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Welcome
Roffey Park Team
Alison MacDonald
Client Relationship Manager
alison.macdonald@roffeypark.ac.uk
Lee Williams
Senior Consultant
lee.Williams@roffeypark.com
Jackie Brown
Regional Lead (Europe)
jackie.brown@roffeypark.com
www.roffeypark.ac.uk
Welcome As you join, please use the chat box to share with us your: • Name • Company • What part of the world you are dialling in from
HR Matters Forum
How Organisation Design can support Hybrid Work
Lee Williams BSc MBS EODF
Senior Consultant
Roffey Park Institute
www.roffeypark.ac.uk
Zoom etiquette
Have your video on unless you are experiencing connection
issues. Find a quiet space without interruptions / background
noise.
Mute your microphone when you are not speaking to help keep
background noise to a minimum.
Be mindful of background noise when your microphone is not
muted, avoid activities that could create additional noise, such as
shuffling papers.
Agenda Expectations of Hybrid Work How Organisation Design can help Break out 1 Coffee Break Designing for what? Break out 2 Q&A
The Next Normal Hybrid working isn’t the same as working from home during a crisis
How has the pandemic impacted work?
Total Work After Hours Productivity
30% 18% 20%What do employees want?
49%
Hybrid
26% 25%
Fully Fully in the
remote office…and that’s being conservative
Over 95% of workers
support some form of
remote working
https://www.rte.ie/news/business/2021/0517/1222236-work-from-home-surveyNow is the time to build your culture
Approx. 1/3rd of newly remote or
hybrid employees report their
organisation’s culture has
changed since starting to work
remotely — and most of them
say it’s a change for the better.
Employees who report that
culture has improved since
starting to work remotely are 2.4
times more likely to report high
employee engagement
https://www.gartner.com/smarterwithgartner/no-hybrid-workforce-models-wont-dilute-your-culture/The Talent Time-bomb % of workers considering leaving their employer this year Microsoft Work Trend Mercer; US Annual Voluntary Index Turnover rate Pre-Pandemic 30k people, 31 Countries 40% 15%
…and the clock is ticking
Over 1/3rd
of workers
are willing to quit if they
are forced to come back
to full-time office work
https://www.rte.ie/news/business/2021/0517/1222236-work-from-home-surveyDon’t underestimate the Informal Organisation
70 20 10So watch out for old habits
There is a disconnect between workers
and business leaders on post-COVID
“ priorities in the near term, with
business leaders overlooking workers’
needs for security
Adecco; Future of Work post-COVID reportA shift in strategy and mindset that needs designing
Hybrid Work The Role of Organisation Design
Words of Warning…
Myth: Reality
“No real relationship between structure and effectiveness was
Org Design is the found………to improve effectiveness reorganising is probably not
same thing as the first option to consider.
Andersen & Jonnson, 2006
restructuring
“…it is a mistake (often a costly one) to focus a design on
changes in the structure. Structure is simply one of the elements
to consider because organisations should be viewed as complex
and adaptive organisms rather than mechanistic and linear
systems”
Stanford, 2015The role of Organisation Design
BUSINESS ORGANISATION ORGANISATION
STRATEGY DESIGN DEVELOPMENT
What markets? What products? What organisational capabilities How do we change and improve
What formula for success? do we need? the organisation?
How do we best configure?What do we mean we say ‘Alignment’
Aligning your Operating Model
Purpose Why do we exist beyond shareholder value?
How will we compete?
Strategy
What is our vision of the future?
What differentiates us in our markets?
Capabilities How will we win?
How do we lead? How is power & authority distributed?
What competencies do we need? People Structure How is accountability managed?
How do we attract & develop talent? How are teams designed?
How are decisions made?
How do we assess performance? Metrics/
Processes How are teams coordinated?
Rewards
How are behaviours shaped by goals? What are the vehicles for collaboration?
Behaviours
Performance Culture (Adapted from Galbraith, 1974)Networking Discussion
Consider your organisation and its shift to hybrid work.
In your breakout rooms, use the STAR model to discuss;
1. How aligned is your organisation currently?
2. What alignments might be overlooked or
misperceived?
3. What new capabilities will you need to deliver
effective hybrid working?
4. As a HR leader; what will you do about it?Drinks break
Org Design; both a process and a practise
DESIGN
STRATEGY CRITERIA
(Organisation Capabilities
ASSESSMENT
(Gap Analysis)
DESIGN
OPTIONS
IMPLEMENTATIONBut what are we designing for? Take the time to establish agreed Design Criteria
The Importance of Setting Design Criteria 1. Clarify what the new organisation design must do well 2. Identify problems that must be solved or opportunities that should be capitalised on in the new design 3. Develop the benchmark profile to guide the design and use in evaluating the design alternatives 4. Take the emotion out of organisation design and provide evidence based data with which to assess options 5. Provide focus for design or redesign that improves performance 6. Lay the foundation for trade off decisions - they articulate priorities that guide the design through conflicting needs 7. Keep members focused on the same outcomes of designing 8. Enables differences to be surfaced and discussed 9. Are used to evaluate different design solutions
Design Criteria 1: Design for Autonomy
Reality check Myth: Reality: We need to monitor Employees thrive and measure what with high employees are doing autonomy
Hierarchy is for compliance, not work Information Flow of
Where are decisions made in your org?
Tall structures Apex
enable a tight
‘chain of command’
with multiple layers Formal structures
of management provide vertical over
lateral communications
Flat structures
reduce layers of
Middle-line management but
increase ‘span of
control’ challenges
Operations
Informal structures
encourage lateral as
well as vertical
communicationsThe Empowerment Equation
Empowerment = Direction x Autonomy x Support
(Peter Koestenbuam, Leadership; The inner side of greatness 1991)From our clients; 10 themes emerge 1. The nature of jobs and tasks 2. Employee preferences 3. Equality, Inclusion and Fairness 4. Collaboration & Innovation 5. Health & Safety 6. Buildings (office, hubs, homes) 7. Technology – tools and access 8. People Policies 9. Leadership & Management 10. Costs; obligations & responsibilities – employer and employee
Being seen; the route to progression?
Humans are hierarchical by nature, and the
“
office always conveyed status and
hierarchy…the risk now is that, in a fully hybrid
and flexible world, status ends up positively
correlated with the number of days in the office
Thomas Chamorro-Premuzic, Professor Business Psychology, Columbia UniversityUse Employee Personas to map needs
Anchored operator; 0 to 20% remote work.
Need to be physically present to do their job.
Creative collaborator; 20-50% remote.
Takes on new /novel work and develops
initiatives.
Focused contributor; 50 to 80% remote.
Work requires individual focus, the majority
of the time
Pattern specialist; 80-100% remote.
Work follows a consistent process and a
defined pattern.Networking Discussion In breakout rooms, discuss: • What might your workforce personas look like? • How would their needs differ? • How could you ensure fairness and equity in talent / performance management?
Practical Steps
• Focus on Coaching Skills for Managers
• Understand needs for concentrating, collaborating, learning and socialising
• Map and understand critical roles, tasks and processes across functions
• Curate social interactions;
• Open Space Technology
• Re-design your office space with your home in mind
• Create ‘Set Pieces’
• Create the forums and cadence for managers to discuss and review hybrid working with their
teams on a regular basis
• Team Charters – How we will work together
• Mentoring & reverse mentoring
• High-touch and extended peer-to-peer onboarding
• Visible Support from the Top – How we will role model hybrid work in action?Design Criteria 2: Design for Identity
Reality check Myth: Reality: We need in-person Culture is about contact to sustain our behavioural integrity, culture not locations
Use Purpose As a unifying principle
‘I have faith in my ‘I believe deeply in
inclusive leader’. our shared purpose’.
Desire for Desire for
affirmation, meaning,
Emotional Motivator
empathy, support connection, joy
Rational Motivator Desire to be Desire to
rewarded, contribute,
not punished develop, achieve
‘I’ll do what is in ‘I grow as I am part
My best interests’. of something
bigger’.
Extrinsic Motivator Intrinsic Motivator
Source; BCG, 2017Leverage your Brand; Partner with Marketing
Brand Experience
Employee Customer
Experience ExperienceDesign Culture from the outside-in
‘Why we ‘Our promise to our ‘What we say & do, ‘How we make our Alignment!
exist’ customers / users’ consistently’ customers feel’
Documents; Documents; Documents; Documents; Metrics;
Mission Statement Strategy Summary Values Summary Customer Journey Map NPS
Strategy Summary Brand Guidelines Behavioural Competencies ‘Moments that Matter’ eNPS
Business Model Canvas Value Proposition Canvas Performance Mgmt Customer Service Engagement Surveys
Interview Guide Guidelines Exit/Stay InterviewsTHANK YOU www.roffeypark.ac.uk
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