insights from the 21st century talent sessions ashoka

8/3/2019 Insights From the 21st Century Talent Sessions Ashoka

1/59

Insights from the 21stCentury Talent Sessions at

Ashokas ChangemakersCampus: Paris 2011

ugust 2011 In collaboration with


2/59

ntroduction

n June 21-22, 2011, Ashoka brought together an unprecedented number of

hangemakers from across Europe and the globe to work together to tackle some ofe biggest challenges our society faces. One of the most critical and yet highly

olvable issues is how to prepare our global workforce to thrive in the turbulent

nd rapidly changing 21st century.

he rate of change in the information economy is accelerating so rapidly that many

pes of jobs and knowledge become obsolete every few years. Workers need to

invent themselves and continually adapt to the new societal patterns that are beinget as quickly as they are being disrupted. Employers must continually advance their

uman capital strategy and culture in order to stay ahead of all the change around

em.

new X factor for success in the workforce of the 21st century is the skill of

eing a changemaker. Changemakers see problems as opportunities and thrive onhange. But for an organization to identify, source, attract, retain and deploy such

lent, it has to understand who changemakers are and what makes them tick.

ccenture recognizes that skills like being a changemaker are a driver of

conomic empowerment for individuals and communities alike, and today, the

eed is even greater than ever to have the right skills to build confidence and

apabilities that will open doors to employment and independence. Accenture has set aoal for its corporate citizenship focus, Skills to Succeed by 2015, we will equip

50,000 people around the world with the skills to get a job or build a business

kill to Succeed reflects Accentures commitment to make a sustainable difference to

e long-term resilience of individuals, families and communities around the world.

What are changemakers looking for? What drives them? What skills and mindset do

ey bring to their work? What does this mean for the culture and mission of theganization?...This Insights document attempts to answer these and other

uestions by summarizing perspectives that some of the leaders in talent

anagement shared at the June 2011 Ashoka gathering. We are starting this

onversation on the topic of changemaker talent but look forward to continuing the

alogue with you by opening up other threads to round out the picture of how to evolve

uman capital strategies to embrace changemakers exploring topics such asadership, organizational structure, and culture


3/59

We live in a global economy

characterized by risk and volatility, that

s returning to growth

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) >

Short & Medium

TermHorizons 1 & 2 >Managing through the

recovery

Long TermHorizon 3 >

Riding the waves ofgrowth

Riskandvolatility

From Risk and Volatility to Growth

Source:New Waves of Growth, AccentureInstitute for High Performance, 2011

1. Harnessing the multi-speed recovery led by emerging markets

2. Managing in an era of trade tensions and currency wars

3. Facing post-crisis headwinds

4. Adapting to new customers and changed customers

5. Coping with higher inflation and facing new resource economy

6. Riding the waves of information communication technology and multi-disciplinary science


4/59

High Performing Organizations

ecognize that Talent is critical for

trategic advantage in this economy

Emerging

Market capital

Resource

Squeeze

Emerging

Consumers

ulti-technology

Future

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

xamples 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, focusingon 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 tomatch increasing silver economy


5/59

So they build and implement a Human CapitaStrategy to define a clear vision on how to

uild and enable distinctive capabilities andalent


6/59

Key human capital levers for responding to

rends and jumping the Talent and

Capabilities S curve

Recognizing and integrating the power of sociamedia, cloud technology and the norms of how w

will get done in the future

Improving leadership diversity, developingleadership at all levels within the organization and a

common values-based frameworkthat alignsacross culture, talent and organization

OperatingModel

Culture/Values

Leadership

Talent

Attracting, developing and deploying top talent atthe right location - matching supply and demand ona 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 regionsbuilding organization agility to adapt and respon

and serve

Understanding what the high-performanceorganization looks like and a Human Capital

Strategy required to enable it


7/59

Talent management has become moreomplex and turbulent than ever before

The pace of change at workplace level causes emergence of new skillrequirements, obsolescence of qualifications, alteration of skills andcompetencies composition of occupations, multitasking and emergence ofnew 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 dynamic and changingenvironment, where skills are changing on an ongoing basis, resulting in a

shortage of employable basic skills, with employees who place emphasis onwork-life balance and career development, rather than lifetime engagementwith one organization. Proactive talent management initiatives &

framework are required and HR practices would need to support it.


8/59

Knowledgeand Jobs

bsolescence

Increasingly, talent is open to careers in all sectors and will frequentlyswitch not only jobs but also sectors as the proliferation of citizen sectorand government jobs continues e.g. 18% of graduates from HarvardUniversity 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

DifferentSkill SetRequired

Jobs that exist today will not exist in the near future. Jobs that will beprevalent in the near future do not exist yet today

"I can guarantee the job I hire someone to do will change or may notexist in the future, so this is why adaptability and learning skills aremore important than techn ical skills." - Clay Parker, BOC Edwards

ShrinkingPool of

Sought-after

Talent

Employers in some countries are having a though time filling jobs inspite of higher unemployment in the global recession: e.g. in Germany,35% of employers are having difficulties filling jobs in 2009 vs. 27% in20073

Shrinking skills market. Capacity levels of technical staff is close to100% with less than 5% spare capacity in the industry as a whole 4

MoreOptions

or PotentialEmployees

DifferentValues ofYoungerWorkers

"We are willing and not afraid to challenge the status quo. Anenvironment where creativity and independent thinking are looked uponas a positive is appealing to people my age. We're very independentand 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;

3

Manpower,

4

South African Assoc of Consulting EngineersDec 2006; 5Teach for America. 6 USA Today. 7Conference Board.

New demands on talent require new thinking

n talent management


9/59

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 withstore 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 managersof our idea, weve now rolled it out in all

our stores; were 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 theireducation and careers. So I got together with

my colleagues in the catalogue departmentand we created a new program to recruit

and support at-risk youth in catalogue

sales. I worked with the HR team to design alearning/development program specially for

these young people while at the same timegiving them a voice and a role in starting their

own initiatives in the organization. Were

developing quality employees while alsohaving impact in the low-income

communities.

Changemaker talent now exists in every typef organization


10/59

A changemaker is an individual who, through

is/her own ideas, initiatives and efforts,

reates positive changeChangemakers are driven both by a desire to address a need intheir workplace or community and by a desire to make

meaningful contributions for the greater good. They are problem

solvers, have creative ideas, take initiatives, lead and/or engageothers in their initiative, care about making a positive difference, have

empathy, and view problems as an opportunity for creating positivechange.

Leaders have to have the sensitivity, openness and skills to cope with newdemands, and to build it in to their business thinking and their own role...this is quitea dramatic shift. (Paul Bulcke, Nestle)

Future capabilities will be very different, and will put a premium on lateral thinkingand cross-functional, collaborative problem solving(Jeffrey Swartz, Timberland)

Team work

ntrepreneurship

ocial-emotionalintelligence

Leadership

Creative thinki

Empathy

Resilience

Ethical fiber

0


11/59

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

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

alent Management is an organization's ability to create and continuously optimize

e talent resources needed to execute on business strategies

Business

Stra

tegy

Business

Results

Wor

kforce

TalentStrategy

Workforce

Perfo

rmance

Re

sults

Business/ Workforce Alignment

Workforce Innovation

Attractand source

talent

Define

Talentneeds

Dev

elop

Talentpotential

DeployTalent right place

right time

DiscoverAttract andsource talent

Changemakers will require the organization

o rethink their talent management strategy


12/59

1. View problems as opportunities

Changemakers look at problems and see opportunities. Rather than shying away, they take onroblems and enjoy both the journey and the end in problem-solving. changemakers know theirpportunity 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 too and they write their own job description. This does not mean that they ignore others (bosses,o-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. Buchangemakers keep focused on a bigger vision: the results will make the journey worthwhile. Th

build a team of all ies 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 andefine the plan until they reach success.

5. Leverage for maximum impact

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

Changemakers have characteristics

hat set them apart

2

6. Driven by impact for the greater good

Changemakers are motivated mostly by their attempt to answer the question: How will the wor

be different because I am here.?

Attractand source

talent

Define

Talentneeds

Develop

T

l

i l

DeployTalent rightplace right

time



13/59

3

and have skills that are

mportant 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 theysee 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 andinspiring people.

Empathy Have the capacity to put themselves into anothers shoes

to better understand their life, expectations and feelingsso 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

ntelligence

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 verycomfortable in working with a blank sheet of paper.

Resilience* Have the capacity to cope with difficult moments orfailure, and despite the adversity will make the best outof 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 surveyed by Accenture report that resilience is a key factor indetermining who to retain in their company. Source: Accenture Global Research 2010 Women

Leaders and Resilience: Perspectives from the C-Suite

Attractand source

talent

Define

Talentneeds

Develop

T

l

i l

DeployTalent rig ht place

righ t time



14/59

As a result of the perfect talent storm where demand outstrips supply of critical skillsand leaders, there is a greater necessity for organizations to become more

attractive to talented individuals and to build a culture 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 theorganization is to potential and actual employees, the higher level of skill and

talent they will be able to attract and keep and the 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 andcompare jobs and salary packages on a daily basis.

Organizations would need to become more competitive with their range ofemployment 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 andenvironment 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

4

Talent in particular changemaker talent is seeking meaning

and purpose in their day-to-day job, and the space and supportto 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 and from employeesbeing the highest cost to the greatest asset who can afford to be morediscerning and to shop around for the best value proposition.

Over the last 20 years, there has been a


15/59

While technology is changing the game of sourcing talent, ultimate

success requires new recruiting and sourcing strategies, better ways toutilize the latest technologies, and more highly skilled 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 toconnect internally and externally using social media while monitoring theirreputation as an employer.

At the far end of talent sourcing are the phenomena of open sourcing andcrowd 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 developprofitable 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

5

Sourcing talent is the process of proactively seeking out

candidates to fill current or future positions within anorganization. It is a way to identify and attract not onlythose job candidates who are actively looking for new

opportunities but also passive candidates, qualifiedindividuals who are not seeking a new job opportunity.


16/59

Employers can both source anduild 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.

YVs 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 SolidarCit, PPR foundation founded in 2001, support social and citizen

initiatives and is mobilized around entrepreneurial initiatives focused on education

and integration. SolidarCit offers scholarships to award winners (a 50 000 financia

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

The Renault Foundation actively participates in educating and developing young

talent. In collaboration with top university engineering programs they have createdspecific M.B.A. and Master courses around mobility, electric vehicles and sustainable

transport.

Sekem have just set up their own UniversityHeliopolis 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

ILLUSTRATIV

6


17/59

IQ Consult is developing both a new standard for how job applicantspresent their changemaker skills and other qualifications for a job butalso a pathway for how they can attain these skills.


Mozaik builds the bridge between traditionally overlooked talent fromlow-income/immigrant communities and employers that would benefitfrom the changemaker skill sets and mindsets of many of these talentedindividuals.

Employers find that when they hire frequently overlooked changemaketalent their new hires are generally highly motivated to have impact and

also to prove that they merited the risk of h iring them

Living Transcript is a new initiative to capture systematically and presenthe changemaking experience, skills and accomplishments of anyindividual over time. The Living Transcript will be a living document thawould replace the CV/resume.

7

Meanwhile, social entrepreneurs

re redefining standards of how

eople present their skills and howmployers find and vet talentILLUSTRATIV


18/59

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

Management style: Managers have to take into account not only theculture but also the motivation, personality and values of people with

who they work. Employee 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.They value

lifelong learning.Employers should provide them with an internal orexternal Mentor/Coach and offer them the possibility to impart

themselves their knowledge.. Employers can retain workers longer --

while leveraging that entrepreneurial sprit -- by developing incubatorand intrapreneurship programs and opportunities.

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

intelligence (capacity to help others and make them grow) and not onseniority. For managers, personal work must come a distant secondto developing employees both personally and professionally.

Organization may rethink the notionsf work, hierarchy, accountability,

work location, recognition,erformance, etc.

8

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 changemaker profiles,

enterprises have to make organization & management styleevolving.


19/59

A key factor in attracting &ourcing changemaker talent is

aving a well-articulated employeealue proposition :

9

Company values

Employer image Temps de travail Number of hours worked per we

Ways of collaboration Social & societal engagements

Diversity / Handicap /Sustainable development

Conducive environment forinteracting, learning and havinfun

Opportunities to evolve

horizontally, vertically and atnational / 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 tripLocationPremisesRespect of privatelife/professional life balanceType of services offered atwork Vacation subsidies discount

gym memberships, child carecenter,

Homeworking

Proposed technological tools

1. Work content

Level of salary of young recrui Level of training of young

people Career management system Performance management Equitable reward & recognition

system (collective/ individual) Motivational incentive scheme

for stretch results Differentiated rewards for

superior performance and valu 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 otheremployees 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 carriedoutAssociated statusDegree of autonomy of youngpeople

Number of executives agedbetween 25 et 35 years old

Number of 25-35 years oldmanaging projects

2. People 3. Reward & Compensatio

4. Work environment 5. Opportunities 6. Culture

An improvement of the employees engagement

A management system more efficient and more adapted to the individualemployees expectations

A frame of reference to adapt and modify the HR policy


20/59

0

Ashoka realized that if it wanted to continue to reinvent itself and tacklenew ambitious goals it needed its staff to reflect qualities of the socialentrepreneurs as well as the historic opportunity it served. To attract

social entrepreneurs to work for Ashoka instead of running their ownventure, Ashoka has had to present itself as a challenge and a platform

for entrepreneurs to start and run their system-change in itiatives, ratherthan to fill a defined position.

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


Deloitte has created a 2-year placement program for Deloitte hires towork with a social entrepreneur after 1-2 years at Deloitte, with a softcommitment to come back afterwards. Employees have the opportunityto develop their changemaker skills wh ile working on a cause they arepassionate about.

Thrivent Financial has a unique opportunity for entry-level employees

that allows them to do a tour around the world to work on specificfinance-related social impact projects while developing skills in problemsolving, communications, teamwork, leadership, etc.

Each organization will have anique employee value

roposition based on itsulture and core competenciesILLUSTRATIV


21/59

Retaining changemaker talent

hrough entrepreneurial growth

nside the organization

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 figureout how to feed the entrepreneurial fire by giving the space and supportfor its employees to do what they love taking initiative, mobilizing otherand creating change for the greater good.

A common refrain from changemaker employees is I felt stifled in my job. Or, didnt feel like I was having any impact. How can employers harness theinnovation 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 reinventin

themselves and the jobs they hire for in order to keep pace with acceleratingchange,employment will become increasingly the equivalent ofentrepreneurship. Each individual worker will become a start up who

will invent, adapt and reinvent their job regularly.


22/59

The new generation will demand a shift away from "command and control"

reporting lines to more cooperative-based leadership models that providegreater autonomy and freedom of choice in the way work is performed.

Now temporary, purpose-based worker groupings emerge and flatter

reporting structures are the upshot. Having a flat structure where everyonecan 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 stepfor today's "matrixed" organization.

2

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 areassigned to the portfolio, in a "Just-In-Time" fashion.

Key knowledge workers may be permanently assigned to a portfolio (so to

allow for needed deep intimacy and understanding of a portfolio's particularsubject matter), while others may be temporarily assigned to play aparticular project role for a specified duration.

This allows an organization to better leverage its subject matter expertiseacross all of its portfolios.

Will likely catalyze

rganizational redesign


23/59

Organizations of changemakerswill have a unique path for each

mployee, who will work in

eams rather than in a box.

Employees desire for individuality, personal growth, 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 offer tailored toemployees needs and desire to have the space and support to take

initiative (in terms of training, recognition, compensation, decision-making,performance appraisals, etc.) for different types of employees, which has to beattractive 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-peermanagement and learning)

The hierarchy of organizations will evolve from top-down to a team ofteams structure, in which employees will join teams that achieve differentorganizational priorities, which intersect and work together in pursuing cross -

cutting organizational goals.

3

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 especiallyhighly entrepreneurial changemaker talent..


24/59

The unique employee path willvolve from segmentation to

mployee-defined personalization

24

If companies can figure out a way to acknowledge and respect the uniqueness ofeach person and then figure out how to do that in a reliable and scalable way wewill 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

4


25/59 25

Organizations can foster a

nique employee path in each

spect of HR management

5

Individual users define and often drive highly personalized practices

like peer-to-peer learning through wikis, coaching and informalfeedback that are woven into the fabric of business. HR encouragesand supports them, rather than strictly defines them.

HR supports individuals in defining their own personalized

people practices

Ways to foster employee-defined personalization

Time Shift trading, Paid time off donations

Learning andinnovation

P2P learning, knowledge markets, social networks,

experience-based learning, simulated games

Recruiting Employee referrals, social networks, relationship

recruitingCompensation 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 profiling

Employee-defined job titlesOpen talent market and horizontal social networks

Job swapping and rotations


26/59

Retaining changemaker talentelected strategies

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


Uses wikis, blogs, communities of practice and other peer-generatedcontent, like short videos that capture what experienced employeesare doing.

6

Allows employees and external people wanting to work at Intel to posttheir 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 seniormanagers; approved projects are then posted on an internal networkand anyone in terested in the project is encouraged to volunteer to woron it. Project leaders build their teams from among these volunteers.

Also has well-established open global electronic job-posting systemthat allows individual hiring employees and prospective job candidatesto find one another

The way to become a manager is by finding people that want to workfor you.

xperience-Based or Peer-to-Peer Learning

uid & Customized Career Movement

ILLUSTRATIVE


27/59

Retaining changemaker talentelected strategies (cont.)

An employee can identify another employee and offer to swap jobsthey train one another and trade when ready.

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


Line managers get together at least twice a year to discuss manyemployees personal strengths, weaknesses and interests, as well as

what new opportunities in other parts of the organization, or under thesupervision of other managers, might best suit their employees.

To support frequent informal feedback, provides information systemsthat permit managers and employees to record informal feedbackconfidentially

Heavily used sports activities and networks are the primary way peoplecommunicate across boundaries to flu idly change jobs and shareknowledge.

Analyzes e-mail to determine what employees are doing and what theyknow. The system will then list people associated with certain topics intheir knowledge data base so that others can find an expert on aparticular area. If you are looking to connect with this expert, thesystem will then help you facilitate an in troduction by telling you how

many degrees of separation there are between you and the otherperson.

nformal feedback

reating networks for fluid job movement & knowledge sharing

ILLUSTRATIV

Instead of creating pre-defined career paths, Taleos software lets youuse transfer and promotion histories captured by the system to identifythe actual career paths taken by others with similar skills, preferencesand roles within the organization. Then employees can network withthose employees, using trading card like profiles in a social network

that identify peoples personal characteristics.

ILLUSTRATIVE


28/59

Retaining changemaker talentelected strategies

Staples and Ashoka have piloted a new program for managers to mentoyoung changemakers from the Ashoka network, with the idea thatmentoring leads to changemaker skill development in both the mentee

and the Staples manager. By offering greater exposure tochangemakers Staples and Ashoka hope to better equip managers to

help changemaker talent thrive.

Though time-intensive to manage, the mentoring relationships have beevalued by both mentor and mentee.


Ben & Jerrys created a Scoopers Making Change program to

support the store employees (scoopers) to develop changemaker

skills while creating community impact by designing, launching andleading their own social ventures. The scoopers were mentored bystore managers and other staff and even engaged the companys

founders.

Ben & Jerrys gained greater loyalty from their scoopers while also

benefiting from the problem-solving, leadership, communication, andother skills the scoopers developed.

Best Buy makes an Inspired Workforce central to its corporate andsocial change strategy. It encourages employees social change efforts

by investing money in the employees projects, by encouragingemployees to start their own internal in itiatives (e.g. Geek Squad), byincluding social impact in employees performance reviews, and by givin

room to each store team to be entrepreneurial.

8

ILLUSTRATIVE

ocial intrapreneurship


29/59 299

Key elements to foster a

hangemaker culture in an

rganizationefine the elements of your culture

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

edefine the role of leaders

An important role of a companys leaders is to communicate and reinforce theore values, beliefs, and norms of corporate culture. Company leaders also serves role models to the employees who look to them to provide inspiration, support

r their ideas, and the guidance required to excel.

oster collaboration

Innovative ideas, by definition, rarely confine themselves to a single group, but

stead 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 andbetween different business units.

ncourage employees and create recognition & reward programs

A truly innovative culture must make employees aware that the failure of a newea or initiative will not affect their position within the firm

Individuals are generally driven by the excitement of seeing their ideasansformed into something of value: individuals incentives should include bothnancial and intrinsic incentives.

reate a change management team

The change management teams primary responsibility is to obtain company-de support for the change effort. The change management team should also be

ven the authority to allocate resources to specific strategic areas and torminate projects that are deemed unnecessary


30/59 300

Fostering a changemaker culture in

n organizationelected 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 ofinnovative 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 newmarkets 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 persuasivelobbyists 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 Rulewhere technical staffs spend up to 15% of their time on projects of their own

choosing or initiatives.

ILLUSTRATIV


31/59 31

Fostering a changemaker culture in

n organizationelected strategies (cont.)

Google too has implemented with success an organizational culture

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

1. Free Thinking Time Google gives all engineers one day a week todeveloptheir pet projects. Such free days can be accumulated if work

gets in the way. 20% of a Google employees work week is spent onsomething that interests them. It gives them a chance to try new things,

and explore different possibilities, and be innovative. The results havebeen spectacular. Gmail, Google News, Google Maps, Orkut, andGoogle Earth, are all pet projects of employees during their 20% time.

Pet projects do not have to be aligned with Googles central mission.

GoogleNews was produced in this process.2. The Idea as List An idea list is available company-wide for the

inputting and vetting of thoughts on technology and business ideas.

3. Open Office Hours Managers open their office for discussions with

staffstwo to three times a week. The Google personalized homepagewas produced in this process.

4. Big Brain Storms Brainstorming sessions consisting of about 100

engineersare conducted eight times yearly. In these sessions, sixconcepts are pitched and discussed for ten minutes each. The goal is tobuild an initial idea with at least one complimentary idea per minute.

5. Idea Acquisition Companies with interesting initiatives are acquired

byGoogle. The company Keyhole that it bought in 2004 allowed Googleto offer maps with satellite imagery in Google Earth

ILLUSTRATIV

ILLUSTRATIV


32/59

Fostering a changemaker cultureelected strategies (cont.)

22

A 100-year old bank in Spain, Banca Civica has completely reinventeditself as a driving force for social change by co-creating with itscustomers a civic engagement strategy that involves each customercontributing 30% of the banks earnings from the customers accounts

toward the social change initiative of the customers choosing.

Employees take on a wide range of social change initiatives often incollaboration with the customers.

The mentality and day-to-day work of Banca Civica employees is asmuch about leading initiatives to foster social impact as it is aboutproviding 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 others

failu res. Ashoka staff members are given the opportun ity to present andiscuss their failures with the group and to draw lessons and newapproaches from the experience.

Ashoka employees are likely to fear failure and thus more likely to takerisks and start new initiatives with the support and encouragement of co

workers.

Boerhinger Ingelheim changed its performance evaluation from focusinalmost entirely on sales/market share to now include 50% weight to

innovation and sharing in the organization. Evaluations are done by botthe 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, talentmanagement and diversity. Through a new partnership with Ashoka, Bwill enhance its efforts by leveraging the Ashoka changemaker network

ILLUSTRATIV


33/59


34/59

. List of hiring criteria Ashoka

4


35/59

. Candidate interview scorecard Ashoka

5


36/59

. Employment application Ashoka (1/4)

6


37/59


7


38/59


8


39/59


9


40/59

. Reference check questionnaire Ashoka1/2)

0


41/59

. Reference check questionnaire Ashoka2/2)


42/59

. Selection process Ashoka

2


43/59

3

. Balanced scorecard Ashoka (1/3)


44/59

4



45/59

5



46/59

6

. Performance review & agreement

Ashoka (1/7)


47/59

7


Ashoka (2/7)


48/59

8


Ashoka (3/7)


49/59

9


Ashoka (4/7)


50/59

0


Ashoka (5/7)


51/59

7. Performance review & agreement

Ashoka (6/7)


52/59

2


Ashoka (7/7)


53/59

3

. The Living Transcript (1/5)


54/59

4

8. The Living Transcript (2/5)


55/59

5

8. The Living Transcript (3/5)


56/59

6



57/59

7



58/59

Contributors (1/2)

8

Gretchen ZuckerExecutive Director,Ashokas Youth Venture

Gretchen Zucker is the Executive Director ofAshokas YouthVenture, a global organization that cultivates the entrepreneurial,changemaker talent needed for the success of all parts of societycorporate, civil and government. She began her career focusing ondevelopment in Africa, first at USAID, then in the Ethiopianembassy in Washington, and later in the Ethiopian InvestmentAuthority 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 andbuilt houses by women for single mothers and raised awareness ofissues involving women and housing. She was also a managementconsultant with McKinsey & Co. And she led the InnovativeLearning Initiative at Ashoka. Gretchen received a BA from OhioState University, a Masters of Public Policy from the KennedySchool of Government at Harvard University, and an MBA from theSloan School of Management at the Massachusetts Institute ofTechnology (MIT).

Armelle Carminati-Rabasse

Human Capital & Diversity, global managing director

After 20 years of Consulting practice, coming from the position ofManaging Director for Accentures European Retail, Armelle has

been appointed in 2006 Human Capital & Diversity Global ManagingDirector for Accenture worldwide. From Nov. 2005 she joined theExecutive Committee of Accenture France, as Vice-President for

Engagement & Diversity, together with keeping leadership on theFrance women initiative of AccentureAccentsur Elles. She is theChair(wo)man of the Accenture Foundation in France and thePresident of the Diversity Committee of the MEDEF (the FrenchCEOs union). She holds a Master of Engineering (Ecole Centrale deLyon, France and Cornell University, USA) and has been honored asChevalier de la LgiondHonneur. She is married and has threechildren


59/59

Contributors (2/2)

As Director of Corporate Citizenship Programs, Lisa is responsible for defining anddriving measurable results of Accentures corporate citizenship strategy in the areas ofSkills to Succeed, environmental stewardship, and transparency on non-financialperformance. She has worked in sustainability since 2007 when she led a seventy-fiveperson team of Accenture volunteers to win first place in the Net Impact Green Challencompetition. She subsequently became the companys first US Eco Lead and a

Sustainability Business Development lead driving top and bottom-line value for

Accentures Communications & High Tech (CHT) clients through green data centers,sustainable supply chains, green product innovation and cleantech strategies.Prior tothat, she spent ten years as a strategy consultant with Accenture, developing andimplementing business strategies and performance management frameworks with cliein diverse sectors including government, nonprofit, communications & high tech, andfinancial services. She also played social intrapreneurial roles managing teams thatlaunched a nonprofit consulting organization (www.newsector.org), the US Eco Prograand a patented Public Service Value ROI model and consulting practice area.

She lives in Washington, DC, with her husband and daughter.

.

Lisa H. Neuberger-Fernandez

Director of Corporate Citizenship Programs, Accenture

As Corporate Citizenship Manager for France & Benelux , Ericka is responsible fordefining and driving Corporate citizenship programs in alignment with the Skills toSucceed & environmental stewardship strategy. She has joined the CorporateCitizenship team in last March, after 4 years of consulting within the Talent &

Organization Performance practice with consulting missions mainly for product industryclients. She holds a Master of Business with a specialization in Human Performancemanagement. She lives in Paris and is single.

Ericka Cogne

Corporate citizenship manager, Accenture
http://www.newsector.org/http://www.newsector.org/

insights from the 21st century talent sessions ashoka

Documents