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Insights from the 21st

Century Talent Sessions at Ashoka’s Changemakers’ Campus: Paris 2011

August 2011 In collaboration with

Introduction

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� On June 21-22, 2011, Ashoka brought together an unprecedented number of changemakers from across Europe and the globe to work together to tackle some of the biggest challenges our society faces. One of the most critical –and yet highly solvable – issues is how to prepare our workforce to thrive in the turbulent and rapidly changing 21st century.

� The rate of change in our information economy is accelerating so rapidly that many types of jobs and knowledge become obsolete every few years. Workers need to reinvent themselves and continually adapt to the new societal patterns that are being set as quickly as they are being disrupted. Employers must change the fabric of their staff and the culture of their organization in order to stay ahead of all the change around them.

� The new “X factor” for success in all sectors and segments of society is increasingly the changemakers, who see problems as opportunities and thrive on change. But for an organization to identify, source, attract, retain and deploy such talent, it has to understand who changemakers are and what makes them tick. What are changemakers looking for? What drives them? What skills and mindset do they bring to their work? What does this mean for the culture and mission of the organization?

� This Insights attempts to answer these questions by summarizing insights that some of the leaders in talent management shared at the June 2011 Ashoka gathering. This is an ongoing conversation, and we look forward to continuing it with you.

A word from Accenture

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Armelle Carminati-Rabasse

Human Capital & Diversity, global

managing director

Lisa H. Neuberger-Fernandez

Director of Corporate Citizenship

Programs, Accenture

� In 2009, Accenture launched “Skills to Succeed” program as a way to align its corporate citizenship activities strategically around a central focus: building skills that enable people to make a sustainable difference to their economic vitality, and to the economic vitality of their families and communities around the world. By 2015, Skills to Succeed initiatives will equip 250,000 people around the world with the skills to get a job or build a business. In alignment with this strategy, Accenture is partnering with Ashoka.

Through the “StartUp Scramble™ DC University Challenge ” organized in February 2011, Accenture was able to connect with 60 changemaker students, get unique insights to their skills, and present to them career opportunities. The event brought 60 entrepreneurial-minded college students from universities together in a weekend-long event to build and launch sustainable ventures that address social issues affecting local communities. Accenture and Ashoka are now developing the youth venture program in Europe to develop young change makers roles models there.

� Based on our internal or client experiences, we believe at Accenture that any organization in private, public or social sectors should not only be concerned to effectively manage workforce costs in the short term but should identify clearly which workforce capabilities are essential and critical, what are the most strategically necessary roles…Human capital strategy is in fact as important as any other part of an organization’s overall strategy and our partnership with Ashoka emphasizes that change makers are evolving in any kind of organization and that they would need to be managed a different segment of the talent workforce.

We live in a global economy characterized by risk and volatility, that is returning to growth

0 1 15117 13953 14106 12842

Trend 1

Trend 2

Trend 2

Trend 2

Trend 2

Global war for talent

Emerging market capital

Resource squeeze

Emerging consumers

Multi-technology future

Time (years) >Time (years) >Time (years) >Time (years) >

Short & Medium TermShort & Medium TermShort & Medium TermShort & Medium TermHorizons 1 & 2 >Horizons 1 & 2 >Horizons 1 & 2 >Horizons 1 & 2 >

Managing through the Managing through the Managing through the Managing through the recoveryrecoveryrecoveryrecovery

Long TermLong TermLong TermLong TermHorizon 3 >Horizon 3 >Horizon 3 >Horizon 3 >

Riding the waves of growthRiding the waves of growthRiding the waves of growthRiding the waves of growth

Risk and volatility

Economic Growth>

Economic Growth>

Economic Growth>

Economic Growth>

From Risk and Volatility to Growth

Source: New Waves of Growth, New Waves of Growth, New Waves of Growth, New Waves of Growth, Accenture

Institute for High Performance, 2011

1. Harnessing the multi-speed recovery led by emerging markets2. Managing in an era of trade tensions and currency wars3. Facing post-crisis headwinds4. Adapting to new customers and changed customers5. Coping with higher inflation and facing new resource economy6. Riding the waves of information communication technology and multi-disciplinary

science

High Performing Organizations recognize that Talent is critical for strategic advantage in this economy

EmergingEmergingEmergingEmerging

Market capitalMarket capitalMarket capitalMarket capital

ResourceResourceResourceResource

SqueezeSqueezeSqueezeSqueeze

EmergingEmergingEmergingEmerging

ConsumersConsumersConsumersConsumers

MultiMultiMultiMulti----technologytechnologytechnologytechnology

FutureFutureFutureFuture

• Building new skills faster and with new techniques

- IT savvy talent at all levels of the organization

- Digital literacy of “silver workforces”

- Analytical, technical and green skills

Examples for addressing macro economic trends in the market

• Use of crowd sourcing and mobile technology to extend reach for talent

• Growing talent pools in future Growth areas, e.g. nursing, residential care, etc.

• Enforcing a shift in leadership focus and behaviors

- Leading in a networked organization

- Reducing time managing businesses, focusing on developing distinctive business capabilities

• Widen labor pools and productivity among older generations

• Adjusting talent strategies and programs to longer working lives

• Retaining older workforces in customer facing roles to match increasing “silver economy”

So they build and implement a Human Capital Strategy to define a clear vision on how to build and enable distinctive capabilities and talent

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Key human capital levers for responding to trends and jumping the Talent and Capabilities “S” curve

Recognizing and integrating the power of social media, cloud technology and the norms of how work

will get done in the future

Improving leadership diversity, developing leadership at all levels within the organization and a common values-based framework that aligns

across culture, talent and organization

Operating ModelOperating ModelOperating ModelOperating Model

Culture/ValuesCulture/ValuesCulture/ValuesCulture/Values

LeadershipLeadershipLeadershipLeadership

TalentTalentTalentTalent

Attracting, developing and deploying top talent at the right location - matching supply and demand on a global scale; having a clear view of the workforce

of the future

Finding the right global operating model to balance varied growth needs in different regions;

building organization agility to adapt and respond and serve

Understanding what the high-performance organization looks like and a Human Capital

Strategy required to enable it

Talent management has become more complex and turbulent than ever before

� The pace of change at workplace level causes emergence of new skill requirements, obsolescence of qualifications, alteration of skills and competencies composition of occupations, multitasking and emergence of new and hybrid occupations, incidence of skill shortages and gaps.

� Global abundance but local scarcity of talent� Fewer young workers and more older workers� Rising demand for new skills with growing deficits in basic skills� More diverse workforces and more distributed workforces� New work arrangements and career expectations.

� HR faces challenges of managing resources in a dyna mic and changing environment , where skills are changing on an ongoing basis, resulting in a shortage of employable basic skills, with employees who place emphasis on work-life balance and career development, rather than lifetime engagement with one organization. Proactive talent management initiatives & framework are required and HR practices would need to support it.

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Knowledge and Jobs

Obsolescence

� Increasingly, talent is open to careers in all sectors and will frequently switch

not only jobs but also sectors as the proliferation of citizen sector and

government jobs continues – e.g. 18% of graduates from Harvard University

applied for jobs at Teach for America5

� Top-rated engineering & science graduates receive offers from a wider variety

of employers today (e.g. large consulting or technology firms, ...)

Employers seek:

� Critical thinking and asking the right questions

� Initiative and entrepreneurialism

� Leading work through influence

� Adaptability and learning skills

� Imaginative, engaged employees

Different Skill Set Required

� Jobs that exist today will not exist in the near future. Jobs that will be

prevalent in the near future do not exist yet today

� "I can guarantee the job I hire someone to do will change or may not exist

in the future, so this is why adaptability and learning skills are more

important than technical skills." - Clay Parker, BOC Edwards

Shrinking Pool of

Sought-after Talent

� Employers in some countries are having a though time filling jobs in spite

of higher unemployment in the global recession: e.g. in Germany, 35% of

employers are having difficulties filling jobs in 2009 vs. 27% in 20073

� Shrinking skills market. Capacity levels of technical staff is close to 100%

with less than 5% spare capacity in the industry as a whole 4

More Options

for Potential Employees

Different Values of Younger Workers

� "We are willing and not afraid to challenge the status quo. An environment

where creativity and independent thinking are looked upon as a positive is

appealing to people my age. We're very independent and tech savvy." -

Generation Y* Employee 6

� In 2009, only 45% of US employees were happy in their jobs, down from

61% in 19877

Sources: 1 Dataranking.com; 2 StatSA; 3Manpower, 4 South African Assoc of Consulting Engineers Dec 2006; 5Teach for America. 6 USA Today. 7Conference Board.

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New demands on talent require new thinking on talent management

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“I saw a problem in our stores with how we were unnecessarily creating waste by giving customers plastic shopping bags whether they needed them or not. So I formed a team with store managers, customer relations heads and other colleagues to develop a better approach. We came up with a new protocol for cashiers of asking ‘Would you like a bag with your purchase?’ After convincing our managers of our idea, we’ve now rolled it out in all our stores; we’re better stewarding the environment and also saving money .”

“I saw a need in our community for at-risk youth to have the opportunity to learn on-the-job skills while also having real-world work experience that can help them in their education and careers. So I got together with my colleagues in the catalogue department and we created a new program to recruit and support at-risk youth in catalogue sales . I worked with the HR team to design a learning/development program specially for these young people while at the same time giving them a voice and a role in starting their own initiatives in the organization. We’re developing quality employees while also having impact in the low-income communities .”

Changemaker talent now exists in every type of organization

A changemaker is an individual who, through his/her own ideas, initiatives and efforts, creates positive change

� Changemakers are driven both by a desire to address a need in their workplace or community and by a desire to mak e meaningful contributions for the greater good. They are problem solvers, have creative ideas, take initiatives, lead and/or engage others in their initiative, care about making a positive difference, have empathy, and view problems as an opportunity for creating positive change.

� “Leaders have to have the sensitivity, openness and skills to cope with new demands,

and to build it in to their business thinking and their own role...this is quite a dramatic

shift.” (Paul Bulcke, Nestle)

� “Future capabilities will be very different, and will put a premium on lateral thinking and

cross-functional, collaborative problem solving’”(Jeffrey Swartz, Timberland)

Team work

Entrepreneurship

Social-emotional intelligence

Leadership

Creative thinking

Empathy

Resilience

Ethical fiber

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* Source: Peter Cheese, Robert J. Thomas, & Elizabeth Craig.. The Talent Powered Organization:

Strategies for Globalization, Talent Management and High Performance. London: Kogan Page Limited.

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Talent Management is an organization's ability to cr eate and continuously optimize the talent resources needed to execute on business strategies

Business

Strategy

Business

Results

Workforce

Talent Strategy

Workforce

Performance

Results

Business/ Workforce Alignment

Workforce Innovation

Attract and source talent

Define

Talent needs

Develop

Talent potential

DeployTalent right place

right time

DiscoverAttract and

source talent

Changemakers will require the organization to rethink their talent management strategy

1. View problems as opportunities

Changemakers look at problems and see opportunities. Rather than shying away, they take on problems and enjoy both the journey and the end in problem-solving. changemakers know their opportunity comes from finding the solution.

2. Write their own job description

Changemakers want to set their own path in life. This means they figure out the jobs they need to do and they write their own job description. This does not mean that they ignore others (bosses, co-workers) and just do what they want. It means is they have a plan and a vision of where they want to go. The best changemakers get others around them play from the same score.

3. Challenge their fears

Going after big problems often means going where others have never ventured. This is scary. But changemakers keep focused on a bigger vision: the results will make the journey worthwhile. They build a team of allies and mentors to share in that vision and help them through the tough times.

4. Tend toward action

Changemakers dare to put their ideas into action, and continue to work through challenges and refine the plan until they reach success.

5. Leverage for maximum impact

Changemakers are able to shoot for big opportunities because they use their creativity and persuasiveness to get others to help. Changemakers figure out what they want to do first and then find the “jujitsu” – the lever they can pull to turn a small action into big impact.

Changemakers have characteristics that set them apart…

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6. Driven by impact for the greater good

Changemakers are motivated mostly by their attempt to answer the question: “How will the world be different because I am here.?


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…and have skills that are important in any line of work

Changemaker Skills Description

Entrepreneurship Have led change in society or in the institutions where they work. Have innovative and disruptive ideas that they see through to impact.

Leadership Have the ability to inspire people and bring them along with their idea. Know how to drive a team, how to build performance and achieve their plans by motivating and inspiring people.

Empathy Have the capacity to put themselves into another’s shoes to better understand their life, expectations and feelings so that they make the relationship work.

Teamwork Able to engage and work well with team members, and contribute successfully to making the whole greater than the sum of its parts.

Social-emotional intelligence

Smart and open in how they work with people; able to understand and connect with others. .

Creative thinking Can think forward and imagine. Can extend their minds and push forward from where they have been. Are very comfortable in working with a blank sheet of paper.

Resilience* Have the capacity to cope with difficult moments or failure, and despite the adversity will make the best out of challenges in their life and their work experiences.

Ethical fiber Are driving by ethics to do their work. They take ethics as a key criterion in how they set and meet their goals.

* More than 70% of 524 leaders questioned by Accenture state that resilience is a key factor to determine which are critical talents in their company. Source: Accenture Global Research 2010

”Women Leaders and Resilience: Perspectives from the C-Suite”


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� As a result of the perfect talent storm where demand outstrips supply of critical skills and leaders, there is a greater necessity for organizations to become more attractive to talented individuals and to build a c ulture of high performance, engagement and growth. Organizations can only compete for the best if they join the “Employer of Choice” band wagon and create a work environment that people really want to work and interact in. The rationale goes that the more attractive the organization is to potential and actual employees, t he higher level of skill and talent they will be able to attract and keep and th e better the performance and results will be.

� The explosive growth in access to information across the globe, the internet, job search sites and social networking and blogging sites, allows for talent to search and compare jobs and salary packages on a daily basis.

� Organizations would need to become more competitive with their range of employment offerings, flexible remuneration and benefits packages as well as the less tangible, softer factors such as the quality of leadership, communication, reputation, development opportunities, a great culture, health, safety and environment philosophies, and, very importantly, the mission and vision that drives the organization accompanied by the space and opportunity for their staff to take initiative and be changemakers. .

Attracting changemaker talent

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• Talent – in particular changemaker talent – is seeking meaning and purpose in their day-to-day job, and the space and support to take initiative.

• As talent across the board moves from sector to sector, considering all employer options, it creates greater competition for all talent.

gradual shift in power from employer to employee an d from employees being the highest cost to the greatest asset – who can afford to be more discerning and to shop around for the best value proposition.

• Over the last 20 years, there has been a

� While technology is changing the game of sourcing t alent, ultimate success requires new recruiting and sourcing strate gies, better ways to utilize the latest technologies, and more highly sk illed recruiters that are partners in the process .

� New methods for sourcing talent include leveraging social media for recruiting. Organizational leadership can actively encourage their current employees to connect internally and externally using social media while monitoring their reputation as an employer.

� At the far end of talent sourcing are the phenomena of “open sourcing” and “crowd sourcing” which enable organizations to source free brainpower via the internet. Some companies use these new sourcing methods:� Procter & Gamble posts problems on a website called InnoCentive, offering

cash rewards to more than 90,000 “solvers”.� Cambrian House applies a crowdsourcing model to identify and develop

profitable software ideas using a simple voting model.� A Swarm of Angels uses a swarm of subscribers to help fund, make,

contribute, and distribute a £1 million feature film using the internet and all digital technologies.

Sourcing Changemaker Talent

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� Sourcing talent is the process of proactively seeking out candidates to fill current or future positions with in an organization . It is a way to identify and attract not only those job candidates who are actively looking for new opportunities but also passive candidates, qualified individuals who are not seeking a new job opportunity.

Employers can both source and build the pool of changemakers by “upstreaming”

� Youth Venture is building a pipeline of changemaker talent and the bridge

between this new breed of talent and the employers that need them. YV inspires

and supports teams of young people to launch and lead their own civic-minded

organizations and businesses. Through the experience of social entrepreneurship

young people learn the critical skills of leadership, teamwork, empathy and

entrepreneurship, which will be critical to their success now and in the future.

� YV’s talent placement and employer engagement programs allow employers to

mentor and engage with the next generation of talent, thereby generating both

relationships and new insights into their future talent prospects.

� PPR – SolidarCité, PPR foundation founded in 2001, support social and citizen

initiatives and is mobilized around entrepreneurial initiatives focused on education

and integration. SolidarCité offers scholarships to award winners (a 50 000 € financial

support) with a human & professional mentorship ensured personally by leaders of

the Group. Award winners selection is based on 3 criteria: the entrepreneurial

qualities of the candidate, the project economic viability and its social value added.

Organization Initiative

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� The Renault Foundation actively participates in educating and developing young

talent. In collaboration with top university engineering programs they have created

specific M.B.A. and Master courses around mobility, electric vehicles and sustainable

transport.

� Sekem have just set up their own University – ‘Heliopolis University for Sustainable

Development’. It will open in Autum 2010 with bachelor courses focused around

organic agriculture, pharmacy, sustainable economics and engineering (renewable

energies, water management, mechatronics).

� It will help develop future generations with the appropriate skills and mindsets to

innovative and bring unique approaches for solving pressing community problems

ILLUSTRATIVE

� IQ Consult is developing both a new standard for how job applicants present their changemaker skills and other qualifications for a job but also a pathway for how they can attain these skills.


� Mozaik builds the bridge between traditionally overlooked talent from low-income/immigrant communities and employers that would benefit from the changemaker skill sets and mindsets of many of these talented individuals.

� Employers find that when they hire frequently overlooked changemaker talent their new hires are generally highly motivated to have impact and also to prove that they merited the risk of hiring them

� Living Transcript is a new initiative to capture systematically and present the changemaking experience, skills and accomplishments of any individual over time. The Living Transcript will be a living document that would replace the CV/resume.

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Meanwhile, social entrepreneurs are redefining standards of how people present their skills and how employers find and vet talent

ILLUSTRATIVE

� Leader function/roleLeader function/roleLeader function/roleLeader function/role: The leader function/role has to be redefined

� Management styleManagement styleManagement styleManagement style: Managers have to take into account not only the

culture but also the motivation, personality and values of people with

who they work.

� Employee empowermentEmployee empowermentEmployee empowermentEmployee empowerment: The scope of employees autonomy should be

enlarged and enterprises must give the opportunity to let people

contribute to key business decisions

� Professional and personal growth opportunities.Professional and personal growth opportunities.Professional and personal growth opportunities.Professional and personal growth opportunities. They value lifelong

learning.Employers should provide them with an internal or external

Mentor/Coach and offer them the possibility to impart themselves their

knowledge.. . . . Employers can retain workers longer -- while leveraging that

entrepreneurial sprit -- by developing incubator and intrapreneurship

programs and opportunities.

� Promotion systemPromotion systemPromotion systemPromotion system: Promotion has to be based on skills, emotional

intelligence (capacity to help others and make them grow) and not on

seniority. For managers, personal work must come a distant second to

developing employees both personally and professionally.

Organization may rethink the notions of work, hierarchy, accountability, work location, recognition, performance, etc.

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� The way of living & working of the new generation (generation Y) disturb

and put a stop to old managerial practices yet well set.

� In order to attract and retain «In order to attract and retain «In order to attract and retain «In order to attract and retain « changemaker» profiles, enterprises have changemaker» profiles, enterprises have changemaker» profiles, enterprises have changemaker» profiles, enterprises have

to make organization & management style evolving. to make organization & management style evolving. to make organization & management style evolving. to make organization & management style evolving.

A key factor in attracting & sourcing changemaker talent is having a well-articulated employee value proposition :

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• Company values • Employer image• Temps de travail

� Number of hours worked per week• Ways of collaboration• Social & societal engagements

Diversity / Handicap / Sustainable development

• Conducive environment for interacting, learning and having fun

• Opportunities to evolve horizontally, vertically and at national / international scale

• Transversal project opportunities • Training offer• Flexible jobs – depth & breadth • Qualifications, in-house bursary

schemes, graduate programs, apprenticeships, …

• On-the-job• Variety of career paths

• Means of transport / access� Average time of trip

• Location• Premises• Respect of private

life/professional life balance• Type of services offered at

work� Vacation subsidies discount

gym memberships, child care center, …

� Homeworking• Proposed technological tools

1. Work content

• Level of salary of young recruits• Level of training of young

people• Career management system• Performance management• Equitable reward & recognition

system (collective/ individual)• Motivational incentive schemes

for stretch results • Differentiated rewards for

superior performance and value • Team-based rewards and

incentives• flexible work arrangements,

• Management style� Number of meetings per

department and by week� Way of supervisory control

(participative/directive)� Degree of autonomy

• Flexibility in the organization• Ways of working• Relationship with other

employees• Nature of interactions with

clients• Nature of social climate

• Jobs type in the organization� Jobs with strong added value� Jobs implying innovation

• Nature of tasks to be carried out

• Associated status• Degree of autonomy of young

people� Number of executives aged

between 25 et 35 years old � Number of 25-35 years old

managing projects

2. People 3. Reward & Compensation

4. Work environment 5. Opportunities 6. Culture

� An improvement of the employees’ engagement� A management system more efficient and more adapted to the individual

employee’s expectations� A frame of reference to adapt and modify the HR policy

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� Ashoka realized that if it wanted to continue to reinvent itself and tackle new ambitious goals it needed its staff to reflect qualities of the social entrepreneurs as well as the historic opportunity it served. To attract social entrepreneurs to work for Ashoka instead of running their own venture, Ashoka has had to present itself as a challenge and a platform for entrepreneurs to start and run their system-change initiatives, rather than to fill a defined position.

� Ashoka is increasingly known as a platform and incubator of talent that other organizations seek to learn from (and even recruit from).


� Deloitte has created a 2-year placement program for Deloitte hires to work with a social entrepreneur after 1-2 years at Deloitte, with a soft commitment to come back afterwards. Employees have the opportunity to develop their changemaker skills while working on a cause they are passionate about.

� Thrivent Financial has a unique opportunity for entry-level employees that allows them to do a tour around the world to work on specific finance-related social impact projects while developing skills in problem-solving, communications, teamwork, leadership, etc.

Each organization will have a unique employee value proposition based on its culture and core competencies

ILLUSTRATIVE

Retaining changemaker talent through entrepreneurial growth inside the organization…

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� Becoming a staff of entrepreneurs means not only innovation, rapid adapting, and change, but it also means that employees are far less likely to sit still when it comes to staying with their employer.

� If an employer wants to retain its changemaker talent then it now has to figure out how to feed the entrepreneurial fire by giving the space and support for its employees to do what they love – taking init iative, mobilizing others and creating change for the greater good.

� A common refrain from changemaker employees is “I felt stifled in my job.” Or, “I didn’t feel like I was having any impact.” How can employers harness the innovation and entrepreneurship of its employees without stifling them or their quest for meaning and purpose in their work?

� As job security continues to decline and organizations are continually reinventing themselves and the jobs they hire for in order to keep pace with accelerating change, employment will become increasingly the equivalent of entrepreneurship. Each individual worker will beco me a “start up” – who will invent, adapt and reinvent their job regularly .

� The new generation will demand a shift away from "command and control" reporting lines to more cooperative-based leadership models that provi de greater autonomy and freedom of choice in the way work is performed.

� Now temporary, purpose-based worker groupings emerg e and flatter reporting structures are the upshot. Having a flat structure where everyone can talk to everyone encourages innovation.

� In addition, the organization will have to promote work in projects and on teams (not hierarchical). Project duration must be quite short.

� The pyramid management structure will have to be slowly be replaced by a networked organizational design which stands for the next evolutionary step for today's "matrixed" organization.

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� In a network structure work will be organized into projects, and, in turn, projects are grouped into portfolios (i.e., node in the network) of like kind. Execution of the projects within a portfolio will be performed by workers who are assigned to the portfolio, in a "Just-In-Time" fashion.

� Key knowledge workers may be permanently assigned t o a portfolio (so to allow for needed deep intimacy and understanding of a portfolio's particular subject matter), while others may be temporarily assigned to play a particular project role for a specified duration.

� This allows an organization to better leverage its subject matter expertise across all of its portfolios.

… Will likely catalyze organizational redesign

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Organizations of changemakers will have a unique path for each employee, who will work in teams rather than in a box.

� Employees’ desire for individuality, personal growt h, and self-realization require crafting tailored practices to bring out their best in a systematic, manageable, and thoughtful way

� The organizations have to develop & propose an offe r tailored to employees’ needs and desire to have the space and s upport to take initiative (in terms of training, recognition, compensation, decision-making, performance appraisals, etc.) for different types of employees, which has to be attractive and consistent with employees’ wishes in terms of professional and personal development, and impact.

� Organizations will move from HR-driven customization (e.g. workforce segmentation) toward employee-driven customization (e.g. peer-to-peer management and learning)

� The hierarchy of organizations will evolve from top-down to a “team of teams” structure , in which employees will join teams that achieve different organizational priorities, which intersect and work together in pursuing cross-cutting organizational goals.

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� In managing talent, most firms still use one-size-fits-all HR and management practices. With today's diverse workforces, this approach is preventing organizations from attracting, retaining, and leveraging top talent – especially highly entrepreneurial changemaker talent..

The unique employee path will evolve from segmentation to employee-defined personalization

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� “If companies can figure out a way to acknowledge and respect the uniqueness of each

person – and then figure out how to do that in a reliable and scalable way – we will

make an enormous impact on individual employees’ success and on our companies’

collective success. The paradox is that we need to establish a norm that is itself

abnormal.” Joe Kalkman, Leader of HR Centers of Excellence, Best Buy

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Organizations can foster a unique employee path in each aspect of HR management

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� Individual users define and often drive highly personalized practices like peer-to-peer learning through wikis, coaching and informal feedback that are woven into the fabric of business. HR encourages and supports them, rather than strictly defines them.

� HR supports individuals in defining their own perso nalized people practices

Ways to foster employee-defined personalization

Time Shift trading, Paid time off donations

Learning and innovation

P2P learning, knowledge markets, social networks, experience-based learning, simulated games

Recruiting Employee referrals, social networks, relationship recruiting

Compensation Job auctions

Performance feedback & recognition

Informal feedback/praise from manager or P2P

Workplace Workers define their environment

Mentoring & coaching

Traditional and self-coaching technology

Jobs & careers Bottom-up career path profilingEmployee-defined job titlesOpen talent market and horizontal social networksJob swapping and rotations

Retaining changemaker talent Selected strategies Selected strategies Selected strategies Selected strategies

� Employees work in a completely open environment so that novice employees can observe and shadow experienced employees.


� Uses wikis, blogs, communities of practice and other peer-generated content, like short videos that capture what experienced employees are doing.

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� Allows employees and external people wanting to work at Intel to post their ideal job and see if someone inside the company can create it.

� Anyone with a new project idea can propose it to a board of senior managers; approved projects are then posted on an internal network and anyone interested in the project is encouraged to volunteer to work on it. Project leaders build their teams from among these volunteers.

� Also has well-established open global electronic job-posting system that allows individual hiring employees and prospective job candidates to find one another

� The way to become a manager is by finding people that want to work for you.

Experience-Based or Peer-to-Peer Learning

Fluid & Customized Career Movement

ILLUSTRATIVE

Retaining changemaker talent Selected strategies (cont.)

� An employee can identify another employee and offer to swap jobs –they train one another and trade when ready.

� Lets new recruits roam through the company for a year, searching for the place that best suits their individual strengths and interests.


� Line managers get together at least twice a year to discuss many employees’ personal strengths, weaknesses and interests, as well as what new opportunities in other parts of the organization, or under the supervision of other managers, might best suit their employees.

� To support frequent informal feedback, provides information systems that permit managers and employees to record informal feedback confidentially

� Heavily used sports activities and networks are the primary way people communicate across boundaries to fluidly change jobs and share knowledge.

� Analyzes e-mail to determine what employees are doing and what they know. The system will then list people associated with certain topics in their knowledge data base so that others can find an expert on a particular area. If you are looking to connect with this expert, the system will then help you facilitate an introduction by telling you how many degrees of separation there are between you and the other person.

Informal feedback

Creating networks for fluid job movement & knowledge sharing

ILLUSTRATIVE

� Instead of creating pre-defined career paths, Taleo’s software lets you use transfer and promotion histories captured by the system to identify the actual career paths taken by others with similar skills, preferences and roles within the organization. Then employees can network with those employees, using trading card like profiles in a social network that identify people’s personal characteristics.

ILLUSTRATIVE

Retaining changemaker talent Selected strategies

� Staples and Ashoka have piloted a new program for managers to mentor young changemakers from the Ashoka network, with the idea that mentoring leads to changemaker skill development in both the mentee and the Staples manager. By offering greater exposure to changemakers, Staples and Ashoka hope to better equip managers to help changemaker talent thrive.

� Staples also changed its “Community Day” to encourage some of its employees to design and launch their own social impact ventures. The employees were accompanied by Ashoka’s young changemakers.


� Ben & Jerry’s created a “Scoopers Making Change” program to support the store employees (“scoopers”) to develop changemaker skills while creating community impact by designing, launching and leading their own social ventures. The scoopers were mentored by store managers and other staff and even engaged the company’s founders.

� Ben & Jerry’s gained greater loyalty from their scoopers while also benefiting from the problem-solving, leadership, communication, and other skills the scoopers developed.

� Best Buy makes an “Inspired Workforce“ central to its corporate and social change strategy. It encourages employees’ social change efforts by investing money in the employees’ projects, by encouraging employees to start their own internal initiatives (e.g. Geek Squad), by including social impact in employee’s performance reviews, and by giving room to each store team to be entrepreneurial.

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ILLUSTRATIVE

Social intrapreneurship

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Key elements to foster a changemaker culture in an organizationDefine the elements of your culture

� Companies need to focus innovation-related activities around the three principal elements of corporate culture: core values, beliefs, and norms.

Redefine the role of leaders�An important role of a company’s leaders is to communicate and reinforce the core values, beliefs, and norms of corporate culture. Company leaders also serve as role models to the employees who look to them to provide inspiration, support for their ideas, and the guidance required to excel.

Foster collaboration�Innovative ideas, by definition, rarely confine themselves to a single group, but instead require support throughout the company. For instance :

� Create a regular schedule of mini-conferences where internal groups present their ideas to one another.

� Have structured brainstorming sessions opened to all employees and between different business units.

Encourage employees and create recognition & reward programs�A truly innovative culture must make employees aware that the failure of a new idea or initiative will not affect their position within the firm�Individuals are generally driven by the excitement of seeing their ideas transformed into something of value: individuals’ incentives should include both financial and intrinsic incentives.

Create a change management team�The change management team’s primary responsibility is to obtain company-wide support for the change effort. The change management team should also be given the authority to allocate resources to specific strategic areas and to terminate projects that are deemed unnecessary

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Fostering a changemaker culture in an organization Selected strategies

3M has implemented with success an organizational culture that fosters innovation. Here are some of the recipes 3M used:

1.Recruiting and Retaining Talent – 3M recruits people who are creative andhave broad range of interests. It is thought that people with broad range of interests are willing to learn and explore new ideas. 3M codified six traits of innovative people in its recruitment brochure: Creativity, Broad interests, Self-motivated, Resourceful, Hard working, Problem solvers.2. Creating a Challenging Environment – New business units were spun off.These newly established divisions had to develop new products and find new markets independently. This “Renewal” process increased the diversification of 3M.3.Knowledge Sharing – 3M encourages staffs to network, interact and sharetheir knowledge and problem.4.Rewarding Innovation – 3M rewards its staff for being innovative. The dualcareer ladder paths allow technical staffs to be promoted to the role of vice-president level without taking administrative or managerial responsibilities.5.Mentors, Sponsors and Champions – 3M has a mentor, sponsor and champion program. Champions have strong credibility and are persuasive “lobbyists” for new ideas and products. They are willing to take risks and those successfully mentored often later successfully mentor others.6.“Give people room they need.” – Staffs are given time, incentives, jobsecurity and room to experiment. This is illustrated in the “15 Percent Rule” where technical staffs spend up to 15% of their time on projects of their own choosing or initiatives.

ILLUSTRATIVE

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Fostering a changemaker culture in an organization Selected strategies (cont.)

Google too has implemented with success an organizational culture which foster Google too has implemented with success an organizational culture which foster Google too has implemented with success an organizational culture which foster Google too has implemented with success an organizational culture which foster

innovation. Here are some of the recipes Google used:innovation. Here are some of the recipes Google used:innovation. Here are some of the recipes Google used:innovation. Here are some of the recipes Google used:

1.1.1.1. Free Thinking TimeFree Thinking TimeFree Thinking TimeFree Thinking Time – Google gives all engineers one day a week to develop

their pet projects. Such free days can be accumulated if work gets in the

way. 20% of a Google employees’ work week is spent on something that

interests them. It gives them a chance to try new things, and explore

different possibilities, and be innovative. The results have been spectacular.

Gmail, Google News, Google Maps, Orkut, and Google Earth, are all pet

projects of employees during their 20% time. Pet projects do not have to be

aligned with Google’s central mission. GoogleNews was produced in this

process.

2.2.2.2. The Idea as ListThe Idea as ListThe Idea as ListThe Idea as List – An idea list is available company-wide for the inputting

and vetting of thoughts on technology and business ideas.

3.3.3.3. Open Office HoursOpen Office HoursOpen Office HoursOpen Office Hours – Managers open their office for discussions with staffs

two to three times a week. The Google personalized homepage was

produced in this process.

4.4.4.4. Big Brain StormsBig Brain StormsBig Brain StormsBig Brain Storms – Brainstorming sessions consisting of about 100

engineers are conducted eight times yearly. In these sessions, six concepts

are pitched and discussed for ten minutes each. The goal is to build an

initial idea with at least one complimentary idea per minute.

5.5.5.5. Idea AcquisitionIdea AcquisitionIdea AcquisitionIdea Acquisition – Companies with interesting initiatives are acquired by

Google. The company Keyhole that it bought in 2004 allowed Google to offer

maps with satellite imagery in Google Earth

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ILLUSTRATIVE

Fostering a changemaker culture Selected strategies (cont.)

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� A 100-year old bank in Spain, Banca Civica has completely reinvented itself as a driving force for social change by co-creating with its customers a civic engagement strategy that involves each customer contributing 30% of the bank’s earnings from the customer’s accounts toward the social change initiative of the customer’s choosing. Employees take on a wide range of social change initiatives often in collaboration with the customers.

� The mentality and day-to-day work of Banca Civica employees is as much about leading initiatives to foster social impact as it is about providing financial services, which leads to a highly engaged, changemaker culture and a strong sense of mission and purpose


� Ashoka created a “Fail Fair” to celebrate and learn from each other’s failures. Ashoka staff members are given the opportunity to present and discuss their failures with the group and to draw lessons and new approaches from the experience.

� Ashoka employees are likely to fear failure and thus more likely to take risks and start new initiatives with the support and encouragement of co-workers.

� Boerhinger Ingelheim changed its performance evaluation from focusing almost entirely on sales/market share to now include 50% weight to innovation and sharing in the organization. Evaluations are done by both the manager and the peer group to encourage collegiality and sharing. Complementing this with new approaches to help employees develop their spark for changemaking.

� BI is making progress in reorienting leadership development, talent management and diversity. Through a new partnership with Ashoka, BI will enhance its efforts by leveraging the Ashoka changemaker network

ILLUSTRATIVE

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Tools Description

1. List of hiring criteria – Ashoka Lays out the criteria for Ashoka hires

2. Candidate interview scorecard– Ashoka

Provides a template for how interviewers assess the qualities of the candidate, based on Ashoka’s changemaker hiring criteria

3. Employment application –Ashoka

Contains all the questions Ashoka asks prospective hires to answer and other information when they apply

4. Reference check questionnaire – Ashoka

Lists the typical questions that Ashoka would ask a candidate’s references – a key part of Ashoka’s hiring

5. Selection Process –Ashoka

Describes the steps of the Ashoka hiring process for a candidate

6. Balance scorecard – Ashoka Evaluates and progresses staff based on their changemaking experience and impact

7. Performance review and agreement – Ashoka

Template performance review document for staff annual reviews and new performance agreement for the folloing year

8. The Living Transcript – Social entrepreneur Laura White

Changes the standard for how individuals present their experience, skills and qualifications in light of their changemaker skills, experience and impact

Appendix: Tools for changemaker organizations

1. List of hiring criteria – Ashoka

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2. Candidate interview scorecard – Ashoka

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3. Employment application – Ashoka (1/4)

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4. Reference check questionnaire – Ashoka (1/2)

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4. Reference check questionnaire – Ashoka (2/2)

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5. Selection process – Ashoka

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6. Balanced scorecard – Ashoka (1/3)

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7. Performance review & agreement –Ashoka (1/7)

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8. The Living Transcript (1/5)

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Contributors (1/2)

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Gretchen ZuckerExecutive Director, Ashoka’s Youth Venture

Gretchen Zucker is the Executive Director of Ashoka’s Youth Venture®, a global organization that cultivates the entrepreneurial, changemaker talent needed for the success of all parts of society –corporate, civil and government. She began her career focusing on development in Africa, first at USAID, then in the Ethiopian embassy in Washington, and later in the Ethiopian Investment Authority in Addis Ababa. Gretchen helped launch the US arm of Tigray Development Association, headquartered in Tigray, Ethiopia. She was co-founder of Her House, which designed, financed and built houses by women for single mothers and raised awareness of issues involving women and housing. She was also a management consultant with McKinsey & Co. And she led the Innovative Learning Initiative at Ashoka. Gretchen received a BA from Ohio State University, a Masters of Public Policy from the Kennedy School of Government at Harvard University, and an MBA from the Sloan School of Management at the Massachusetts Institute of Technology (MIT).

Armelle Carminati-RabasseHuman Capital & Diversity, global managing director

After 20 years of Consulting practice, coming from the position of Managing Director for Accenture’s European Retail, Armelle has been appointed in 2006 Human Capital & Diversity Global Managing Director for Accenture worldwide. From Nov. 2005 she joined the Executive Committee of Accenture France, as Vice-President for “Engagement & Diversity”, together with keeping leadership on the France women initiative of Accenture – “Accent sur Elles”. She is the Chair(wo)man of the Accenture Foundation in France and the President of the Diversity Committee of the MEDEF (the French CEOs union). She holds a Master of Engineering (Ecole Centrale de Lyon, France and Cornell University, USA) and has been honored as Chevalier de la Légion d’Honneur. She is married and has three children

Contributors (2/2)

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is Accenture’s Director of Corporate Citizenship Programs responsible for defining and driving measurable results of Accenture’s Corporate Citizenship strategy in the areas of community investment, environmental stewardship and transparency on non-financial performance. She has worked in sustainability since 2007 when she led a seventy-five person team of Accenture volunteers to win first place in the Net Impact Green Challenge competition. She subsequently became the company’s first US Eco Lead and a Sustainability Business Development lead driving top and bottom-line value for Accenture’s Communications & High Tech (CHT) clients through green data centers, sustainable supply chains, green product innovation and cleantech strategies.Prior to that, she spent ten years as a strategy consultant with Accenture, developing and implementing business strategies and performance management frameworks with clients in diverse sectors including government, nonprofit, communications & high tech, and financial services. She also played social intrapreneurial roles managing teams that launched a nonprofit consulting organization (www.newsector.org), the US Eco Program, and a patented Public Service Value ROI model and consulting practice area. She lives in Washington, DC, with her husband and daughter. .

Lisa H. Neuberger-FernandezDirector of Corporate Citizenship Programs, Accenture

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