[Workshop] Organization Experience - A framework for Adaptive Careers
•
3 likes•417 views
BetterSoftware Conference, Florence (Italy) 2016 Our career as manager and kwoledge workers should be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a increasingly liquid company culture. We all need to reshape conversations and visualization about work, job roles, purposes and performance. Companies should consider and co-design the Employee Experience as well as they work on Customer and User Experience. Great UX design arises only by a great experience of work and collaboration.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (12)
Similar to [Workshop] Organization Experience - A framework for Adaptive Careers
Similar to [Workshop] Organization Experience - A framework for Adaptive Careers (20)
More from Marco Calzolari
More from Marco Calzolari (17)
Recently uploaded
Recently uploaded (20)
[Workshop] Organization Experience - A framework for Adaptive Careers
- 1. A framework for Adaptive Careers Marco Calzolari Better Software 2016 twitter.com/marcocalzolari linkedin.com/in/marcocalzolari
- 2. 1. Find your missing pieces 2. Present yourselfwithin group 3. Discuss sentences 4. Summarize to audience
- 3. GROW: Identifying and Fostering Talent Daniel Goleman Claudio Fernández-Aráoz 3
- 4. How Performance Management is Killing Performance M. Tamra Chandler Dave Ulrich 4
- 6. Design your Purposeful Organization Name Purpose Products / Services Activities Job to be done; Task required/needed; Deliverables; Non-billable activities
- 7. 7Defining TALENT Dave Ulrich Human Asset Summit. Budapest, 25–26 October 2011. COMPETENCE Right person, right place, right time, right skills COMMITMENT Value proposition: what do I give? what do I get? CONTRIBUTION How can meaning be created in the organization?
- 8. Why they don’t see my talent at work? – Me (20 yrs ago)
- 9. How can I recognize all of their talents? – Me (today)
- 11. Iterative Career Development 11 Proposition Mentorship Feedback REVIEW
- 12. 12 UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
- 13. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES PUBLIC TRUST INDIVIDUAL ORGANIZATIONAL 13
- 14. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 14 AUTONOMOUS SYSTEMIC
- 15. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 15 HINDSIGHT FORESIGHTINSIGHT
- 16. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 16
- 17. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 17
- 18. 18 PERSONAL VALUE PROPOSITION WHAT I LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL Favorite Things Activities you love doing. Tasks that make you feel “in the flow”. What you don’t like too much What duties are slowing you down from improvement?
- 19. 19 Favorite Things Activities you love doing. Tasks that make you feel “in the flow”. What you don’t like too much What duties are slowing you down from improvement?
- 20. Strengths Your biggest advantages. What you can guarantee? Areas of improvement About your weaknesses. What do you feel you’re missing? 20 PERSONAL VALUE PROPOSITION WHAT I LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL
- 21. Strengths Your biggest advantages. What you can guarantee? Areas of improvement About your weaknesses. What do you feel you’re missing?
- 22. Purposes What are your intents? How you will improve the whole company? Needs Ask for support. Tools, help and development. TION JOB TITLE LL GTHS PURPOSES MAIN ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES
- 23. Purposes What are your intents? How you will improve the whole company? Needs Ask for support. Tools, help and development.
- 24. UNIQUE VALUE CONTRIBUTION JOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
- 26. TION JOB TITLE LL GTHS PURPOSES MAIN ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES Activities Tasks and functions you should do. Interactions, Responsibilities. Better not doing Things that we’d better avoid in order to succeed.
- 27. Activities Tasks and functions you should do. Interactions, Responsibilities. Better not doing Things that we’d better avoid in order to succeed.
- 29. Organization Design ON JOB TITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 30. ON JOB TITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES Organization Design
- 34. Virtual Hiring ON JOB TITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 35. Virtual Hiring ON JOB TITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 36. Job Title Should be written on your business card. Unique Value Contribution Pitch yourself. How we will be a better company because of you? UNIQUE VALUE CONTRIBUTION JOB TITLE WHAT I LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS
- 37. Job Title Should be written on your business card. Unique Value Contribution Pitch yourself. How we will be a better company because of you?
- 38. Get real feedback from peers 1. Appreciations 2. Improvements 3. Suggestions A. How she/he can improve your job B. How you can improve her/his job C. How we (as a group) are unique thanks to her/him
- 39. Mutual Commitments How we will address issues and create opportunities? Overall Outcomes How will we know that we're both on an improvement path? DON’T LIKE TOO MUCH BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
- 40. Mutual Commitments How we will address issues and create opportunities? Overall Outcomes How will we know that we're both on an improvement path?
- 41. 41Networked Careers Dave Ulrich Latest trends and strategies in Talent Management, 2011
- 43. Let’s share Our Insights (if any)
- 44. Chr Marco Calzolari Better Software 2016 twitter.com/marcocalzolari linkedin.com/in/marcocalzolari THANK YOU :-)