Canadian HR Reporter

CANADIAN HR REPORTER CANADIAN HR REPORTER March 24, 2014 March 24, 2014 24 FEATURES FEATURES implications in terms of priorities for action. Drivers of organizational performance A key driver of organizational performance is the alignment between complex, internal so- cial systems and their purpose and direction. To achieve better alignment, HR executives need to engage with smaller multi-func- tional teams and communicate a consistent message that ladders up to connect individual goals with the organization's strategic plan and related metrics. In this case, Arcus deployed a balanced scorecard framework to measure small incremental changes towards best practice benchmarks. That program (which is based on more than 2,000 organizations in 36 sectors) allowed the company to defi ne, develop and measure its perfor- mance against its peers. The benchmarked measures went well beyond metrics such as retention and turnover, and used aggregated, qualitative feedback from individuals, teams, depart- ments and organizations to bet- ter understand their current and desired states in the context of the organization's vision and strategic plans. Understanding individual goals and expectations was key to help- ing the organization defi ne real- istic, durable scenarios of desired outcomes. In addition, a customized points-based position evalu- ation system assessed job responsibilities, positions, com- petencies and compensation for enhanced pay equity and strategic alignment between individual and organizational and priorities. Deploying a change management strategy based on scenario planning Most change management strat- egies fail because of a lack of visibility into the realistic out- comes of strategic plans. Unre- alistic expectations result in the disproportionate distribution of resources to change initiatives. ere is widespread dissatisfac- tion with existing ways of strategy planning, partly because many CEOs have not realized the value of scenario planning in the strate- gic planning process. Arcus deployed nine potential scenarios stemming from varying levels of success for the change management project. ese were based on dialling up or dialling down several of the benchmark scorecard key performance met- rics that were identifi ed as hav- ing escalating levels of impact on outcomes. During a retreat with senior management, Arcus devised a number of solutions to pressing strategic and operational prob- lems and uncovered numerous knowledge gaps and structural is- sues for which possible solutions were identifi ed. More importantly, the process allowed staff to be involved in the needs assessment and prob- lem-solving process and created greater buy-in for the solutions for development and action. A series of transition measures to review progress was supervised by a transition management team and an overall communication mechanism. Results There were tangible and iden- tifi able shifts in behaviours and attitudes that align with a more focused and performance-orien- tated approach, with the organi- zation's agenda overcoming po- litically motivated ones prevalent in a siloed working environment. A followup benchmarking pro- gram using the scenario-planning culture change model will be con- ducted in the near future to check progress. e fi ve important infl uencers of success were: Start small: Start small and pro- ceed in incremental steps. Dra- matic organization-wide changes are highly disruptive and distract employees from daily operations. Involve the entire organiza- tion: Organizations that success- fully break down silos through change initiatives start the process with organization-wide feedback. e process sends a clear message to all staff that their feedback is important. Plan for realistic outcomes: Organizations that frequently survey employees fi nd a common barrier is skepticism about prom- ised outcomes. Provide frequent updates: We hear often from staff that there is a fl urry of announcements about a change initiative and then nothing is heard for months from the lead- ership team about any progress on the initiative. Test the strategy: Test strat- egies before they are deployed across an organization. is can be done with ongoing feedback from representative samples of teams within organizations and a core team of change agents who are drawn from key departments and functional areas. Merril Mascarenhas is a managing partner at Arcus Consulting Group in Toronto. He can be reached at (416) 710-2727 or by email at merril@ar- cusgroup.ca. Great Leaders GROW SCNETWORK 35 TH ANNIVERSARY LEADERSHIP EVENT Inspiring sessions on the role of Leaders as: • Thinker – Brains: Myths, Mystery, Mastery (Liz Monroe-Cook, PHD) • Strategist – Fluid Strategy in Times of Rapid Change (Helen Kerr, Co-President, KerrSmith Design / Laura Dunne, SVP, HR Indigo) • Coach – How do you get someone else committed to reach their full potential? (Dr. Peter Jensen) • Change Agent – The TSSA Story: Building a Culture of Change Leadership (Michael Beard, President & CEO, Technical Standard and Safety Authority) REGISTER ONLINE TODAY! www.scnetwork.ca EVENT DETAILS 'DWH Tuesday, April 29, 2014 7LPH 7:30 AM to 6:00 PM /RFDWLRQ Hyatt Regency Toronto FHOHEUDWLQJ \HDUV CULTIVATING LEADERSHIP FOR 35 YEARS VWUDWHJLFFDSDELOLW\QHWZRUN 2UJDQL]DWLRQRI/HDGHUVIRU/HDGHUV Join our professional community of Canadian HR & Organizational Leaders: • Connecting at monthly events featuring high profi le speakers and leaders. • Challenging thinking on Leadership in Action, Organizational Eff ectiveness & Innovation. • Collaborating and leveraging the power of the peer network. The Power of Human Capital. Connect individuals' goals with strategic plan Connect individuals' goals with strategic plan CULTURE < pg. 18 The process allowed staff to be involved in the needs assessment and problem-solving process, and created greater buy-in for the solutions.

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