Passion in need of a champion

The best workers will find their own way, but if you want your organization to thrive, supporting them has to be a priority

DUP825

Posted by John Hagel III on November 13, 2014

“I never ask for permission. I just do it.”

“I get restless often.”

“I want my work to make an impact on something important to society.”

“I have a series of mini-failures every day.”

“I like to know that what I’m doing matters to the company.”

“I don’t want to do anything that I can’t learn from.”

For an HR executive, these statements pose a challenge. How does your organization treat people who might make these statements or operate with these beliefs? Does your performance management system recognize or penalize them? Does management encourage this type of employee or view them with suspicion or perhaps, unwittingly—as is often the case—do the daily processes and policies of the organization subtly discourage these behaviors, wearing the employee down bit by bit or sending a message that they belong elsewhere?

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Why Questioning Tried and True Management Systems Is Critical to Redesigning Our Work Environments

Redesigning Our Work Environments

Posted by Matt Frost and Emily Selvin on January 23, 2014

What if everything we know about organizational design is becoming obsolete?

It’s a provocative question, and one worth considering. Technological innovations have changed our tools and how we communicate, but most organizational structures and practices remain the same.

In today’s world, a work environment that accelerates on-the-job learning is increasingly important. Organizations should take a holistic look at their work environments—including physical space, virtual interactions, and management systems. Why a holistic approach? Bolt-on talent solutions such as leadership development, training, and performance incentive programs have done little to change the 75% decline in return on assets (ROA) since 1965 for US public companies.

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