To achieve and sustain superior organisational performance, we need to create a culture in which people are empowered to grow and develop as the company moves through change.
Steering the course towards human-centric practices, demands a different mindset that fully harnesses the human dimension within the company’s eco-system.
When we value the inner dynamics at play, giving shape to higher motivation and purpose weaving with meaningful work, we are in fact rekindling the internal organisational’s engine: Re-thinking about the people experience (PX) from a human lens means to embrace innovation to unlock creativity, to build collaboration at the core and to create a learning culture where continuous improvement and growth act as propellers to unlocking human potential across the entire organisation.
People development by design bridges between the needs of the business and those of its people. It is a shifting paradigm built around the whole person, and the whole organisation as a result.
Designing and mapping out development facilitates internal transformation, progressively sustaining growth-oriented behaviours that pave the way to greater and measurable value creation within the company.
Being intentional about growing talent, signifies offering opportunities to individuals, teams and the whole organisations to develop and improve.
Humanising the people experience brings the element of upskilling to the forefront of the learning and development agenda, heightening self-awareness through autonomy and elevating organisation’s capability: Individual contribution becomes meaningful, working in synergy with the mission and the strategic goals of the organisation.
Instead of relying exclusively on performance management (PM) systems, intentional human interaction should be central to development; individual needs and future growth plans would take centre-stage in one-to-one and team meetings conversations, enabling open dialogue, celebrating milestones whilst co-creating and inspiring solutions on identified challenges.
Iterating trust-based conversations as a means towards future growth, will allow dormant layers of human potential to be freed up, new insights to emerge and breakthroughs to happen.
In today’s VUCA’s World, change has become the new normal. The ability to grow at scale whilst navigating the ongoing complexity calls for a human-centric organisational environment in which greater potential for innovation can be unlocked.
Cross-functional collaboration speeds up and supports higher engagement and motivation while gradually removing barriers to growth.
By now, we have all heard about how “The great resignation” is acting as catalyst for change within the organisation.
Time is mature to press the “reset” button, to re-energise and re-engage your people by sparking self-reflection to create a culture where people connect to the company’s journey from a place of inner motivation, bringing to light what drives them, what makes them do what they do and ensure they can fully show up as themselves to enjoy the work they do.
Listening deeply to your people, sets the stage for approaching internal change from a place of openness, transparency, and clarity which will lead to solving internal challenges and emerging change creatively and collaboratively, ultimately elevating trust across the organisation.
Agile methodologies facilitate transformation as to their inherent human-centred and collaborative dimensions: Working collectively to solve existent challenges through testing and iteration generates trust and a climate based on mutual respect.
Evaluating and measuring to prototype solutions, will improve engagement and increase motivation amongst your people, resulting in quantifiable performance outputs.
Humanising the people experience will bring about meaningful people experiences throughout the full cycle of the people journey, forming clear career paths, unleashing untapped human potential within the organisation while enabling everyone to play active role in driving forward business success and growth, ultimately producing higher productivity.
Some of the top findings from the latest research by Deloitte (2018), show that “…individuals and teams drive high-impact performance management through effective feedback and in-the-flow development; Leaders in high-performing organizations play a human-centred role in creating the conditions for workforce success, and high-performing organizations use technology to embed performance and development activities into the flow of work.” (Top Findings from High-Impact Performance Management Research Report, Deloitte, 2018)
How can you deliver significantly more value to your people so that they can help you deliver today’s and tomorrow’s business goals?
