Do you have all the insight you need to appoint the right team to lead your People function transformation?
Any form of change can be disrupting to your team. Even the smallest change can cause concern and certainly wholesale transformation can impact both your people and potentially the service provided to managers and colleagues. Therefore, getting it right first time is critical. At InFocus HR we’ve gained experience within three global organisations. Covering both the private and charity/public sector. As a result we’ve supported a wide range of people transformation programmes.
Assuming that you’ve completed all the initial stages of the Organisation Design correctly? Then you’ll need to focus on appointing the team into new or redefined roles. This is the stage that can often cause the most anxiety to your people. Unfortunately it’s often the stage one that we still get wrong, both in the short term (i.e. just making the wrong appointment) or in the longer term as you don’t achieve the measures of success you set out to deliver. Even with a robust assessment process this can still go wrong. So, why is that?
Lets look at the standard process most people will follow
Firstly, we tend to make these appointments (outside of a redundancy/at-risk process) on the basis of an interview. Used effectively they are a good way to assess a candidate’s expertise and ultimately their experience. Secondly we might use a behavioural assessment to assess personality – such as Hogan, MBTI etc. Assessments can provide useful insight into a person’s ability in areas such as influencing, reasoning, perception etc. So, why therefore do we still make the occasional wrong appointment or appoint a candidate that doesn’t deliver the expected results?
So what’s missing in your decision making?
What’s probably missing is impact i.e. where does a person get their energy from to do the job you need them to do? Understanding this will give you a sense of how they will make a contribution to both success in role but also the wider team.
So, for example you need a Head of Learning & Development. The focus of this role is now on delivering a new and innovative approach learning in your organisation. The previous incumbent is technically strong, so they understand all the existing tools/models. They also have a track record of delivering, so are seen as a ‘safe pair of hands’. However, they don’t seem to be able to develop new and innovative solutions to meet the organisational ask. The likelihood is that the person may struggle to deliver in this new role. This could lead to them feeling dissatisfied and therefore leaving or being performance managed. Even with coaching support they may not be successful. So why is that?
That’s where the GC Index can provide an additional level of insight to your decision making. It helps you and the individual understand where they get their energy and how they best make a contribution. So, using the example above you may have a really experienced and technical L&D Head who is probably an Implementor. What you actually need is a Game Changer or Strategist who has the ability to generate new and different ideas, alongside that technical knowledge.