Chi ha in carico l'evoluzione delle organizzazioni, e quindi il raggiungimento di obiettivi che si dimostrino rigorosi per il business ma anche rilevanti per le persone che ne fanno parte? Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle "risorse umane" e della loro competenza, nonché della relazione tra l'azienda stessa e le persone. Come si deve muovere un imprenditore, un manager o un coach per facilitare questa trasformazione?

1. You, me and Agile
Venezia, Jun 14, 2018
Marco Calzolari
La responsabilità
delle performance nelle
organizzazioni (agili?)
Marco Calzolari
@marcocalzolari
@agilereloaded

2. Ciao :)

3. Get to know each other

4. Career is a
development journey

5. Career is a
development journey

6. Career is a
development journey
Professional growth
Personal growth
Impact evolution
Recognition

7. Career is a
development journey
hinder
support
multiply
Professional growth
Personal growth
Impact evolution
Recognition

8. Challenges we’re facing

9. Challenges we’re facing
Vertical career model
are not compatible with new org models
Skills shortage
in next 3–5 years
Mismatching expectations
leads to employee dissatisfaction
HR workload: too many specific cases to manage
instead of provide a fast response to business needs
People stay longer in non-fitting role
and people “underperform” while promoted or shifted

10. Promotion-Based
Career Pathing

11. 11
Promotion Based
Vacancy driven
Expectation driven
Individual career design
Promotion as a goal
Moving within silos
Promotion-Based
Career Pathing

12. employability

13. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability

14. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability

15. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability
Basic proficiency
Communication
Listening, Understanding, Speaking
Adaptability
Problem analysis, Positive Thinking
Development
Self-confidence, Motivation, Target setting
Team effectiveness
Interpersonal and negotiation skills
Grasping Org culture
Leadership
Conceptual Thinking
Quantitative analysis and modeling
Commercial Acumen

16. having a set of skills, knowledge, understanding
and personal attributes that make a person more
likely to choose and secure occupations in which
they can be satisfied and successful.
— Dacre Pool & Sewell 2007
employability

17. employability
by collecting experience

18. Gaining positions Job Security
Work Flexibility
Loyalty as a result
employability
by collecting experience

19. 19
Experience-based
Career Design
Experience-Based
Business driven
Aspiration focused
Team/group skillset design
Growth as a result
Moving across system

20. 20
Experience-based
Career Design
Experience-Based
Business driven
Aspiration focused
Team/group skillset design
Growth as a result
Moving across system
Promotion Based
Vacancy driven
Expectation driven
Individual career design
Promotion as a goal
Moving within silos
Promotion-Based
Career Pathing

21. Career Ownership

22. Career Ownership
add value
over time

23. Career Ownership
Subject Provides
PRODUCT
ideas
solutions
value
MARKET
needs
challenge
options

24. Career Ownership
Subject Provides Subject
PRODUCT
ideas
solutions
value
ROLE
MARKET
needs
challenge
options
TEAM / COMPANY

25. Career Ownership
Subject Provides Subject
PRODUCT
ideas
solutions
value
ROLE
MARKET
needs
challenge
options
TEAM / COMPANY

26. Career Ownership
Provides Subject How
ideas
solutions
value
ROLE
PARTNERSHIP
needs
challenge
options
TEAM / COMPANY

27. Career Partnership

28. INDIVIDUAL
COMPANY

29. INDIVIDUAL
COMPANY
Waste
Profit

30. INDIVIDUAL
COMPANY
Waste
Profit
Masochism

31. INDIVIDUAL
COMPANY
Waste
Profit
Masochism
Partnership

32. INDIVIDUALGROWTHANDDEVELOPMENT
COMPANY GROWTH AND DEVELOPMENT

33. INDIVIDUALGROWTHANDDEVELOPMENT
COMPANY GROWTH AND DEVELOPMENT
Equity

34. Responsibility

35. Responsibility
Responding
Being competent
Acting
Managing results

36. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
INDIVIDUAL PERFORMANCE
Responding
Being competent
Acting
Managing results

37. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
CREATING
OPTIONS
INDIVIDUAL PERFORMANCE DEVELOPMENT
Responding
Being competent
Acting
Managing results

38. Responsibility
WHO OLD NEW PARADIGM
COMPANY DEVELOPMENT
CREATING
OPTIONS
PERFORMANCE
INDIVIDUAL PERFORMANCE DEVELOPMENT
Responding
Being competent
Acting
Managing results

39. 39

41. FINE

42. FINE
You, me and Agile
Venezia, Jun 14, 2018