How the Transformation to a Self-Developing Organization Can Lead to Business Success

For content marketers, it’s a rewarding feeling to realize you’ve hit a sweet spot, that the research you’re conducting and the informational material you’re producing is resonating with an audience. In some modest, small-step ways I feel this way about Lumesse’s organizational embracement of the philosophy of the self-developing organization within its culture and products and the subsequent reception this has recently received. As a result, we’re proud to once again welcome you to download our free white paper, “Why Self-Developing Organizations Are Developing Momentum and How You Can Capitalize ,” and introduce you to our new Self-Developing Organization community page.

To summarize, there are four themes you need to remember when constructing your talent management processes for self-developing organization transformation. These include: self-directed employees, openness and collaboration, performance optimization, and, last, continuous performance management, each with informational resources available.

Self-Directed Employees

In the people you recruit and within the people you develop and promote, a key quality will be how much of a self-starter each individual is. If you provide them with self-development tools, will they follow through and get the job at hand done? If you give them a view of corporate objectives, will they lend their insights and efforts? If you provide them support for today’s physical, digital and mobile tools, what will they do with and inside these familiar IT settings? For more insight, check out our conversation with learning and development professional Andrea Miles and her thoughts in “Rise of the Self-Directed Learner (and other signposts in a changed learning landscape).”

Remember it’s never too early to be on the lookout for grooming self-directed learners. Even at the recruitment level, you have opportunities to start the interactive transparency you need to connect with your most engaged future employees and leaders. Equipped with familiar, personalized tools such as online reference checking apps, the most engaged and attractive candidates can provide recruiters with a 360-degree look at their work performance, including references from managers, colleagues and customers.

Then, once your engaged individuals are aboard, connected and engaged, these employees can help you to innovate. By giving them the tools they need to plan and track their work, you can gauge how their ideas and accomplishments, within an integrated performance and talent management system, might help to address corporate objectives.

Openness and Collaboration

After recruitment success, your new employee logs into the employee self-service portal and from there he or she has access to corporate culture, goals and objectives across the organization. The employee can then align his or her talents and skills toward personal goals and corporate success (see the Lumesse whitepaper, “Why Self-Developing Organizations Are Gaining Momentum and How You Can Capitalize”).

These captured ambition and skillset factors can be factored into your leadership team’s career development and succession planning and management decisions. The employee is continuously engaged through seeing and then applying his or her talents toward transparent corporate objectives. Meanwhile, the organization can assess what talent is in place and take steps to develop those people.

Continuous Performance Management

The key to continuous performance management and performance optimization is employee engagement, and vice-versa. Reliance on traditional annual performance management alone is waning, likely because after a year has passed ignored employees are looking for other paths to success. Some notable leading business operations have even shed the once-a-year process altogether in order to enact continuous performance management processes such as pulse surveys. Cost is also a factor, with some firms concluding that performance appraisals are merely expensive and complex systems for making people unhappy. Stay in touch with your people, or prepare to replace your talent at significant cost.

Performance Optimization Cycle

End to end performance optimization is the firing-on-all-cylinders element of the discipline of performance management. Take the integrated talent management information you collect and use it toward succession planning and leadership development with interactive talent conferences, measurement and analysis.

The concept of the self-developing organization supposes that given access to always-available learning, collaborative coaching, and engaging tools the highest performing employees will assume responsibility for shaping their own careers and in the process become highly engaged. The outcome is a natural evolution to a higher performing organization (see Dr. Carsten Busch’s “Talent Management that ‘Empowers.'" It is a cycle. Enable. Monitor. Identify. Nurture.

This necessary focus calls for the need for a people-centric talent management system that resembles consumer app use, so that candidate and employee adoption, which is critical, can be achieved. Get a closer look at Lumesse’s people-centric performance management system software platform with its easy user interface, performance analysis, learning and development library, and two decades of talent management system experience.

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