rotational management

How many of our Business Leaders have rolled up their sleeves and got involved in the basic operational stuff that the main workforce toils at every day? And how many of them really understand every part of the process that delivers the high- level end result?

If you think the answer to those questions is a single%, then how many Director level people do you know, whether in your organisation or not, that have deep level of understanding and many years of hands-on experience across several fields, Sales, Marketing, Customer Services, Operations, Finance and Technology. – very few indeed!

Which is quite surprising when we are all aware that a well rounded ‘education’ and a ‘working knowledge’ across those areas should be a pre-requisite for top senior management roles.

Strengthen the management team

It’s not only good management to familiarise yourself with each departments pain point, but to most of the people, it’s damn well essential. Many of the world’s leading organisations adopt this approach and ensure that their Senior Management teams are simply rotated across key functional departments every 2 years, without fail.

I have found that this is by far the best way to strengthen the management team, it keeps everybody on their toes, opens up all, if any, inter-departmental issues, smooths relationships, revitalises and motivates your workforce and unites all the interfacing business departments around a common goal.

Succession Planning

With a strategic HR objective to get their top people fluent with all aspects of the organisation, It could also be viewed as succession planning to find the next best CEO from all their direct reports.

Some of the more progressive organisations have developed a rotational policy across selected middle management too.  All designed for them to gain deeper insights into the role, function and process of each part of the organisation, help make those cross-functional team meetings sweeter and strengthen relationships.

Can Rotational Management drive CEM?

We agree that a greater understanding and working cross-functional, mapping and managing the workflow across the organisation will aid inter departmental working relationships and deliver a harmonious working environment, also helping to destroy bottlenecks and silo’s in the organisation.

With a seamless workflow across all operational areas, with everybody aligned to deliver on time, every time – the driving force to constantly develop and improve, comes from a powerful external force – the customer!

This surely must be the major benefit of rotational management and if it helps drives transformation into that of a customer facing organisation, whose objective is to deliver the best customer experience, then this should be investigated further, right?

“Daca trebuie, cu placere”

Se vorbeste foarte mult despre transformarea digitala a institutiilor financiare, insa in opinia mea nu cred ca se vorbeste indeajuns de mult, cel putin nu in plan public, si despre transformarea operationala si organizationala prin care aceste companii trebuie sa treaca inainte de a deveni digitale.

 Este ca si cum ne axam la nivel de discurs pe obiectivele pe termen mediu fara sa aprofundam bine obiectivele pe termen scurt.

 In calitate de consultant extern de comunicare strategica, employer branding si traininguri care s-a specializat in ultimii ani pe a oferi sprijin companiilor financiare, de la banci si asiguratori, la fonduri de investitii si companii de brokeraj, intru in fiecare zi in dialog cu angajatii acestor organizatii.

 Ce constat este ca gradul de satisfactie al acestora la job este in continua scadere. 

 Pe fondul reducerii numarului de angajati ca urmare a digitalizarii, exista o nevoie crescanda pentru oameni supra-specializati, eficienti si eficace, precum si dornici de a face lucrurile mai bine si mai repede pentru a ramane sau a deveni competitivi.

 Marea provocare este ca angajatii actuali ai acestor organizatii sunt blazati. Si-au pierdut motivatia de a fi astazi mai buni ca ieri. Iar potentialii noi recruti, adica tinerii, nu se vad lucrand intr-o banca sau un IFN. Imaginea lupului de pe Wall-street nu mai este inspirationala pentru tinerii de astazi. Absolventii de facultate si studentii evita joburi full-time. Vor libertate si flexibilitate, vor echilibru intre viata personala si viata profesionala si mai vor experiente multiple. Din aceste motive, ei prefera sa lucreze pe mai multe part-time-uri si proiecte. Vor sa poata lucra de la job dar si de acasa, vor sa-si poata folosi si device-urile personale in scop profesional, vor sa lucreze noaptea, dimineata devreme sau in week-end.

 Si atunci ce faci, in calitate de organizatie, in asemenea situatie? Incerci sa transformi aceste provocari in oportunitati.

 Cum? Printr-o transformare organizationala care sa faca aceste companii financiare din nou atractive pentru actualii si potentialii angajati. Agilitate si flexibilitate sunt cuvintele cheie in transformarea organizationala, operationala si digitala. 

 Daca intrebi un director de sucursala ce parere are despre cele de mai sus, iti va spune ca nu crede ca organizatia in care lucreaza va reusi sa devina agila si flexibila. “Adapteaza-te sau vei muri”, este un dicton des folosit in business care cred eu ca este extrem de util in astfel de vremuri.

 Oamenii sunt baza oricarei organizatii. Nu calitatea produselor si serviciilor. Un produs necompetitiv poate fi vandut de un vanzator bun, dar un produs bun nu poate fi vandut de un vanzator mai putin abil. Un manager de proiect abil va reusi sa duca la bun sfarsit un proiect greu. Iar un manager cu veleitati de lider intotdeauna va reusi sa-si pastreze echipa aproape. Asta este, de fapt, ceea ce conteaza.

 In concluzie, orice transformare vine cu provocarile ei. Insa, investitia in cultura organizationala si, deci, in oameni este o investitie pe termen scurt, mediu si lung, totodata, si este cruciala acum pentru companiile financiare. Asadar, in lipsa de altceva, “daca trebuie, cu placere”.

 Acest articol a aparut si aici: 

http://www.piatafinanciara.ro/pot-deveni-organizatiile-financiare-agile-si-flexibile-daca-trebuie-cu-placere-ar-putea-fi-un-raspuns/

Criza fortei de munca, un subiect fals?

Acesta este un articol aparut in revista Cariere si pentru care colega noastra Ana Maria Gardiner a impartasit experienta ei personala:

 “Alina Anghel – managerul unei firme de employer branding si Co-Fondator al comunitatii Great HRs, unul dintre initiatorii proiectului „Angajez 45+”, spune ca in comunitatea de HR din Romania precum si printre candidati s-a observat in ultimii doi ani existenta unei perceptii a avantajului unei varste mai mici la angajare, in detrimentul candidatilor cu experienta de lucru mai vasta. „Suntem din ce in ce mai atenti la aceasta tendinta care pe masura ce timpul a trecut a devenit si mai vizibila. Am aflat cu stupoare ca in anumite situatii varsta de la care un candidat incepe sa fie mai putin atractiv pentru angajatori este chiar mai mica decat ne-am asteptat – nivelul coborand chiar si spre 35 de ani in anumite industrii”.

Tendinta din anumite industrii este confirmata de Ana Maria Gardiner, comunicator si consultant cu experienta care dupa ce cautarile pentru un job au esuat si-a deschis propria firma de comunicare.

“Indraznesc sa afirm ca industriile asa-zis creative sunt poate cel mai afectate de perceptia eronata ca doar tinerii pot fi creativi. Si pe cale de consecinta, angajatii cu experienta devin mai putin valorosi in piata si mai putin dezirabili. Astfel ca, in consultanta de PR, publicitate si marketing online, angajatii de 30+ pot constata ca intalnesc dificultati in a-si gasi joburi”.

 Inainte sa isi deschida propria companie de consultanta in PR, marketing si training, Ana Maria spune ca a fost timp de 15 ani un angajat top performer. A acumulat inclusiv experienta internationala. A lucrat timp de doi ani in Dubai unde a coordonat strategii de comunicare pe trei continente simultan.

“Acolo am ramas insarcinata si cand am aflat ca durata concediului maternal este de doar 6 saptamani, am decis ca pentru binele copilului meu singura optiune pentru noi era sa revenim in Romania. La intoarcerea in tara acum aproape 5 ani, am constatat ca multi dintre fostii colegi de scoala, liceu, facultate sau job plecasera in strainatate, ca si mine anterior. Numai ca ei nu s-au mai intors si nici nu au in plan sa o faca. Acest fenomen m-a pus pe ganduri inca de atunci”.

 Intre timp Ana Maria a constatat, la 32 de ani, ca in Romania optiunile sale de angajare erau limitate spre deloc. „Atunci cand am realizat ca nu pot atinge nivelul financiar dorit din postura de angajat, decat daca ori imi gaseam un job in afara, departe de familie si prieteni, ori imi dezvolt o companie in Romania. Am decis sa raman in tara, pentru ca asta mi-am dorit.”

Puteti citi articolul integral aici:

https://revistacariere.ro/leadership/piata-muncii-employment/criza-fortei-de-munca-un-subiect-fals/?fbclid=IwAR1jKfhzCCdKif4ONvd6IeuEmF6XT6jDGG1VwvBQ4OLO7LkzUZafOJwUbXw

 

 

When will the CRISIS arrive?

To be able to best answer the question that is on our minds, I invite you first to go through a bit soul searching and think about the following:

Are you really, truly capable of making a radical improvement change, until you are forced to in some way?

If you are a former smoker (such as myself) think about what was the trigger to convince you giving up?

If you are overweight, what makes you lose those extra kilograms?

If you feel tired all the time, morning, noon and evening, be it Monday, Wednesday or Sunday, what makes you start doing some sport?

If your body is ill, what makes you go to the doctor? When you feel pain, right?

Now, I would kindly ask you to go through an imagination exercise with me and apply the same principles to our society today.

In my view, our society, our economy, our culture, our way of life is in pain. 

Is it a strong enough pain to make us go to a ‘doctor’ to ‘fix’ it? 

Have we reached the bottom yet to help us see the ‘light’? 

Are we unhealthy, hungry, unhappy, distrustful enough to make us want a change for the better? 

 Not quite yet. 

But when? This is the question most business people are asking themselves: when is the crisis coming? The answer is when we have reached the bottom.

 We are clearly on the way down. What are the signs? Let me share a few key indicators:

Restructurings and layoffs are currently happening all over the world

The slowing down of economic growth globally and all forecasts are that this trend will continue.

The lack of trust in the political and business elites.

The questioning of international institutions that governed the world for decades, such as the UN and EU

The rush for buying double the amount of gold in 2018 compared to 2017 and the largest amount since 1967.

The ECB putting a halt last December in quantitative easing – basically ‘stop printing money’ and tell countries ‘guys, you need to start paying back your debt’.

Digitalisation and robotisation replacing humans with technology in finance, factories, also in services.

Petrol and diesel cars being replaced with electric cars.

The era of fossil fuels being replaced with green energy generators.

The list goes on.

At micro level this is what I see:

I see a very high level of frustration when I walk the streets, sad, worried faces.

I meet more people (than ever before) who suffer of have suffered of depression or other stress-related illness such as cardiovascular or neurological.

I see students who do not have elites that are good enough to look up to.

I see young individuals who do not trust companies enough to want to work full time for them.

I see people that are earning just enough to cover their basic needs.

I see everyone not being able to see further than 6 months to 1 year into the future.

I see individuals who do not trust their fellow individuals, neighbours, co-workers, bosses, friends, sometimes not even family members. And remember, crisis is directly linked with the level of trust in the society, in the economy.

I see people struggling and fighting, but still surviving.

We are not there yet, but we are definitely preparing for a crisis. 

2020 appears to be symbolic.

This article was also published here:

https://www.linkedin.com/pulse/when-crisis-coming-we-yet-ana-maria-gardiner/

 

ZF Live with Cristian Hostiuc. Guest: Ana Maria Gardiner

Our colleague Ana Maria Gardiner discussed in a live video interview with Cristian Hostiuc from Ziarul Financiar about what it’s like to develop a communication and trainings start-up in an industry controlled by global networks. 

Check the video below to learn more about Lighthouse.