stresuo (ir(laimingi(– įmanoma?( - stress-off.lt · I n dept w ork s y u h i r efosp cﬁ b ut em p ora yj c s Fr elanc tale P l h vi v y ih nd l p a rt ofc muni y – exampl t

ingrida elijošiūtė “people 2 business” verslo patarėja/ nepriklausoma valdybos narė +370 699 23990 [email protected] skype: i.elijosiute linkedin profile www.people2business.lt

stresuo' ir laimingi – įmanoma?

streso valdymo konferencija 2016 2016 m. balandžio mėn. 14 d., vilnius

stresas versle – kodėl?

2

1. “le context” ir DIDELIS 'kslas

2. kultūra ir organizacija

3. žmonių funkcija + vadovai = ?

3

“le context”

kultūra ir vertybės

organizacijos valdymas

veiklos 'kslas 1

DIDELIS 'kslas

procesai/ projektai

verslo informacijos valdymo sistemos ir įrankiai

veiklos 'kslas 2

veiklos 'kslas 3

veiklos 'kslas 4

veiklos 'kslas 5

veiklos ver'nimo

rodikliai (kpis)

veiklos ver'nimo rodikliai (kpis)




iniciatyvos iniciatyvos iniciatyvos iniciatyvos iniciatyvos

kpis – key performance indicators, veiklos ver'nimo rodikliai




pavyzdys: 'k 14% mano, kad talentų valdymas a''nka verslo 'kslus

4 šal'nis: “the state of succession planning” survey 2015, halogen soYware

•  įsivaizduojate, kaip stresuoja futbolininkai “auginami” krepšininkų komandoje?




kultūra ir stresas

5

aukštų veiklos standartų kultūra – žemas stresas žemų veiklos standartų kultūra – didelis stresas

•  aiškus ir sutartas: DIDELIS Wkslas, strategija, veiklos Wkslai ir verWnimo rodikliai

•  neaiškūs ir bendrai nesutar': DIDELIS Wkslas, strategija, veiklos Wkslai ir verWnimo rodikliai

•  atvira, visapusiška, skaidri komunikacija su akcininkais, klientais, Wekėjais ir darbuotojais

•  vangi, fragmen'ška, neskaidri komunikacija su akcininkais, klientais, Wekėjais ir darbuotojais

•  veikla, pagrįsta sukuriama verte •  veikla, pagrįsta buvusia/ tradicine prak'ka

•  veiklos skaidrumas •  veiklos “slaptumas”

•  pasi'kėjimas •  nepasiWkėjimas ir perdėta kontrolė

•  įgalinimas sprendimams •  “pozicijos” ir “statuso” naudojimas

•  lankstumas org struktūroje, procesuose •  nepajudinamos org struktūra, funkcijos ir sustabarėję procesai

•  inovatyvumas skaWnamas •  iniciatyva naujoms idėjoms nepalaikoma

•  vadovų ir darbuotojų bedradarbiavimas tarp komandų, įsitraukimas, suinteresuotumas

•  atskirWs tarp vadovų ir darbuotojų, “kiniečių sienos” tarp komandų, funkcijų ir procesų




neveltui sakoma…

6




aiški kultūra + aiškūs 'kslai = rezultatas BE streso

7

aiški kultūra –

DRIVE’as

aiškus DIDELIS 'kslas –

GUIDE’as

elgsenos pavyzdžiai

vertybės

elgsenos rezultatas

veiklos 'kslai

iniciatyvos

rodikliai

rezultatas BE streso




8

Predictions for 2015 18

Copyright © 2015 Deloitte Development LLC. All rights reserved. • Not for Distribution • Licensed Material

culture as a tool to assess candidates, identify leaders, drive change, and improve productivity.

Ultimately, the issues of engagement and culture come down to leadership. If CEOs and business leaders are not talking with employees, examining the work environment carefully, and holding supervisors responsible for engagement, they will likely find that their organizations suffer.

Our new Simply Irresistible Framework, which brings together many areas of Bersin by Deloitte research, shows the expansive nature of the engagement topic today. The Framework identifies five major elements of engagement and 20 important strategies—many of which fall into the hands of HR to manage. We should consider employee engagement a central part of every HR program today—how we hire, how we manage, and how our organization works.

Source: Bersin by Deloitte, 2014.

Figure 4: The Simply Irresistible Organization

What We Have Learned: An Integrated Approach Is Needed

Meaningful Work GreatManagement

FantasticEnvironment

GrowthOpportunity

Trust in Leadership

Autonomy Agile Goal-Setting (i.e., objectives & key results-OKR)

Flexible, Humane Work Environment

Facilitated Talent Mobility

Mission & Purpose

Selection to Fit Coaching &Feedback

Recognition-Rich Culture

Career Growth in Many Paths

Investment in People; Trust

Small Teams Leadership Development

Open, Flexible Work Spaces

Self & FormalDevelopment

Transparency &Communication

Time for Slack ModernizedPerformance Mgmt.

Inclusive, Diverse Culture

High-Impact Learning Culture

Inspiration

šal'nis: bersin, deloige 2014

ideali organizacija, 'k ar ji egzistuojaJ?




org struktūra ir stresas

9

šal'niai: www.integra'ontraining.co.uk www.free-‐power-‐point-‐templates.com




10

pavyzdys

1 metai

4-‐5 metai

2-‐3 metai

oi!




ką darome?

na, ok, ok

kur švenčiameJ?

funkcijos svarba

nevaldomi pokyčiai + prasta komunikacija = stresas 1/2

•  sakoma “you can never overcommunicate” darant pokyčius •  kiekviename org struktūros lygyje prarandama 20% komunikacinės žinios •  komunikacija – tai ne 2 mail’ai ir 3 plepalai virtuvėlėje, tai informacijos sklaidos SISTEMA

11

atsisveikinimas su “taip, kaip buvo anksčiau”

nauja pradžia




12

struktūrizuota planuota, padalinta

nestruktūrizuota spontaniška, ne'kėta

formali fokusas į žinios skleidimą

neformali bendrumas, santykiai

struktūrizuotas dialogas, darbiniai

susiWkimai “workshops”

sutarW komunikavimo

forumai ir procesai

komunikavimas, rodant pavyzdį

kasdieniniai pokalbiai ir bendravimas

komunikacija

šal'nis: chris rodgers consul'ng limited



3. žmonių funkcija + vadovai = ? nevaldomi pokyčiai + prasta komunikacija = stresas 2/2

kas iš 'krųjų yra mūsų darbuotojai?

•  mūsų darbuotojai, partneriai, išorinės paslaugos, laisvai samdomi ekspertai, atviri talentai?

8

Jump ahead to the year 2020. Half the people you rely on don’t actually work for you, and that’s a good thing—if you’re ready.

The open talent economy 2

Managing talent used to involve at least a few certainties. You knew what roles you needed to fill and where you could find the talent to fill them. When people worked for you, they came to your building in the morning and left at the end of the day. You could see and interact with them. And they could see you.

Today things are different. Changes on a global scale have upended these familiar patterns, and talent and employers now seek each other out, on more equal terms, from anywhere in the world. The evolving workforce is a mixture of full-time employees, contractors, and freelancers, and—increasingly—people with no formal ties to your enterprise at all. People move more freely than ever from role to role and across organizational and geographic boundaries. Global markets and products, driven by rapid innovation and post-digital disruption, seem to demand new talent models that can be rapidly configured and reconfigured. Businesses expect agility, scale, and the right skills to be available faster than ever—in real time.

Welcome to the open talent economy—a collaborative, transparent, technology-driven, rapid-cycle way of doing business. What the open source model did for software, the open talent economy is doing for work.

What could this all mean for business and HR leaders? It could mean challenging core assumptions about how people enter the workforce, how they work together, and how to develop their potential. It can also mean devising new operational frameworks that allow organizations to embrace those changes instead of falling behind.

While traditionally, companies have focused on the talent and workforce within their organizations and on their balance sheets, increasingly companies are expanding their talent networks to include “partnership talent” (employees who are parts of joint ventures), “borrowed talent” (employees who are part of contractors or outsourcing relationships), “freelance talent” (independent, individual contractors), and “open source talent” (people who don’t

Full -time, statutory employees of your organization. You bear all the carrying costs of these employees

Balance sheet talent

Employees that are part of a partnership or joint venture that are on a related balance sheet

Partnership talent

Employees who are part of your value chain or ecosystem but who reside on someone else’s balance sheet such as contractors who work in support roles

Borrowedtalent

Independent workers you hire for specific but temporary projects

Freelancetalent

People who provide services for you for free either independently or part of a community – for example those who answer questions about your products on the web in an open source help function

Open sourcetalent

OPENCLOSED

šal'nis: “human capital trends 2013. leading Indicators”. deloige 13




žmonių valdymo funkcija – kas tai? •  buvę “kadravikai”? dabarWnės administratorės? o gal psichologai?

www.evilhrlady.org

“mylėk hr, nes kitaip hr pamils tave…”/ “love your hr. otherwise, hr is gonna “love” you…” (nepamenu kas pasakėJ)




strateginė vertė verslui

darbuotojų info, duomenų, dokumentų analizė ir valdymas

paieška, atranka, integracija, motyvacija,

mokymai ir t.t.

20-‐10%

30-‐10%

50-‐80%

žmonių valdymo funkcija -‐ su verslu ir be streso ar su stresu bei atsilikus nuo verslo?

žmonių valdymas

efektyvus?

15




žmonių valdymo funkcija: mūsų draugai ar priešai?

16 šal'nis: bersin, deloige 2014

Predictions for 2015 50

Copyright © 2015 Deloitte Development LLC. All rights reserved. • Not for Distribution • Licensed Material

Our High-Impact HR research78 launched this year, after more than three years in development, shows that the highest-performing HR teams have a series of unique strategies that we encourage all organizations to consider in 2015.

• Reduce the number of HR generalists, and replace them with a fewer number of senior HR business partners or “copilots” as one of our clients calls them. These senior roles function as business-led consultants, working with line leaders to identify talent programs, design solutions, and direct the efforts of specialists in the centers of excellence to help with recruiting, leadership development, employee relations, coaching, training, planning, and all other workforce issues.

• Shift the focus of “centers of expertise” (CoEs) to “networks of expertise”—so that specialists in recruitment, training, employee

78 For more information, High-Impact HR: Building Organizational Performance from

the Ground Up, Bersin by Deloitte / David Mallon, Karen Shellenback, Josh Bersin, and Brenda Kowske, Ph.D., July 2014.

Source: Bersin by Deloitte, 2014.

Figure 8: The Evolving HR Organization

How the HR Function Has Evolved over the Last 30 Years

AdministrationPayrollRegulationBackoffice Function

PersonnelDepartment

Control

StrategicHRRecruiting, L&D, Org DesignTotal RewardsService Center, CoEHR Business Partner

Serve StaffAutomate

Integrated TalentManagementManagement, Succession,Leadership, Coaching,Integrated ProcessesTalent Management

Enable Decisions& Management

Business-Integrated HRDifferentiate & Segment TalentGlobally Optimize Talent PracticesPredict & Analyze DataIntegrated with the Business

Drive the BusinessPlan for the Future




labai ačiū!

17

reikia patarimo? mielai susisiekime:

ingrida elijošiūtė “people 2 business” verslo patarėja/ nepriklausoma valdybos narė +370 699 23990 [email protected] skype: i.elijosiute linkedin profile www.people2business.lt

Documents

stresuo (ir(laimingi(– įmanoma?( - stress-off.lt · I n dept w ork s y u h i r efosp cﬁ b ut em p ora yj c s Fr elanc tale P l h vi v y ih nd l p a rt ofc muni y – exampl t