root of the problem - not just the symptoms
- Talk to people throughout the organisation to understand how things really work (or don't)
- Show commitment from the top - or forget it
- Use a cross-section of staff to help design and bullet-proof your implementation plan
- Develop key milestones and indices for success
- Communicate, communicate, communicate - updates must be regular, credible and reliable
- Encourage input and ownership from staff when it comes to implementation
- Manage resistance constructively - don't let it fester
- Change processes, systems and training to support and embed change
- Openly recognise those who take the risk and make the early 'leap of faith' - others will follow
Time for an Equality Check
The Equal Opportunities Commission is pushing for a new approach to close the equal pay gap that would force employers to carry out an "equality check" on pay, followed by a full-blown Equal Pay Review if disparities are identified. »
Wildcat's view: The EOC have been threatening to make this a priority issue for a couple of years now and it's no empty threat. It's probably advisable for businesses to undertake an internal analysis and put their own house in order voluntarily, rather than have the EOC camped outside on their doorstep.
Flexible Working Takes Off
The number of workplaces offering staff the opportunity to work flexibly has almost doubled in the last six years, according to the influential Acas and DTI sponsored workplace employment relations survey. »
Wildcat's view: As well as increased opportunities for flexible working, there is a slow burn of recognition that this is no longer just the preserve of working mothers - or indeed parents - and best practice policies are becoming far more inclusive in their coverage. This can put pressure on businesses in accommodating such requests.
Away Days Don't Work, managers say
Despite the expense and time spent on strategy workshops by senior management teams, few measure the impact of these events, according to the study published today by the Chartered Management Institute and the Advanced Institute for Management Research. »
Wildcat's view: Sometimes 'away days' are the only opportunity many senior managers have to leave day-to-day work behind and 'come up for air'. In this respect alone they can be very valuable – in terms of giving space and strategic thinking time. However, it is important to be clear about the purpose of these sessions. Establish clear objectives, have it well facilitated and review progress/agree next steps at the end.
Nice but dim people make better workmates than competent jerks, according to new research.
Academics at Harvard Business School and Fuqua Business School in North Carolina wanted to understand the kinds of colleague that people prefer to work with and say their findings disprove the management theory ability beats personality.
Workers would rather share the office with a lovable fool who is fun to work with and may have potential than someone who’s a pain in the neck but good at their job. The researchers admit activities like brainstorming may not work with a jerk because he may discover your weaknesses and use them against you.
Management tips to minimise workplace aggravation include having regular socials, throwing a cocktail party before a big project and giving people team labels that unite them rather than highlighting their usual departmental titles. The unlikeliest lad or lass may prove to be your best asset… »
