The Agile Organization How To Build An Engaged Innovative And Resilient Business 3rd Edition Linda Holbeche - Solutions

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Do managers regularly review workloads to ensure they are manageable?
Do managers encourage others and practise work–life balance?
What do you see as the role and purpose of your organization?
Who are its key stakeholders?
What trends are you seeing? What are the key waves that are shaping your environment, including work, workplace and workforce? What are the key opportunities and risks you foresee?
What mechanisms does your organization have to identify and analyse emerging trends? How effectively are these trends acted upon and the necessary changes made?
What is the basis of your company’s reputation? Where is this at risk?
Think about the speed and shape of change in your market or situation. Is change out of control? Is change predictable? Do you have the time and resource to make innovation bets?
How well does your organization recover from setbacks?
To what extent does the current structure facilitate or impede flexible management of work processes/capabilities, functions, products, programmes, customers, geographies or partners?
How much commitment is there to alliance working at the highest level?
Where do your established HR practices facilitate or impede collaboration and integration?
Are team members educated at the outset regarding possible cultural differences and barriers in communication?
How much help do people receive in learning new skills and approaches?What are the processes for surfacing and handling conflict?
How well are differences of approach managed?
How effective is communication between parties?
What is being learned from partnership working? How is this applied?
How does the current structure facilitate or impede work effectiveness/strategy accomplishment?
What design features are required to support the business logic?
What is the core structure? What goes in the centre?
What are the units at the next level down?
Are there the right kinds of connections across units and/or with customers/suppliers/partners to be able to effectively and efficiently make decisions, integrate work and resolve issues?
Are the various parts of the organization well-linked through the information technology system?
Does the right information get where it needs to be for empowerment and effective performance? Does information get shared across the organization? Where does this break down?
Which major work processes/capabilities currently work well (or are integrated) and which need to be improved? Where does coordination/integration break down?
What kinds of lateral roles/structures can be established to achieve integration/synchronization across your core units?
What capabilities need to be built laterally into the organization?
What cross-business teams and governance are needed?
What should be leveraged?
Where should entrepreneurial behaviour be encouraged?
Is there a good process for developing people in new roles?
Does the performance assessment process focus on the key individual and collective performances required?
Is the firm developing the right leadership capability at all levels, as well as the lateral leadership capabilities required?
Does the reward system motivate and reward required individual, team and business-unit performance?
Is the reward system flexible enough for diversity of business units/work, yet also to foster the required inter-group collaboration?
Do people have clear parameters for experimentation? Do they know where innovation is needed?
How much are employees involved in decision making? How much are their ideas invited, heard and responded to?
How much are people expected to use their initiative to find customercentred solutions?
How widely are good ideas/good practice disseminated?
How well does your organization manage for diversity?
How does the current structure impede or facilitate work effectiveness/strategy accomplishment?
To what extent do people’s roles provide ‘line of sight’ to mission, purpose and strategy?
How effective is teamwork? What can be done to strengthen it?
To what extent are these new realities of work and organizations evident where you are? What are the implications for the way work is likely to evolve, for example the impact of automation and artificial intelligence for roles and skills?
What kind of skills will your future workforce need? How might these differ from the skills needed today?
What sort of ‘talent’ will you need?
What forms of employment will be most appropriate – for the organization –for people? Permanent/temporary/flexible/freelance/contractor?
How will team structures change? Will more people be working in teams, or alone?
Where do you have gaps?
Who ‘owns’ talent management in your organization?
How strong is the commitment to diversity and inclusion? Have the competencies that are required for your industry changed – and have the human resource practices of your firm kept pace?
Is there a good process for developing needed competencies and making sure people can have meaningful and developmental job experiences and career paths?
How effectively do line managers hold career conversations?
Is your firm developing the required leadership capability at all levels and the lateral leadership capabilities needed for success in a complex world?
When opportunities are identified how are participants selected?
In the last year, what feeder groups were available for each identified promotion?
Of the promotions that occurred in the last year, were the selections reflective of the pool of eligible candidates?47
Do employees feel a sense of belonging? Do they connect with the mission, values, and direction of the organization? With others? Their work?
Do managers act as credible leaders?
Are managers trusted? Do employees believe that the communication from managers is open and honest?
Do managers and leaders lead from a values base and create a strong sense of shared purpose?
Do employees understand how their work contributes to the organization’s performance?
Do employees find meaning and purpose in their jobs? Do they have clear line of sight to strategic purpose and the customer?
Do people see positive and worthwhile outcomes from their work?
Is there appropriate management support and coaching?
Do employees value their relationship with their manager?
Can people experience work-life balance? Are there regular workload reviews? Adequate resources and support systems?
Do managers practise work-life balance and encourage others
Are flexible working policies available and utilized by people at all levels?
Is employee development equipping people for the changing world of work?
Are communications high quality and two-way? Are employees involved and able to participate in decision making?
Do employees feel part of the team?
Do people feel fairly treated? Is there a commitment to innovative diversity and work-life balance policies? Is there appropriate reward?
Do individuals and teams have the power to shape their work and environment to help them perform at their best?
Are employees stretched and challenged in ways that result in personal and professional growth and progress?
Are there clear career progression opportunities?
How well are different diversity groups aligned within the organization’s career pathing process? Are individuals given sufficient career development, mentoring and support? Are there role models at higher levels of the organization? Are career coaches and mentors available?
How is performance managed in your organization?
How empowered are people?
Are managers trained to delegate, coach and provide feedback?
Do managers keep fingers on the pulse, create a shared sense of direction, clearly communicate expectations?
How constructively is conflict dealt with?
How clear are standards? And are employees involved in raising the bar?
There may be policies for flexible working – if not, why not – what is the reality? Is it career limiting to be a working parent or to work on anything but a full-time contract?
Are roles appropriately designed to provide stretch, yet be doable?
Are people provided with the skills, time and resources to do the job for which they are responsible? Is there any ‘slack’ in the system?
How much do systems help or hinder people in doing their jobs? How simple can procedures become while maintaining safeguards?
How clear is everyone’s line of sight to the customer?
How well do managers recognize and reward individuals and teams?
How does the typical career path of today differ from the career path of the future, given the organization’s strategic direction?
Flexible career options: does the organization have lateral or crossfunctional moves available, or could employees even move into a new role with less responsibility to learn a new area but not risk future promotion opportunities within the organization?
How would you describe your culture? What elements of your culture help or hinder you today?
How well aligned is your culture with achieving your corporate purpose?
How clear are people about the purpose, strategy and the rationale for change?
What kinds of communication can help to strengthen employee engagement, performance, resilience and agility?
Do people have the skills, authority, information and resources to be empowered? What needs to happen to increase employee empowerment?
Do you have well-defined teams that regularly review how they are doing and get to know each other?
Which communities of practice thrive in your environment?
Are coherent goals set for quality, innovation, safety, etc?
Are values articulated in a way that shows how they translate into behaviour?

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The Agile Organization How To Build An Engaged Innovative And Resilient Business 3rd Edition Linda Holbeche - Solutions

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