Hacking HR to Build an Adaptability Advantage
Many companies exercise talent management programs of high expectations, but actually end up in undermining strategic adaptability: The programs are often run for management talent rather than for talent as such.
The point here is that we unconsciously value hierarchies so strongly that even a good cause to empower people gets diluted. We even reward talented people by promoting them upwards in the hierarchy, because we sincerely feel that’s the best thing to do. No wonder people on the lower tiers get passive over time.
There are, of course, reasons for such a behaviour, and HR should take a lead to clear the ground. Here are three suggestions:
- Competency models should be based on accountabilities on all levels of the organisation, not on supervisory skills only. Many companies struggle to get the supervisor competency set implemented, and feel satisfied for having achieved such an important improvement. Fair enough, but not enough for strategic adaptability.
- Our rewarding models set too much weight on hierarchy, because the amount of people reporting to an individual often plays a major role in scoring a job. If an excellent performer wishes to improve his/her salary, the best way is to move upwards in the organisation. If there is no room, that person leaves the company. Another talent wasted.
- We should implement paths for both specialist and supervisor careers. Some companies do. People get acknowledged and rewarded for excellence instead of position. Wouldn’t it be great to work in such a company?
Hi Eerik, totally agree with you. Often times people are promoted upwards in the hierarchy as a reward and end up doing exactly the same tasks with same responsibilities instead of enriching and increasing their job responsibilities. This I believe is the wrong way to manage talent, and negatively impacts succession planning. Organisations should de-emphasize hierarchy and place more value on making the job exciting and stimulating.....and reward talented people with increased responsibilities and wider space for initiative and creativity because these is what really talented people value.
Eerik, a critical topic to examine more - one that HR presumably is in the middle of, but one wonders sometimes. To cross-pollinate ideas here from other hacks I just read, another talent management principle might be to link the competency model more to a specific purpose-defined role vs. a fixed position in a rigid hierarchy. Theory of the case being that as the needs of the organization change (adapting), then the competency model and the many processes tied to it, also adapt. Thanks for your contribution!
Ulrich, you're absolutely right, the hack Monique Jordan presented in "Role not position" is an energising approach, and it reminds people daily about accountability instead of the position. Thanks for pointing it out, our hacks are clearly connected.
Perry and Chris, thank you for the comments.
Fear is a strong barrier to change, and hierarchies – like other established processes and structures – bring safety. Maybe that’s why people grab the ladder rather than leave it.
To overcome fear you therefore need living processes and practices, and you need to invest in them. People have to experience that the new system works in real life, and that’s why it takes so long to establish a culture of “excellence everywhere”.
Hi Eerik! Loved this line "The point here is that we unconsciously value hierarchies so strongly that even a good cause to empower people gets diluted." I love the idea of acknowledging and investing in excellence, wherever it is found instead of position.
Eerick thanks for the mini hack. When in practice, I did the same thing - created a programme that was not just about progression up a hierarchical line. It worked in many ways but not in others and despite building it, they did not come in abundance. Maybe something about climate of low turnover and fear over job losses made people become self-preserving rather than developing.
However I believe in your hack - thank you.
Perry
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