For all the hullaballoo about diversity, what do we know about it and is it needed? Let’s start by exploring some facts about the case for diversity:
In the UK, the Women and Work Commission found that better use of women’s skills in work could be worth between £15 – 23bn for the economy each year.
The spending power of people over 65 i.e. the grey pound is set to hit the £100bn mark.
Recent surveys in the USA show that 70% of all consumer spending is made by women.
It is expected that ethnic minority spending power will soon top £300bn.
Despite clear evidence that diversity is especially crucial in today’s global marketplace, businesses are still very slow and sometimes reluctant to embrace this change. This is because diversity as a concept sounds simple in theory, however in practice it is rather difficult. The first challenge is the heavily entrenched and archaic recruitment processes/graduate schemes in most organisations. For example, a recent article in The Guardian reports that the UK’s top professions are terribly skewed towards privately educated people compared to the general profile of the UK population.
Furthermore, when we generally speak about the positive impact of diversity we assume that everyone gets on or will get on. This is simply not true as workplaces today are riddled with biases. Bias in today’s workplace is largely implicit, making it ambiguous and often very difficult to prove. One of the common misconceptions about biases is that only the so-called ‘majority’ population holds them. In fact, members of any group are capable of holding stereotypes about particular categories of people. Unconscious behavior is not just individual; it influences organisational culture as well. Unconscious organisational patterns exert an enormous influence over organisational decisions, choices and behaviours. These deep-seated company characteristics are often the reason that despite our best conscious efforts, the ‘organisational unconscious’ perpetuates the status quo and keeps old patterns and norms firmly rooted.
Finally, most organisations tend to think of diversity in terms of the ‘visible differences’ between people, such as gender, age and race. Diversity is about these differences, but this narrow focus ultimately falls short of what it really means. For diversity to deliver on its promise, organisations should harness a more powerful and nuanced kind of diversity: diversity of thought. This broader view is encapsulated by the idea that different perspectives and heuristics are the real point of difference, rather than our visible differences.
In spite of these dreary facts, there are glimmers of hope as some companies are beginning to realise the potential for diversity and what it means for creativity, productivity and innovation. For example, companies like Gen Mills, HP Inc. and Verizon have demanded their Ad Agencies to shed the “mad men like reputation” and recruit a more diverse workforce. In fact, back in August, Gen Mills insisted on its Ad Agency’s’ creative departments to be staffed with 50% women and 20% blacks. Similarly, John Lewis recently promoted Paula Nickolds to the role of MD – the first female MD in its 152 year history.
It is time to make diversity a top priority and the businesses that fail to see the importance of this, according to Sahar Andrade, ’might find themselves unable to attract and retain the kinds of customers, employees, and business partners that constitute our changing world in 5 to 10 years’.
A close friend invited me to this year’s MozFest. If you’ve never heard of it, don’t worry, you haven’t been living under a rock. It is Mozilla’s annual 3-day event that seeks to drive innovation on the web. It is also a networking opportunity for the hugely diverse and incredibly creative tech community. Mozilla’s vision is that “learning should be hands-on, immersive, and done collectively”. And no doubt, the event itself reflected this vision with a vast array of talks, games, demonstrations, creative group work, and spaces for innovative ideas. One of the main inspirations I took away was about digital badges.
Up until two weeks ago, I didn’t even know what digital badges were. But the more I look into the topic, the more I find that they are actually becoming quite established in the learning landscape. In fact, IBM recently launched its Open Badge Program to attract talent and keep people engaged. At MozFest, a whole floor was dedicated to Mozilla’s Open Badges project, which was launched already in 2012.
In case you don’t know, digital badges are a type of certification for a skill, accomplishment or capability, much like the badges handed out in the military or the Scouts. Universities, online course providers, companies, museums – any learning provider really – can issue badges, which recipients can add to their profiles like LinkedIn and showcase their skills and capabilities to their peers and potential employers. As there are no limits to content or the submission process (at one museum, you can get a badge for cockroach handling), digital badges aim to disrupt traditional approaches by facilitating informal learning, providing alternative learning pathways, and supporting lifelong learning.
Within organisations, badges are already being used to support performance management, drive collaboration and innovation among employees and enhance employee engagement. Unisys, for example, developed an internal platform that provides each employee with a profile where they can display their badges, allowing them to establish a company presence, connect to other employees with similar skills and search for those with specific subject expertise. IBM is also using badges to provide credentials to external talent, for specific learning journeys, and thereby creating a global pool of talent that it can draw upon. Within IBM, employees who felt recognised for learning achievements (e.g. through badges) were three times more engaged than those who didn’t.
In MozFest’s session on Architecture for Learning Pathways, experts discussed next steps for the badge project. How can badges lead to specific jobs, careers, and help people achieve certain goals? How do different badges relate to each other with regard to the types of achievements they represent? How can they be grouped together to create different learning pathways? Do learning pathways always have to be linear? How can high achievers be differentiated from low achievers?
While these questions are certainly relevant for the education sector, they are also relevant for the corporate world. Training and development is already a major factor in the war for talent while new technologies are transforming the landscape of required skills. In this respect, companies must rethink the value of qualifications, alternative career pathways, and continuous learning. Can badges be used to address some of these challenges, for example, to facilitate lateral career moves? This is something high on our research agenda at the Future of Work. Over the next four months we will be analysing the future of employability and learning to find out more about the big disruptors in this area.
Image: Badges from the Royal Observatory Greenwich, UK Antibiotic Guardian, Amazon and Siemens
I’m sitting in our open-plan offices in Somerset House. If you are not familiar with the building, Somerset House is a neoclassical palace with an imposing façade overlooking the river Thames, and a grand courtyard with a majestic fountain. The sun is out, the sky is blue, and the mild autumn breeze is playing with the Union Jack flag.
Somerset House is the ideal creative and inspiring environment for writing a blog. However, 20 men are busy building the ice rink just below our office window and we work in an open-plan office. The rattling, beeping, drilling, shouting, phone ringing, and that annoying sound Outlook makes when I get an email… I can’t hear myself think, so how am I going to write this blog on creativity? If you are also struggling with creativity, here is one tip from the Hot Spots team that I tested.
With hard deadlines coming up, a project to deliver, and almost everyone on the phone around me, I’m stressed. Struggling with this blog seems like a waste of time. I remembered from our Innovative Organisation Masterclass that letting the mind wander is a good way of coming up with creative ideas. Sounds like exactly what I need.
So I’m sitting in the shell chair in our empty meeting room. I only brought a pen and paper. My phone is in the other room because work will find me if it really wants to. I’ve spent 20 minutes alone, in silence with my thoughts, not focusing on my immediate environment. I even took some notes and wrote the blog outline, and now I have something to work with. But what has just happened?
This is called “internal recovery” and refers to the break we are recommended to take every 90-minutes. These recovery sessions become particularly important when working with technology as it makes our brains overly active. The positive impact of these recovery sessions was also confirmed by Professor K. Anders Ericsson and his colleagues at Florida State University. They observed athletes, chess players and musicians, and found that best performers typically practice in uninterrupted, 90-minute cycles.
It seems that the 20-minute technological detox had a positive impact on my productivity. I came up with a blog topic and my brain was fresh enough to write this blog despite the industrial noises, email notifications, and ongoing calls around me. It was definitely worth trying this one tip, and I am considering making this part of my work routine. So today when you feel like work is just not happening, find a calm spot and let your mind wander.
If you’d like to find out what else the Research Team is thinking about here at Hot Spots Movement or just want to have a chat about our work, get in touch.
We live in an increasingly globalised and interconnected world. The workforce is becoming more contingent, so it is inevitable that at some point in your career you will have to manage a virtual team. This is something we have become increasingly adept at, here at Hot Spots Movement, through our Jams. These are facilitated online conversations, for multinational organisations, providing them with insights to take on business challenges.
During these Jams, we work with a virtual team of facilitators. As the team is scattered around the planet we rarely get the opportunity to meet everyone in person. However, our facilitators play a major role in the success of our Jams. So how do we make sure everyone performs at their best in our team? Here are three recommendations based on our experience.
Prepare your team before the project
Our facilitators’ primary role is to create an engaging environment in which people are confident to express their views, share their ideas and collaborate with their colleagues from around the world. When a Jam goes live, we receive hundreds of comments in a couple of hours and our facilitators need to analyse and follow up on the content of each comment. This requires maximum focus and minimum distraction, otherwise the golden nuggets of insights might be missed.
To prepare facilitators for this role, we provide them with all the relevant information at least four weeks in advance. We also deliver that information in a number of formats – including briefing documents and calls – to accommodate different learning preferences.
So, tip number one is to start the preparation early and let your team stay focused. Even though it is inevitable that new information will pop up and you need to communicate this to your team, they will need to take in less.
Identify the best means of communication for your purpose
If you have friends in another country, you know that frequent communication is key to keep in touch with them. It’s the same with work: we need to ensure that we have enough touch points with our virtual teams to ensure coordination and to minimise isolation.
When there is a break between Jams, we send around an email or set up a quick call to find out what facilitators are up to – we take a personal interest in who they are outside of their role on the Jam. We also ensure that they are in the loop with what we are working on and when they can expect the next Jam. During these breaks emails and calls work well, but during Jams they are slow, and can be distracting. For real-time coordination on project work we use a designated chat room. This chat room is both our office and kitchen during the Jam: there is space for instructions as well as casual chats. After all, chats in the kitchen are a good way of getting to know your team members.
When setting up your virtual team, identify the most effective means of communication for each point in the project or team lifecycle. Bear in mind that you will need a different communication channel depending on the nature of the task – chat rooms are ideal for real-time collaboration, while static means such as emails are a great way of checking in during quieter times. Not only will this keep your team together between projects, but it will also enable bonding.
Analyse the project and the process
Our facilitators appreciate the opportunity to give real-time, open and honest feedback to us about what’s working and what could be better. We love this. It signals that they are invested in the project and feel part of the team.
One of the key moments when we hear this feedback is during the night shifts when Jams are running. These tend to be slightly quieter sessions and the online chat room gives us a great opportunity to chat to our facilitators. We talk about how they feel about the atmosphere of the Jam and which topics participants prefer. We also exchange tricks and tips on how we could improve the briefing process and how to improve task-based work. Similarly, our facilitators feel comfortable reaching out to discuss how we feel about their performance. Whether they want to do this in the group chat or in private, it’s up to them. We do this real-time when the experience is still fresh.
When your team is together, that is your best opportunity to dissect the project and find out what works, what needs improvement, and what you need to drop.
It’s interesting to see that the three points above also apply to teams that share the same physical location. The difference is that the virtual world amplifies flaws in the processes of preparation, communication and evaluation.
So what are the three things you need to think about as a manager? First, are you preparing your team well in advance of the project? Do you take a moment to identify the most effective and efficient means of communication for a given task or message? And, do you take the time to exchange constructive feedback throughout the project, as well as reflecting at the end?
If you would like to find out more about managing teams in general, please have a look at my previous blog here. If you’re wondering how you could benefit from employee voice within your team or organisation, take a look at our Employee Voice white paper.
By Sarah Elsing, researcher, Hot Spots Movement
Employee Voice is often linked to employee engagement. While employee surveys are used to assess employees’ levels of engagement, Employee Voice can be understood not only as a way of assessing people’s engagement levels but also as one way of enabling this engagement. It also reaches far beyond the realm of employee engagement. A two-way conversation with employees can help boost staff morale and productivity but it can also be useful in the problem-solving process, create innovation, and help an organisation’s leadership renegotiate the deal with its changing workforce.
Despite these wide-ranging uses and benefits, Employee Voice mechanisms are still most often applied in a reactive manner. Only when staff morale or productivity are already low do organisations start engaging their employees in a conversation. When this is the case, they often focus on understanding what is causing the problem rather than allowing employees to voice their ideas on how to improve the situation. As a large, diverse group of problem-solvers and innovators, employees remain largely untapped. At Hot Spots Movement, we therefore find that the best Employee Voice tools allow their participants to move from a reactive, negative and reflective state of mind to a more proactive, constructive and future-oriented conversation.
If you would like to find out more about Employee Voice and how it can work for you, simply leave your details on our contact form using the keyword ‘Employee Voice’. Our white paper on Employee Voice draws on the latest insights from our client-based research and provides best practice tips on how to make it work particularly in an era of digitalisation.
As the COO of Hot Spots Movement, a research company specialising in understanding what the future of work will look like, I spend a lot of time thinking about jobs – both at a global level and with regards to my team. Frankly, I’m increasingly thinking that job descriptions are a waste of time. With work becoming far more task and project-based, traditional job descriptions feel too static and only marginally helpful in understanding what an employee contributes and how he or she can develop to bring even more value to the organisation. I’d suggest we arrest the time robber that job descriptions are, in favour of focusing on competencies, tasks and projects.
At Hot Spots Movement, we think that rather than expecting candidates to fit job descriptions, organisations and managers should focus on building roles around employee capabilities and potential. And we actually walk the talk: when we recruit, we look for candidates with capabilities, specific skills and a mindset that roughly address the needs within our team, and we then swiftly move on to continually identifying what they are good at. Defining their role based on those factors rather than a pre-existing job description seems to be a far better approach. Not only are project portfolios easier to change than people and more easily support my preferred approach of building on strengths than remedying weaknesses, it’s also an approach that can unveil unsuspected skills and aptitudes. And in this day and age, it’s important that roles can evolve easily over time to move in line with employee life stages rather than follow a set career route.
One of the core differences between this approach and traditional job-description-driven recruitment and development is the fact that it shifts the focus away from ticking boxes on a list of short-term wants. Instead, it encourages looking for a strong match between personality, purpose and values of the company and the candidate – a firm basis for a long-standing and productive relationship between employer and employee.
This type of fluid approach is often associated with smaller, newer workplaces – but there’s no reason it wouldn’t work in a big organisation. What matters is whether the line manager is able and willing to implement it.
Over the last couple of years, I’ve been learning the art of Improv. For those of you who have never experienced such joy, Improv is a form of completely unscripted theatre or comedy, where a group of fully-grown adults create a story, characters and some kind of plot completely in the moment. As we walk onto the stage we have no idea who our character will be, where the scene is, or what the relationship is that we have with each other And yet, somehow it works. Somehow, we create something that is coherent, makes sense and sometimes – just sometimes – is hilariously funny.
Now, if this were a team in an organisation, we would consider it doomed to fail: No goals, no clarity on team roles, no accountability – no chance. But in this domain it succeeds. It got me thinking about what it is that makes it possible for Improv to… well, just work really, and what that could then teach us about creating successful teams in organisations. It all starts with three simple rules that allow everything else to follow freely:
#1 Listen to offers
The first time I got on stage to do an Improv scene my mind was screaming to me: “Say something. Anything. For the love of God fill the silence!” The result: disaster and a very public way to learn the hidden beauty of staying quiet and listening. And so comes the first rule: listen to what others are offering. The only way that something unscripted can work is if you are truly listening to all the cues your team are sending you about where you are in the scene, who your character is to them, and what the hell’s going on. Likewise, they need to be listening out for every possible piece of information from you so that you can all create something together.
There are many parallels here to what we see happening in teams. I can recall so many meetings in which it’s seemed like we’re all working off a different script. And why? Because that’s exactly what we were doing. We were armed with our own individual scripts about what we wanted to achieve, our foregone conclusions about the matter, ready to force that on others whether consciously or without even realizing that’s what we were doing. Next time you’re in a meeting with your team, try leaving the script behind. Make a conscious effort to focus and hear every ‘offer’ made by the other person. Every sentence, every word.
#2 Accept offers
The most awkward moments in Improv are when one actor makes an ‘offer’ in terms of what’s going on in the scene, for example: “Hey, great to bump into you. We always seem to see each other at this same park” only for their fellow actor to reject that offer and instead pursue their own agenda: “This isn’t a park it’s a school classroom, what were you thinking?” There’s really nowhere good to go from that point. It’s a clear rejection and now you are both completely lost somewhere in a… school parkroom? Or a park school class? Huh? When this happens in Improv it’s painfully visible and the chaos that ensues is immediate.
Once again, having learned this the hard way in performances, I’ve become particularly aware of it in other realms of life and work. How often do we listen to someone’s idea (offer) only to reject it, either subtly by moving the conversation back to our own brilliant idea, or by outright declaring it impossible due to a set of constraints reeled out too quickly to be a true response to what we’ve just heard?
I think the reason we find this so hard is because it requires us to be vulnerable. In a scene, if I accept someone else’s offer in terms of where we are or what our relationship is, then I have to put more thought and energy into responding than if I were to simply shut it down and force my own idea – inevitably one I’m more comfortable with. It’s unknown territory and I can’t guarantee I’ll sail through it. Likewise, exploring someone else’s way of thinking at work means letting go of our reassuringly familiar reality to step into theirs. It’s uncomfortable. As a leader, you may feel you need to add value by having the vision and providing clarity of output. You may feel that if you’re not driving the meeting or the project, then you’re not doing you role as a leader. However, the two are of not mutually exclusive at all.
Next time you feel yourself inclined to say no to an idea – to reject someone’s offer – perhaps take a moment. Acknowledge that it feels a bit uncomfortable and then stick with it. It may be that the discomfort lasts only a few moments and is the path to something you never thought possible.
#3 Make other people look good
Every so often, I’ll be in a scene and see an opportunity to throw in a line so witty it’s sure to have the crowd thinking, ‘God she’s hilarious’. And every time I’ve given into the temptation it’s resulted in a soul-destroying awkward pause. Now, while this is no doubt useful feedback about the quality of my jokes, it’s also a fairly unanimous experience in Improv. Why? Because Improv is about teams, not stand up comics, and any attempt to elevate yourself over and above your fellow Improvisers just destroys whatever it is you were creating together.
And so comes the third rule: make others look good. The logic is pretty simple when you think about it: if everyone does it, then everyone ends up looking good. Lovely. So what happens if we take this approach in our teams? If we all go in agreeing that our role is to make our team members look good rather than being our individual best?
This doesn’t mean that individual performance is completely negated, but that in an environment in which no one superstar (or stand up comic genius) is sufficient to succeed, we all embrace working together. We all help amplify the performance of others and bask in the great feeling that comes with knowing that they will do the same for us. This is how we can unleash additional value, enabling others else to shine and then building on that ‘greatness’.
These rules are pretty simple. But what resonated with me was how incredibly important they are in any successful collaboration – whether it be a friendship, a relationship, a project team or maybe even an Improv group. And that they are mutually reinforcing. Follow one of the rules avidly and you’re sure to find yourself deploying the other two: really listen to the other person in your team and you will find yourself immediately more likely to accept their offer and help them look good.
In increasingly unpredictable and unscripted worlds, perhaps now is the time to truly embrace improvisation.