PlusOne – Marketing Musings » Unleashing Genius in the New World of Work

By Alastair Rylatt – Excel Human Resource Development

Copy of article written by Alastair Rylatt which appeared in the HR Monthly Magazine

Silly as it might seem, the Human Resource Profession must find answers to a new world of work that is radically different to the one we knew in the past. As it is painfully obvious, we can no longer rely on the luxury of a stable workforce to get the job done. The modern workplace is becoming highly organic and transitionary and we increasingly dependent on people who are not full time employees. Today’s business development and professional survival is increasingly reliant on how well we can stimulate relationships, energise alliances and enthuse people with whom we have little or no control over.

Securing Velcro Commitment

As a speaker at a past Californian Career Conference, astutely highlighted, relationships in the new world of work have become increasingly ‘velcro’ in nature. Where people and organisations are constantly forming and reforming a number of projects concurrently while also juggling the expectations of people at the same time. Although the transient world of multiple projects, reporting channels and partnerships can be tiring, as well as exciting, it is a trend which is here to stay. To survive in the new world of work, people everywhere will need to foster and develop the skills of interdependence, knowledge enhancement, visioning, trustworthiness and resilience.

While decision makers need to understand the dynamics of commitment so does the individual career strategist or employee. To do this people need to promote their personal ability to be resourceful, portable and receptive to ever evolving challenges, while also obtaining greater meaning, balance and fulfillment in ones’ life. Thereby moulding an employer/ contributor relationship which is synergetic and consultative and where all parties see the promotion of self esteem, dignity and professionalism as everybody’s responsibility.

Sowing seeds for renewal

Given the future of constant restructuring and virtual organisations, the Human Resources must do some serious re-thinking on how talent can be best nurtured and inspired. Greater emphasis needs to be placed in developing cleverer strategies that better captures, shares and celebrates knowledge within a wider range of contributors. In suggesting this tact, we are not forgetting full time employees but we are supplementing their contribution with others who could also have an important role in on-going renewal and innovation. Parties such as part time employees, seasonal workers, benchmark partners, joint ventures, internet contacts, past employees and professional contacts all could play an important part in business development and inspiration. In the final ‘wash up’ the level of optimism and expertise for the future will depend on a large degree on the quality of relationships which are sustained within this ever increasing ocean of possibility.

Championing calm reflection

Promoting exchange and commitment within a complex web of contributors is no easy task. Part of the answer lies in promoting greater calmed reflection and analysis. It is only then that the assumptions that filter our view of our potential are uncovered. Greater efforts need to made to deal with the demons of uncertainty, ambiguity and confusion which run havoc in everyday workplaces. To overcome this, the new world of work must learn to be more reflective and go past discussing the here and now and spend more time and energy examining peoples’ feelings, values, motivations and expectations. Whether it is organising team learning processes that stimulate dialogue and suspension of premature judgement, or it is developing the daily practice of completing a reflective journal, we need to step away from frenzied chaos and champion people who demonstrate critical thinking skills and innovation.

Where to from here ?

As we search out and find the missing pieces that can enhance knowledge capability, it is worthwhile to remind ourselves of a number of key principles.

All knowledge has a built in life cycle. What is best practice today, will not be in the future. Human resources must promote the quality of debate between strategic alliances which ensures that information used to make decisions is relevant, valid and contemporary.
Articulating what we trying to become is vital to renewal. Plans and dreams need to be carefully expressed and explained so that people can see how they can fit in and how they can positively contribute. We need to back up our vision with programs and actions that stimulates on-going ingenuity, innovation and empowerment.
We will only survive as a profession if we foster the sharing of collective wisdom, while also smashing down barriers that contaminate networking and information exchange. While also studiously campaigning for better alignment of business and human resource strategies that promotes this cause.
Long term individual contribution can only be sustained if we look at each person holistically. That means developing self understanding of spiritual, intellectual, emotional and physical capacity by putting our bodies’ first, preserving dignity, learning how to learn, helping people to find their own personal mission in life.
Finally our industry needs to realise there are no guarantees that we will survive the roller-coaster of change. So whether we are a manager of human resources, a trainer or an external consultant our eventual survival, like most others will be dependent on our ability to remain vibrant, customer focused while fostering collective and individual genius.

Building a pathway to the future

In closing, I would like to finish with a number of smart strategies to assist in unleashing genius in the new world of work. It is my view that with the right leadership the following initiatives can be an excellent starting point to build a path for managing change and transition successfully.

These smart strategies include:

develop skills on how to sustain long term relationships and networking with strategic learning alliances
coach people to celebrate milestones in projects so that they can share discovery and achievement along the way
set up focus groups and special projects so that people from diverse backgrounds and responsibilities can expand knowledge capability on key business challenges
rotate internal staff out of their functional silos by a permanent placement or special project
increase the access to internet and information highway and other non electronic networking opportunities such as study groups, breakfast meetings, action learning and outside professional associations.
develop skills in self managed learning so that actual work units and special projects teams can learn more successfully, while opening up expanded horizons and self understanding
reward people who promote reflective practices and profile their contribution to the organisation and industry
explore how greater flexibility in employment practices can expand the knowledge pool by implementing policies that encourage tele-commuting, part time work, sub contracting, child/elderly care support and relocation programs
establish training and self help programs that encourage the key elements of the knowledge pool to better manage their mental, spiritual and physical health. This may mean combining resources and expertise with other stakeholders to unleash the genius you require.

Alastair Rylatt is director of Excel Human Resource Development the author of the Book Navigating the Frenzied World of Work, to which this article is based.

He is also author of Creating Training Miracles. Visit his web site at Workplace Learning Helpdesk