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Survey done. Engagement over.

It’s a classic situation employees the world over experience…

Why do we do an engagement survey but then never do anything with the results?  What’s the point?

The sad thing is that there is almost always a great intention to do far more.  Managers and HR teams have most likely planned to do follow up sessions, but then busyness and new priorities have taken over.

Or maybe you’re in the position of doing some follow up but wondering how much difference it’s really making.  This article suggests a few ideas on how you can make the most of your engagement survey follow up.

  • Ask for more
  • We as well as they
  • Champions and accountability
  • Book the review now

Ask for more

The data from your survey gives you an indication of what’s working well and what needs to be better, but numbers can be hard to bring to life.  Run focus groups / think tanks to ask for more insight.  “The data tells us that X is seen as not working well right now.  Tell us more about that.  What is working there and what could be better?  Do you have any examples you can share?”

We as well as they

The tendency in these focus groups is for the magical “they” to be blamed for everything and tasked with fixing everything.  “This company should…” And “senior management need to…” Are common comments.  The challenge with this is that it can remove any personal accountability for change.  You could add in questions like, “ok that’s what senior management need to do in your mind, and what could you do as well to make things better?”

This is where you can combine some personal development into your focus groups, teaching people a few tools for resilience and dealing with uncertainty.  You’re giving them immediate ideas on how they could react differently to what they find frustrating whilst also helping them clarify what needs changing within the company structures and ways of working.

Champions and accountability

It’s always great to have people within each team or function taking the lead on follow up with specific actions, as it highlights it is not HR’s job to fix everything.  Ask who will take the lead, what that means they need to do and what support they might like.  Then hold that person to account by agreeing milestone dates, what follow up there will be etc.

Book the review now

Even after all this good work it can be easy for the follow up to get lost.  So book in a review date or ideally a series of review dates right at the first meeting when champions and actions are agreed.

These small steps can make all the difference to your people, feeling that the time they have put into the engagement survey has been well spent and seeing that things are improving in the business.

And tying everything together, you’ll often find that the themes coming out of those focus groups tell you the highest priority areas that need covering in your management and leadership development.  If you’d like more information on engaging engagement, you can follow me.

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Disruption in L&D

Has Disruption begun to take place in our industry?

We’ve written elsewhere on the general definition of disruptive innovation, but what does this mean to us in L&D?

Well, for a start, there is a live example of disruptive innovation in the world of learning and development.

Training companies have sold expensive, residential courses for years and whilst these have been challenged before, it is only in more recent years with a better understanding of how people learn and with the introduction of better technology, that these companies have been disrupted.

The people who were not happy spending so much or sending out people for 5-day residential programmes are now enjoying the benefits of online learning – a cheaper and more convenient alternative.

This has also been an example of breakthrough innovation, as the existing customers of the residential training courses are investing more in their LMS and using e-learning in place of the big multi-day course.

So e-learning has both provided a new market for development and stolen business from the old market of long courses.

Love it or loathe it, we now have e-learning well established in our development world – whether it’s an intelligent, interactive or even gamified system or simply someone’s voice recorded over PowerPoint slides – this has opened up a new world of learning just when you want to, in a far more cost-effective way.

Of course there is a downside, if we think about the goal of most learning, it is to create a change in behaviour.

For example, watching a video or playing a game that teaches the importance of how to run performance management conversation, might give some interesting tips and increase knowledge, but these tools alone do not create the change in behaviour we are usually looking for.

To change our behaviour we need knowledge, skill and habit.  We need to know what we should be doing, we need to have the skill to put that into action, and then we have to actually do it.

So whilst we have seen disruptive innovation in L&D in the form of e-learning, the question is now how to achieve the outcomes we really want from learning?

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What is Disruption?

What does disruption really mean, should we be afraid? 

Well the short answer is that it is disruptive innovation – a new idea that changes things or creates a new market.

An example could be Netflix, who took the customers that didn’t like the fees and inflexibility of renting videos from Blockbuster and introduced them to all online content.

This became disruptive because all Blockbuster’s customers then realised the benefits of Netflix and switched over.  A new market of online movie streaming was created.

This is different to breakthrough innovation, which simply takes an existing idea, market, product or service and makes it better.  Through these definitions then, Uber – which is often quoted as an example of disruptive innovation, is in fact just a breakthrough innovation.

Uber have taken an existing idea of catching a cab and made it better.  A new market of cab users has not been created – it’s the existing market using Uber, more than the cab company they used to call.

It’s helpful to be aware of this difference between disruptive and breakthrough innovation because every business needs to protect itself from both types of risk.  How do you go about this?

Every business must make sure it is offering the best version of its product and service for its particular market – so Ryanair must stay the cheapest and BA must stay high quality to maintain their positions with their particular customer bases.

This protects the company from breakthrough innovation – that is, another company working out a way to do it better.  If a new airline appeared that offered the prices Ryanair publicise, at the same level of profitability for the company owners, but with far better customer service, comfort and overall customer experience, then Ryanair would be at risk.

We can protect our businesses from the risk of outside breakthrough innovation by making sure we are the breakthrough innovators.  Let’s stay focused on offering the best version of whatever we do for the particular people we do it for, so we cannot be beaten by others.

Then we need to protect ourselves from disruptive innovation.  This means looking at the markets we don’t go after.  Often disruptors will go for the people that nobody else is going after.

With Blockbuster as an example, the original Netflix customers were offered old movies at a low price – whereas Blockbuster was all about the newest releases.  What is the lower end of your market, or the people you don’t really service?  What risk could there be to your business if someone offered something they liked, which in turn could create a new market?

Many companies have been too slow to respond to breakthrough and disruptive innovation, make sure you’re not the next Kodak or Blockbuster story by educating your teams on these risks and helping them stay commercially alert.

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