Ten Organizational Design Models to align structure and operations to busines...
20121004 v1.0 final
1. 4 October 2012
IEBA
by Marcel van Marrewijk
A next level in employee benefits
Moving from pampering and pleasing to inspiring and teasing
Balancing and aligning employees and corporate needs Implications for
monitoring, HR and health management
V1.0
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2. SHORT INTRODUCTION
Marcel van Marrewijk
Expertise in hi-endsurveys&assessments
Teamed-up with scientists from EUR & UU
Research to Improve; former CEO Great Place to Work
Author of 16 academic papers including
Journal of Business Ethics(top 30 most influential papers over the last 30 years)
Author of the "Cubrix, an integral framework for organizational
development and performance improvement
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3. AGENDA
• Introduction
• Changing world
– Complexity
– Necessity to transform towards next levels of development
• New insights
– Happiness@work
– Organizational Energy
– Cubrix - integral framework
• Towards thriving and sustainable organizations
– New concept of Good Employership
• Eforis: a truly innovative format for empowering employees
– BPR Toolbox
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7. COMPLEXITY & CHAOS
A problem is a
conflict between
two necessary
conditions
Inclusivity
complexity CHAOS
Stacey
Graves
Goldratt
Development
Grades of freedom
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8. SOLVING A MANAGEMENT DILEMMA
A resource standing idle is a major waste
Cost World
to control
cost
to protect
sales
Throughput World
8 Bron: Goldratt
9. “THE WORLD WILL NOT EVOLVE
PAST ITS CURRENT STATE,
BY USING THE SAME THINKING THAT
CREATED THE SITUATION.”
ALBERT EINSTEIN
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11. TRANSITIONS IN PEOPLE MANAGEMENT
Administrative (P&O) Human Resources (Fit)
•Recruitment (hire & fire) •Personnel planning
•Pay rolling / C&B (selection, socialization, career
planning)
•Workplace conditions
•Training & education (skills)
•Competences (tasks)
•Preventing absenteeism
Talent development Human Alignment
•Personal growth •Aligning personal goals &
•Professional development corporate ambitions
•Team performance •Co-creating a common future
•Health & vitality •Diversity
•Corporate citizenship
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12. THE UNDERCURRENTS OF CORPORATE HR
Focus on corporate environments and people management
• Polarization (solidarity; generations; haves & have not's)
• War for talents
• Globalization
• Diversity (linkage with the integration of minority groups)
• Transparency (gender gap; market conformity)
• Flexibility (HNW: workplaces; work-life balance; labour market)
• Attach & Attract (binden&boeien)
• Lifestyle risks & health
• Psychological related problems
• … and more
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13. WORK-RELATED
PSYCHOLOGICAL PROBLEMS
• Work is an important part of everyday life
– Work provides positive contributions to our psychological well-being (personal
development, income, steady job, social contacts and gives our life meaning).
– Working conditions can also be a threat to our mental health (unhealthy stress, leading to
burnout and serious health-related symptoms).
• Many employees have psychological problems
– Over 20 % of the people who work experience psychological symptoms every year, with 14%
of them related to mood or anxiety disorders.
– 40-44% of all the mental problems leading to absenteeism and disability can be attributed
to working conditions
• Burnout and stress are common disorders
– 10% of the work force (6,800,000 people in the Netherlands) suffer from serious
burnout, and over 4% even clinical burnout), all work-related: 270,000 employees are
annually in need of professional treatment.
• Mental problems often lead to prolonged absenteeism
• The costs of work-related mental problems are high
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Source: Trimbos
14. NEW INSIGHTS AND UNDERSTANDING
From the disciplines of management science and positive psychology
• Happiness@work (GelukkigWerken)
– Onno Hamburger
• The value of happiness
– dr. Gretchen Spreitzer& dr. Christine Porath
• Organizational Energy
– Prof.dr. Heike Bruch
• The Progress Principle
– Prof.dr. Teresa Amabile, Research director Harvard BS
• Beyond Performance
– McKinsey: Scott Keller & Colin Price
• Cubrix, an integral framework for organization development and
performance improvement
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15. HAPINESS PYRAMID
Support others (building together)
Sense
making Do what fits you (dreams and passions)
Satisfaction Apply your core qualities
Accept and appreciate what is (being)
Pleasure
It starts with happiness ... It will provoke the rest!
15 Source: Onno Hamburger
16. CREATING SUSTAINABLE
PERFORMANCE
HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH
What drives sustainable individual and organizational performance?
Employees who are thriving - not just satisfied and
productive, but also engaged in creating the future.
People who fit this description demonstrated:
• 16% better overall performance
• 125% less burnout
• 32% more commitment to the organization
• 46% more job satisfaction than their peers.
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17. THRIVING PERFORMANCE
HBR: GRETCHEN SPREITZER AND CHRISTINE PORATH
Thriving has two components:
• vitality, or the sense of being alive and excited, and
• learning, or the growth that comes from gaining knowledge and skills.
Four mechanisms create the conditions for thriving:
• providing decision-making discretion
• sharing information about the organization and its strategy
• minimizing incivility (lack of good manners)
• offering performance feedback.
Helping people grow and remain energized at work is valiant
on its own merits—but it can also boost performance in a
sustainable way.
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18. NEW INSIGHTS
(SCIENTIFICLY VALIDATED)
• Prof. Teresa Amabile conducted a rigorous analysis of nearly
12,000 diary entries provided by 238 employees in 7 companies.
• She noticed that seemingly mundane workday events can make or
break employees' inner work lives.
• Managers can foster progress and enhance inner work by:
– Removing obstacles such as meaningless tasks and toxic relationships
– Activating catalysts that directly facilitate project work, such as clear goals
and autonomy
– Uplifting workers, through encouragements and demonstrations of respect and
collegiality,
• She concluded that happiness boosts creativity by 50% and
productivity with 25%-30% when employees are successfully
engaged with meaningful work.
[The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and
Creativity at Work, 2011, Harvard Review Press, Boston]
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19. NEW INSIGHTS
(SCIENTIFICLY VALIDATED)
Organizational Energy
Prof.dr. Heike Bruch conducted a research among 14.000
employees and concluded that organizations with intrinsic
positive energy perform better: They achieve 27% higher
turnover, they accomplish 19% higher productivity, they work
20% more efficient, they get a 15% higher customer
satisfaction and are 21% less troubled by retention.
Hyper Energy
Zombie Comfort
Energy zones
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20. NEW INSIGHTS
(SCIENTIFICLY VALIDATED)
McKinsey consultants Scott Keller en Colin Price focused on
“How to build an organization that can execute in the short
run and has the vitality to prosper over the long term”.
They were engaged in a 10-year period of studying
organizational effectiveness and change management, while
involving 600,000 employees in over 500 corporations. The
authors concluded that the health of an organization is
equally as important as its performance.
Beyond Corporate health is related to the ability to adapt smoothly
Performance to changing circumstances (being alert, open), the ability to
New York, act swiftly (drive, motivation, attitude) and the ability to
2011 innovate and reinvent itself.
The profitability of healthy companies is 220% higher than the
performance of unhealthy organizations and growth is 200% higher!
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21. NEW INSIGHTS
Cubrix, an integral framework for organization development
and performance improvement. Marcel van Marrewijk, 2011
• Cubrix provides concepts and multiple languages to structure
organizational contexts, and align them with management
interventions and tools, competences and skills, institutions and
practices, and more...
• Cubrix generates an organization matrix, seven organization
types, four projectmanagement approaches and four ambitions for
change.
Development
Paths
(Enablers)
R A
E R
S E
U A
L S
T
Development
phases
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22. VALUEBASED LEADERSHIP
Holism Holistic leader: Vulnerable, leading the mission; inspiring
Synergy Emergent Leader: visionary, communicative, challenging, long term
orientation
Servant Leader: supportive, caring, personal
Community
growth, forgiving, coaching, emphatic
Success Entrepreneur: courage, rewarding, result oriented, accountability
Order Manager: facilitator, purposeful, monitoring, planning & control
Power-energy Boss: authoritarian, decisive, competitive, corrective
Security Founder: role model, mediator, story teller, Pater Familias
22 Dirk van Dierendonck, RSM & Marcel van Marrewijk, RTI
23. SEVEN TYPES OF ORGANISATIONS
Inclusivity
complexity
Development
Grades of freedom
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24. IMPROVE
DO
Vitalise
Optimise
PLAN Re-orientate CHECK
Transform
IMPROVE
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25. GOOD EMPLOYERSHIP (20th century style)
The traditional approach to Good Employership is pleasing and pampering
employees in the hope that they will improve performances.
Focus on "satisfaction"
Rankings: Great Place to Work, "Goed Werkgeverschap" & "Topwerkgevers"
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26. Successful Employership (GW anno 2012)
Successful Employership implies committed
employees:
By establishing a new balance based on trust
and appreciation and a organizational
culture in which employees grow their
talents, develop their professional skills and
are provided with discretionary space to
take responsibility and co-create the
(corporate) future.
"It takes two to tango"
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27. THE MARKET IS READY … FOR SOMETHING NEW!
• 53% employers think that they are allowed to intervene into the
health of employees
• 72% employees feel themselves responsible for their
employability
• 80% employees allow employers to confront them on these
matters
• 91% would like to get an annual health check, but actually 13%
receives one…
27 (1) Arbomonitor 2010 (2-4) SZW
28. MISSION
Eforis wants to contribute to improving and sustaining the performance of
employees and organizations, through a value innovation strategy.
By providing a hi-quality online toolbox which generates
understanding, advice and support on the core topics of
Engagement, Productivity and tenability with respect to (lifestyle)
Risks.
This way the Eforis approach supports the development and
performance improvement of organizations, with respect to:
– Attractive workplaces (Good Employership)
– High Performance Organizations (Good Entrepreneurship)
– Sustainable organizations (CSR)
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29. BPR PRINCIPLES
• Value innovation strategy: 10 x better & 10 x cheaper
• From a push to a pull strategy
• Employee ownership
• Science Inside
• Insight + Advice + Support
• Co-creating and partnerships
• Employee ownership
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30. VIEW ON THE ACTUAL TOOLBOX
BPR-Toolbox
• Employees
• Organizations
• Professionals
• Scientists
• Arbo-services
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33. CONSEQUENCES FOR C & B
• Support the Most Advanced (Applicable), Yet Acceptable solution
(Maya principle)
• C & B should support more complex development phases by
creating new approaches, and transform from:
– Control to Connectedness
– Procedures bases on uniformity (N= ∞) to Individualism (N=1)
– Materialistic to Idealistic
– From Status oriented to Growth and Development (learning)
– From Static to Dynamics
– From Rights to Possibilities
– From C&B 1.0 to C&B 2.0
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