tag:blogger.com,1999:blog-18575421520192981282024-03-19T10:10:22.720+00:00HR Professionals by Rosario Longo HRMHR News and Reviews by Rosario Longo HRMRosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comBlogger149125tag:blogger.com,1999:blog-1857542152019298128.post-57341394370282016242023-03-12T16:51:00.000+00:002023-03-12T16:51:17.090+00:00The Role Played by HR in the Sustained Competitive Edge Paradigm Development and Implementation<p style="text-align: justify;"><span style="font-family: Verdana, sans-serif; font-size: 10pt;">Inasmuch as developing a strong, successful business
strategy is crucially important in order for organizations to attain
competitive edge, its effective, consistent implementation does represent a
crucial factor for its actual, successful pursuance. Even appropriate strategy
development not followed by consistent execution would soon show to be empty
and unwieldy. In order to achieve competitive advantage, nevertheless, employers
should duly take into consideration several factors and deploy a different
combination of resources, but human capital unquestionably represents the ultimate
driving force behind organizations achievement of competitive edge.</span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiFBHofG8GxticgeRybr0mYOm2L3sO49TVchF4fauyuMyXDHmBLkB_Jf7HWojFb6RwbUjeJxWxw3PNxaJa1JJSwqOlDRl8meSBrD5MKSoMwad_9FrNteCPTiCpoNn6I6aEHm8csfTuxWQKZU9EC1TOXsBTxRio_g1ywQp0M4MGS-vbYvvN-_PQT_Qcpdg/s1200/Sustained%20Competitive%20Advantage%20Paradigm.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="615" data-original-width="1200" height="164" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiFBHofG8GxticgeRybr0mYOm2L3sO49TVchF4fauyuMyXDHmBLkB_Jf7HWojFb6RwbUjeJxWxw3PNxaJa1JJSwqOlDRl8meSBrD5MKSoMwad_9FrNteCPTiCpoNn6I6aEHm8csfTuxWQKZU9EC1TOXsBTxRio_g1ywQp0M4MGS-vbYvvN-_PQT_Qcpdg/s320/Sustained%20Competitive%20Advantage%20Paradigm.jpeg" width="320" /></a></div><p></p><p class="MsoNormal" style="text-align: left;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">HR in its double capacity as people function and strategic partner is definitively
well placed to support employers in the Sustained Competitive Edge Paradigm
appropriate development and successful implementation (the Paradigm is outlined
in a specific article – <span class="MsoHyperlink"><a href="https://rosariolongo.blogspot.com/2022/03/sustained-competitive-edge-paradigm.html">Sustained
Competitive Edge Paradigm</a></span><span class="MsoHyperlink"><span style="color: windowtext;">).</span></span>
To stress the role played by HR in its effective execution, each component of
the Paradigm is now analysed separately, but in connection with the others, identifying
the synergic effects which the different components may produce the one in
combination with the others.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Business Strategy Development and Execution<o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: Verdana, sans-serif; font-size: 10pt;">Business strategy, intended as corporate-level
strategy, basically aims at defining a business direction and scope. Strategy
should therefore define and identify an organization geographical scope, range
of products and services, approach adopted to expand and gain new business, and
the criteria to allocate resources between the different organizational
components (Johnson et al, 2017).</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">As contended by Montgomery (2000), strategy is
essentially concerned with managing people, resources and relationships, and
making decisions. The way an organization makes a difference and the
identification of the beneficiaries of that difference essentially explain the
purpose of an organization.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Human capital does definitely represent a crucial
factor not only in strategy development but indeed also in strategy execution.
Business should therefore focus their efforts on making a difference for their consumer
target group as well as for their employees.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #0070c0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">The Role Played by HR</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Being in charge of looking after employees, managing
the entire employee lifecycle and ensuring employees the best possible
experience, HR can and should play a particularly significant role in business
strategy development and execution.</span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHGLcL-VvWv-ioqzg5srWvVPlG5y31dFZKN9_T5G87VWqOAbfVmAvPbbSU45FA52Dh1i3S6X2bYx4sdNLaSaeB2g26K7c7vSRlLHOMZbV8zSi4FRE-TaaU5OrOI08ommQGeqv5lvNQmJH3pukNyFwZI4WkSlQAOCB2-ar1f2i51ASgvooBix8vED4Nzg/s1143/A_HR%20and%20Strategy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="670" data-original-width="1143" height="235" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjHGLcL-VvWv-ioqzg5srWvVPlG5y31dFZKN9_T5G87VWqOAbfVmAvPbbSU45FA52Dh1i3S6X2bYx4sdNLaSaeB2g26K7c7vSRlLHOMZbV8zSi4FRE-TaaU5OrOI08ommQGeqv5lvNQmJH3pukNyFwZI4WkSlQAOCB2-ar1f2i51ASgvooBix8vED4Nzg/w400-h235/A_HR%20and%20Strategy.jpg" width="400" /></a></div><p></p>
<p class="MsoNormal" style="text-align: center;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 9.0pt; mso-bidi-font-family: Calibri; mso-no-proof: yes;">Table A – HR and
Business Strategy</span></b><b><span style="font-family: "Verdana",sans-serif; font-size: 9.0pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"> </span><span style="font-family: Verdana, sans-serif; font-size: 10pt;">The benefits of the activities performed by HR
are so pervasive and overarching which it can be hardly argued that every
single action is actually aimed at pursuing a single objective. Programmes
developed and implemented by HR typically covers different areas and bundling
with others initiatives more often than not yield even more overarching results,
thanks to the synergy each of them produces in combination with the others.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">In its role as an effective business partner HR
is not in charge of coming up with new business strategy ideas; notwithstanding,
its contribution to it may be manifold.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">In the business strategy development phase, HR
can certainly support the business in the identification, for instance, of new
business geographical areas conducting wide labour market intelligence
investigations in order to assess the local availability of the specific skills
and expertise required by the company and identify the opportunities and
threats offered in terms of employment law, reward practices, fiscal law, cost
of living, lifestyle, culture and other similar aspects. Some of these pieces
of information will prove to be particularly significant when a company, as usually
happens, may plan to second employees from a country to another.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">HR clearly plays a significant role in the
management of the employee lifecycle. The ultimate aim is not only to ensure
employees a great experience, but also to secure organizations onboarding and
developing individuals having the skills and competencies necessary for them to
successfully compete in the relevant markets.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Whilst recruiting and employee development are of
paramount importance for enabling business to have the internal skills and
expertise they need to develop and constantly review their strategies,
leadership, talent management and, once again, employee development can be
definitely regarded as crucial factors for strategy implementation. Once
developed on paper, even strong, potentially effective strategies may lead
business nowhere if not properly executed; management effectiveness, therefore,
definitely represents a key factor to this particular end.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Corporate Culture and Organizational Climate</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Whereas developing a company culture is mainly an
employer task, its consistent implementation concerns all the employees. Executives,
managers and line managers in particular should ensure that corporate culture
is not a nice to have statement written on paper, but the expression of values,
approach to work and way of interacting genuinely accepted and embraced by
employees. Organizational culture may actually make or break business strategy
and that is the reason why employers are increasingly devoting to it constant,
close attention.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Corporate culture is one of the most significant
factors jobseekers take into consideration when making their decisions on the
company they want to join. Paying lip service to corporate culture and
neglecting to consistently showcase it, may seriously jeopardise employers’
ability to attract and retain the talented individuals they may need.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #0070c0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">The Role Played by HR</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Also in this case, HR may play an important role namely
in corporate culture development and implementation phases.</span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPluawTNc-hKfYmRGwqiIKfICQtms4L5MWBXCOeYd6ODhSL9Ouj_s6FStPJVtN7XdJSkVzMbk6ZM0mYMGpc3DI-Fah_AHtjJPCgMnm-8JKg0X2uclWuMgF8PTa6NJNojHSupxhBZN0_EeCgCdDFnEwF7MjUtKWuZq5wTpYXFtpRAqdhxpsi72h0iV0OA/s1144/B_HR%20and%20Culture.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="671" data-original-width="1144" height="235" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPluawTNc-hKfYmRGwqiIKfICQtms4L5MWBXCOeYd6ODhSL9Ouj_s6FStPJVtN7XdJSkVzMbk6ZM0mYMGpc3DI-Fah_AHtjJPCgMnm-8JKg0X2uclWuMgF8PTa6NJNojHSupxhBZN0_EeCgCdDFnEwF7MjUtKWuZq5wTpYXFtpRAqdhxpsi72h0iV0OA/w400-h235/B_HR%20and%20Culture.jpg" width="400" /></a></div><p></p>
<p class="MsoNormal" style="text-align: center;"><b><span style="color: #0070c0; font-family: "Verdana",sans-serif; font-size: 9.0pt; mso-bidi-font-family: Calibri; mso-bidi-font-size: 10.0pt;">Table B – HR
and Corporate Culture</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">By conducting surveys, focus groups and town hall
meetings, HR can assess employee actual perception of culture and identify any
potential gap. Listening to employee voice may provide employers food for
thought and help them identify potential room for manoeuvre and grounds to
review their company culture.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Albeit defining and developing corporate culture
is a typical founder responsibility, understanding and taking into
consideration employees’ point of view may help employers understand their
actual attitudes and values. If considered appropriate and consistent with company
values, employers may decide to review and fine-tune their company culture
accordingly, alto taking into consideration the changes occurring at an increasingly
faster pace in the external environment.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Once HR gathers employee feedback on how they
actually live on a daily basis organizational culture, it is extremely
important to develop a plan of action in order to follow up on employee voice. Ensuring
employee perception of corporate culture, that is, organizational climate
properly reflects organizational culture should be regarded by employers and HR
as a non-negotiable obligation and firm part of the actions taken to offer
employees a valuable experience.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Employees regard any gap they perceive between
company culture and organizational climate (that is, their perception about corporate
culture) as a marked evidence of inconsistency. Managers talking the talk but
not walking the walk cause employees to become disillusioned about corporate culture
and feel ill at ease in the workplace. The concomitant existence of these
circumstances, lack of ethics and disregards for organizational values drastically
impact organizational climate and may be the reasons for employee absenteeism,
distraction and inaccuracy, worse still, the causes for employee and team
productivity to dramatically plummet.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"> <b><span style="color: #002060;">Employer
Branding and Candidate Experience</span></b></span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">The unrelenting, pervasive presence and influence
of social media nowadays remarkably impact organization reputation and public
image. The implications are noticeable both in terms of employer branding and
corporate branding, but the two aspects can indeed be considered as the two
sides of the same coin in that it can be hardly contended that the one aspect
does not actually affect the other.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Albeit employer branding aims at promoting
organizations as the best place to work and at creating in potential applicants
an organization’s corporate image of an employer of choice, employer branding
reach is not limited to jobseekers and may actually significantly contribute to
make or break general public, that is to say potential investors and customers,
impression of an organization.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Offering applicants an excellent candidate
experience is not only important to show them respect and appreciation for
their desire to join the organization, but also because candidates may already
be or become at a later stage company customers, investors or both. Yet
applicants who have had a negative recruiting experience might spread the word
using, in addition to the once powerful word of mouth, the today even more
powerful social media and social networks communication channels.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #0070c0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">The Role Played by HR</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Recruiting is definitely the main pillar of employer
branding, HR should ensure that every applicant genuinely has an excellent candidate
experience and that recruiting is managed consistently with the organization
employer brand image. It may be argued that in some ways recruitment represents
the evidence of the consistent execution of an organization employer branding
strategy.</span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoAYEV577dXCfN89koRBHnEv0WjWn1rD4yFO-TVRKhxwC-hLG5J1WRK42epU6G-MvAu9cLVgUMs8fF3x53E4o7NlVuZ0k8X2O4emL3EEUOdmaSPse1eQ7JZaqCoPzd3fPB1l5DcYhuLMkIRf49FpvK9C_UGMO0wxVGCFs_4wCK2JA8JzTzyVOxPvvvmA/s1141/C_HR%20and%20Employer%20Branding.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="668" data-original-width="1141" height="234" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoAYEV577dXCfN89koRBHnEv0WjWn1rD4yFO-TVRKhxwC-hLG5J1WRK42epU6G-MvAu9cLVgUMs8fF3x53E4o7NlVuZ0k8X2O4emL3EEUOdmaSPse1eQ7JZaqCoPzd3fPB1l5DcYhuLMkIRf49FpvK9C_UGMO0wxVGCFs_4wCK2JA8JzTzyVOxPvvvmA/w400-h234/C_HR%20and%20Employer%20Branding.jpg" width="400" /></a></div><p></p>
<p class="MsoNormal" style="text-align: center;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 9.0pt; mso-bidi-font-family: Calibri; mso-bidi-font-size: 10.0pt;">Table C – HR and
Employer Branding</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Organizations are increasingly availing
themselves of social media and social networks in order to execute their employer
branding strategy. HR puts in place a series of initiatives and actions to
showcase their organization corporate culture, positive climate, active
participation in environmental and social initiatives, but also employee
benefits, flexible work and diversity and inclusion practices as well as any
activity and initiative which may enable the organization to attract talented
individuals from the relevant labour market (in addition to retain employees).</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Albeit as often as not organizations involve
their employees as testimonials in their employer branding initiatives, in
order to provide candidates a real taste of what daily life is within the
organization, candidate reviews and testimonials may make a bigger impact not
only on potential candidates, but on general public at large.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Unpleasant candidate experience and inconsistent,
worse still, altered representation of a company culture and climate may have
counterproductive effects negatively impacting the organization not only by deterring
talented individuals from joining the organization, but also customers and potential
customers from continuing to buy or starting to buy the company products and
services.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Employer branding does therefore represents a
powerful way of promoting a business, but it should be managed consistently
with organization real reality, offering all candidates an excellent recruiting
experience and follow up at every stage of the recruitment process, safe in the
knowledge that today’s candidates might be tomorrow’s (or later today) customers
or investors.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Corporate Branding and Corporate Image</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">It may be argued that corporate branding is to
consumers and investors as employer branding is to jobseekers, interrelations
between the two aspects are nevertheless rather evident and when appropriately
manged, may indeed produce significant synergic effects.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Also in this case, employers should be aware of
the circumstance that a more or less wide gap between the corporate branding
they are striving to build and develop and the general public image of their
company brand may exist.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Among the most powerful levers organizations can nowadays
use to enhance their corporate branding, Corporate Social Responsibility (CSR)
and Environment, Social and Governance (ESG) strategies can be definitely
regarded as particularly significant and effective. Both strategies actually
aim at showcasing and fostering, albeit in a different and complementary
fashion, their commitment to sustainability.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #00b0f0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Corporate Social Responsibility</span></b><b><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">CSR does represent a qualitative, self-regulating
approach employers adopt in order to show their unconditioned commitment to
sustainable practices. Its ultimate purpose is to positively impact and enhance
the environment and society at large (Lutkevich, 2022).</span></p>
<p style="background: white; margin-bottom: .0001pt; margin: 0cm; text-align: justify; text-justify: inter-ideograph;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Effective CSR strategies
development and implementation enable organizations to maintain a positive corporate
image and improve stakeholder morale (Lutkevich, 2022). <o:p></o:p></span></p>
<p style="background: white; margin-bottom: .0001pt; margin: 0cm; text-align: justify; text-justify: inter-ideograph;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"> </span></p>
<p style="background: white; margin-bottom: .0001pt; margin: 0cm; text-align: justify; text-justify: inter-ideograph;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">As maintained by Polley
(2022), </span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: SimSun; mso-fareast-theme-font: minor-fareast;">CSR strategies also make a positive impact on company reputation. By reason
of the growing social media and social networks reach, consumers can easily
voice their disappointment against organizations, if social and environmental
issues are not of concern to businesses, potential loss of turnover and profit
highly likely are.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #00b0f0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Environment, Social and Governance</span></b><b><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-bidi-font-weight: bold;">ESG strategies use
environmental, social, and governance data, measurable objectives and audit
findings to evaluate organizations’ sustainability commitment and actual
results.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Rating agencies can develop measurable indexes
and assign companies scores in the environment, social and governance areas enabling
in particular potential investors to evaluate a company long-term
sustainability capability (O'Neill, 2022). ESG therefore enhances investor
capability to evaluate businesses sustainability.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Being based on metrics and data, ESG may enable
organization to maintain corporate reputation and financial success in the
future</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #00b0f0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">CSR and ESG</span></b><b><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Both CSR and ESG strategies and reports may be
used by employers to inform the general public about the company values and objectives.
CSR mostly providing qualitative data, whereas ESG providing metrics and
therefore quantitative data.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Employers should simultaneously embrace CSR and
ESG strategies, in particular:</span></p>
<p class="MsoListParagraphCxSpFirst" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">Ø<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">CSR should be used by employers to showcase and increase internal
awareness of the business sustainability efforts;<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpLast" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">Ø<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">ESG should be mainly (but not exclusively) used to provide metrics and
measurable objectives externally to potential investors (O’Neill, 2022).</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">A recent study conducted by McKinsey and
NielsenIQ (Bar Am et al, 2023) suggests that consumers do actually pay special
attention to sustainability and “back it up with their wallet.” The study essentially
confirms that consumers are not only increasingly paying attention to environmentally
and socially responsible products, but are also actually purchasing them.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span style="color: #0070c0; font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">The Role Played by HR</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">HR can definitely support employers in developing
and implementing CSR practices consistent with their ESG strategies and
strongly support employers in developing and communicating externally their ESG
strategy, laying great emphasis on the environmental and social aspects.</span></p><p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;"></span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh2M6fHyNtB5SijMdaVFkHG0J9HgfZXitHUcVBDA3ng6e50H9ZMgLn6lshOK7gJVWoUseVaLJwA_hzIZfVyOjE4JCG1GwaNFVc7jzKQ4fphlCE_tJjEkanpqDVgba0Bl0pa1-axxC4QsGQLKu5wKarjTUrN38SKUY2ZDQd4yekRGJK3sqfVy9h_U3bBOA/s1138/D_HR%20and%20Corpoarte%20Branding.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="668" data-original-width="1138" height="235" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh2M6fHyNtB5SijMdaVFkHG0J9HgfZXitHUcVBDA3ng6e50H9ZMgLn6lshOK7gJVWoUseVaLJwA_hzIZfVyOjE4JCG1GwaNFVc7jzKQ4fphlCE_tJjEkanpqDVgba0Bl0pa1-axxC4QsGQLKu5wKarjTUrN38SKUY2ZDQd4yekRGJK3sqfVy9h_U3bBOA/w400-h235/D_HR%20and%20Corpoarte%20Branding.jpg" width="400" /></a></div><p></p>
<p class="MsoNormal" style="text-align: center;"><b><span style="color: #002060; font-family: "Verdana",sans-serif; font-size: 9.0pt; mso-bidi-font-family: Calibri;">Table D – HR and Corporate Branding</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">First and foremost, HR should ensure that both
CSR and ESG strategies, and therefore internal and external communications, are
aligned with corporate culture, organizational climate and company values and
beliefs. In particular, organizational culture should foster respect for the
environment, the community at large and give employees a central role in being
part of the solution.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Business policies should reflect employer sensitivity
to environmental, social and governance areas and consequently show, for
instance, serious consideration for an appropriate use of energy, waste
treatment, carbon footprint and plastic elimination, as to what concern the
environment. To show employers genuine commitment to social environment, HR
should develop programmes aiming at offering employees opportunities for volunteering
(using paid leave), participating in donations in favour of the community,
backing associations and schools in providing support to children who have no
access to digital tools, participating in charity projects, supporting fair
trade business and associations by purchasing their products, and developing
and implementing other similar significant programmes.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">Genuine, consistent commitment to social matters
should be also reflected in HR policies including, for instance, strong
inclusion and diversity statements (also in order to foster innovation) and equal
opportunity policies at all levels, career advancements and gender equal pay as
well.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">As part of the CSR initiatives, HR should
establish and keep wide open a two-way communication channel with employees and
ensure that they are well-aware of the actions taken by their employer.
Fostering, for example, diversity and inclusion practices may make feel
employees proud to work for the company and then prove to be a good retention
measure, but also an effective way of attracting talented individuals from the
external labour market.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">HR should communicate the organization CSR
initiatives not only internally but also externally, for instance, embedding
them into employer brand strategy and supporting CSR communications with relevant
ESG metrics and data.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri;">By supporting employers in communicating their
ESG commitment, HR will contribute to prove that the business does actually
have a specific, well defined vision. Investors are surely keen to know as much
as they can about the company they invest their money in and eager to know how
sustainable their strategy may actually prove to be. General public as well is
becoming increasingly keen to buy products and services marketed by
environmentally and socially responsible companies.</span></p>
<p class="MsoNormal" style="background: white; text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">There are indeed both overlaps and
differences between CSR and ESG strategies but they are both significant for
employers and should be used in synergy the one with the other. One size does
not fit all, HR and employers should hence focus on their real reality,
specific circumstances and distinctiveness to develop their CSR and ESG
strategies and avert just doing what competitors do, the same way they do it.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">HR
may play a particularly significant role in supporting business in gaining
competitive edge:</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Internally<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpFirst" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">ü<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Developing and
implementing strategies and policies consistent with the business CSR and ECG
strategies;<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">ü<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Supporting employers
in developing strong corporate cultures reflecting CSR, ESG and sustainability
strategies;<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpMiddle" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">ü<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Properly and
effectively communicating employers CSR and ESG strategies, providing them a
clear line of sight between these and HR strategy and programmes.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Externally<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpFirst" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">ü<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Embedding corporate
culture, CSR strategy and ESG strategies in employer branding strategy and
programmes;<o:p></o:p></span></p>
<p class="MsoListParagraphCxSpLast" style="text-align: justify; text-indent: -18pt;"><!--[if !supportLists]--><span style="font-family: Wingdings; font-size: 10.0pt; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;">ü<span style="font-family: "Times New Roman"; font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";">Offering applicants an
excellent candidate experience and enabling them to perceive organization
genuine consideration for governance, the environment and social and
sustainability matters.</span></p>
<p class="MsoNormal" style="text-align: justify;"><br /></p>
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><div style="text-align: justify;"><span style="font-size: 10pt;">Longo,
R., (2023), </span><i style="font-size: 10pt;">The Role Played by HR in the</i><span style="font-size: 10pt;">
</span><i style="font-size: 10pt;">Sustained</i><span style="font-size: 10pt;"> </span><i style="font-size: 10pt;">Competitive Edge Paradigm Development and Implementation</i><span style="font-size: 10pt;">; Luxembourg:
HR Professionals, </span><i style="font-size: 10pt;">[</i><span style="font-size: 10pt;">online</span><i style="font-size: 10pt;">]</i><span style="font-size: 10pt;">.</span></div></span>Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-3835613993852225552022-03-13T12:46:00.003+00:002022-03-13T14:18:26.316+00:00Sustained Competitive Edge Paradigm<p style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;">Organizational success depends on several factors,
some of which may actually be controlled by employers, others which definitely are
beyond their control in that related to the external environment and influenced
by human perceptions. In order for employers to attain sustainable competitive
edge, therefore, they should not only constantly assess and review their
ability to stay competitive, but also unrelentingly scan the external
environment. The former activity - after all, would be sorely pointless if
disconnected from the latter.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">The contextual factor</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">It is an axiomatic fact that the external
environment in which employers operate and the incessant, quickening pace
change occurs make a remarkable impact on organizations. Employers are prompted
to constantly review and adapt their business structure, the approach working
activities must be performed, their business strategy and ultimately their
corporate culture accordingly.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">The contextual factor and its dynamics increasingly
influence the way organizations make and review their plans to gain and enhance
their competitive edge potential in the market. Businesses strengths and
weaknesses are affected by the ever-changing external environment; employers consequently
devote close, special attention to environmental scanning tools, like the PESTLE
analysis.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Whilst the SWOT analysis, enabling employers to
“look in” for strengths and weaknesses and “look out” for opportunities and threats,
is rather uniformly applied by employers over time, it can be argued that the
main focus of the PESTLE analysis has been subject to change with the passing
of time.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">In the past, PESTLE analyses were mostly focusing
on “political” and “economic” factors, whereas more recently, by reason of the
unrelenting technological advances and pervading use of technology in the
workplace, employers have paid closer attention to the “technological” factor.
“Digital transformation” is an expression most of the employers are acquainted
with and behind the projects implemented by many organizations.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Nowadays and highly likely even more in the years
to come, the “social” and “environmental” factors represent and will represent the
main focus of PESTLE analyses. In many organizations, for example, the
expression “digital transformation” has been already replaced with the ESG
acronym, which stands for Environment, Social (corporate) Governance. Many
employers are therefore already developing and implementing project plans
aiming at offering their customers sustainable and environmentally friendly
products and services.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">The “political” factor has invariably played a
significant role and unquestionably will continue to play a significant role in
PESTLE analyses; similarly, the legal factor should be regarded as a constant,
inescapable component of any environmental scanning tool. Like in the ESG case,
not always employers’ choices are actually made regardless of the influence
exerted by the regulatory framework in force.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">The fact that the environmental and social factors
are destined to be the main focus of environmental scanning tools for the years
to come does not entail by any means that employers can neglect or pay lip
service to the other factors encompassed in the environment scanning tool they may
decide to use. Technological advances, for instance, definitely help employers
pursue their intended strategies, but also pose serious threat in terms of
cybersecurity. To secure appropriate execution of their business strategy, organizations
need thus to pay close attention to technology also in order to effectively
protect their ICT assets.<o:p></o:p></span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span></p><p class="MsoNormal" style="text-align: justify;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEifyWQvMxq_ctvpdoJAfiGcso1Ry0wcPCtp0MnlhJLadCWscWiAjzmAf-n-4Gn9htWR5TAQX_FmFibzC_9fOHmrXaR4UTU4meQp66sA9O0qSr8En_qpOluLZpiRVWYkqpDgTuHqe1WMVZbSmhN6IFnsNX0gj5zDaRa9bDSIaLDDWAhy8qFQJofEYduVWA=s1620" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1174" data-original-width="1620" height="290" src="https://blogger.googleusercontent.com/img/a/AVvXsEifyWQvMxq_ctvpdoJAfiGcso1Ry0wcPCtp0MnlhJLadCWscWiAjzmAf-n-4Gn9htWR5TAQX_FmFibzC_9fOHmrXaR4UTU4meQp66sA9O0qSr8En_qpOluLZpiRVWYkqpDgTuHqe1WMVZbSmhN6IFnsNX0gj5zDaRa9bDSIaLDDWAhy8qFQJofEYduVWA=w400-h290" width="400" /></a></div><br /><p class="MsoNormal" style="text-align: center;"><b><span face=""Verdana",sans-serif" style="color: #0070c0; font-size: 10pt; mso-bidi-font-family: Calibri;">Table A - Environment Matrix</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">Significant factors coming into play</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Paying close attention to the contextual factor
does represent a means to an end, not the end itself. Yet the one size does
hardly fit all, employers should therefore carefully analyse the information
they gather and take action accordingly, taking heed of their specific
circumstances and distinctiveness.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">To gain sustained competitive edge, employers
should not only constantly review and adapt their business model, but also develop
and foster strong cultures, functional to the pursuance of their intended
strategy, which need then to be effectively, appropriately executed.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Once employers identify and develop the
appropriate business model, strategy development, strategy execution and a
strong culture may seem to be the only key components of a recipe for sustainable
success, but in order for employers to actually gain sustained competitive
edge, they need to consider some additional crucial factors.<o:p></o:p></span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEiMfdy4LaNNob4-8-a7BAkAjBheGO8Is1yZ-hNBC4dd8YoqWVSI_pJCDc_IJIQBxKrajDyY9regsv15DQzgEBuXwrFmlSXHc7S3nrnwDrjslpkzQ_9UJpJDPPm6A6KIPFPSHIsu1yaZZSf-JWlImjxbXUl0DQkKfV3_8NNLhvNjIiQ3QGZK0bmlV5jNEw=s1582" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1249" data-original-width="1582" height="316" src="https://blogger.googleusercontent.com/img/a/AVvXsEiMfdy4LaNNob4-8-a7BAkAjBheGO8Is1yZ-hNBC4dd8YoqWVSI_pJCDc_IJIQBxKrajDyY9regsv15DQzgEBuXwrFmlSXHc7S3nrnwDrjslpkzQ_9UJpJDPPm6A6KIPFPSHIsu1yaZZSf-JWlImjxbXUl0DQkKfV3_8NNLhvNjIiQ3QGZK0bmlV5jNEw=w400-h316" width="400" /></a></div><br /><p></p>
<p class="MsoNormal" style="text-align: center;"><b><span face=""Verdana",sans-serif" style="color: #0070c0; font-size: 10pt; mso-bidi-font-family: Calibri;">Table B – Sustained Success Key
Factors</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">The widespread use of the Internet and social
media, and the ease and speed information can nowadays be conveyed accounts for
the general public to take into consideration several facts, elements and factors
when making their purchase decisions.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate Culture Vs Organizational Climate</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate culture does play a crucial role in supporting strategy
execution. Organizational values and beliefs or as aptly summarized by Furnham
and Gunter (1993) “the way we do things around here,” are of paramount
importance for the pursuance of any organization strategy. Notwithstanding, the
widely held belief that organizational culture can make or break an employer
attempt to successfully pursue its intended strategy can only be partially
backed up.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Inasmuch as employers develop and foster organizational culture to influence
individual behaviour in the workplace, it is indeed the way employees interpret
and translate organizational culture into practical behaviour and actions, that
is, organizational climate, which strongly affects the way they behave and act
in the workplace.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate culture is essentially concerned with corporate values and
beliefs as well as with the behaviour, attitudes, inclination and views, which employers
expect employees to exhibit, embrace and share to successfully pursue their intended
strategy. Organizational climate is concerned with individual genuine feelings
and perceptions of the values and beliefs employers aim at fostering in the
workplace. Not always employees’ perceptions are perfectly in line with employers’
expectations.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">It may be argued that when it happens corporate culture definition perfectly
matches that provided by Herb Kelleher, former Southwest Airlines CEO, during a
conference on corporate strategy in New York City in the late 1980s (Taylor,
2019): “Culture is what people do when no one is looking.” In this case,
employees genuinely embrace corporate culture insofar as living it regardless
of their Manager or any other co-worker presence.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate culture can effectually help employers pursue their intended
objectives and achieve competitive edge only when corporate values and beliefs,
and the way things should be done in the workplace perfectly coincide with
employees values, beliefs and the way they would like to do things in the
workplace.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Consistency and ethics should be regarded as the underpinning tenets
of corporate culture, if employers talk the talk, but they do not walk the walk
it is hardly likely that organizational climate may actually match and support
corporate culture, albeit this has been nicely developed and formulated on
paper.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">The influence of corporate image and reputation</span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">With an estimated 60% of the world population
having access to the Internet in 2021 (The UN specialized agency for ICTs,
November 2020) information circulation is rising dramatically, despite unevenly
across different regions and countries.
The Internet and social media make it extremely easy for consumers to
access any kind of information concerning organizations, not necessarily
directly linked to their products and services, which may affect their decision-making
process.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">In particular, corporate image, brand reputation
and employer brand are all external factors which may remarkably impact
consumer decision-making process.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #0070c0; font-size: 10pt; mso-bidi-font-family: Calibri;">Employer brand</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Employer brand is the term commonly used to refer
to a business reputation as an employer. It basically “measures” how attractive
an organization is considered by jobseekers when looking for their first or a new
job opportunity. People apply for a position in a specific company because is
that company that they really want to join.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">HR usually establishes and keeps open a number of
communication initiatives, especially by means of social media and social
networks, to enhance organizations employer brand image, but “candidate
experience” definitely represents one of the most significant, arguably the
most significant, component of employer branding. Yet it may be used by
candidates also to ascertain if employers talk the talk and walk the walk.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Jobseekers as well as potential consumers pay special
attention to organizations branded by their own employees as “great place to
work” and “employer of choice.” HR typically showcases corporate culture, workplace
climate, employee wellbeing initiatives and work-life balance, equal
opportunities and diversity and inclusion practices to lure talents and
high-fliers, and invite them to browse through their career webpages and apply
for suitable positions.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate branding</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Consumer decision-making is increasingly
influenced by corporate branding, of which employer branding can be considered as
a component. As maintained by Roll (2022) “a strong brand is about building and
maintaining strong perceptions in the minds of customers.”</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Corporate branding can therefore be defined as
the series of initiatives and actions taken by employers and the resources they
deploy to implement their business model in order to attract and retain new
customers.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Also in this case, nevertheless, it is of paramount
importance that employer efforts, aiming at conveying a specific message and
improving their public image, are consistently received and interpreted by
consumers. Despite employers’ efforts to project a strong corporate brand
image, customers may indeed get a different idea of their business.</span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">It may be contended that corporate branding is to
corporate image as corporate culture is to organizational climate. Employers
should not only develop strong corporate cultures and corporate brands, but
also do whatever they can to ensure excellence in execution. Appropriate,
coherent execution may effectually help employers achieve consistency between
development and implementation and avert employees and customers to believe
that they talk the talk but do not walk the walk.</span></p>
<p class="MsoNormal" style="text-align: justify;"><b><span face=""Verdana",sans-serif" style="color: #002060; font-size: 10pt; mso-bidi-font-family: Calibri;">Sustained Competitive Edge Paradigm</span></b><b><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><o:p></o:p></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Attaining sustained competitive edge definitely
represents a daunting, herculean task for every employer. It is highly unlikely
that organizations may shine, worse still, stay afloat in rough, troubled
waters, if they do not ensure that the key factors to achieve competitive
advantage are actually synchronised and run like clockwork.<o:p></o:p></span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span></p><p class="MsoNormal" style="text-align: justify;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEi2bM95cuTdMb6M5uS4On9iZkQFJ5JOZWDnlD-zogr_FvD0tKk2ztpLsEU6b1xPzNndHTwLlnJkJXiTmL7RN5FWzUx-p-2JzOERC4YrqzpNTDx6QPKWSOZVrpISE9bXuDtkladjzBInahw6F3I25a_wPthd0Fk6ZmXNuYH4IKeSymex475i2fy3k2qfIQ=s1096" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1022" data-original-width="1096" height="373" src="https://blogger.googleusercontent.com/img/a/AVvXsEi2bM95cuTdMb6M5uS4On9iZkQFJ5JOZWDnlD-zogr_FvD0tKk2ztpLsEU6b1xPzNndHTwLlnJkJXiTmL7RN5FWzUx-p-2JzOERC4YrqzpNTDx6QPKWSOZVrpISE9bXuDtkladjzBInahw6F3I25a_wPthd0Fk6ZmXNuYH4IKeSymex475i2fy3k2qfIQ=w400-h373" width="400" /></a></div><p></p><p class="MsoNormal" style="text-align: center;"><b><span face=""Verdana",sans-serif" style="color: #0070c0; font-size: 10pt; mso-bidi-font-family: Calibri;">Table C – Sustained Competitive
Edge Paradigm</span></b></p><p class="MsoNormal" style="text-align: center;"><b><span face=""Verdana",sans-serif" style="color: #0070c0; font-size: 10pt; mso-bidi-font-family: Calibri;"><br /></span></b></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">In particular, in order for employers to achieve
sustained competitive advantage they should play special, close attention to
four key components, to wit: Business Strategy, Corporate Culture, Employer
Branding and Corporate Branding, safe in the knowledge that implementation and
human perceptions can make or break their effort to succeed.</span></p><p class="MsoNormal" style="text-align: justify;"><img border="0" data-original-height="543" data-original-width="438" height="640" src="https://blogger.googleusercontent.com/img/a/AVvXsEiDAtgbJOYoXlTA7Oh5BA2PxpgRXGR5j2Vurf1qHhLi8m_WOMjagwdFy8AFLyMfd_rmV2D6m4svJ6IF8SsBj3livD3gp2FK7ya58TooMr4q7PfSLyyTpTXduTNX_P8k1vq2OH95XqfFxJB4nJJXCgwo6U98Qz0nPumDf15vi253dGrrdnj0Co7dAFePRw=w516-h640" width="516" /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/a/AVvXsEjWvtwWo_Yx8xw2Ko70KIBihTqcnGmvRdaQXV-mm69fzrSPyEm2wLkLBmSXouUfKBhLbvoGvUNG87aTdJ6D1r7wvtB9vN7s1wQoDZ5BZn5OHDbF63fLdZGpclbdBdW8qE8oNSDPffDLKVNK0Dv19Z5J6FjMYYFgpgIjmzCToVGerk6NFL_TQkcpkcuAPw=s533" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="533" data-original-width="490" height="562" src="https://blogger.googleusercontent.com/img/a/AVvXsEjWvtwWo_Yx8xw2Ko70KIBihTqcnGmvRdaQXV-mm69fzrSPyEm2wLkLBmSXouUfKBhLbvoGvUNG87aTdJ6D1r7wvtB9vN7s1wQoDZ5BZn5OHDbF63fLdZGpclbdBdW8qE8oNSDPffDLKVNK0Dv19Z5J6FjMYYFgpgIjmzCToVGerk6NFL_TQkcpkcuAPw=w517-h562" width="517" /></a></div><br /><span face="Verdana, sans-serif" style="font-size: 10pt;"><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></p><p class="MsoNormal" style="text-align: justify;"><br /></p><p class="MsoNormal" style="text-align: justify;"><br /></p><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span face="Verdana, sans-serif" style="font-size: 10pt;"><br /></span></div><div><span style="font-size: 10pt; text-align: justify;">In order for employers to attain sustained
competitive advantage, they should ensure that the four development components
of the Sustained Competitive Edge Paradigm as well as the related
implementation factors are all regularly monitored, reviewed and redeveloped according
to environmental scan findings. In contrast, neglecting only a single component
or associated factor of the Sustained Competitive Edge Paradigm may cause employers
to find it extremely difficult to secure competitiveness, never mind achieve
competitive edge.</span></div></span><p></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;">Being underpinned by several pillars, the Sustained
Competitive Edge Paradigm is essentially based on the bundle approach according
to which the simultaneous concomitant recourse to different measures, enables
employers to produce synergic, multiplicative effects. Also in this case,
nevertheless, employers will obtain the positive, synergic effects produced by
the bundle approach, only if they devote constant, careful attention to all of
the Sustained Competitive Edge Paradigm components and factors, and take prompt
action to adapt them accordingly when necessary.<o:p></o:p></span></p><p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"><br /></span></p>
<p class="MsoNormal" style="text-align: justify;"><span face=""Verdana",sans-serif" style="font-size: 10pt; mso-bidi-font-family: Calibri;"> </span><span style="font-size: 10pt;">Longo,
R., (2022), </span><i style="font-size: 10pt;">Sustained</i><span style="font-size: 10pt;"> </span><i style="font-size: 10pt;">Competitive Edge Paradigm</i><span style="font-size: 10pt;">; Luxembourg:
HR Professionals, </span><i style="font-size: 10pt;">[</i><span style="font-size: 10pt;">online</span><i style="font-size: 10pt;">]</i><span style="font-size: 10pt;">.</span></p><div class="separator" style="clear: both; text-align: center;"><br /></div><br /><br /><br /><br />Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-13846291680354760102020-11-29T14:50:00.000+00:002020-11-29T14:50:30.956+00:00 The Whys and Wherefores of Talent Management<div><p class="MsoNormal" style="text-align: justify;">The expression “war for talent” was coined in 1997 by Steven
Hankin, to convey how hard it was for the employers of the most advanced
economies to attract and retain talented individuals by reason of labour
markets stiff competition.</p>
<p class="MsoNormal" style="text-align: justify;">Talent management emerged thus as a crucial component of HR
strategy and practices, increasingly attracting HR professionals attention.
Developing Talent Management practices, nevertheless, does by no means entail formulating
on paper “nice to have” policies, just to show CEOs that the company’s HR
practices are up to date and in line with those of the largest corporations. Do
not having crystal clear the whys and wherefores of the talent management
practices introduced into an organization, would just take employers nowhere
and jeopardize the significant strategic role played by HR. </p>
<p class="MsoNormal" style="text-align: justify;">The ultimate purpose of Talent Management is enable employers
to invariably have the right people, in the right place, at the right time to effectually
pursue their strategy and withstand the challenges posed by the ever-changing
external environment.</p>
<p class="MsoNormal" style="text-align: justify;">Talent Management should not be hence perceived by Managers and,
worse still, CEOs as a “yet another HR thing,” but rather as a tangible,
effective HR strategic contribution to the attainment of organizational success.
As such, Talent Management should help to make, rather than break the strategic
role played by HR.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaJidJdonJD64xEfwhecM1fn63eHE6xZGUbmX-S9-jb1Lr3v7C8GIks6FTeZ8yi7K86A0UjesGjnmdhJd2PcoMRquueVuL29pZRcSHODZ_LoA-fWko-KSC8mNgVa4I9QMjlYigqG03aEXp/s750/business.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="299" data-original-width="750" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjaJidJdonJD64xEfwhecM1fn63eHE6xZGUbmX-S9-jb1Lr3v7C8GIks6FTeZ8yi7K86A0UjesGjnmdhJd2PcoMRquueVuL29pZRcSHODZ_LoA-fWko-KSC8mNgVa4I9QMjlYigqG03aEXp/s320/business.jpg" width="320" /></a></div><br /><p></p><p class="MsoNormal" style="text-align: justify;">The practical implications of wisely and accurately designed
Talent Management practices should essentially be twofold:</p>
<ul style="text-align: justify;"><li>Ensure organizations can bank on a strong succession plan,
enabling employers to constantly be in a position to replace key role holders
in case of their departure;</li><li>Make certain employees gain the skills, competencies and
expertise not necessarily crucial to lead in the present, which will be
indispensable to lead, and create and maintain competitive advantage in the
future.</li></ul>
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="header"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="35" SemiHidden="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="line number"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="endnote reference"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="table of authorities"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="macro"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="10" QFormat="true" Name="Title"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="1" SemiHidden="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="11" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="22" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Preformatted"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="39" Name="Table Grid"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
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<w:LsdException Locked="false" Priority="61" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1"/>
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<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"/>
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<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"/>
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<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" QFormat="true"
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<w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" QFormat="true"
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<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"/>
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<w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"/>
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<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"/>
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<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"/>
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<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"/>
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<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"/>
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<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"/>
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<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" QFormat="true"
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<w:LsdException Locked="false" Priority="21" QFormat="true"
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<w:LsdException Locked="false" Priority="31" QFormat="true"
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<w:LsdException Locked="false" Priority="32" QFormat="true"
Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" SemiHidden="true"
UnhideWhenUsed="true" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" SemiHidden="true"
UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"/>
<w:LsdException Locked="false" Priority="41" Name="Plain Table 1"/>
<w:LsdException Locked="false" Priority="42" Name="Plain Table 2"/>
<w:LsdException Locked="false" Priority="43" Name="Plain Table 3"/>
<w:LsdException Locked="false" Priority="44" Name="Plain Table 4"/>
<w:LsdException Locked="false" Priority="45" Name="Plain Table 5"/>
<w:LsdException Locked="false" Priority="40" Name="Grid Table Light"/>
<w:LsdException Locked="false" Priority="46" Name="Grid Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
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<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 4"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 4"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 4"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 4"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 4"/>
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<![endif]--><p class="MsoNormal" style="text-align: justify;">These objectives can essentially be regarded as the two
sides of the same coin. Their simultaneous, combined attainment would enable
employers to bank on the right people, in the right place, at the right time,
despite the disruptive influence relentlessly exerted by the external environment,
taking heed of the likely future developments.</p>
<p class="MsoNormal" style="text-align: justify;">The distinctive feature of this comprehensive approach is
extend Talent Management focus of attention and interest to the external
environment, as opposed to limit it to the internal context only.</p>
<p class="MsoNormal" style="text-align: justify;">Consistent Talent Management practices implementation should
enable employers to be constantly ready to replace key role holders leaving the
organization with skilled, talented individuals, both in leadership and technical
roles. At the same time, employers should unremittingly investigate future
market trends, the external environment, technological advances and future of
work studies to analyse and assess the influence change occurring in the
exogenous environment may have on their business.</p><p class="MsoNormal" style="text-align: justify;"></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_cnyp27m9n7zVoTFXZ8YHr_Kwq_tBOwdPCpoG4LX6BaTci9l6O34wjcuYP6C4FT6Yf-sZ-g9IZOP3AFJivQHq9rV-fGtKUrSHg6AaPIF-HubCgA9vTLTuE0PqAUo1vwdyt4EKudhana02/s1470/hf_135808_article.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1162" data-original-width="1470" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_cnyp27m9n7zVoTFXZ8YHr_Kwq_tBOwdPCpoG4LX6BaTci9l6O34wjcuYP6C4FT6Yf-sZ-g9IZOP3AFJivQHq9rV-fGtKUrSHg6AaPIF-HubCgA9vTLTuE0PqAUo1vwdyt4EKudhana02/s320/hf_135808_article.jpg" width="320" /></a></div><p style="text-align: justify;"> The timely identification and monitoring of these factors,
and an accurate risk assessment of the impact these may have on their organization,
would certainly put employers in a position not only to identify the new roles
and skills the business may need, at any given time in the future, but also to
anticipate and drive change and adapt its business strategy accordingly. Employers
should proactively come up with new solutions and introduce change, rather than
wait and reactively being suddenly forced to accelerate, to desperately try and
catch up with change.</p><p></p>
<p class="MsoNormal" style="text-align: justify;">It can be argued that, to effectively help employers attain
competitive edge, Talent Management practices should be developed in
combination with environmental (e.g. PESTLE) and risk analyses.</p>
<p class="MsoNormal" style="text-align: justify;">HR initiatives should be tightly connected with, not
disconnected from the external context reality and business strategy, and
Talent Management makes no exception. Yet HR Professionals should never lose
sight of the objectives they aim at attaining through the actions and
initiatives they propose.</p>
<p class="MsoNormal" style="text-align: justify;">Talent Management practices should be developed duly taking
into consideration:</p>
<ul style="text-align: left;"><li><span style="color: #0070c0; font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Internal environment needs, succession plan and
role mapping;</li><li><span style="color: #0070c0; font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>External environment ever-changing circumstances
and developments;</li><li><span style="color: #0070c0; font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Company-specific business strategy;</li><li><span style="color: #0070c0; font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span>Corporate culture.</li></ul>
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhBbezmAjtrDQwMzQRGLDZZFFInLMG3VFgdaDnXmiYF9ewXJkg8gQUlgkBcLagx4CxpIlfNeRmnzcnXU0KnQFqCFz4x4RXLJXZbHOfpXZBx62-ccB8blc83hZjdQX-QjQK0uuHcRvIaZuE/s1280/Whys+and+Wherefores.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhhBbezmAjtrDQwMzQRGLDZZFFInLMG3VFgdaDnXmiYF9ewXJkg8gQUlgkBcLagx4CxpIlfNeRmnzcnXU0KnQFqCFz4x4RXLJXZbHOfpXZBx62-ccB8blc83hZjdQX-QjQK0uuHcRvIaZuE/w400-h225/Whys+and+Wherefores.jpg" width="400" /></a></div><p class="MsoNormal" style="text-align: justify;"></p>
<p class="MsoNormal" style="text-align: justify;">HR Professionals can develop effective, consistent,
comprehensive Talent Management practices if and only if it is crystal clear to
them their company business strategy, how Talent Management can effectually and
practically help attain it, and the impact external pressures may make on their
organization strategic human capital planning. <br /></p><p class="MsoNormal" style="text-align: justify;">To avert this list of ingredients to show to be a recipe for
disaster, rather than for success, an additional ingredient should be indeed
necessarily added. People the business is keen and eager to devolve power and
responsibility should first and foremost be those who, better and more than
anyone else within the business, behave and do things strictly adhering to the
organization values, norms and beliefs. Talent Management practices should thus
be developed within the organization corporate culture framework.</p>
<p class="MsoNormal" style="text-align: justify;">Future leaders should naturally, spontaneously promote
corporate culture and play the role of its strongest advocates. Their daily
behaviour and actions, rather than their words, should be promptly identified
by employees as a clear expression of corporate culture and easily associated
with it.</p>
<p class="MsoNormal" style="text-align: justify;">Like every HR initiative, Talent Management should not be
regarded as a per se, standalone programme, but as a significant component of a
bundle of initiatives supporting one another so as to create a synergic,
multiplicative effect. Talent Management is indeed used in combination with
development opportunities enabling employees to join different teams, at times
in different countries. These individuals may be regarded in many ways like company
ambassadors and models for the other employees, as such, their contribution to promote
corporate culture, genuinely expressing it with their actions and behaviour, is
of paramount importance.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgX6yLZZwZUVW4EPRTpGL0kIMSZwK3qhkwGblq4YunRNynY5Jr_X5N485CeTb0D8m4uA_sFjZ1dd6nw-3XEytxypC6IMWy3DQOkBA8YibneunzRqMLE0jFSE1dyKCuIoyFp3mgDM5fNe1Zy/s495/Managing-Your-Talent-and-Business-Alignment-Final-740x431.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="342" data-original-width="495" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgX6yLZZwZUVW4EPRTpGL0kIMSZwK3qhkwGblq4YunRNynY5Jr_X5N485CeTb0D8m4uA_sFjZ1dd6nw-3XEytxypC6IMWy3DQOkBA8YibneunzRqMLE0jFSE1dyKCuIoyFp3mgDM5fNe1Zy/s320/Managing-Your-Talent-and-Business-Alignment-Final-740x431.jpg" width="320" /></a></div><br /></div><div style="text-align: justify;">Talent Management does not represent an end in itself, but a
means to an end. Programmes should also be developed with the aim of stressing
the significance of the direct link existing between corporate culture and
business strategy. Inasmuch as organizations can hardly achieve competitive
edge without a clear, effective strategy, businesses cannot successfully pursue
their strategy without the support of a consistent, properly developed corporate
culture, on the basis of which employees shape their behaviour and actions.</div><p></p>
<p class="MsoNormal" style="text-align: justify;">Talent Management programmes should be clearly tailored to
each organization distinctive features and peculiarities. Slavishly introducing
programmes developed by other companies, just because these have worked well
under certain circumstances, is highly unlikely to produce the same exceptional
results under different circumstances and hence in other organizations: different
people, different culture, different strategy and different circumstances. Organizations
are different one another so that despite the ingredients of the recipe may
apparently seem to be the same, the recipe varies from business to business.</p>
<p class="MsoNormal" style="text-align: justify;">The objectives employers aim at attaining on the other hand
are unchanged, to wit: successfully pursue organizational strategy, achieve
sustainable competitive edge and secure a future to their organization and
people. Achieving these objectives nevertheless is increasingly proving to be a
herculean task for employers.</p>
<p class="MsoNormal" style="text-align: justify;">Once formulated, practises also need to be properly, consistently
executed. Practices and policies development is indeed sorely vain if not
followed by appropriate implementation. Are not indeed rare the cases in which
the same practices have worked well in some branches of a company and have ended
in a dismal failure in other branches of the same company, under similar
circumstances, due to implementation.</p>
<p class="MsoNormal" style="text-align: justify;">As usual, Line Managers play a crucial role in the execution
of an organization practices. Rather than believing that Talent Management and
other HR activities are “just another HR thing,” Line Managers should think
over the fact that the real challenge is not completing a given task by the end
of the day or of the week. The real challenge is developing and scheduling, in
time, a plan of action securing them and their team significant tasks to
complete also for the years and decades to come.</p>
<p class="MsoNormal" style="text-align: justify;">It clearly depends on HR; to gain credibility and the management
genuine commitment to Talent Management programmes, HR Professionals need to
gain management trust. They should show to be well acquainted with their organization
strategy and challenges, be genuinely able to understand how HR can help the
business factually achieve its objectives and take the time to discuss with
managers the benefits of Talent Management initiatives, which sometimes may not
be immediately obvious to the managers who are struggling with their daily
duties, projects and management tasks. </p>
<p class="MsoNormal" style="text-align: justify;">Longo, R., (2020), <i style="mso-bidi-font-style: normal;">The
Whys and Wherefores of Talent Management</i>; Luxembourg:<span style="mso-bidi-font-size: 10.0pt;"> HR Professionals, <i style="mso-bidi-font-style: normal;">[online]</i>.</span></p>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-90249996107512713692019-04-14T15:32:00.003+01:002019-05-04T10:57:33.598+01:00How Situational is Situational Leadership?<div dir="ltr" style="text-align: left;" trbidi="on">
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It is an
axiomatic fact that the way leaders make decisions, behave and lead in the
workplace has a powerful impact on employee engagement, motivation and
ultimately retention. Leadership, by common consent, also considerably exerts a
tremendous influence on business performance. The style leaders adopt to manage
their teams should be hence regarded as a business issue, rather than as an HR whim;
an organizational subject which HR, as it occurs in every people-related
matter, should take charge of.</div>
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<br /></div>
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Albeit countless
definitions of leadership have been provided over the years, the number of approaches
developed to effectively and consistently manage it has been considerably smaller
to date. Based on the findings of a number of studies conducted between 1911
and 1966, and on the widely-held belief that each individual is different from
others, Hersey and Blanchard developed, in the late 1960s, the Situational
Leadership model, also known as “organized common sense” (Leadership Studies,
2017). A flexible framework whose main aim is enable leaders to influence
individual behaviour and motivate their followers, adopting a different
approach according to each individual level of “performance readiness.”</div>
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The
underpinning tenet, at the basis of the development of this framework, is that it
does not indeed exist a wrong leadership style in that the right style, or
rather, the most suitable approach, actually depends on the circumstances. Also
in leadership thus the one size does not fit all. The model intends to help
leaders assess every occurrence so as to identify the specific, proper amount
of guidance to give each of their followers and of communication to establish
with each of them, according to their “performance readiness”, that is, the combination
of capability, eagerness and keenness expressed by each individual, under the
specific environmental circumstances. The approach a leader must adopt should be
hence matched up with each individual development level (Table 1).</div>
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<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhv6WHE0pnBXyUjepBDlWYY_lKn9xiNjK6H5Feqtd7z0QmR7chezuH76PAAs1kaBwGjrvoI4HPOJ7GDlA7oNHHZMncy4hNHSNWfu_ALTNNiOvhXMOlspwHEMdgBnZHbNNPTnMyd_anvMkaB/s1600/Situational+Leadership.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhv6WHE0pnBXyUjepBDlWYY_lKn9xiNjK6H5Feqtd7z0QmR7chezuH76PAAs1kaBwGjrvoI4HPOJ7GDlA7oNHHZMncy4hNHSNWfu_ALTNNiOvhXMOlspwHEMdgBnZHbNNPTnMyd_anvMkaB/s320/Situational+Leadership.jpg" width="320" /></a></div>
<div align="center" class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm; text-align: center;">
<b style="mso-bidi-font-weight: normal;">Table 1</b></div>
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This simple
framework, essentially based on common sense, may appear extremely
straightforward to apply and implement, but it actually requires leaders’
constant, careful attention.</div>
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The first
pitfall leaders should definitely avoid to fall into is thinking to well know
each member of their team and regard their level of performance readiness as
invariably the same, regardless of the specific assignment or task they intend
to assign them.</div>
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One of the
most crucial phases for the identification of the suitable leadership style is
“diagnosing.” This step is concerned with the assessment of the competencies an
individual has already gained and his/her likely commitment to achieve that
specific objective. Leaders should not be hence influenced by the level of commitment
shown by their followers under other circumstances or by their skills at large,
but focus on the competencies and eagerness these may have to perform that
specific activity. Diagnosing is hence not about an overall assessment; it aims
at determining an individual fit for a specific task.</div>
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The adoption
of this approach may lead leaders to believe that they can assign an individual
a project only and only whether this has already successfully managed and
gained previous experience with similar projects. In this way, nevertheless, leaders
would jeopardize individual growth and development, and would not put
themselves in a position to assess their followers learning agility.</div>
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Diagnosing
should not be used to prevent individual growth but to favour and sustain it
over time. Understanding what a team member needs to properly perform a task or
effectually contribute to a project, is necessary to make decisions on the type
of support, guidance and direction an individual needs so as to take appropriate
action to bridge the identified gap.</div>
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<a href="https://rosariolongo.blogspot.com/2019/04/how-situational-is-situational.html" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;" target="_blank"><img alt="https://rosariolongo.blogspot.com/2019/04/how-situational-is-situational.html" border="0" data-original-height="1000" data-original-width="1600" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhCLmjXTSYsl42awkQFtVtGBGCJcRyVkgdwmSMJS8ABT7-3O9j-s9xJeD0WnKYPdVjGRFYvuXv10ZRC3DiuROyfbOwSumISg0CvyoB12bFo7f5-dgP1jMRDpQ5CaZHvLCkrZEpjNXi6nIEW/s320/Lead1.jpg" width="320" /></a>The pace
change occurs nowadays is increasingly quickening and more often than not
organizations and their leaders are prompted to take action as swiftly as they
can. The fact an individual has not gained yet the full set of competencies
this needs to carry out a given task, regardless of his/her eagerness and
motivation to perform it, may prompt a leader to assign the activity to a
different individual, who already has what it takes to effectually perform the
task. Yet by reason of the lack of time to direct, support or coach their
followers and of the typically strict projects timeline, leaders may find it
preferable to assigning challenging tasks to more experienced individuals. Such
an arguably justified leader behaviour, under the circumstances, would
nonetheless fetter rather than favour individual growth. Worse still, whether a
leader should not timely plan for their followers to gain the skills and
experience necessary to properly perform more challenging tasks, before these have
the chance to use these skills in a project, individuals would never be put in
a position to develop, and will thus inexorably leave the organization, not to
mention that they may stay and underperform.</div>
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</div>
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Serious
problems may also arise when leaders consider to assign a follower a project or
task based on their willingness to perform it. A leader can ill afford to
assign a follower a task only and only whether this is keen and eager to
perform it. Genuine leaders should be able to motivate their followers to carry
out tasks these may not be completely happy to perform, but that are important
for the organization success. <span style="mso-bidi-font-size: 10.0pt;">Henry S.
Truman (US President 1945 – 1953) defined leadership as the “ability to get
others to do what they don’t want to do and like it.” Good leaders should be
able to provide their followers a clear-sighted vision of their company’s and
of their own future, but also enthusiasm and sense of belonging so as to
self-motivation and self-fulfilment to build up. Whether individuals have the
competencies and skills to perform a task, conceivably just because their employer
has heavily invested in their development and banks on them, leaders cannot fail
to influence and persuade their followers of the importance of their contribution.
It is hardly thinkable the paradigm “no willingness, no task performed.”</span></div>
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There are
indeed some additional risks associated with an inappropriate, rigid
implementation of Situational Leadership. If leaders do not adopt it adding a
further degree of flexibility, that is to say without adding flexibility to
flexibility, these may hamper their followers learning agility and by showing a
high degree of intolerance towards failure, prevent innovation to spread and
flourish within the organization.</div>
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<br /></div>
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Whether
leaders have no time to provide their followers the direction, support and coaching
they need, and would be willing to assign individuals only the tasks these are
confidently able to face, they will never be able to identify and sustain their
learning agility level and development. In turn, individuals for fear of
disappointing their leader by making mistakes, would invariably avert to
innovate and change methods, processes and procedures, albeit this may be one
of the objectives Situational Leadership would actually aim at achieving. </div>
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<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEisnj7wLmwZGNbvvdqfRiQoRS6dadeh1O9rVTZrYmx5Ff4xrUDZOTc2gTZnvCv9BV2MmGLc0Y6rx4GmLlHQ6nCEh89Q9nWzeiyyzv7easuiqHgl36vk8DBJUXYsmg9Ygf6VeqaJv1cxSt_c/s1600/Lead5.JPG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="1200" data-original-width="1600" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEisnj7wLmwZGNbvvdqfRiQoRS6dadeh1O9rVTZrYmx5Ff4xrUDZOTc2gTZnvCv9BV2MmGLc0Y6rx4GmLlHQ6nCEh89Q9nWzeiyyzv7easuiqHgl36vk8DBJUXYsmg9Ygf6VeqaJv1cxSt_c/s320/Lead5.JPG" width="320" /></a>As Hamlet
said (Act 5, Scene 2), referring to well different circumstances, “the
readiness is all”, but readiness should be properly and consistently assessed. It
is not only a matter of properly interpreting what should be meant by readiness
from the leader point of view, but also to ascertain whether leader and
follower agree on it. The risk being that rather than favouring people
development and sustaining the pursuance of organizational strategy, Situational
Leadership may cause some undesirable drawbacks and counter-effects.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Diagnosing
is unquestionably a crucial stage of Situational Leadership implementation;
leaders should invariably ensure to discuss openly and thoroughly with their
followers their level of development and readiness to take a new challenge up.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Whether followers
should disagree with their leaders on their readiness level, consequences can prove
to be particularly detrimental. If followers, differently from their leaders,
believe to be ready to perform a task, the circumstance their leader would not assign
them that task would generate disappointment, distrust, dissatisfaction and a
plunge in self-confidence. In the case of leaders overestimating their
followers level of readiness, deeming their followers ready to face the new
challenge, whereas these do not actually feel to be, the fact followers would not
recognize to be unprepared so as not to disappoint their leader, is likely to
produce negative effects upon both the successful completion of the project and
the individual career.</div>
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<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
The
practical implementation of Situational Leadership should be hence preceded by the
introduction of an objective, agreed “readiness” assessment method and some tailored
tools. Both leaders and followers should be made aware of the procedure,
variables and assessment methods used to identify each individual readiness
level. A transparent, objectively supportable approach and a structured
methodology would definitely ensure leaders avoid bias and enable them to
properly assess their followers’ skills, based on specific values and
competencies. A transparent method would also reassure followers that their
level of readiness will be assessed objectively and consistently across the
organization.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Despite the Situational
Leadership model only refers to followers’ readiness, it may be argued that the
difficult execution of this approach and the thorny issues it involves imply a
high level of leaders’ readiness, too. Like their followers, leaders should
indeed be eager and prepared to, and skilled at adopting this approach. The
inconsistent, inappropriate implementation of Situational Leadership can in
fact break rather than make employee engagement and performance, and hence organizational
success. Employers aiming at introducing this approach should be aware of the
drawbacks and threats it can potentially pose.</div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUKe2RxMOH1SMTCOEoxR3rC_Uys4L5x4Vv95GCA46K26bUzah9exaBUtIziBSfTf1c_6VOjDf1uX65yUYl_dnLqZ31-Qo0_C2GsAfwFFVKJfEjzhRE8IoF3DeCpD1o7P6niFm7ERFzEQD4/s1600/Lead6.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="433" data-original-width="770" height="179" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiUKe2RxMOH1SMTCOEoxR3rC_Uys4L5x4Vv95GCA46K26bUzah9exaBUtIziBSfTf1c_6VOjDf1uX65yUYl_dnLqZ31-Qo0_C2GsAfwFFVKJfEjzhRE8IoF3DeCpD1o7P6niFm7ERFzEQD4/s320/Lead6.jpg" width="320" /></a>Situational
Leadership can be regarded as an organization strategy to leadership, as such
implementation may prove to be much more important than strategy itself. The
distinctive features of Situational Leadership: flexibility, simplicity and the
case-by-case consideration of individual development, account for this model to
be relevant and useful. On the flip side, it does not appear to be far-sighted
and neglects some significant factors which deserve more attention and
consideration. It can be thus regarded as a basic, broad framework; to be
implemented, nonetheless, the model should be complemented with several activities,
tools and assessment methods, which may in some ways alter the model itself.</div>
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<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
The
conscious decision to adopt a specific leadership style, cannot be made
disregarding the values and beliefs underpinning an organization culture.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Whether
corporate culture should foster individual development, innovation and learning
agility, for instance, situational leadership might be deemed by staff as inconsistent
and unfit. Individual development would be only secured to those employees who
have already gained a certain level of autonomy and expertise. Projects and significant
tasks would be assigned to a limited number of individuals, whereas the others
would be basically refused access to the opportunities enabling them to broaden
their experience and reach higher level of competence. Not be put in a position
to grow and develop, these individuals would consequently feel their job to
essentially be a dead-end job and will either underperform or leave their employer.
Ensure the cultural fit of a leadership approach is hence of paramount
importance.</div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmyb2LWiZrPVQJwCq8NLo4HbkBsjYbyLAVKIkd0-8hgJ88j2y96qd4MC-gPWcPwlHv0AO5VCznNO9Sc0FP6Wz2Yjo7c1FCDCII-bTHOOAHvnEEomKR4wZRtf32breYruAH-piyh5CXlc-v/s1600/Lead7.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="643" data-original-width="1000" height="205" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmyb2LWiZrPVQJwCq8NLo4HbkBsjYbyLAVKIkd0-8hgJ88j2y96qd4MC-gPWcPwlHv0AO5VCznNO9Sc0FP6Wz2Yjo7c1FCDCII-bTHOOAHvnEEomKR4wZRtf32breYruAH-piyh5CXlc-v/s320/Lead7.jpg" width="320" /></a></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
The concept
of employee “readiness” is indeed very interesting, but more than a leadership
style, it may show to better suit people development and succession planning practices.
Whether employers identify the set of skills individuals should master, and the
type of experience they must gain, to fill leadership and key roles within their
organization, being able to assess individual readiness to fill those positions,
would clearly enable them to confidently face the future organizational
challenges.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Employee
readiness should not represent the end itself, but the means to an end. Once
employees have reached the professional and moral standards required by the
organization to take up any given position, also by virtue of their learning
agility, these should be able to confidently face all the challenges posed by
these roles.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Individual
readiness to fill leadership and key roles within an organization should
clearly be professionally assessed adopting tried and tested, trusted
methodologies and not exclusively relying on the leaders’ assessment of their
followers.</div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
Whereas it
is broadly recognized that one of the distinctive characteristics of
Situational Leadership is flexibility, its strict implementation may turn this
approach into an extremely rigid one. The idea of “readiness” should be
therefore interpreted with extreme care and regarded as a method to assess
individual development in a much far-sighted, pragmatic fashion; not to make short-term
decisions, but to make informed choices enabling employers to reap the benefits
and attain tangible results both presently and in the future.</div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: .0001pt; margin-bottom: 0cm;">
<span style="mso-bidi-font-size: 10.0pt;">Longo, R., (2019), <i style="mso-bidi-font-style: normal;">How Situational is Situational Leadership?</i>; Milan: HR Professionals
<i style="mso-bidi-font-style: normal;">[online]</i>.</span></div>
</div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-10727866843630770292018-02-18T14:41:00.000+00:002018-02-18T14:41:22.787+00:00Has The Adage “Employees Leave Their Managers And Not Their Employers” Ever Held True?<div dir="ltr" style="text-align: left;" trbidi="on">
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<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">It is a commonly held
belief that line managers represent the main reason for employees leaving or wanting
to leave their employer. This assumption, supported by the findings of several
research studies, is underpinned by the idea that the person with whom employees
mostly build, develop and maintain relationships within an organization is
their direct manager, who is indeed in a position to strongly influence
employee engagement and eagerness to go the extra mile and exercise
discretionary effort.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">This concept was firstly,
aptly summarized by Buckingham and Coffman (2005) in the aphorism “Employees
leave their managers and not their employers” and later reinforced by MacLeod
and Clarke (2009), who suggested that “people join organisations, but they
leave managers.”</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" data-original-height="170" data-original-width="297" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5HVj0N2IGQ3TVGL6HqWdSgRnbbkYtYnChur8oC7AnQquWUAuhLGC22S1UVThW4AjkTJIF5S1oQ7Mrcf9_nb43AU-FfNl5wQk9W2kxSNsF8j7o-LRS-h1k3vONirjMp-t8_jSmrorUaG7j/s1600/Today.jpg" /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Mismanagement, bias,
lack of consideration and respect, the inability to inspire and empower individuals,
effectively communicate them the business vision and provide clear direction are
just some of the ingredients of the recipe for management failure. Inasmuch as
the idea behind the dictum “Employees leave their managers and not their
employers” is clear and worth being backed up, management is not the fruit of
inheritance, nor is it bestowed for acts of great athleticism. Managers are
appointed by their employers, who should offer management positions only to the
individuals who have showed to really have the characteristics and exhibited
the behaviour required to effectually fill this crucially significant role.
Employers should hence take full responsibility for their management actions
and behaviour. Depicting employers as the victims of their managers as if these
have nothing to do with their identification and nomination, and therefore with
what they do, would definitely represent a massive blunder.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">More often than not,
organizations appoint as managers individuals who possess superior technical
skills and a considerable level of expertise in their field. Despite it is
widely acknowledged that it cannot be established a causal relationship between
technical expertise and management capability, to wit: an outstanding
professional does not necessarily also is a good manager, employers seem to
continue ignoring this circumstance. It can be thus argued that a knowing doing
gap persists.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">At the outset, individuals
are lured by an employer brand, corporate culture, reputation and value
proposition, but whether not supported by consistent appropriate management, the
fascinating effects produced by these corporate features are soon drastically destined
to vanish into thin air, overshadowed by the employee experience. Under such
circumstances individuals would believe that the employer walks the walk, but
doesn’t talk the talk.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">When proposing the
appointment of new managers, executives are clearly acting in good faith, but
they might have not gained a thorough view and understanding of their nominees’
traits, capabilities and behaviour, especially under different circumstances and
in a different environment. Most likely, they just appreciate these individuals
for their technical knowledge and expertise, do not taking heed of the
disastrous consequences the wrong appointment of a manager produces. All too
often, employers, that is to say HR professionals, are then forced to hastily
put in place a series of initiatives so as to put newly appointed managers in a
position to carry out their new role. HR support in these cases is paramount,
but its involvement in the process should invariably precede not follow the
appointment of a new manager</span></div>
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<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEij-dIiUgmTgStOoNG6lUzT6JNZsmLce6BYQC9sJ3v75YEP7sHwSx8Fh2xvGiQpcnyCsdt0f8NOadEnCSTusZ4223doJAWucI3AlYknza7gHSbhcedBl0XrSJTAxAjwdPgZjEkSFdviz0ri/s1600/Today1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="161" data-original-width="313" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEij-dIiUgmTgStOoNG6lUzT6JNZsmLce6BYQC9sJ3v75YEP7sHwSx8Fh2xvGiQpcnyCsdt0f8NOadEnCSTusZ4223doJAWucI3AlYknza7gHSbhcedBl0XrSJTAxAjwdPgZjEkSFdviz0ri/s1600/Today1.jpg" /></a></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">The introduction of
practices clearly establishing and outlining the path employees must follow to
be appointed as managers and how this route interrelates and combines with the
organization’s succession plan would clearly help to dramatically minimize at
worst and avert at best the risk of appointing the wrong individual for the
role of manager. At times, it may rather be a problem of appointing the right
person at the wrong moment, that is to say the individual who has the potential
to fill a management position, but who is not ready for that yet.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">To keep pace with the
incessant process of change nowadays affecting every organization, the need for
talented individuals to take more responsibility may arise anytime and, worse
still, suddenly. Whether individuals having the right traits and potential are
not ready to take additional responsibility, the negative consequences will
certainly make an impact on their direct reports, but also on themselves. Appoint
managers and then try to put them in a position to properly and effectively play
their role is not clearly a methodology likely to pay off. It is essentially a
matter of timely planning; rather than a reactive a proactive approach should be
hence definitely favoured.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">The positive effects
yielded by appropriately developed succession planning are indeed twofold –
firstly, it enables employers to detect and classify the key and strategic
roles existing in the organization, and secondly, it urges employers to timely identify
potential successors. The identification of people who are deemed fit to fill strategic
and management roles should be followed by a period of preparation, hopefully
experiential learning, enabling these, the moment arrived, to be ready to take
over management responsibility.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">It clearly emerges
that succession planning of its own does not suffice, it should be indeed conducted
in combination with talent management and employee development practices. The
identification of the potential successors in fact will not secure businesses
the talent these require whether, once identified, individuals are not assessed,
trained, prepared and tested on the roles these will be called to perform in
the immediate, not-too-distant or distant future. The development path prepared
for each individual will clearly be different according to the role each employee
is due to fill, but organizations should never overlook the need for
individuals to be prepared and able to carry out different roles and not
necessarily a specific, identified role. The ever-quickening pace change occurs
may indeed require sudden, unforeseen changes of programme. Talented
individuals should hence be invariably ready to perform well and yield positive
results under any circumstances including, of course, first time circumstances.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEguXg8NiihDiLIRctGmPbjiFFxs1iRftlSne00iY0_P-LxfUrh5HvNC7RMgFNks3-dvgEAELoCPUYvmbNqZNOT7Pv4YYWG6LqYKBqrWHl885AWZl4os5fmiJTsCzqL8uLeRNO9Be1YdBwWx/s1600/Today2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="182" data-original-width="277" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEguXg8NiihDiLIRctGmPbjiFFxs1iRftlSne00iY0_P-LxfUrh5HvNC7RMgFNks3-dvgEAELoCPUYvmbNqZNOT7Pv4YYWG6LqYKBqrWHl885AWZl4os5fmiJTsCzqL8uLeRNO9Be1YdBwWx/s1600/Today2.jpg" /></a><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">HR is growingly focusing
on the idea of employee experience, but it is glaringly obvious that any
employer efforts and bids to provide its staff an excellent employee experience
is doomed to miserably fail whether not supported by the organization
management. The underpinning component and funding pillar of employee
experience practices in a business should be hence definitely represented by
the quality of its management, which can clearly make or break individual
engagement, motivation and sense of belonging.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Findings of a recent
research study conducted by ADP UK, The Workforce View in Europe 2018 (ADP,
2018), reveal that bad management also produces disastrous effects upon
employee productivity. In particular, the study found that only 23% of
respondents believe that their work environment enables them to be productive
“all the time”, 46% claimed this happens “most of the time”, 22% “some of the
time” and 10% “rarely” or “never”; bad management (19%) was indeed cited as the
main reason for employees failing to reach maximum productivity (followed by inefficient
systems and processes – 18% and slow and inefficient technology – 15%).</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Bad management can
indeed be regarded not only as a direct, but also as an indirect cause for
employees wanting to leave their organization. ADP’s study also suggested that
30% of employees feel so stressed in their workplace insofar as considering to
seek a new job. Despite stress levels at work may be influenced by many
variables, it cannot be denied that many of these variables, like workload, job
design, task delegation, etc., actually depend on managers.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Individuals having
problems with their managers will leave the organization by reason of their manager’s
incapability to manage and lead, but it can be hardly contended that under such
circumstances the employer could not be blamed.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">HR can and should
play a significant role in helping employers identify suitable individuals for leadership
positions. As contended by Furnham (2018), in their talent acquisition process,
employers should take heed not only of the traits, skills, competencies and
behaviour regarded as necessary to fill a given role – selecting, but also of
the undesirable traits and features, that is, of those qualities which
candidates should not have or not have beyond a certain degree – screening or
selecting-out. During the talent acquisition process, HR should thus also investigate
and look for evidence of the traits and types of behaviour considered
unacceptable by the employer and regard these as select-out factors.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" data-original-height="133" data-original-width="378" height="112" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_BheAx7l1pd4W6qK8t1SXAABebhaVFTIXuHG_tS23z4Fui4mEMT4t4_kGjkUXnJD_zi0ucYQ-rQ9we331ss1zRgSOwVDJGG3pT6Q8-1fGUyjP3Wk1olRZw1ddTECJe4IheGR39BnfMrf9/s320/Today3.jpg" width="320" /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">The insights offered
by Furnham (2018) into the talent acquisition process are indeed valuable and also
relevant to the process used to identify future leaders within an organization.
The prime objective is averting that talented individuals, who may have the
competencies and ability to lead others, will not at some point “derail.” There
are many components of a manager personality which may account for his/her
derailment, but some factors can prove to be more significant than others. The
most accurate predictors of an individual attitude to effectually fill a
management role and avert failure are the individual:</span></div>
<br />
<ul style="text-align: left;">
<li><span style="font-family: Wingdings; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Disposition to develop and maintain good, long-term relationships with
different types of people;</span></li>
<li><span style="font-family: Wingdings; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Self-awareness;</span></li>
<li><span style="font-family: Wingdings; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"></span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Ability to adapt and learn (Furnham, 2018).</span></li>
</ul>
<br />
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">Identifying the right
individual for the right position and prepare this to effectually perform in
the new role, represents a daunting task for any employer. Making choices carefully
and plan in advance enable organizations to offer potential future leaders the
opportunity to gain the capability and experience necessary to attain the
desired standard before being appointed, enabling in turn the identified
individuals to feel confident and self-assured in their new role. The adoption
of this approach will benefit the organization in terms of employer brand,
employee engagement and motivation, and ultimately productivity.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB;">The adage “employees
leave their managers and not their employers” might also prove to still hold
true, but this has to be regarded as the tip of the iceberg and not as the root
cause of the problem, whose responsibility to address invariably rests with
employers.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Longo, R., (2017), <i style="mso-bidi-font-style: normal;">Has The Adage “Employees Leave Their Managers And Not Their Employers” Ever
Held True?</i>; Milan: HR Professionals, <i style="mso-bidi-font-style: normal;">[</i>online<i style="mso-bidi-font-style: normal;">]</i>.</span></div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-76043116146727755892017-04-02T15:14:00.001+01:002017-04-02T15:18:37.522+01:00The Impact of Social Media on the Psychological Contract<div dir="ltr" style="text-align: left;" trbidi="on">
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Block Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Hyperlink"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="FollowedHyperlink"/>
<w:LsdException Locked="false" Priority="22" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Document Map"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Plain Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="E-mail Signature"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Top of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Bottom of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal (Web)"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Acronym"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Address"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Cite"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Code"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Definition"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Keyboard"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Preformatted"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Sample"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Typewriter"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Variable"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal Table"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="annotation subject"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="No List"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Contemporary"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Elegant"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Professional"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Balloon Text"/>
<w:LsdException Locked="false" Priority="39" Name="Table Grid"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Theme"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" QFormat="true"
Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" QFormat="true"
Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" QFormat="true"
Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" QFormat="true"
Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" QFormat="true"
Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" QFormat="true"
Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" SemiHidden="true"
UnhideWhenUsed="true" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" SemiHidden="true"
UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"/>
<w:LsdException Locked="false" Priority="41" Name="Plain Table 1"/>
<w:LsdException Locked="false" Priority="42" Name="Plain Table 2"/>
<w:LsdException Locked="false" Priority="43" Name="Plain Table 3"/>
<w:LsdException Locked="false" Priority="44" Name="Plain Table 4"/>
<w:LsdException Locked="false" Priority="45" Name="Plain Table 5"/>
<w:LsdException Locked="false" Priority="40" Name="Grid Table Light"/>
<w:LsdException Locked="false" Priority="46" Name="Grid Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 4"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 4"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 4"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 4"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 5"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 5"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 5"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 5"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 5"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 6"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 6"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 6"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 6"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 6"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="46" Name="List Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="List Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="List Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 3"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 3"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 4"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 4"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 4"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 4"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 4"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 5"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 5"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 5"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 5"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 5"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 6"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 6"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 6"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 6"/>
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<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
earliest idea of psychological contract dates back to a study conducted by
Argyris in 1960, in which the term “psychological work contract” was used to
describe the implicit relationship existing between a foreman and the employees
this was in charge of supervising. The concept was later developed by Levinson,
Price, Munden, Mandl and Solley (1962), who referred to the term “psychological
contract” to outline the set of mutual expectations the two parties involved in
the employment relationship might be at best just vaguely aware of, but which exerts
a controlling influence on their relationship. Ever since, several definitions
of psychological contract have been formulated by many academics and sociologists;
amongst these that of Schein (1965) who, drawing from Argyris and Levinson et
al studies, stressed the circumstance that this type of contract unrelentingly produces
effects throughout the employment relationship.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" height="232" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7OMKqjJtYEGVkyejBfQr71RAex9awRkiTEnnsCTTIexhmWg-zabNc7Auiu7MT1Klt-pOTkieAHnVcD8hj1fS1ygidejBppxtk2E98y-VTG_0x99toF72v9W-GQNPHzgSWQMtb_QbKjd-K/s320/SM0.jpeg" width="320" /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
reason why the psychological contract has invariably aroused academics keen interest
lays in the fact that it is supposed to considerably influence and govern each
individual employment relationship. Albeit unwritten, the effects this contract
produces are pervasive and profound in that it essentially relies on the
employee and employer mutual trust and respect.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
psychological contract is underpinned by a set of obligations and expectations,
which are habitually established by employees and employers only once the legal,
written contract of employment has been signed and the employee has actually started
to work with the new employer. Employees traditionally commenced establishing
and raising their expectations, which more strongly influence their behaviour
vis-à-vis their obligations, after having gained some experience in the new
workplace. As contended by Schein (1965), the psychological contract needs to
be constantly renegotiated, but this does not typically happen in the first
weeks or months of employment, but rather later on, once individuals become
acquainted with the new organizational environment and become fully aware of
the practices and culture driving the organization.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Up
till a few years ago, individuals chose their employer on the basis of companies’
reputation and, whether possible, according to the information obtained by
means of their relatives, friends, acquaintances and eventually media. The material
collected thanks to media, nonetheless, more often than not, was mostly financial-related
rather than concerned with the businesses working conditions, never mind with the
culture and HRM practices fostered and implemented within the organization.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Since
it was not difficult for individuals to imagine what their employer
expectations and their obligations in the workplace would have most likely been,
people essentially joined organizations having a rough idea of the employer side
of the psychological contract, but were utterly unable to establish their own expectations
before joining an organization.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjy24rgclo91E7x-7rzCetLXzXKjEw-7NyYIjDJdieXlYxOUAx2LN1LIO0rnFtiUD-WRV6h58LC-EEmMSrZLugYS2L0go0GDFmxG0xMDbamCBj1XcAjIr_4FUOpKrS9IkXtRc_u48ipqL_a/s1600/SM1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjy24rgclo91E7x-7rzCetLXzXKjEw-7NyYIjDJdieXlYxOUAx2LN1LIO0rnFtiUD-WRV6h58LC-EEmMSrZLugYS2L0go0GDFmxG0xMDbamCBj1XcAjIr_4FUOpKrS9IkXtRc_u48ipqL_a/s320/SM1.jpg" width="320" /></a><span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Things
are working considerably differently nowadays. The growing number of social
media and professional networks available online enable employers to widely
introduce their organizations to potential candidates and talented individuals
so as to relatively easily woo and lure them. Social media and social networks like
LinkedIn, Glassdoor, Twitter, Google Plus and facebook, just to name a few of
them, enable employers to create company pages where these can post videos,
photos, stories, interviews and whatever else can help them to effectively
promote their employer brand. Glassdoor also enables employees to rate their
companies and express their thoughts about literally every aspect and feature
of their current or former employer. Potential candidates and applicants can then
easily access these reviews, which are clearly very helpful for them to pinpoint
which organization may suit them the most and can enable them to achieve their
ambitions and aspirations, before eventually applying for a job.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">These
platforms offer newly graduates seeking their first job and experienced professionals
looking for a new challenge much more than just some pieces of information
about the companies these are interested in; it can be maintained that in many
ways social media provide potential candidates a real taste of what working with
a company, actively and effectively promoting its employer brand, might be.
Particularly punchy prove to be the videos recorded and the photos shot in the
workplace during company, CSR and work well events and initiatives, but even
more powerful are the comments posted by former and current employees of an
organization. Potential applicants want to listen to real stories told by
employees rather than craftily devised statements read by top managers and HR
professionals.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><span style="mso-tab-count: 1;"> </span></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Social
media definitely offer employers great opportunities in terms of promoting
their employer brand; thanks to them organizations can in fact easily reach and
attract talented individuals in what can be nowadays regarded as the global
labour market. Company pages, and the different options employers choose to build
and develop these (videos, pictures, posts, animations, employee interviews and
so forth), enable employers to provide potential applicants (and sometimes
investors): an overview of the way things are done within their business (that
is to say of corporate culture), some details about what employers value the
most, an outline of the career and international mobility prospects offered by
employers and an overarching view of the businesses premises and offices layout.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
tremendous advantages offered by social media and professional networks to
organizations which want to actively promote their employer brand are clearly
unparalleled, insofar as a considerable number of companies are nowadays intensely
competing in social media and professional networks to attract talented
individuals’ attention and hopefully applications. Employer branding can be
definitely regarded as a good practice but, whether not properly and most of
all honestly and transparently managed, it may also cause employers some
considerable drawbacks.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
huge quantity of information collected by means of social media and
professional networks, whose power is indeed magnified by the videos and
pictures employed by organizations in their company pages so as to more
effectively convey the message, ultimately account for individuals creating
expectations even before applying for a job. Differently from what it actually
occurred in the past, nowadays candidates apply for a job having already
established a clear, broad set of expectations. These have learned from company
videos that after having entered the organization they will have: great career
prospects; the chance to travel around the world, thanks to the company
international mobility policy; access to competitive pay rates and significant flexible
benefits and perquisites; and the chance to grow and develop so as to meet
their ambitions and achieve their full potential.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicajb2W3BCcnuv8hzMHgsNrV8JiP82QMyS-WRzUU5QSGVHtutfBv_FxS38cR_cfOysUzlyeP4MUyW1ftQC1MEMk2Y2CSIrdOEskI-ZR8iEx94Xt0UmOBuJnOyHkm4szgpfyPJTH7E9TFxp/s1600/SM3.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEicajb2W3BCcnuv8hzMHgsNrV8JiP82QMyS-WRzUU5QSGVHtutfBv_FxS38cR_cfOysUzlyeP4MUyW1ftQC1MEMk2Y2CSIrdOEskI-ZR8iEx94Xt0UmOBuJnOyHkm4szgpfyPJTH7E9TFxp/s320/SM3.jpg" width="276" /></a><span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Individual
expectations are created on the basis of the wealth of information gathered
online; notwithstanding, it is likely that these expectations will not be the
object of specific discussion and agreement with the employer at a later stage,
that is, during the talent acquisition phase. As suggested by Armstrong (2009),
nonetheless, the main problem with the psychological contract is that, being
unwritten, it is essentially based on assumptions and, worse still, on unarticulated
assumptions; whether these are not discussed and agreed between employer and
employee, the inevitable consequence is a later huge disappointment. When
preparing the content of their company pages, employers should hence adopt a
cautious approach so as to avert individuals misreading and overestimating
their proposition. It is hardly believable, for instance, that an organization
may offer to every employee, irrespective of his/her role, career prospects and
international mobility opportunities as depicted in the captivating videos
posted in its company pages; this clearly depends on a series of requirements
that each individual will be expected to meet (role, tenure, seniority, grade, skills,
etc.).</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
effects produced by an individual perception that the psychological contract
has been breached by his/her employer can be very harmful and long-lasting; by
reason of their pervasiveness these effects will be evident in every individual
action and behaviour. According to Sims (1994), the breach of the psychological
contract entails that the parties involved in the employment relationship no
longer share, or never indeed shared, an agreed set of values and objectives.
More often than not, the breach of the psychological contract is due to the
existence of the latter circumstance; this type of contract is in fact
essentially based on tacit agreements so that reciprocal expectations, whether
not appropriately discussed, are never clearly expressed.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Employees
typically create expectations on the basis of what they observe in the workplace
and consider fair. When an employee gets a promotion, the colleagues who
consider their level of contribution equal or even superior to that of the employee
who has been given the promotion establish expectations. Whether the videos
posted in a company page should showcase success stories only, this might
account for individuals creating excessive career expectations. Employers
should take extra care when divulging information about their companies’
practices and value proposition; the risk to raise unrealistic expectations is
very high and the consequences they may later suffer severe.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Social
media can prove to be a double-edged sword, they can in fact make or break an
organization employer brand. Inasmuch as these can effectually help employers
luring and attracting the best talent in the labour market, regardless of its
geographical boundaries, social media may also play against employers whether
the information disseminated are not accurate and do not provide a clear view
of the real circumstances. Yet disappointed individuals can indeed use social
media to denigrate their former employer and post comments outlining how their
initial expectations, created on the basis of the information divulged by the
organization in its company pages, vanished into thin air after having joined
the business.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" height="108" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhN3Z38VEnsSh5do5eJmPwYADezz9IutYA8eO6p2g66qRyVRv24jIPOJl2dYv6_MpeXHmwGrMzgiKLy73jR-kzgKpdr4cQ6mDqtxSza7ZMuZkdi86pXLWmuiDDC0N_zWlW_mIi9POQgRD-q/s320/SM2.jpg" width="320" /></div>
<br />
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">When
managing their company employer branding activities, HR departments should thus
definitely avoid overselling and overstating; for instance, showcasing
opportunities and prospects which cannot be offered to everyone as if these are
the norm. It can be ultimately argued that by providing an excessively detailed
and overarching view of the value proposition and career prospects offered by
their organization, HR would essentially outline the best possible scenario;
individuals who later join cannot thus expect any better. Focusing more on corporate
culture, organizational climate and CSR initiatives, by contrast, would
definitely enable employers to still take newcomers unawares and provide them the
pleasant feeling that the employer they have joined is even capable to exceed
their expectations. Also in this case employees would indeed establish and
raise their expectations but if anything by reason of how things really are and
safe in the knowledge that to grow and develop within the business they have to
fulfil some specific criteria.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Employers
should invariably take heed of the psychological contract in that, as suggested
by Guest et al (1996), this deeply influences: individual commitment to the
organization, employee satisfaction and ultimately employee relations. A
positive psychological contract can be regarded as the precondition for
individuals going the extra mile, engage in discretionary behaviour and put discretionary
effort into their work.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
circumstance nowadays individuals, by virtue of social media, are put in a
situation to establish expectations about their employment relationship before
actually joining an employer, should prompt HR professionals to take extra care
with the process individuals create expectations and the way these change over
time.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">So
as to develop and maintain a positive psychological contract and completely
avert later disappointment, HR professionals should discuss and clearly define
candidates’ expectations during the acquisition and induction phases. Since
individual expectations are due to change with the passing of time, this
dialogue should be kept open and embedded in the performance management
practices of every organization as a crucial part of it. Yet organization
policies and procedures, especially those enabling managers to make decisions affecting
their staff, should be extremely clear and transparent (Armstrong, 2009).</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjx7X0Z8ZgADVcAo4Nm4vhlOFxtEPeX6lfln0WPEw0MfpGk8PvF8eOXnNWfb3bBPEeH5Vxs07gKQT857gEKw4ZvmjXtcM59dRf22mkft-4SmCVnmiEN-ggPzasglMNmRszZuVvfUaZ0TP7j/s320/SM4.jpg" width="319" /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;"></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">The
psychological contract is underpinned by tacit assumptions and unwritten
expectations so that it can be by nature extremely easily misread. The employer
branding activity performed by organizations, thanks to the growing
pervasiveness of social media, albeit properly managed, can contribute to make
things worse; applicants may in fact misinterpret some of the information
provided by employers. To avert individuals creating unrealistic expectations
about their employment relationship communication is key (Guest and Conway,
2002). Since the very beginning, that is, during the acquisition and induction
phases, employers need to establish an open, transparent two-way communication
with individuals about their expectations and clearly state what they can
actually promise and what it is expected from them in exchange so as to also be
clear about the employer expectations. This communication channel should be
left open throughout the employment relationship in that individual
expectations are subject to change over time and with these the content of their
psychological contract. This clearly is a daunting task for employers and HR,
but definitely worth the efforts it entails whether the employer wants to effectually
promote its employer brand, attain sustained competitive edge and successfully
pursue its strategy by recruiting the appropriate talents and establishing with
them a relationship underpinned by a clear reciprocal understanding and trust.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<span style="font-family: "verdana" , sans-serif; font-size: 10.0pt;">Longo, R., (2017), <i style="mso-bidi-font-style: normal;">The Impact of Social Media on the Psychological Contract</i>; Milan: HR
Professionals, <i style="mso-bidi-font-style: normal;">[</i>online<i style="mso-bidi-font-style: normal;">]</i>.</span><br />
<br />
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<a href="https://goo.gl/N6APO0" target="_blank"><img alt="https://goo.gl/N6APO0" border="0" height="82" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4twBL4z9K711JQcFWruXKUCmdsUS2VHCd2ZAbRyah0DHlLl2rr_kd_peK0cFzNziMgim5ZtMOLTlTri_qEssNc2YDboc6k9wZVeG18iCpBuNHKRrri-9v32Oh53MEUtHcLSn4YCF6fgr9/s200/A_Bottom.jpg" width="200" /></a></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-76535498143151667522017-04-01T13:03:00.000+01:002017-08-20T13:05:14.902+01:00Jumping For The Jellybeans - Frederick Herzberg<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">Frederick </span><span style="color: #111111; font-family: "verdana" , sans-serif;">Herzberg explain the two-factor theory and job enrichment movement objectives in his own words (BBC documentary, 1973).</span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-74372769240982391292017-01-29T15:15:00.001+00:002017-01-29T15:15:34.697+00:00Can Be Bonuses Really Regarded As The Dark Side of Reward?<div dir="ltr" style="text-align: left;" trbidi="on">
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A growing number of management
and reward practitioners have recently unrelentingly expressed their concern over
the effectiveness of financial bonuses, insofar as strongly recommending
employers to review their reward practices so as to completely efface these
from their total reward systems. Bonuses are depicted as the evil of reward and
their maintenance and new introduction into reward systems as a drama of Shakespearean
proportions.</div>
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<br /></div>
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The global financial crisis arisen
in 2008-2009 accounted for bonuses attracting the media and public interest, and
consequently widespread criticism, in that suspected of having actually played
an active role in triggering the global financial crisis. Bonuses received thus
a very bad press, severely tarnishing their reputation, which has ever since been
virtually impossible to restore.</div>
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<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3JyKL3kiv-vfeiS_YFtnQMgSCRDYs6XCO8htT_O4T6W2pTxX4BTjY0qagf2o4HIYIgJHDF7hnKjx_qZ7-E7UbRqwKIsakqyMcjvZa_RKAsGslYyubOGe8U_rlkUlISyQnexwmq7_TYc2C/s1600/Bonus00.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3JyKL3kiv-vfeiS_YFtnQMgSCRDYs6XCO8htT_O4T6W2pTxX4BTjY0qagf2o4HIYIgJHDF7hnKjx_qZ7-E7UbRqwKIsakqyMcjvZa_RKAsGslYyubOGe8U_rlkUlISyQnexwmq7_TYc2C/s320/Bonus00.jpg" width="320" /></a></div>
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<br /></div>
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The quality and effectiveness of
everything, notwithstanding, depends upon the use individuals made of what is
available to them. Medicines, for instance, are developed to heal people but
their excessive or wrong use can ultimately cause lethal consequences to
individuals. It is in general hardly believable that things may produce just
one type of outcome: good or bad. Every item and service is developed to attain
a specific objective and serve a specific cause, but their practical success and
effectiveness essentially depends on their use. Change management, corporate
culture, reward practices and every other policy and practice introduced by
employers into their organizations aim at producing a specific effect; which is
not in reality invariably attained. Whether the introduction of new practices
ends in a dismal failure this is habitually due to their inappropriate use or
execution. Bonus schemes make no exception, they are introduced by employers to
reward the contribution made by their employees to organizational success;
whether managers misuse them, nonetheless, employers not only seriously risk
not obtaining the intended results but, what is worse, producing
counterproductive, undesirable effects.</div>
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It is not sheer coincidence that
bonuses dire troubles come from the banking and financial sector, where the
implementation of a combination of very poor reward practices and weak risk control
systems has for years essentially prevailed. The problem was not indeed represented
by bonuses of their own, but rather by the mechanism bonus schemes were
operated. Bankers received their bonuses before the result obtained by their transactions
was known, cash bonuses, rather than afterwards, deferred bonuses. The significance
of bonuses was embedded in literally any financial sector company’s corporate
culture (bonus culture) and bonuses shortly become the only means used by the
employers of this sector to attract and retain talented professionals.</div>
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The banking sector does not
indeed represents the only case of bonus schemes misuse. Some multinational
companies have in fact worked hard to add insult to injury, implementing
practices essentially rewarding their CEOs and Directors for failure, offering
them staggering amount of money, in the form of lump sums, despite the
disastrous effects their management activity has produced.</div>
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In all of these cases the real problem
was never represented by the type of programme introduced by employers, but
rather by the method this was executed and by the lack of effective control
systems. Notwithstanding, many reward practitioners started to vigorously
demonize bonuses and tried to come up with new innovative ideas about how to replace
them; more often than not, confusing performance management with
performance-related pay practices. Innovative performance management processes
definitely help managers to establish a closer link with their direct reports
so as to impact and improve their performance and fasten and ease their professional
growth and development, but left open the problem of how to reward employees outperforming
their colleagues.</div>
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<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSfkRY3GQbpjavzJI_Jbogm6Xid_ekAK_J1lRuimKZQ9OC1ZTvvYfNcC-iq31gDXjUxiA-U6Q3hnJysXj-EoxA8aZG5HOdB4A4DeRvYdgUYKV8S599bTj9yOoiQwxKn8MfHxKeAzFzMhyL/s1600/Bonus1.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhSfkRY3GQbpjavzJI_Jbogm6Xid_ekAK_J1lRuimKZQ9OC1ZTvvYfNcC-iq31gDXjUxiA-U6Q3hnJysXj-EoxA8aZG5HOdB4A4DeRvYdgUYKV8S599bTj9yOoiQwxKn8MfHxKeAzFzMhyL/s1600/Bonus1.jpeg" /></a></div>
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It is completely understandable that
reward and HR practitioners may feel the urge to develop new approaches and
methods for employers to reward their employees’ commendable efforts and
behaviour, provided that these new approaches are then properly used by managers
and not prove to be nothing else than the reinvention of the wheel.</div>
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<br /></div>
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<br /></div>
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Reward practitioners keen
interest in the development of new approaches may also be justified by the
pressure put on them by employers, which increasingly aim at recognizing
employee contribution without necessarily, exclusively resorting to cash
supplements. Gaining and maintaining competitive edge has traditionally proved
to be a genuine feat for employers, cost containment has been thus invariably
regarded by these as an effective approach enabling them to stay afloat in
their market also during gloomy economic periods and when the business is not
performing sufficiently well.</div>
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<br /></div>
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New solutions and approaches to
replace bonus schemes are of course welcomed by employers; reward practitioners
should, nonetheless, carefully analyse those emerged from “best practice” so as
to eventually further develop and adapt these to their specific business circumstances
and assure that the “best fit” approach is relentlessly adopted within their
organizations. Yet, reward managers and specialists should invariably ensure
that new methodologies, once introduced, are constantly reviewed and properly
executed by the organization management so as to enable employers to attain
their intended objectives.</div>
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<br /></div>
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The decision whether to remove
from, maintain in or introduce into an organization’s total reward system bonus
schemes should be made on the basis of the message the employer ultimately aims
at conveying by means of these pay arrangements, and should be consistent with
the organization’s culture and reward philosophy.</div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg26lAj4MJL-bVTfr1D_V543-opNbalXnuEX4zE_ZUfhyaRoIXeBv-TbfGQmcnLrRJU_CEHtRv0P0WRhPo8PLuxYxQz9oHxu07H8V5cCV7jXVUrXAOk3ggyS4E31miIT2XZQ6QCU2Jwivb0/s1600/Bonus2.jpeg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg26lAj4MJL-bVTfr1D_V543-opNbalXnuEX4zE_ZUfhyaRoIXeBv-TbfGQmcnLrRJU_CEHtRv0P0WRhPo8PLuxYxQz9oHxu07H8V5cCV7jXVUrXAOk3ggyS4E31miIT2XZQ6QCU2Jwivb0/s1600/Bonus2.jpeg" /></a>As mentioned earlier, performance
management practices enable managers to work closely with their reports,
provide them constant and honest feedback, coach them, and discuss and agree with
them training needs, development and career prospects, but do not help
employers to provide employees a tangible reward for their efforts and
outstanding contribution to organizational success. It is hardly believable
that a banker who has successfully concluded a transaction for a large amount
of money might find genuine fulfilment and satisfaction in sincere feedback and
training opportunities. A radical change of culture would clearly be necessary
within all of the organizations of the financial and banking sector, but there
is no certainty, lawmakers’ action notwithstanding, that this change of culture
will be even endeavoured by all of the employers. Post-Brexit, for instance,
the UK banks will no more be subject to the EU legislation and might thus bring
pressure to bear on the UK Financial Service Authority (FSA) to ease the rules
contained in the FSA Remuneration Code, developed also taking heed of the EU
relevant Directives, so as to enable them to attract and retain talented
bankers and financial professionals from across the European territory
(especially in response to the statements released by many international banks,
which have unveiled plans to move their HQs from the City to other European
financial centres, by reason of the Brexit).</div>
<br />
<br />
<div class="MsoNormal" style="text-align: justify;">
Taking it as axiomatic that bonus
schemes have to be, first and foremost, correctly and properly managed and
executed, these can be regarded as a good fit for an organization whether their
introduction or maintenance is consistent with the business culture and truly enables
the employer to pursue its intended strategy. Whether, for instance, an
organization reward philosophy aims at fostering high levels of productivity
and performance, it is highly likely that a properly managed and executed bonus
scheme would effectually support the employer in the attainment of the desired
results.</div>
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<br /></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Bankers, CEOs and executives
directors do not indeed represent the only cases bonus schemes are misused.
These pay arrangements besmirched reputation is in fact also severely affected
by the wanton fashion these are habitually executed by managers, who do not consider
bonuses as a means to an end, but rather as an administrative burden. To avert difficult
situations and conversations with their reports, a large number of managers use
bonuses also to reward employees whose level of performance is everything but
commendable and worthwhile. This is clearly by no means the reason why
employers introduce these pay arrangements into their organizations and is not
the message employers are expected these programmes to convey either.</div>
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<br /></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1MWgtDIVFr5NCuv_ShiSMJZ1-zsE9r_n88n5y8S0xrIsheRUVb90HWXzbu4ZCSP2xAqZU_IVX_0wPkXGyN-8tBAfL0rXHXRR5glucyARC9cTDwGSVNdSU1611LheUQO7q-Bq35flPlmB9/s1600/Bonus3.jpeg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1MWgtDIVFr5NCuv_ShiSMJZ1-zsE9r_n88n5y8S0xrIsheRUVb90HWXzbu4ZCSP2xAqZU_IVX_0wPkXGyN-8tBAfL0rXHXRR5glucyARC9cTDwGSVNdSU1611LheUQO7q-Bq35flPlmB9/s1600/Bonus3.jpeg" /></a>In spite of their unsavoury
reputation, whether consistent with business culture and properly executed, bonus
programmes can indeed effectually help employers pursue their intended strategy.
Employers aiming at introducing this type of scheme should never forget and
neglect that bonus programmes are a form of performance-related pay, as such
they should hence be implemented in those cases in which performance and
results can be assessed and evaluated. This does not entail that performance
should be necessarily quantitatively measured; the attainment of a particular
outcome, the successful and active contribution to a project, the introduction
of innovative processes, practices and approaches to work can be all definitely
regarded as assessable tasks.</div>
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<br /></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Rather than recommending
employers to remove from their reward systems bonus schemes, reward practitioners
should help managers to come up with new, appropriate ways to agree with their
reports objectives and targets enabling them to easily or relatively easily assess
their direct reports’ performance and contribution to organizational success,
and encourage innovation. Whether managers are offered the right solutions to
appraise individual performance, they will gain the confidence necessary to
properly and effectively manage and operate these programmes.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The real compelling reason for
employers introducing bonus schemes is establishing a clear line of sight
between pay and performance, that is, between effective contribution to
organizational success and the contributor’s financial reward package. Albeit
of financial nature, the lump sums paid by employers to meritorious,
praiseworthy employees also represent a form of recognition, a way of saying
thank you to employees and let them understand that their effort and commitment
do not go unnoticed. The adoption of this approach essentially enables
employers to foster meritocracy in the workplace; this objective,
notwithstanding, can be practically achieved only whether the implementation of
these schemes is underpinned by equity tenets as opposed to equality principles.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Employers may aim at introducing
different types of programmes to express their gratitude and appreciation to
their meritorious employees but they should invariably ensure that the message
these get across is crystal clear and consistent with the business culture, and
reward strategy and philosophy.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Bonuses do not indeed represent
the dark side of reward, provided that these are consistent with organizational
culture, are properly executed and are introduced under the right
circumstances. Reward practitioners should relentlessly strive to come up with
genuine innovative ideas so as to support their organizations in adopting the
correct approach to reward and introducing the most suitable pay arrangements,
safe in the knowledge that each solution identified must suit the real organizational
needs and circumstances.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Reward specialists should also
carefully take heed of the approach to reward the organization has decided to
adopt: performance-related, contribution-related or competency-related pay, and
ensure that the scheme they plan to introduce is consistent with this. Reward
practitioners should also scrupulously consider whether the introduction of the
new approach requires a cultural change and eventually implement the required change
project prior to the introduction of the new scheme.</div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Longo, R., (2017), <i style="mso-bidi-font-style: normal;">Can Be Bonuses Really Regarded As The Dark Side of Reward?</i>; Milan:
HR Professionals.</span></div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-5461845399252212882016-11-20T12:59:00.000+00:002016-11-20T12:59:22.312+00:00The Different Levels of Intervention in Change Management<div dir="ltr" style="text-align: left;" trbidi="on">
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<br />
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Introducing and implementing change,
irrespective of its scale, habitually proves to be a daunting task for the
managers and professionals involved. What typically lies at the root of the
failure of most of the projects aiming at introducing and implementing change
is indeed their lack of accurate planning. Albeit many individuals are nowadays
genuinely aware of the importance of introducing change and of how inevitable
it actually is, insofar as every so often change initiatives are proposed by
the same individuals eventually affected by it, people at large tend to avert change.</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibqwr_OrejhrkQXjRRDeD7ZP-imIwo12nzVZJxWD9oYfaeEAwiTI45dAF3uiUoEyJWhBSo0HDmu6NUK-2obBkcVUIAesLIqKmTN1Z75shGgtFnfe__JryevVQ8FV92BQkm_SBWltFThTJw/s1600/1.jpg" /></div>
<br /><div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">One of the most significant phases of the
preparation of a change project is definitely represented by the correct
identification of its level, or rather, levels of intervention. The concept of “level
of intervention” is actually borrowed from Organization Development, which can
be in many important respects regarded as a broader and more pervasive “total
system” form of change management intervention. The main difference between
Change Management and OD is that whereas the former takes care of the effects
the introduction of change may produce upon individuals, the latter aims at
aligning the ever-changing business strategy with internal readiness to
effectually pursue it in practice. It can be contended that both of them aim,
albeit to a different degree, at enhancing organizational effectiveness.</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">The concept of “level of intervention” is
essentially associated with the precise and correct identification of the
target groups a planned change is aimed at, which clearly represents one of the
most significant phases of change management planning, somewhat of a
prerequisite before developing a concrete and realistic plan of action for the
introduction of change into an organization. It is indeed hardly conceivable that
change might be planned before having identified the people impacted by it and
the benefits it is intended to provide to the individuals concerned.</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Change can actually affect an individual,
a group or a whole organization. Duly taking heed of this particular aspect and
developing the plan of action accordingly is of paramount importance for the production
of the desired outcome of the overall change management project. As contended
by Cheung-Judge and Holbeche (2015), each initiative is intended to produce the
desired results according to the different levels of the system it is directed
at. Developing a plan of action accurate for a level of the system, but
implementing it at a different level of the system is clearly destined to result
in a dismal failure.</span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">According to some OD founders, the different
levels of the system at which change agents can actually intervene, typically
known as the “focus” or “units” of change, are:</span></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Verdana; mso-fareast-font-family: Verdana;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Total organization, intergroup, single
group or team, dyad or triad, role and person (Schmuck and Miles, 1976);</span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Verdana; mso-fareast-font-family: Verdana;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Larger social system, organization,
intergroup, group, individual (Blake and Mouton, 1985);</span></div>
<div class="MsoListParagraphCxSpLast" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -18.0pt; text-justify: inter-ideograph;">
<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Verdana; mso-fareast-font-family: Verdana;"><span style="mso-list: Ignore;">-<span style="font: 7.0pt "Times New Roman";"> </span></span></span><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Group, interpersonal and individual
(Reddy, 1994).</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; text-align: justify; text-justify: inter-ideograph;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLOfkTPd1FuYUuqjQTIxymHWhIqrS_9biIOCRw1yte7dSjenq03YekxPPsjtQ1J2f1zNSYrKANrjNKfo1SApz9hxQ9zKZTYwcjar0LNeOXbxcAhyphenhyphenzWpZHzxLIpBzuqQE5u9b61vNwmIGrB/s1600/2.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLOfkTPd1FuYUuqjQTIxymHWhIqrS_9biIOCRw1yte7dSjenq03YekxPPsjtQ1J2f1zNSYrKANrjNKfo1SApz9hxQ9zKZTYwcjar0LNeOXbxcAhyphenhyphenzWpZHzxLIpBzuqQE5u9b61vNwmIGrB/s1600/2.jpg" /></a><span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Some of the descriptions of the different
levels of a system provided include the prefix “inter” already. By enabling
change management practitioners to derive two different sub-layers from the
main ones identified, the use of the prefixes “inter” (between) and “intra”
(within) can indeed help them to comprehensively detect the different layers of
a system. The sub-layers produced by the system level “individual” or “person”,
for instance, are “interpersonal” and “intrapersonal”, the former term refers
to the relationship existing between two or more individuals, whereas the
latter to an individual taken in isolation.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Intervening in a single level of the
system would prove not to be enough so that change practitioners should
seriously consider, according to the data available to them, intervening in
different levels of the system at once. It is broadly acknowledged that to
ensure the introduced change to be sustainable, the intervention should ideally
cover no less than three levels of a system (Cheung-Judge and Holbeche, 2015).</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">The Group Dynamics theory developed by
Lewin (1944, 1947) can effectively help change practitioners (and indeed OD
practitioners) to gain a deeper understanding of how crucially important the
correct identification of the right levels of a system and the overarching
knowledge of the interrelationship existing between these are, for the
development of a viable and successful plan of action aiming at introducing
change.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">The findings of the experimental studies
conducted by Lewin (1944) revealed that individual decisions are sorely
affected by the decision of the group to which these belong. Individuals having
a personal negative attitude towards a proposed change, after a favourable group
decision, took a more positive stance on the change. Group decisions thus
contribute an individual the motivation to cooperate as a member of the group for
the attainment of the common objective, to the detriment of his/her personal
preferences and tendencies.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">This type of individual behaviour clearly
accounts for the group or team to gain efficiency; this result, nonetheless, is
obtained dealing with each individual as a group member and not working with individuals
taken in isolation. Lewin studies suggest that it is relatively more
straightforward to change individual cultural habits and attitudes by working
with groups rather than with individuals. Yet, so strong is the link naturally
established between an individual motivation and his/her group decision as to having
a positive impact on the practical implementation of the decisions made by the
group and on the individual respect of the new norms eventually emerging from
the group decisions. This is indeed a process very similar to that
organizational culture develops. Once the shared values and beliefs are
accepted by all of the individuals forming a group, these become norms and
their strength reinforce with the passing of time, hence the difficulty to
change organizational culture. The powerful influence exerted by a group on the
individuals forming it can be consequently taken as axiomatic.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Whether change practitioners should deal
with a single individual to foster and execute change, these should be well
aware that the effect of their work is destined to vanish into thin air once
the person in question will go back to his/her group. The influence exerted by
his/her group is highly likely to prevail over any other external influence.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">This groups’ feature should not be
necessarily regarded positively, it has in fact some considerable downsides, the
most significant of which is represented by the possible emergence of the
so-called groupthink syndrome. The circumstance an individual complies whit the
prevailing group viewpoint may prevent innovation in that individuals may
refrain from proposing new ideas for fear of these being rejected by the group.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">It can be contended that all of the
layers or levels of a system are linked and interrelated. The successful
introduction and implementation of change is not only considerably affected by
the dynamics characterizing a group, but also by the impact that the change
planned for a layer may have upon the other layers of the system.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Identifying the immediate or direct
target of a change project does not hence suffice in that the planned change is
highly likely to impact other units or teams within the business, never mind
the whole organization. Do not carefully considering and timely dealing with the
consequences the change intended for a layer may potentially have on the other
layers of the system would definitely represent a major blunder, which can
produce irreversible catastrophic effects.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">This is actually the reason why many
change projects, especially restructuring projects, fail. Once the primary target
layer has been identified, it is of paramount importance to determine the
organizational units or functions which may be affected by the execution of the
change programme. This may require processes to be reviewed, senior and middle
management competencies to be complemented with additional skills or some HR
practices to be adapted (Cheung-Judge and Holbeche, 2015). The list of
activities to be performed can clearly be much longer so that change
practitioners should act as risk managers in this case and give to each
activity a different level of priority so as to perform the identified tasks in
the most appropriate order, as required by the circumstances.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">It is crucially important that every
aspect concerning the change initiative is duly taken into consideration and
that the interdependencies between units and functions are all investigated and
the issues eventually emerged properly addressed. </span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">It is highly unlikely, for instance, that
a change project directly impacting the Market Management and Sales functions
of an insurance company would not make a considerable impact on its Underwriting
and Claims functions, and in turn on their (directly managed or outsourced) Call-centre.
This is just a general example, but it is self-explanatory of how the change projects
managed within any given function of an organization are likely to impact
others.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">Lewin’s Group Dynamics theory essentially
holds that whether the object of change is an individual, at least the group or
team to which this belongs has to be also regarded as the direct object of
change. Notwithstanding, it is hardly believable that the activities performed
by a group within an organization’s function do not impact the activities
performed by other groups within the same function or other functions of the
organization. For the successful introduction and implementation of change it
is of paramount importance that these interdependencies are timely identified so
as to develop the most appropriate plan of action and avert having to deal with
foreseeable issues during the change implementation process. This does not
clearly entails that the execution of change is immune from problems, always
expect the unexpected, but duly taking heed of all the variables which may
affect the implementation of change during its preparation can definitely
enable every individual handling change to considerably reduce the chances of
failure.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;"><br /></span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; mso-bidi-font-family: Calibri; mso-fareast-font-family: Calibri;">It can be finally taken as axiomatic that
identifying the immediate objective of change does not suffice; since the very
beginning of the change preparation phase it is hence absolutely necessary to
identify the different levels of the systems which will be affected, directly
or indirectly, by the change initiative so as to develop the appropriate plan
of action. Also in change management, prevention is definitely better than
cure.</span></div>
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<span style="font-family: "Verdana",sans-serif; font-size: 10.0pt; line-height: 107%; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: PMingLiU; mso-fareast-language: ZH-TW; mso-fareast-theme-font: minor-fareast;">Longo,
R., (2016), <i style="mso-bidi-font-style: normal;">The Different Levels of Intervention
in Change Management</i>; Milan: HR Professionals, <i style="mso-bidi-font-style: normal;">[online]</i>.</span></div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-36296962536382830372016-07-24T17:07:00.001+01:002016-07-24T17:07:27.919+01:00Change Management, Project Management and Risk Management (for HR): Complementary or Mutually Exclusive?<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Verdana, sans-serif;">The pace change occurs in the external environment is
constantly quickening, and the effect this produces upon the organizational
context is increasingly dramatic. Change typically requires individuals to adopt
a different approach to work and to modify their behaviour in the workplace,
but more often than not change also entails individuals to learn new skills and
enhance and hone their professional ability. Inasmuch as each individual, of
any given change target group within an organization, is prompted to exhibit a
different behaviour and gain new competencies to properly perform his/her job,
HR professionals should show to be in the front line as regards their
professional development in order to strengthen their credibility as change
agents and change facilitators.</span><o:p></o:p></div>
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<span style="font-family: Verdana, sans-serif;">Despite the numerous assumptions and allegations, at times
anecdotal, made now and then about the future of HR, just because this or that
company has come up with a new way to perceive the HR Function, HR is
definitely here to stay, at least as long as robots will not totally replace
human beings. Since change management is essentially concerned with managing
and controlling the likely impact change may make on individuals, the pivotal
role played by HR in change management can be definitely taken as axiomatic. As
contended by some of the prominent proponents of the socio-technical system
from the British Tavistock Institute (Trist and Bamforth, 1951; Rice, 1958;
Trist, 1960), organizational effectiveness and success rely on the adoption of their
model. Whether employers should focus on the technical system only, to the
detriment of the human social system, change may in fact prove to be extremely difficult
to introduce, never mind to sustain over time.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">HR professionals, notwithstanding, cannot on no account rest
on their laurels, let alone can they assume to be those in charge of planning
and introducing change whether they are unable to set a good example to the
other employees. To effectually perform this daunting task HR should, first and
foremost, constantly strive to expand its professional expertise and competence
so as to prove employers, and the entire employee population, to be able to
autonomously introduce and execute change when required.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Whereas HR professionals should be well acquainted with
change management models and approaches, and with the relevant theories
enabling them to carefully analyse the impact that change may potentially make
on individuals so as to timely identify the countermeasures to oppose to the resistance
eventually offered by employees to it, not all of the HR professionals might be
fully acknowledged with some technical skills which would enable them to more properly
and successfully perform their change agent or change facilitator role.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Planning and introducing change can be regarded, and should be
hence managed, as a project so that a thorough and comprehensive knowledge of project
management methodologies would indeed prove to be beneficial to HR
professionals, clearly not only to hone their change management skills. Change
management, at the same time, exposes employers to a considerable number of
risks so that possessing a good understanding and knowledge of risk management
would definitely increase HR professionals’ chances to successfully perform
their change manager role.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Change management, project management and risk management
can be hence regarded as three different disciplines HR professionals should
become increasingly acquainted with, and able to autonomously master and adopt
with complete confidence. The question is whether these methodologies can be
actually considered mutually exclusive or complementary.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<b><i><span style="font-family: Verdana, sans-serif;">Change Management<o:p></o:p></span></i></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Change is in general required within an organization when a
gap between the current state and the desired state is identified; change
management can be thus defined as the process activated by the employer to
bridge this gap, taking heed of the possible resistance offered by employees
(Boddy, 2008). Change management focuses on individual reaction to change and
aims at controlling the restraining forces eventually opposing it. The
relevance of people in change management is properly stressed by Rumble (2011),
who defines change management as “an approach to address people-oriented
implementation risks arising from change.”</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdTesRX8XcBDyCuBMiZI5TUak0ySojfNwx9v8TP30cWvI5N1SgyuLMiILZaaLn0ABn5m0qnNLxfsgPDJ7b15XHFXl8oXAgrY_ql0ZjdO0UK_CBT6iX72pqEqhxdyW-40OqhUDZ5rM9MK6O/s1600/CM3.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdTesRX8XcBDyCuBMiZI5TUak0ySojfNwx9v8TP30cWvI5N1SgyuLMiILZaaLn0ABn5m0qnNLxfsgPDJ7b15XHFXl8oXAgrY_ql0ZjdO0UK_CBT6iX72pqEqhxdyW-40OqhUDZ5rM9MK6O/s1600/CM3.jpg" /></a></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><i>Project Management</i></b></div>
<div class="MsoNormal" style="text-align: justify;">
Fanning (2005) contends that “projects bring together
resources, skills, technology and ideas to achieve business objectives and deliver
business benefits.” Project management is thus intended as a structured method
aiming at enabling employers attaining their intended objectives, within the
preset deadline and budget constraints. Project management is also defined as
“the application of knowledge, skills, tools, and techniques to project
activities to meet the project requirements” (2013, Project Management Institute).<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><i><span style="font-family: Verdana, sans-serif;">Drawing a comparison between change management and project management<o:p></o:p></span></i></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">From the definitions of project management and change
management it clearly transpires that project management is concerned with
processes, tasks, resources, deadlines and deliverables; whereas change
management aims at giving individuals to understand the importance of
introducing, accepting and ultimately genuinely embracing change.</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYTvzYrT_0_SF6rxYhlGyDe5c_g9dsGS9YVIkdZb7OYrDJrmbOZF4v772iqLnFusYPZkXtfuCyjl0hr4PfGtRbLEqgD6vkfXEF7spGlaLw1QMRrfQbAu1I5r55ulb5aLd9BFehMkHSC2Ex/s1600/PM1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYTvzYrT_0_SF6rxYhlGyDe5c_g9dsGS9YVIkdZb7OYrDJrmbOZF4v772iqLnFusYPZkXtfuCyjl0hr4PfGtRbLEqgD6vkfXEF7spGlaLw1QMRrfQbAu1I5r55ulb5aLd9BFehMkHSC2Ex/s1600/PM1.jpg" /></a></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">It may be argued that project managers at large perform the
“administrative” activities associated with the management of a project,
whereas change managers take care of the adverse, serious consequences change may
have for individuals (Rumble, 2011). Change management is thus sorely important
not only to ensure that the results expected from a project are obtained, but
also to avert serious consequences in terms of employee motivation,
contribution and morale, which all considerably impact organizational
performance.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Not all of the projects planned and initiated within a
business have a dramatic impact on individuals and require hence change
management procedures to be planned and implemented so that project managers do
not necessarily need to take care of this facet. Change management approaches,
on the other hand, are adopted only whether a project entails individuals to
change the way they perform their activities or behave, and may be hence pushed
beyond their comfort zone.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Despite essentially different, project management can be
easily integrated with change management. Since in order to effectually manage
change a broad knowledge of HR theories is necessarily required, nonetheless, the
two approaches can be properly managed in combination only by HR practitioners
who have gained a solid understanding of project management, in addition to a
thorough acquaintance with change management.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Project management is habitually performed executing five
process groups (Prince2 identifies eight management processes), to wit:
initiating, planning, executing, monitoring and controlling, and closing (2013,
Project Management Institute). Change management, taking as a reference the
model outlined by Boddy (2008), unfolds through four stages, namely initiating,
planning, designing and implementing. The outcome produced by the process does
not actually represent one of its specific phases, but rather the result it yields.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
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<div class="MsoNormal" style="text-align: center;">
<b>Table 1<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">The two processes glaringly appear to be similar in
structure. The analogies between project management and change management
appear to be even more evident whether we consider the “life cycle”, also known
as “rational-linear”, change management model. In this instance, the activities
typical of project management can be in fact even more clearly identified.</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh3K4yHOdmSxqTXbZFNsTbEmS8Yg4Y_qqST_I04Ey37Nh_8VDhNZo-76FW2vge3bYrUNL9ZvpmhsU-ZJAqVmEovS9XFgyqZYI0U2HCacQSRMT9LPZvxEZ5AQMMobcLI-nChedWWnTcYVmnQ/s1600/Life+cicle+rational-linear+CM_Tab+2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="130" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh3K4yHOdmSxqTXbZFNsTbEmS8Yg4Y_qqST_I04Ey37Nh_8VDhNZo-76FW2vge3bYrUNL9ZvpmhsU-ZJAqVmEovS9XFgyqZYI0U2HCacQSRMT9LPZvxEZ5AQMMobcLI-nChedWWnTcYVmnQ/s400/Life+cicle+rational-linear+CM_Tab+2.png" width="400" /></a></div>
<div class="MsoNormal" style="text-align: center;">
<b>Table 2<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Irrespective of the specific methodology used to perform
project management and change management, it can be contended that both
processes essentially aim at enabling organizations and people respectively to
move from an initial state to a desired state, after a transition period, in a
structured and controlled fashion.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMefyytY3cHCtz7cBGeMsbNwnQWfpFu5twdHr2NCm-3K93oGejgL3o7b3nVQIxZcfQUU2kvqSKlsAIgFoxBbXZNYt7E3CrmbB4mamkzuc6EgfHstNbCtexUAFbcBcy4s2lOJJTaeh7vdKD/s1600/Project+and+change+management+phases_Tab+3.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="122" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhMefyytY3cHCtz7cBGeMsbNwnQWfpFu5twdHr2NCm-3K93oGejgL3o7b3nVQIxZcfQUU2kvqSKlsAIgFoxBbXZNYt7E3CrmbB4mamkzuc6EgfHstNbCtexUAFbcBcy4s2lOJJTaeh7vdKD/s400/Project+and+change+management+phases_Tab+3.png" width="400" /></a></div>
<div class="MsoNormal" style="text-align: center;">
<b>Table 3<o:p></o:p></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">This circumstance, nonetheless, may prove to be misleading
about the real objectives which project management and change management aim at
obtaining. As properly summarized by Prosci (2009), project management is
concerned with the identification of the prescriptive activities necessary to
smoothly move from the current state to the desired state. To attain this
objective project management focuses on the identification of the necessary
resources and on their most appropriate and convenient deployment; it hence
analyses the systems, processes, organizational structure and job roles so as
to come up with optimal solutions fitting the new employer needs and
circumstances.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Change management, by contrast, is concerned with the
identification of all the activities enabling the employer to successfully
introduce change and oppose the restraining forces eventually arising against
it. Change management essentially defines the activities and initiatives
required to support the impacted target groups, in order for the individuals within
these to accept and embrace change, avert disruptions during the change
implementation process and ensure a smooth transition (Prosci, 2009).<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Change management and project management essentially serve
the same objective, but in a different fashion; the former is concerned with
individuals, whereas the latter with processes. It can be contended that change
management and project management represent the two sides of the same
organizational performance coin.</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
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<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">The two activities can be indeed rather easily integrated. As
discussed earlier, nonetheless, whether it is highly likely that a change
manager may be able to properly manage change in autonomy, it is sorely
unlikely that a project manager may be able to effectually manage change of
his/her own. Project managers are typically very structured individuals with a
process and procedures mindset enabling them to plan and execute their task
with great precision and methodology. To deal with individual fears, expectations
and at times anxiety, nevertheless, the knowledge of HR management and motivation
theories assumes a paramount importance.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Change management is not about structure, processes and
timelines; a structured approach, planning, deliverables and milestones are
indeed crucially important to manage change, but whereas these activities
represent the end in itself in project management, these can be regarded as the
means to an end in change management. This does on no account imply that
managing change is easy for HR; only individuals with a broad knowledge of organizational
culture, motivation theories, employ relations and HR management theories and
practices can in fact effectually perform this daunting task within the HR
function.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-family: Verdana, sans-serif;">Risk management<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">As stressed by Rumble (2011), change management can be considered
as “an approach to address people-oriented implementation risks arising from
change” and “focuses on people-oriented risk areas.” Change management entails,
it can be argued by definition, risk so that change managers should invariably
be ready to expect the unexpected.</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7J93CxUk3CXYf577i5TiGSpJnU8E5biPtLYZxgoC8v8lwO1CUdx9fWfOUkBEw9KKLzY2c55Zsr46W363z5gpap1mzVvCJRGCgQBsRvWQOxZep22Drfmd_hqCxD_ylAjNb6HpER1ED-ZXQ/s1600/RM1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh7J93CxUk3CXYf577i5TiGSpJnU8E5biPtLYZxgoC8v8lwO1CUdx9fWfOUkBEw9KKLzY2c55Zsr46W363z5gpap1mzVvCJRGCgQBsRvWQOxZep22Drfmd_hqCxD_ylAjNb6HpER1ED-ZXQ/s1600/RM1.jpg" /></a></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">The Chartered Institute of Internal Auditors’ International
Standards define risk as “the possibility of an event to occurring that will
have an impact on the achievement of objectives” and measures it “in terms of
impact and likelihood.” Every project is indeed exposed to events and
consequences which can offer benefits or pose threats to its successful
implementation. Both project managers and change managers need therefore to be
prepared to manage sudden undesirable and desirable occurrences.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Risk management is essentially concerned with identifying
the impact and consequences, both negative (downside risk) and positive (upside
risk), which the events occurring in the external context might produce in the
organizational environment, and properly treat and capitalize on these. As
maintained by Flood (2013), "Risk management is analysing, and then acting
appropriately, on risk." This clearly entails risk management being
regarded as a process concerned with “planning, organizing, directing, and
controlling resources to achieve given objectives when surprisingly good or bad
events are possible” (Head, 2009). Since Risk management is habitually
concerned with addressing negative, rather than with exploiting positive
events, it can be in many respects regarded as a modern variation of problem
solving (Head, 2009).<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Rumble (2011) identifies five main areas of risk in change
management, to wit: poor sponsorship and leadership of change, a not accurately
and sufficiently articulated storyline, poor consideration of the stakeholders,
insufficient and poor communication of change, and lack of change empowerment.</span><o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZ-MCjMIh7Mu5zfoXIx4vQHwdaofSJn4aAV4n5PrNNGaLz1s19E_bymfCCqL1bPgQPlGA1R6-AdfB2bsZRYRMRGqRa0ZoXxuSX2hksNOwRFs5zHm-6YXm3AYalOcykAnTzjLgpPtj8IdUr/s1600/RM2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiZ-MCjMIh7Mu5zfoXIx4vQHwdaofSJn4aAV4n5PrNNGaLz1s19E_bymfCCqL1bPgQPlGA1R6-AdfB2bsZRYRMRGqRa0ZoXxuSX2hksNOwRFs5zHm-6YXm3AYalOcykAnTzjLgpPtj8IdUr/s1600/RM2.jpg" /></a></div>
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<br /></div>
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<span style="font-family: Verdana, sans-serif;">The introduction and implementation of change within an
organization arguably represents one of the most difficult task employers are
prompted to perform in modern times; risks can literally arise at any time.
Notwithstanding, it all depends on the accuracy and care paid by employers and
change managers during the planning and preparation phases of change. The more
accurate the preparation, the less likely that major risks may occur. To this
extent change managers and change agents should strive to consider all the
possible occurrences which may affect their plans. Gaining a good insight into risk
management techniques will unquestionably prove to be extremely helpful and
beneficial to change managers, it can in fact enable them to:</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">- Detect and classify risks;<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">- Measure and evaluate the impact of each risk before it
actually occurs;<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">- Identify the measures which can be taken to mitigate
downside risks and take advantage of upside risks.<o:p></o:p></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><b>The synergic use of
the three methodologies</b><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Despite representing and being considered as stand-alone approaches,
risk management, project management and change management can be definitely effectively
used in combination. The combined use of the three disciplines can indeed
results in a synergy, which by enabling change managers to enhance the
effectiveness of their activity, can show to be very productive. The role of
change managers is clearly particularly hard so that the HR professionals
called to play it should do their utmost to gain an in-depth knowledge of the
three methodologies to build on their complementariness.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">To effectively play the role of change managers, notwithstanding,
HR professionals should also be capable to properly analyse the internal
context, that is to say the organizational components which shape individual
behaviour and strongly influence the way individuals may react to a proposed
change. Context and culture may in fact make or break any employer’s bid to
introduce change within an organization. As suggested by Pettigrew et al
(1992), organizational context can prove to be either receptive or
non-receptive of change and hence badly affect the employer capability to introduce
and implement change. The organizational context should be consequently definitely
regarded as an additional area of risk by change managers.<o:p></o:p></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Managing change does not entail the sheer knowledge of a
structured model to be used in a prescriptive fashion. Change management aims
at gaining change target groups, that is to say individual, acceptance, support,
participation and ultimately engagement. It entails change managers to be able
to understand organizational culture and individual fears, and being able to
help employees to ease these.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">The knowledge of the different change management models and
approaches developed over time, of the different causes which may account for
individuals to oppose and resist change, and of the assessment methods used to
evaluate driving and restraining forces to change are all unquestionably
significant.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">Managing change is not about glory and visibility, but
rather about performing one of the most sensitive activities within a business.
The knowledge, skills and competencies necessary to effectually perform this
daunting task might prove to never be enough; that is basically why this
activity can be on no account left in the hands of those who are not properly
prepared to perform it, also within the HR function.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;"><span style="font-size: 10pt;">Longo, R., (2016), </span><i><span style="font-size: 10pt;">Change
Management, Project Management and Risk Management (for HR): Complementary or Mutually
Exclusive?</span></i><span style="font-size: 10pt;">; Milan: HR Professionals, <i>[online]</i>.</span></span></div>
</div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-50782194370867971632016-04-25T18:12:00.001+01:002016-04-25T18:25:23.424+01:00HR Strategy Between Myth And Reality<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Employers can potentially establish
various forms of relationships between business strategy and HR strategy; the
type of link elected essentially reflects the extent of the impact HR makes on
organizational strategy and to some degree the level of trust placed by the organization
in the function.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The diverse options available to
employers are properly summarized by Torrington et al (2008), who identify five
possible alternatives: separation, fit, dialogue, holistic and HR driven (table
1).<o:p></o:p></span></div>
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<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi26S7sdYPM-lhQIZ96JEL9KKHxXnP5SalRXAYAMSKXagSgnrfd-EPyj17VVjyiknktw5p3mLaNgErO2Mq2VaCYAZtIHsTM58dF3Fgvq0simIwLMhqr63IbnUnLus2wZ2aezvtEO3_NsG9P/s1600/Relationships+btw+HR+and+Business+Strat.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="317" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi26S7sdYPM-lhQIZ96JEL9KKHxXnP5SalRXAYAMSKXagSgnrfd-EPyj17VVjyiknktw5p3mLaNgErO2Mq2VaCYAZtIHsTM58dF3Fgvq0simIwLMhqr63IbnUnLus2wZ2aezvtEO3_NsG9P/s400/Relationships+btw+HR+and+Business+Strat.PNG" width="400" /></a></div>
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<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="font-family: "verdana" , sans-serif;">Table 1<o:p></o:p></span></b></div>
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<br /></div>
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<span style="font-family: "verdana" , sans-serif;">It is an axiomatic fact that an
organization human capital has nowadays great importance for employers and
definitely represents the most significant organizational resource, its main distinctive
feature being inimitability. Individuals can indeed make a difference and are
thus regarded by employers as the real key to competitive advantage.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Proceeding from the “separation”
to the “HR driven” approach, in the order showed in table 1, the role played by
HR becomes increasingly significant, insofar as prevailing over organizational
strategy in the case of the adoption of the HR driven approach; yet, the role
of human resource drastically evolves. Butler (1988, 1989) contends that from strategy
executor individuals become the centre around which employers develop their
business strategy. Human capital is thus no longer regarded as a means to an
end, that is, the attainment of organizational strategy, but as an end in
itself (Torrington et al, 2008).</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The decision about the most
suitable link to be created between organizational strategy and HR strategy,
nonetheless, cannot be exclusively made on the basis of the significance
attached by employers to human resources. Human capital unquestionably
represents the most important organizational asset; nevertheless, the type of
relationship which has to be established between organizational strategy and HR
strategy should be exclusively strategic-dictated.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Inasmuch as it can be agreed with
Boxall (1996) that organizational strategy should be regarded as a jigsaw whose
pieces are represented by different organizational strategies, HR strategy
included, employers constantly seek the talent enabling them to pursue their intended
strategy; do not aim at developing the strategy which can be pursued according
to the abilities of the individuals haphazardly recruited by the business.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Recruiters’ activity essentially
aims at identifying the individuals who can enable employers to go in the
direction they point in and who have the capability to promptly adapt to sudden
changes of direction. Talented individuals may clearly also help employers to
develop their strategies, but the final decision about the direction to point
in invariably rests with employers, which clearly need the support and
readiness of all the employees to attain their objectives. This essentially is
the same purpose served by learning, that is to say put employees in a position
to effectually support employers in the pursuance of their strategies.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjM7VRNW6ARG2I3LN6CfARzTp-MKBi4cbwzmzbtk-6ttIjwkZMGUoTHlLWiu2V4qPEUy7CDTZRwZC6smvUMkVuT6pWVCVztmob-nSYjszWo1qVy94VkwDZr_atp1Jr5aNRYK45ptvjGtTgz/s1600/1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjM7VRNW6ARG2I3LN6CfARzTp-MKBi4cbwzmzbtk-6ttIjwkZMGUoTHlLWiu2V4qPEUy7CDTZRwZC6smvUMkVuT6pWVCVztmob-nSYjszWo1qVy94VkwDZr_atp1Jr5aNRYK45ptvjGtTgz/s1600/1.jpg" /></a></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">It is nowadays broadly believed
that an organization capability to gain and maintain competitive edge is
increasingly depending on its employees’ soft skills rather than on their
technical knowledge. The latter can be gained more easily, in comparison with the
former, which are definitely harder to learn and whose acquiring process may be
sorely influenced and inhibited by individual personality and character traits.
Developing and tailoring a business strategy exclusively on the basis of the current
employees’ characteristics and skills might hence prevent organizations to
actually gain competitive edge in their relevant market(s) rather than
favouring the attainment of this objective. Notwithstanding, the role of HR can
be on no account regarded as that of a mere executor, which slavishly obey to
the business.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The role played by the HR
function may be essentially intended by employers in two different ways: as the
function supporting the business in the implementation of its strategy or as the
function helping the organization to develop and hence formulate its strategy;
in both cases HR plays indeed a strategic role. Albeit HR might not be invited
by an employer to sit at the strategic table, its role is crucially important
for supporting the organization in the attainment of its business objectives
and in the pursuance of its intended strategy. HR may not participate in the business
strategy development process, but the formulation and implementation of HRM
practices, which are in turn of paramount importance for the successful pursuance
of business strategy, can be regarded as strategic on their own. Human capital
management practices have a huge, direct impact on individual behaviour so that
also this HR role has to be considered as sorely strategic.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">HRM policies should essentially
ensure organizations that individuals feel to be treated fairly and with equity
by employers, that employees feel at ease in the workplace insofar as to describe
this as a great place to work, and that the employer is openly recognized as an
employer individuals would like to work for, that is to say as an employer of
choice. Attaining this objective in practice can definitely prove to be a
daunting task for HR so that its efforts and resources have to be respectively
focused and deployed so as to ensure that nothing interfere with the individuals’
capability to express and use their skills at their best. Since the one size
does on no account fit all, the approach adopted by HR to attain this objective
definitely needs to be strategic. It can be indeed hardly contended that this
is a role HR plays as a mere executor in that it is highly unlikely that an
employer might be capable to tell an HR manager or director how to practically achieve
this objective.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYwjT5ez2kPrtISvLv-BnRU4KRCCu95f5YDOZeVOYX7nLiAelwESS4WGjYMZszSmJpr1d_mqTHRaSi8Bc_v-BeW-hNdi4g3cYMEBwwr5jhHklJGjYHGmNhYMj0o7RZ5g7DwQ_YFGUvamdC/s1600/2.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgYwjT5ez2kPrtISvLv-BnRU4KRCCu95f5YDOZeVOYX7nLiAelwESS4WGjYMZszSmJpr1d_mqTHRaSi8Bc_v-BeW-hNdi4g3cYMEBwwr5jhHklJGjYHGmNhYMj0o7RZ5g7DwQ_YFGUvamdC/s1600/2.jpg" /></a><span style="font-family: "verdana" , sans-serif;">HR may have no voice in the business
strategy development process; albeit to a different extent, nonetheless, its
role can be invariably regarded as strategic. It does not typically act as a
mere executor but as a partner ensuring the smooth unfolding of the
organizational activities. The primary aim of HR is to make sure that all of
the employees have the skills, expertise and capabilities required to properly perform
their activities, feel recognized and perceive positively the employer and the
workplace so as to go the extra mile and exercise discretionary behaviour.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Also in those cases in which HR
is invited to sit at the strategic table its overall strategic extent is indeed
rather limited. HR is not in a position to establish the direction the employer
should point in and the strategy the employer should pursue to gain competitive
edge. Making this type of decisions does not only entail business acumen, but an
overarching, thorough knowledge of the market and of the financial resources
available to the managing director, which HR does not typically have. The role
of HR, notwithstanding, is important and thus strategic in that it is in a
position to assess whether the employer can realistically meet its objectives banking
on the human resources this already has and judge whether this can successfully
retain and attract the talent necessary to pursue its intended strategy.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">In many respects it can be
contended that it is in the employers’ best interests to invite HR to sit at
the strategy table. Inasmuch as HR is not in a position to suggest the
direction the employer should point in to attain competitive advantage, the
employer is not in a position to properly and effectually manage human capital practices.
The synergy these create together is of paramount importance and necessary for
the successful attainment of the business objectives. General management and
human capital management responsibilities, which require different expertise
and knowledge, rest indeed with different individuals just to ensure that these
can be properly and professionally managed.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">It can be hardly averred, for
instance, that HR may authoritatively recommend an employer to consolidate in
the current market rather than to adopt a market penetration approach or that
HR may suggest a market development strategy as preferable to diversification,
and infallibly foresee competitors’ reaction. With regard to this specific aspect,
the employer should rather listen to the sales director recommendations. In
contrast, HR definitely is in a position to assess the organization human
capital readiness and aptness to the eventually required change of strategy and
to take action so as to enable the employer to pursue the strategy this considers
necessary to gain competitive advantage and stay ahead of competition or the
strategy the market urges this to pursue. The role played by HR can be<b> </b>thus unquestionably regarded as
strategic.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">A change of strategy may entail
the organization requiring new skills and competencies, which may not
invariably be promptly available to the employer in that the existing workforce
may lack these. HR should timely and openly provide employers a thorough
picture of the current state of play so as to eventually obtain permission to
promptly acquire the talent required to effectually pursue the new strategy from
the exogenous environment.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Such an approach can nonetheless
be deemed reactive, but the HR strategic significance may remarkably increase
whether it would adopt a proactive approach to constantly identify the talent
needed to face the future challenges and come up with new, original ideas to prepare
employees to the likely future changes of strategy. In this regard HR may even prompt
employers to envisage the future business strategy, anticipating trends rather
than suffering their consequences, and consequently make the necessary
arrangements for the organization acquiring the skills and capabilities needed
in the future. Proactivity will also enable HR to develop talent from within
rather than “buying” it in the exogenous labour market. Yet, change of strategy
more than requiring additional skills and capabilities may entail a broader
change of the organizational needs in terms of talent. Acquiring additional
talent from the exogenous environment, for necessary it may prove to be, would
anyway negatively impact the overall personnel budget, whereas developing
talent from within would not; never mind the benefits in terms of employer branding,
engagement and retention the adoption of such an approach would secure to the
employer.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">It can be averred that the role
of HR is indeed strategic by nature, but to properly and effectively play its
role HR, arguably prior to any other organizational function, needs to gain the
skills, expertise, talent and professionalism necessary to perform such a
daunting, ambitious task. It is otherwise hardly believable that HR may gain the
employer trust and confidence and attain valuable objectives in practice.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The strategic role of HR can be
taken for granted; it can be argued that every HCM practice is strategic and
should be therefore strategically formulated and executed. The relationship
that HR should establish with employers should be regarded somewhat of in
between the “dialogue” and “holistic” approaches shown in table 1. Despite the
dialogue approach entails a two-way communication between HR and business
strategy, in contrast with the HR driven method it also entails the predominance
of business strategy, which is symbolized in table one by the lower dashed
line. The holistic approach implies a close collaboration between employer and
HR, somewhat of HR contributing to identify the business direction, which can
be in many respects regarded as extreme. Albeit human capital assumes a
paramount importance in order for the employer to attain competitive advantage,
it can be hardly agreed that HR strategy may be considered as an end in itself.
Regarding HR strategy as the core element from which business strategy actually
stems entails a limitation of the employer latitude to develop the strategy
this considers most suitable for the organization. As discussed above, HR and the
employer need to do whatever they can to procure respectively the human and non-human
resources necessary to pursue the most profitable strategy; should not aim at developing
the strategy they can easily pursue with the current resources, the risk being the
organization to be eliminated by the competition.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">A concerted approach, as outlined
in table 2, stresses the importance of HR and the employer engaging in a
genuine, equitable dialogue where the employer and HR constructively work
together for a shared purpose. <o:p></o:p></span></div>
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<br /></div>
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<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="font-family: "verdana" , sans-serif;">Table 2<o:p></o:p></span></b></div>
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<br /></div>
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<span style="font-family: "verdana" , sans-serif;">The distinctive feature of this
approach is that it aims at producing synergy and thus to more effectively
serve the employer best interest, which beyond any rhetoric should actually
coincide with the interest of the entire employee population. The adoption of
this approach, which ideally implies HR to sit at the strategic table, can
indeed enable the employer to gain a thorough, realistic view of what can or
cannot be actually achieved and of what it is required to eventually pursue the
desired strategy.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">A genuine collaboration between
HR and the employer can stimulate the discussion and investigation of future
scenarios and of the likely future direction the organization might be prompted
to point in by reason of the likely emerging market trends. This in turn helps HR
to foresee the skills which may be required by the employer in the near future and
hopefully distant future, and make plans to ensure that these will be made
timely available.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">This methodology assumes even
greater practical importance whether it is considered the circumstance that
many exogenous and endogenous factors do influence the employer intended
strategy, insofar as Mintzberg (1994) contends that strategy is “formed” rather
than “formulated” and that it is can be only retrospectively identified. Despite
this interpretation might be regarded as exaggerated in the extreme, it can be
hardly denied that business strategy is subject to a considerable number of
variables. Employers and HR should do whatever they can to keep abreast of any
future developments and take appropriate action so as to assume full control of
the business strategy, HRM practices and of the talent requirements necessary to
effectually support its pursuance.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The role of HR is actually
crucial for the success of any organization so that employers should never ever
hesitate to closely, actively collaborate with this naturally strategic
organizational function. HR on the other hand, to gain its invitation to the strategic
table, should show and prove to have the knowledge, professionalism and
expertise to strategically support the employer. The task this is prompted to
perform is everything but straightforward and no employer aims at running the
risk of entrusting such a delicate task to individuals who do not have the
necessary expertise and may hence jeopardize rather than consolidate the
business stability.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Longo,
R., (2016), <i>HR Strategy between myth and reality</i>;
Milan: HR Professionals, <i>[</i>online<i>]</i>.</span></div>
</div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-23124523176672309592016-03-27T15:31:00.000+01:002016-03-27T15:31:03.197+01:00Performance Management As A Process<div dir="ltr" style="text-align: left;" trbidi="on">
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<b><i>The emergent need for a new
approach to performance management<o:p></o:p></i></b></div>
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Performance management as a
system is typically formed by two phases, to wit: an initial phase when managers
communicate to their direct reports the objectives they are expected these to meet,
and a final phase when individual performance is assessed and appraised.
Whether employees attain the objectives set by their managers, they receive the
payment of a lump sum. To implement such schemes organizations clearly incur
huge costs; nonetheless, employers are sorely keen and eager to introduce these
programmes in a bid to attract and retain talented individuals, and hopefully
motivate employees to go the extra mile and exercise discretionary efforts.<o:p></o:p></div>
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<br /></div>
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Managed in this fashion,
nonetheless, these systems have more often than not failed to fulfil their
promise. Individuals started soon to develop and express an increasing interest
in the amount of money they were expected to receive by virtue of such
programmes rather than in the reasons behind the payment of these sums, and the
promise they had essentially to honour so as to be entitled to their payment.
Yet, these types of financial incentives were soon taken by individuals for
granted instead of being perceived as additional amounts of money paid by their
employer for a well-founded reason.<o:p></o:p></div>
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<br /></div>
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Reward professionals have ever
since felt the urge to come up with new, innovative approaches to reward
management aiming at enabling managers to focus on individual performance,
learning needs, and potential rather than on the financial implications
associated with these. The efforts are typically concentrated on developing programmes
which lay emphasis on individual behaviour, approach to work, results obtained,
the way these are achieved and career prospects so as to keep these aspects clearly
separate from any discussion concerned with the expectations, in terms of
financial reward, individuals may establish in relation to these. As such, performance
management started to be regarded as a process, constantly underway, enabling
managers and individuals to create and maintain a continuous two-way
communication channel by means of which managers can coach, support and demand
improvements to their reports. The adoption of such an approach does neither
imply the completion of any form nor any specific pattern to conform to, but
rather the manager capability and willingness to genuinely contribute to their
reports growth and development.<o:p></o:p></div>
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<br /></div>
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In a separate occasion, managers and
employees meet to talk about bonuses and financial incentives at large. This is
the meeting, broadly referred to as performance appraisal or performance review,
managers typically dislike the most by reason of the role of judge they are essentially
called to play. These types of meetings prove to be pleasant and
straightforward when managers can give their reports good news, whereas managers
feel sorely uncomfortable and ill at ease whether, during meetings, they have
to inform their reports that they will not receive the expected amount of money,
if any. The fact managers overrate their reports’ performance, to avert being awkward
or anxious in these circumstances, does not clearly represent by any means the
most appropriate and righteous remedy for these problems.<o:p></o:p></div>
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<br /></div>
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Whether managers establish and
maintain an open constant two-way communication process with their reports, the
discussion about the financial reward aspect should actually represents
somewhat of a formality. In those instances in which employees do not show the
improvements agreed with their managers, do not yield the results managers are
expected from these and do not exhibit the desired behaviour, these should not be
indeed surprised whether they do not receive the payment of any lump sum or the
partial payment of the pre-set amount. In such cases, the discussion should
eventually be confined to the individuals’ learning needs, provided that the
employees’ unsatisfactory performance is actually due to their incapacity to
properly perform their tasks.<o:p></o:p></div>
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<br /></div>
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Employee performance
unquestionably represents one of the trickiest duties manager are prompted to perform
in their role. Notwithstanding, averting to properly managing individual
performance or considering as a bad practice paying individuals, at the end of
each financial or calendar year, a sum of money contingent upon their
performance does not definitely represent the best approach to manage employee
performance, but rather a way to deliberately overlook this particularly
significant management task. The payment of a lump sum, to the individuals who
really deserve and merit it, is intended to thank employees for their
contribution to organizational success and to make them understand that they can
greatly benefit from their organization fortune, and not only suffer the pains
of their employer misfortune.<o:p></o:p></div>
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<br /></div>
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Bonuses and contingent pay at
large have been lately considered somewhat of the evil of the financial and business
world. Nonetheless, the actual problem with bonuses is not represented by the
payment of a sum, albeit at times very large, of money, but rather by the circumstances
under which these are paid, to wit: how and why employers pay bonuses to their
employees.<o:p></o:p></div>
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<br /></div>
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The problem with bankers bonuses
and the alleged global financial crisis it triggered, for instance, a subject
which aroused a lot of media and public interest in the late 2000s, was by no
means caused by the huge amounts of money financial institutions were paying to
their bankers, but rather by the mechanism through which these bonuses were granted.
Payments were in fact made before the final outcome of the bankers’ transactions
was actually known (<a href="http://rosariolongo.blogspot.com/2011/09/balancing-basic-and-variable-pay.html" target="_blank">Balancing base and variable pay - Banking Vs other industries</a><span class="MsoHyperlink">)</span><span class="MsoHyperlink">. It can be argued that this is the same reason why also the
bonuses received by the CEOs and executive directors of some companies provoke
in some instances sharp criticism from the public opinion. Executives are at
times essentially rewarded for failure and receive staggering amount of money,
in the form of financial incentives, despite their decisions have strongly
contributed to jeopardize rather than secure the stability and solidity of
their organization.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span class="MsoHyperlink"><b><i>The need to
align reward practices with organizational culture<o:p></o:p></i></b></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span class="MsoHyperlink">The lump sums
paid by employers to their staff must be invariably associated with and
ultimately justified by the attainment of the scope for which these are actually
granted, that is, reward individuals for their performance, behaviour,
achievements, skills, competencies or expertise. Bonuses are typically offered
to individuals exclusively taking heed of the results these have obtained in
the previous year and can be thus essentially regarded as retrospective (Longo,
2014). Their scope is clearly also that of encouraging future performance,
these are in fact broadly known as pay which needs to be re-earned to be
repeated, but these programmes typically hardly emphasize the importance of
what an individual, in terms of learning and development, may need to gain in
order to repeat and sustain his/her performance over time.<o:p></o:p></span></div>
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<br /></div>
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<span class="MsoHyperlink">Reward
management practices, similarly with all the other practices developed and
executed within an organization, should invariably strongly support corporate culture
and help employers to foster internal consistency and integrity. Financial
incentives should hence sustain and reinforce the message the employer aims at
conveying and must be consistent with the reward management strategy and
philosophy pursued by the business. Whereas, for instance, an organization’s
culture aims at fostering the expansion of individual competencies and the way
employees use these to ensure an increasingly sustained, satisfactory
performance, it would clearly be sorely inappropriate offering individuals
generous bonuses whether these have achieved good results, but have not made
any effort to expand their competencies. Similarly, it would openly appear
inconsistent paying bonuses to employees who have expanded their competencies
and gained new skills, but have not effectually used these to yield tangible
results, whether the company reward management practices are inspired by an
organizational culture fostering high performance and individual growth.<o:p></o:p></span></div>
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<br /></div>
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First and foremost, performance
management should support the organizational culture and invariably foster
integrity within a business. Clearly communicating from the outset why
performance management is introduced and operated within an organization and
what it aims at encouraging and promoting is hence of paramount importance.
Inasmuch as money talks, it might be argued that when money is offered to
individuals as a form of contingent pay, money even screams. Clarity, equity
and consistency should be hence invariably regarded as mandatory prerequisites
of every performance management process.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The reason why performance
management programmes do not invariably fulfil their promise is habitually due
to the circumstance that these are more often than not designed and developed
as over-complex and abstruse schemes or systems, which make at times it even
impossible for employees to get through the maze of bureaucracy they entail.<o:p></o:p></div>
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<br /></div>
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<b><i>Performance management as a process<o:p></o:p></i></b></div>
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The paramount prerequisite of
performance management is that it should not be regarded as a system, but
rather as a process and its mechanism, in adherence to the tenet “keep it
simple,” should be as straightforward and manageable as possible. Reward
managers should resist the temptation to develop elaborate flow charts and
diagrams, and to adopt complex formulae for the calculation of financial
incentives.<o:p></o:p></div>
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<br /></div>
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Performance management should be
considered as a process incessantly unfolding and flowing over time rather than
as a once-a-year administrative burden; an activity constantly underway based
on establishing and maintaining an open communication channel between employees
and managers.<o:p></o:p></div>
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<br /></div>
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Managers should establish a
direct, open communication channel with their direct reports from the very
first. The term communication has to be interpreted extensively; it in fact encompasses
the establishment of a close relationship between managers and employees, which
implies in turn managers tutoring and coaching individuals.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
An effective and continuous
communication between managers and employees enables managers to be constantly
aware of the approaches adopted by their reports to attain their objectives,
influence individual behaviour and eventually suggest employees the most
suitable approach to perform their activities and achieve their objectives.
This constant contact between managers and employees would also enable the
former to relatively easily identify the learning needs of the latter and pinpoint
the potential these have to grow, work without supervision and assume power.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
This approach does not place any
administrative burden upon managers, but these should take this undertaking
very seriously. The success of the overall process in fact sorely depends on
this activity, which should be permanently underway.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The directors of each
organizational function clearly need to be aware of the level of performance attained
and of the potential shown by the individuals forming their teams. According to
the functional composition and size, directors may not necessarily need to
receive a constant update about their reports staff, at least not about all of
them. Managers may hence provide them a report, or talk to them, about their
staff periodically, with the frequency which best suits the function needs.
Also this activity is indeed particularly significant in that it enables the
company managers and directors to identify the individuals who have the
features, traits, expertise, skills and knowledge to grow and play an increasing
significant role in the organization; never mind the propaedeutic significance
it acquires for the annual meeting during which managers and directors make the
final decisions about the managers’ reports bonuses.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The benefits of involving the
company directors in this important decision-making process are twofold and by
no means exclusively associated with their grade in the organizational
hierarchy. Since directors hold meetings to talk about their staff bonuses with
all of the managers of their function, these are able to establish a norm
within the function and avert that the different managers may propose sensibly
different amounts of money for people having essentially equally contributed to
the organizational success. To avert the implementation of performance
management miserably failing, it is crucially important to ensure that pay
decisions are exclusively equity-driven and firmly prevent that these might be
affected by bias or other non-merit-related considerations. The risk being to
convey an utterly wrong message whose detrimental consequences may prove to be
irreversible.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The other reason why each
functional director should assume complete control over the decisions made
about individual incentives is budget-related. This aspect is in many important
respects linked to the previous one; directors must clearly respect the
guidelines provided by the employer and, for difficult it might prove to be,
remain within their budget. To ensure and secure internal equity within each function,
the budget constraint should be considered from the outset. It is likely that
at the end of the meetings held with managers, directors may be obliged to
further review their financial incentives proposal to remain within budget.<o:p></o:p></div>
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Once the company directors put
forward their proposals to HR, these should be submitted to an internal
committee to be finally validated. Reward committees may be composed of reward
managers, experts, external consultants and some of the organization non-director
executives. It is preferable to not appoint any company executive-director as
member of these committees in that these may be prone to ruthlessly sustain
their initial proposals, irrespective of the inconsistencies these might
generate at organizational level.<o:p></o:p></div>
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<br /></div>
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Whereas the role played by the
company directors in the decisions of bonuses at functional level is essentially
aimed at ensuring equity and consistency within their function, their exclusion
from these committees is aimed at securing consistency and equity within the
overall business. These committees’ most significant objective is in fact that
to assure that bonuses reflect organizational culture, are granted to
individuals who unquestionably deserve them and are distributed equitably and
fairly according to the guidelines provided for by the employer.<o:p></o:p></div>
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<br /></div>
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To ease managers and directors
task, HR should prepare and issue guidelines briefly outlining the attributes,
qualities and aspects managers and directors should consider the most when
making their decisions and providing some indications of how to rate these.
Some bonus bands may also be created in order to establish a minimum and
maximum incentive amount, for instance, in connection with each grade, role or
jobs within the same level of a career-family or job-family structure.<o:p></o:p></div>
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<br /></div>
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<b>Paying incentives<o:p></o:p></b></div>
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One of the most detrimental practical
implications of the concept of performance management as a system is the
payment of incentives according to a specific and more often than not
over-complex calculation method. HR typically formulates a document outlining
in great detail the overall system and gives it as much visibility as it can.<o:p></o:p></div>
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<br /></div>
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The description of the mechanism
regulating a performance management system typically also contains the
indication, for each employee, of the basic amount of money offered by the
employee and of the formula to be used for the calculation of the incentive. This
may depend on the role or grade but this amount is habitually openly disclosed.
The basic amount used to calculate the incentives of the employees filling
management and key role positions is more often than not individually
negotiated with the employees concerned and usually agreed in writing. On the
basis of the performance appraisal meeting outcome, each individual is thus able
to calculate the amount of the bonus that this will receive.<o:p></o:p></div>
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<br /></div>
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In many countries this approach might
represent a serious problem and pose a significant threat to employers. The
basic amount set for the calculation of financial incentives in fact with the
passing of the years may legally bind employers to the payment of broadly equal
sums of money in the future, albeit employees do no longer perform as these used
to in the past. An individual might perform at an average level but, according
to the changed circumstances, the amount of money this would receive by virtue
of the basic sum previously used to calculate his/her incentive may prove to be
disproportionate to award his/her current real level of performance and
contribution.<o:p></o:p></div>
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<br /></div>
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The introduction of a structured
and detailed system clearly accounts for employees establishing expectations,
which with the passing of time employers may find it particularly difficult to
disregard and not fulfil (<a href="http://rosariolongo.blogspot.com/2013/09/legal-risks-emerging-when-introducing.html" target="_blank">Legal risks emerging when introducing and varying a bonus scheme</a><span class="MsoHyperlink">). </span>By reason of the legal constraints
existing in many countries, <span class="MsoHyperlink">employers having introduced a
performance management system may experience severe hardships in a bid to withdraw
their incentives scheme, especially whether these have not been carefully and
thoroughly formulated. </span>Notwithstanding, the attempt may be
well-worth the efforts.</div>
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<br /></div>
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<span class="MsoHyperlink">Performance
management as a process focusing on individual performance and development should
not entail any performance appraisal meeting and should enable thus employers
to avert many legal risks to arise and, more importantly, to annually pay
individuals the amount these really merit and deserve, regardless of any
consistent or unreasonable previous promise. This approach clearly also enables
employers to more promptly adapt their incentives budget to the real business
financial circumstances.<o:p></o:p></span></div>
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<br /></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLsOUrLUd3nY9R_6Em-qS138qXoJxCuk2BgdB7P1eCS0WwN_KaGxIDAin3kZNiD2vDshgxHWlnCaGqgoumYsdsrcWR9Ky7EggLkVRXqzNCnwTRA2DipM1JKDDY5EIOxJfcVJxtH7tfsFnb/s1600/pm3.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLsOUrLUd3nY9R_6Em-qS138qXoJxCuk2BgdB7P1eCS0WwN_KaGxIDAin3kZNiD2vDshgxHWlnCaGqgoumYsdsrcWR9Ky7EggLkVRXqzNCnwTRA2DipM1JKDDY5EIOxJfcVJxtH7tfsFnb/s1600/pm3.jpg" /></a><span class="MsoHyperlink"> </span>Performance management as a
process should be intended as an approach exclusively focused on the individual
work experience and the results, by means of the close support provided by
managers also in terms of coaching, learning and development, an individual can
potentially obtain. The financial aspect, nonetheless, does not indeed
represent a negligible part of the process. Employers should care for their
employees’ growth and development, but should on no account neglect to
recognize employees for their contribution and effort so that the establishment
of a relationship between managers and employees should inform the manager
decisions not only as to what concerns career prospects, promotions and
learning needs, but also in terms of financial incentives, and pay and grade increases.</div>
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<o:p></o:p></div>
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<br /></div>
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Before the payment of an
incentive, managers should individually meet employees. In this occasion, which
is essentially part itself of the performance management process, managers
inform employees that to recognize their efforts and contribution the employer
will shortly pay them a given sum of money. Despite no mechanism and no formula
have been unveiled for the calculation of these incentives, it is glaringly
obvious that employees communicate amongst themselves so that it is likely that
they will soon learn about the amount of cash received by the others. This
occurrence should not cause any employers’ concern, provided that these have
made their bonus payment decisions according to the tenets of equity (as
opposed to equality), fairness and individual merit. In contrast, the
circumstance that individuals have received a bonus for their actual
contribution and value serves the employer cause in that it helps this to get
across the message that individuals are rewarded and recognized for their real value
and contribution, or for having exhibited the behaviour and gained the skills
desired by the employer.<o:p></o:p></div>
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<br /></div>
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Over the years, also this
approach may indeed cause individuals to establish expectations about the payment
of an annual incentive; nonetheless, do not existing a calculation formula, an
outline of the system mechanism and let alone a formal written document, the
reason why employees establish expectations might be harder to explain;
especially whether the amount of money paid to individuals varies from year to
year and employees may at times receive no incentive at all.<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJ3pnz3e4H72ZadI_RYtP4mSAfiuk9AfA2eyWImdJ2HVcSV41hrHcEOHMgTEvVsavXM4FLZ7qeupmCxlAHWuzGx-ssrMtKCyfw_5uI5703AAwH3Usur_kFkg3_s49G0c1e8UwMsqUc46jK/s1600/pm4.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="109" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgJ3pnz3e4H72ZadI_RYtP4mSAfiuk9AfA2eyWImdJ2HVcSV41hrHcEOHMgTEvVsavXM4FLZ7qeupmCxlAHWuzGx-ssrMtKCyfw_5uI5703AAwH3Usur_kFkg3_s49G0c1e8UwMsqUc46jK/s320/pm4.jpg" width="320" /></a></div>
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<br /></div>
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The benefits of performance
management as a process, nonetheless, are not clearly exclusively legally-related.
The real benefit of performance management as a process is that it enables
managers and employees to focus on the job activities and the skills required
to effectually perform these. The circumstance an employee may not receive any
bonus or a small amount of money will not be clearly positively perceived by
individuals. Nonetheless, the relationship established between managers and
employees should enable managers to confidently and openly discuss the topic.
Yet, differently from what it happens with a formal performance management system,
the adoption of this approach enables managers to eventually recognize
individual effort and determination to succeed and obtain the expected results,
albeit these are not indeed yielded in practice.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
A traditional approach to incentives
calculation can be still considered applicable and appropriate in all of those
cases in which results can be objectively quantitatively assessed and measured,
as for instance is the case of sales staff. In these cases the calculation of
bonuses by means of a simple formula would be fairly straightforward.
Nonetheless, this does not entail that performance management has not to be
managed as a process rather than as a system also in these cases.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Managers need to be close to
their direct reports and closely support them in the attainment of their
objectives so that these can gain the experience and capability necessary to be
accomplished in all the activities these are called and may be potentially
called to perform in the future. This has clearly to be done with discretion;
without limiting individual creativity and inventiveness, encouraging
individuals to come up with new, innovative approaches and methodologies to
perform their tasks and attain dramatic results.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
The constructive establishment of
a good relationship between managers and employees will help the latter to
focus on the way the activities are performed and on the identification of new,
effectual approaches to work enabling them to increasingly yield positive
results. The financial aspect is clearly also important, but cannot be
considered per se and in isolation; in contrast, it needs to be invariably
linked to the reason why organizations pay financial incentives to their
employees. Employers should invariably establish a clear line of sight between
incentives and objectives, regardless of which these are, and never miss the
opportunity to emphasize the significance of this link and to foster the
pillars underpinning their organization’s corporate culture, which is in turn
of paramount importance for the pursuance of the overall business strategy.<o:p></o:p></div>
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<span style="font-family: "Verdana","sans-serif"; font-size: 10.0pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Longo, R., (2016), <i>Performance Management As A Process</i>; Milan: HR Professionals.</span></div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-64091088654297934802016-01-09T14:23:00.000+00:002016-01-09T14:23:12.264+00:00Employee’s Loyalty: Can Be It Still Regarded As An Individual Significant Value?<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Verdana, sans-serif;">Once
upon a time there was a psychological contract, underpinned by the idea of “a
job for life”, according to which employers offered their employees a sum of
money in exchange for their loyalty and contribution to organizational success.
The content of the psychological contract has ever since been subject to a slow
but unrelenting evolution. At first, to meet individual wants, employers
started to gradually replace their compensation arrangements with reward
packages programmes, that is to say pay schemes based on appropriate
combinations of financial and non-financial rewards; then individuals
increasingly began to establish expectations about career prospects and opportunities
for professional development and growth. More recently, employees have concentrated
their attention on gaining additional skills and competencies, and on considerably
expanding their knowledge and expertise, with the ultimate aim of increasing
their marketability.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjnt3UdLjplK7BgCX2rBmkHgCDKqyJpmTGJfQMDAiwNisaq11gTNJbmyj-SbDbKPjvRq9oDAA_vloWXYg-JmK_6n3Q4r7vz8vwQ8CBbW-ywdA7ovh4U39kpU_gU7BRrLTtgoLtmzfKw4VJY/s1600/Loyalty1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjnt3UdLjplK7BgCX2rBmkHgCDKqyJpmTGJfQMDAiwNisaq11gTNJbmyj-SbDbKPjvRq9oDAA_vloWXYg-JmK_6n3Q4r7vz8vwQ8CBbW-ywdA7ovh4U39kpU_gU7BRrLTtgoLtmzfKw4VJY/s1600/Loyalty1.jpg" /></a></div>
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<br /></div>
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<span style="font-family: Verdana, sans-serif;">Increasing
employee marketability, notwithstanding, more than favouring individual’s
loyalty is likely to favour employee mobility in the labour market. It could be
thus contended that whereas the original version of the psychological contract essentially
aimed at fostering individual’s loyalty, it tends nowadays to ease employee transferability.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;">With
respect to this point, employers seem to take an ambiguous position. They are
aware of the circumstance that retaining employees in general and talented
individuals in particular represents a daunting feat to perform. Individuals
attach great importance to broadening their experience so that many employers
have introduced internal and international mobility programmes within their
organization, with the ultimate aim of retaining their talents. On the other
hand, nonetheless, organizations constantly seek talented individuals in the
relevant labour market and offer them generous reward packages and career
prospects. The former activity clearly supports loyalty, whereas the latter
definitely plays a detrimental role in this respect.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;">Whilst
some individuals, especially young people, literally struggle to find a job,
some others find it relatively easy to change job rather frequently. It is not thus
uncommon for talent acquisition specialists coming into contact with
individuals whose résumé contains an employment history clearly showing that these
candidates change employer very often and sometimes even too often. Organizations,
nonetheless, are usually keen and enthusiastic to recruit these individuals,
sometimes with a pinch of satisfaction for the candidate acceptance of their
offer, overlooking that whether an individual has easily and heartlessly left
his current employer for a more attractive reward package this might do it
again and again in the future. It clearly depends on how the person will fit in
at his/her new company, but it regrettably also depends on the opportunities
which other employers may offer to the individual. In the incoming future, the
new employer might hence turn to be victim of this individual behaviour, too.</span></div>
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<br /></div>
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<span style="font-family: Verdana, sans-serif;">Whether
the one size does hardly fit all in general, it definitely fits even less all in
this instance. Individuals may leave their employer for countless reasons so
that it sorely depends on the circumstances; organizations cannot be<b> </b>wary of candidates only because these
change employer frequently. The first step to take in order to favour individual’s
loyalty is never ever making promises which might be hardly kept, describe the
workplace and the role differently from what these actually are and undertake
unrealistic career prospects.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;">Individuals
are increasingly keen and eager to broad their knowledge and gain valuable, useful
experience. Yet, employees are growingly fascinated by the idea of working in an
international environment and of being offered the chance to move abroad for
short and long assignments or even permanently. The generous reward packages
and the more favourable terms and conditions of employment habitually offered
by the new employer, nonetheless, clearly do also play a role in individual
decisions to leave or stay with an organization.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZAX6dnC4m1_L05kzoD2jwhXZF6sl1tgYOqrxXNG6sLs7-sgZX_J2kpG8fPjUp9lK7-FyUlGmNpKZJqxgX4ygWgmY6VDjST-V7icB_RQYv310868fvP3-DFuH0gP6TvFFNu0HkADQuZt_b/s1600/Loyalty3.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgZAX6dnC4m1_L05kzoD2jwhXZF6sl1tgYOqrxXNG6sLs7-sgZX_J2kpG8fPjUp9lK7-FyUlGmNpKZJqxgX4ygWgmY6VDjST-V7icB_RQYv310868fvP3-DFuH0gP6TvFFNu0HkADQuZt_b/s1600/Loyalty3.jpg" /></a><span style="font-family: Verdana, sans-serif;">People
who often change employer dramatically increase their marketability; their résumés
look typically impressive and especially whether their marketability has been
gained in renowned organizations, their chances to receive new employment offers
grow significantly. These individuals are essentially “trapped” in somewhat of a
virtuous circle: more frequently they change their job, more considerable,
valuable and wider their experience and more numerous their chances to receive new
job offers from different employers. More often than not, these individuals do
not even need to look for a new opportunity, but just await recruiters to find
them. Social networks are powerful from this point of view; many recruiters
incessantly look for passive candidates, that is to say individuals who are not
actively searching for a new role, but who would be sorely interested in new
good employment opportunities whether offered to them.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Verdana, sans-serif;">It
can be argued that, by actively looking for active and passive candidates and
making these attractive employment offers, employers in many respects encourage
and favour competition in the labour market to the detriment of employee’s
loyalty, which may be no longer perceived by employers as an individual asset and
consequently by applicants as something to be proud of. Whereas in the past job
seekers tended to limit the number of employers listed in their résumés,
eventually extending, according to the role filled, the length of employment
with those considered most relevant to the position they were applying for,
this does no longer occur nowadays. Recruiters in fact, unless of conspicuous
exaggerations, tend to pay lip service to the quantitative aspect of past employment.
By contrast, in some instances this seems to add value to the overall quality
of the curriculum vitae in that the considerable number of records contributes
to depict the candidate as a person who has gained a broad experience in
different contexts and under different circumstances.</span></div>
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<span style="font-family: Verdana, sans-serif;"><br /></span></div>
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<span style="font-family: Verdana, sans-serif;">Employees
aim at gaining new experience and broadening their knowledge, and relentlessly
look for new employment opportunities enabling them to attain their objective.
Employers on the other hand unremittingly search for people who have gained a
relevant and considerable expertise under different circumstances and in
diverse organizational settings, preferably in countries with different
cultures. It can be hence inferred that employers are perfectly at ease with
résumés rich of employment records; perhaps in that each employer labours under
the illusion that things will work differently in its case.</span></div>
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<span style="font-family: Verdana, sans-serif;">Can
be therefore contended that employee’s loyalty is no longer regarded by
employers as a significant employee value? Definitely not, the costs associated
with recruiting external candidates, especially talented individuals, are definitely
high. Yet, the risk that after having left the organization an individual might
continue to use the information gained during his/her previous employment
relationship is considerable. All in all, employee’s loyalty can and should be thus
still considered by employers as an individual significant and desirable trait.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzTW3_84ykJ96S9_dmGI-wTasUsVzOnM6JKs7ZWcbJTysQlh0JyA-T2nmRLgp5-yss6EFue54g_l_XtlZUdAjE_HW6SRG0tUbLsJojBeB0yXMj7kLedJSW2yUT73hhmgHvomNziH3Xoqnr/s1600/GenY.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzTW3_84ykJ96S9_dmGI-wTasUsVzOnM6JKs7ZWcbJTysQlh0JyA-T2nmRLgp5-yss6EFue54g_l_XtlZUdAjE_HW6SRG0tUbLsJojBeB0yXMj7kLedJSW2yUT73hhmgHvomNziH3Xoqnr/s1600/GenY.jpg" /></a><span style="font-family: Verdana, sans-serif;">Employee’s
loyalty seems to be destined to stay high at the top of employers’ and HR
professionals’ agenda also for the years to come. Corporate loyalty seems in
fact not to be perceived as an important value by Millennials. Whereas some studies
show that Generation Y represents the most loyal generation to their favourite
brands, the findings of several investigations of a different type, conducted
over the last years, reveal and confirm that the majority of Millennials do not regard employer loyalty
as a value and let alone as a priority.</span></div>
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<span style="font-family: Verdana, sans-serif;">The results of the different surveys, both as
regards the rate of people claiming to have plans to stay or leave their
employer and the idea Millennials have about loyalty, are at times sorely
conflicting. Yet, some remarkable divergences also emerge when comparing the
answers provided by Millennials and HR professionals to the same questions. Notwithstanding,
these studies at large suggest that these individuals are mainly interested in
work/life balance, professional growth and success, career prospects and in pursuing
personal interests. Millennials appear to be resolute and ruthless in the accomplishment
of their purpose and seem to have no hesitation in leaving their employer
whether this cannot ensure them the attainment of their objectives and the fulfilment
of their aspirations.</span></div>
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<span style="font-family: Verdana, sans-serif;">To enhance employees’ loyalty, employers
should invariably take heed of all of these individual wants, which are not
exclusively typical of Millennials, but rather of all of today’s employees, and
should hence constantly adapt their human capital practices so as to meet their
expectations and needs. The real problem is that nurturing employee’s
loyalty proves to be a daunting task to perform for every employer.</span></div>
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<span style="font-family: Verdana, sans-serif;">The
most effectual approach to encourage and foster individual’s loyalty in the
workplace is arguably that to timely plan and favour employee development and
growth from within the organization. Nonetheless, not all of the professional
and strategic roles within a business can be actually developed internally,
whether there are no employees having the basic attributes so that this
approach cannot be invariably adopted irrespective of the circumstances and
roles. Moreover, regardless of the way individuals fit in their organization,
these might sometimes find it objectively difficult to resist the temptation to
change organization, colleagues, workplace, location and corporate culture.
Whether on top of this it is also offered them an attractive reward package, it
is virtually impossible for individuals do not accept a new offer of employment.</span></div>
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<span style="font-family: Verdana, sans-serif;">Whether
employers, also by means of scenario planning methodologies, accurately plan
their current and future staff needs and rigorously map the existing organizational
roles in order to find out which of these are due to gain further strength and
strategic significance in the future, these will be in a position to identify
the internal candidates matching the organizational needs, that is, the
employees who can effectually fill those roles and timely plan for their growth
and development.</span></div>
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<span style="font-family: Verdana, sans-serif;">Offering
people, who have the traits and attributes to take further responsibilities and
fill strategic roles in the future, internal and international mobility opportunities
and the chance to participate in local and international projects would enable
employers to develop talent from within the business, whilst offering these individuals
the opportunity to broad their experience in different contexts and environments.</span></div>
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<span style="font-family: Verdana, sans-serif;">Buying
talent off the shelf clearly demands little effort, but not necessarily less
resources, whereas developing and building it internally definitely takes more
time and efforts. Both options essentially pose challenges and offer
opportunities; nonetheless, whenever employers decide to opt for the former method
these should be prepared to eventually start back the recruitment process anytime.
By adopting the latter approach, by contrast, the likelihood that an employee
might leave the organization should result considerably reduced. Yet, the
adoption of an approach aiming at developing talent internally should help
employers to retain quality individuals and to straightforwardly attract from
the exogenous environment, and subsequently retain, the individuals having the
skills and expertise unavailable within the business.</span></div>
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<span style="font-family: Verdana, sans-serif;">Employee’s
loyalty at large can still continue to be regarded as an important
organizational asset; nonetheless, its significance has in recent times apparently
considerably weakened. The incessant changing circumstances and the
organizational ever-varying wants and woes account for employers having to suddenly,
quickly make decisions so as to tackle and address as early as possible the
arising problems. More often than not, the adoption of this approach entails
employers to acquire in the exogenous environment, that is, the external labour
market the talent necessary to support the organization. The lack of a people resourcing
strategy and of an accurate succession plan can clearly contribute to make
matters worse.</span></div>
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<span style="font-family: Verdana, sans-serif;">Employee’s
loyalty might no longer be universally perceived as a significant value but
employers, by means of their recruiters in the first place and of their
managers and HR function subsequently, should do whatever they can to ensure
that a new recruit stays with the organization at great length or, if the worst
comes to the worst, at least for the time enabling them to identify and develop
internally the individual who fits the role the most and can ultimately perform
it for the foreseeable future.</span></div>
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<span style="font-family: Verdana, sans-serif;">Longo,
R., (2016), <i>Employee’s Loyalty: Can Be It
Still Regarded As An Individual Significant Value?</i>; Milan: HR
Professionals, <i>[</i>online<i>]</i>.</span><br />
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-41773506137559267872015-12-27T16:59:00.000+00:002015-12-27T17:05:57.409+00:00The Role Played by HR in Corporate Culture<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: Verdana, sans-serif;">Despite
organizational culture may be influenced by the events taking place in the exogenous
environment, the full accountability for shaping and developing corporate
culture should invariably rest with an organization founder and management (<a href="http://rosariolongo.blogspot.com/2014/10/who-develops-shapes-and-controls.html" target="_blank">Who develops, shapes and controls organizational culture?</a><span class="MsoHyperlink"><span style="color: windowtext;">)</span></span>. The identification
of the organizational values and of the type of behaviour individuals should exhibit
in the workplace as well as the adoption of a metaphor aptly summarizing, explaining,
reinforcing and in many respects linking all of these components together, so as
to help individuals to establish a clear line of sight between them, should be in
fact invariably regarded as a typical business founder responsibility.</span></div>
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<span style="font-family: Verdana, sans-serif;">Corporate
culture is increasingly assuming a greater importance to employers, who are
learning from experience that this cannot be merely considered as a
discretionary organizational component, but rather as the founding pillar of
organizational strategy, whose pursuance it is essentially intended to support,
sustain and ease. Business culture requires hence the constant employer
attention and active control in that its unintended derailment might produce
irreversible, harmful effects on the execution of an organization strategy and
ultimately upon the business stability.</span></div>
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<span style="font-family: Verdana, sans-serif;">Corporate
culture, nonetheless, is not only exposed to the pressure coming from the exogenous
environment, but it is indeed also sorely subject to the effects produced by the
occurrences taking place in the endogenous environment. Amongst these, particularly
detrimental to an organization may prove to be the deliberate or inadvertent
employee attempt to alter or reinterpret the culture fostered by the business founder.
This circumstance is likely to occur when a business founder leaves the organization
and when the management diverts its attention away from the importance of consistently
and continually fostering the culture originally developed and nourished by the
business founder.</span></div>
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<span style="font-family: Verdana, sans-serif;">The
executives and managers of an organization should be particularly cautious and
vigilant from this point of view and should do whatever they can to prevent employees
from influencing corporate culture, whether their reinterpretation or
redefinition may threaten to derail the founder original vision and spirit. This
may prove to be a definitely daunting feat to perform in that this employee
initiative may be actually triggered by the business management incapability to
firmly, convincingly and consistently foster and sustain, for a wide range of
reasons, the existing culture. Yet, in some instances, managers might not
become aware of the problem until it may be too late, let alone to resolve it once
clearly emerged.</span></div>
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<b><span style="font-family: Verdana, sans-serif;"><span style="color: #0070c0;">The role of HR</span><o:p></o:p></span></b></div>
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<span style="font-family: Verdana, sans-serif;">The
first question to ask is whether HR actually has a role in corporate culture.
Since culture is essentially concerned with the organizational values, shared
beliefs, individual behaviour and the norms stemming from these, which
definitely affect individuals at large, and HR is essentially concerned with
people, it can be contended that HR unquestionably has a role to play in
corporate culture.</span></div>
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<span style="font-family: Verdana, sans-serif;">This
role, notwithstanding, should not be intended in the sense that HR should be
fully involved in the definition and identification of the right or most suitable
culture in that, as discussed earlier, this should be indeed invariably
regarded as a specific founder duty. Being in charge of the development of
human capital management practices and in its strategic advisory role, HR is in
a commanding position to competently support an organization founder in
developing his/her vision and translate this into corporate culture, but can
hardly act as a substitute for the founder in this instance.</span></div>
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<span style="font-family: Verdana, sans-serif;">Taking
heed of the circumstance that culture supports strategy execution, to which
this should be hence strictly interrelated, it may be argued that corporate
culture is somewhat of in between strategy execution and human capital
management. It essentially contains the guiding principles for employers to attain
competitive advantage over their competitors building on their most valuable
resource, that is to say human capital. As such, corporate culture aims at
fostering the behaviour which the employer considers as the most appropriate to
achieve competitive edge and hence at developing the organization distinctive
approach to “the way we do things around here.”</span></div>
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<span style="font-family: Verdana, sans-serif;">It
can be hardly believed that an organization may achieve competitive advantage whether
its management does not foster a corporate culture enabling the business to
effectually execute its strategy. The success attained by the organization will
contribute in turn to reinforce the individual belief that the behaviour
endorsed by the management essentially represents a recipe for success. HR
should thus, first and foremost, support the organization management so as to
ensure that each manager properly fulfils his/her duty (Table 1 – The role of
HR in Corporate Culture).<o:p></o:p></span></div>
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<b><span style="font-family: Verdana, sans-serif;">Table 1 – The role of HR in Corporate Culture<o:p></o:p></span></b></div>
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<span style="font-family: Verdana, sans-serif;">The
role of HR is hence that to support managers in fostering the “official”
corporate culture and avert that this may be reinterpreted or altered in any
way by employees or by the business management itself. Whereas HR does not play
a particularly significant, if any, role in culture development, it should play
a remarkable role in ensuring that the business culture is correctly fostered
and implemented within the organizational premises. The role of HR is hence to
ensure and secure that the culture developed by the founder becomes and is perceived
as strong by all of the employees.</span></div>
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<span style="font-family: Verdana, sans-serif;">Managers
clearly play a remarkable role in the consistent enactment of a business culture
and need hence to be supported by HR during the accomplishment of this
particularly significant task. Newly appointed managers, especially whether
recruited from the external environment, should be properly and thoroughly
informed about the business culture’s features and implications. The role of HR
can be regarded to this extent as that of the guarantor of an organization
culture and of its consistent and proper enactment.</span></div>
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<span style="font-family: Verdana, sans-serif;">The responsibility
of HR, notwithstanding, cannot be limited to secure that a business management
appropriately fosters the culture developed by the founder; neither can be it intended
as an exclusively advisory capacity. To be regarded as strong and genuinely
shared by all the employees, irrespective of the beliefs and values
underpinning this, corporate culture needs to be pervasive and reflected in
every organizational component and aspect. Whether individuals are put in a
position to identify and recognize their company culture in all of the aspects
of their day-to-day activities, insofar as to establish a clear line of sight
between the rhetoric and practice of their company culture, these are likely to
genuinely embrace and support this.</span></div>
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<span style="font-family: Verdana, sans-serif;">The
most important role of HR is therefore that to ensure and secure that the
tenets and ideas underpinning organizational culture are properly and visibly
reflected in the organization human capital practices. In many important
respects, the development of HR policies underpinned by the values put at the
basis of organizational culture will also enable organizations to foster
consistency and integrity within the organizational settings and provide
employees clear evidence that their employer actually talks the talk.</span></div>
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<span style="font-family: Verdana, sans-serif;">The
set of behavioural norms stemming from corporate culture are typically
unwritten; with the passing of time individuals might thus lose sight of the
original tenets put at the basis of corporate culture, whether these are not
identifiable and recognizable in all the aspects characterizing their daily
working life. Human capital policies clearly inspired by corporate culture
enable individuals to constantly identify the link existing between corporate
culture and organizational success and in many respects help employers to translate
into written norms this type of norms, which are by nature typically unwritten.
Irrespective of their personal appreciation of these norms, individuals will be
able to understand that the employer is expected them to behave in a given way in
order for the organization to attain the desired level of performance and yield
the desired results.</span></div>
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<span style="font-family: Verdana, sans-serif;">Appropriately
and timely reflecting organizational culture and its changes on HR policies enables
employers to attain two significant objectives at once: promote consistency and
integrity, and favour visibility of corporate values and beliefs.</span></div>
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<span style="font-family: Verdana, sans-serif;">As
discussed above, nonetheless, corporate culture can be hardly regarded as a
stable organizational component; in contrast, it is highly likely that this evolves
and changes over time. Some of the changes taking place in the exogenous
environment, which may affect an organization culture, might sometimes gone
unnoticed at board level, but this should never ever happen at HR level. HR
needs to be extremely vigilant in this sense and immediately detect the extent
of the impact that a change taking place in the external environment may
potentially have on organizational culture and thus on human capital practices,
and assess whether this change might in some ways affect organizational climate
and performance.</span></div>
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<span style="font-family: Verdana, sans-serif;">Despite
the role of HR is not that of developing corporate culture, this may play a
role in shaping and moulding it by supporting the employer when some amendments
or adjustments are required. According to its scale, a required change in
corporate culture is clearly likely to make an impact on individuals; assessing
and estimating the seriousness of this impact as early as possible is
absolutely important to timely develop the appropriate plan of action enabling
the employer to resist the restraining forces to its implementation eventually
arising. Yet, some changes might also make a direct, remarkable impact on HR
policies, which accounts for this assessment gaining further and considerable significance.
The role of HR in corporate culture, under these circumstances, is hence sorely
critical.</span></div>
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<span style="font-family: Verdana, sans-serif;">Whereas
more often than not the advisory role of HR in corporate culture is limited to suggesting
employers how to transform their vision into corporate culture, under some
circumstances, to wit: when corporate culture needs to be amended and adjusted
to suit the changed circumstances, the role of HR may become more important, insofar
as this to propose employers which changes introduce to corporate culture. The
role of HR will still clearly continue to be an exclusively advisory role, but
would gain more significance in this case by reason of HR being in a position
to propose employers likely effective options in that being able to immediately
envisage the likely effects and consequences eventually produced by the
anticipated change.</span></div>
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<span style="font-family: Verdana, sans-serif;">For
more pervasive the role of HR in organizational culture might in these
instances be the final responsibility and thus decision will invariably rest with
the business founder. Under no circumstances an employer might convincingly and
credibly embrace and foster a culture this does not totally approve and feel to
be fully part of his/her frame of reference. For employers, it is not indeed
just a matter of rhetoric, but rather of practically behaving so as to provide day
after day employees an inspiring example.</span></div>
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<span style="font-family: Verdana, sans-serif;">Employers’
request for HR support clearly depends on the credibility, professionalism and strategic
contribution HR has been capable to respectively gain, show and make over time.
The more effectual and efficacious HR support has proved to be, the more
willingly employer will accept HR contribution in this delicate subject. Corporate
culture definitely represents a dramatically important organizational feature,
which can make or break the effective execution of organizational strategy; it
is unlikely that employers might hence accept to talk about this aspect with HR,
whether this has not previously shown to fully have the standing, capability
and expertise to effectively and properly support the employer in dealing with
this subject. After all, it is also unlikely that any other organizational
function within a company might have this capability and expertise so that HR
should undoubtedly ensure employers to have an overarching knowledge of
corporate culture and of all the effects and side effects its changes can
potentially entail.<o:p></o:p></span></div>
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<span style="font-family: Verdana, sans-serif;">Longo, R., (2015), <i>The role played by HR in corporate culture</i>; Milan: HR Professionals.</span><br />
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-8888179579818353412015-11-29T19:44:00.001+00:002015-12-03T19:58:36.314+00:00From Recruitment to Succession Planning: A Constructive Approach to Human Capital Development<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">The
primary concern of recruiters is that of attracting and selecting the right
person for the appropriate position, that is to say seeking, finding and hiring
the so-called perfect match or best fit for each role. To successfully attain
their objectives recruiters need, first and foremost, to pinpoint what the real
organizational need is and hence meet the employer, or rather, as it usually
occurs in practice, the hiring manager expectations.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Recruiters
and hiring managers habitually formulate job posts on the basis of the unit
current needs and of the requirements necessary to properly perform the vacant
role, but in some others instances these aim at recruiting individuals who, in
addition to properly fill the current vacancy, have the qualities and the
potential to perform more demanding and complex activities in the future.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Individuals
on the other hand do no longer aim at finding just a job, but rather at being
hired by organizations which can offer them a meaningful role, a pleasant
workplace, flexible working arrangements, a competitive salary, valuable
benefits and opportunities for growth. More often than not, recruiters’ task,
especially whether not supported by a strong employer branding, may hence prove
to be particularly daunting to perform. Employers, albeit with some
difficulties, can virtually fulfil all of these expectations, but can hardly
ensure to all of their employees what they care for the most, to wit: genuine,
practical and valuable career prospects.</span></div>
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<span style="font-family: "verdana" , sans-serif;">In
many instances, after the initial excitement generated by the new position
vanishes into thin air and individuals realize that their current employer cannot
offer them any further opportunities for growth, people make the drastic
decision to leave their employer. “I’m looking for a new challenge” is a phrase
recruiters are very acquainted with. In some cases it hides a different true,
but in the vast majority of the circumstances people do leave their employer in
that they genuinely aim at working in a different, more varied and challenging
environment.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Offering
genuine opportunities for growth to all of its employees clearly represents a
virtually impossible task for any employer; yet, all too often individuals
overestimate their abilities and potential so that these easily establish
unrealistic expectations, which employers can hardly fulfil. This clearly represents
a conundrum for many employers, but the adoption of a forward-looking and in
many respects creative approach to human capital management can indeed help
employers to meet the increasingly challenging expectations of both talented
and less talented individuals.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Inasmuch as employers need
talented individuals, that is to say people who possess, typically but not necessarily
inborn, remarkable capabilities, which enable these to effectually perform
complex tasks and take high degrees of responsibility; employers need less
talented but capable and reliable individuals who perform less complex
activities not entailing any particularly considerable degree of responsibility,
but which are equally important for the organization to attain its performance
objectives. It clearly emerges that employers need the genuine contribution of
all their employees; investing and retaining them, albeit at two different
levels, is thus crucially important.</span></div>
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<span style="font-family: "verdana" , sans-serif;">In
order for employers to attain this particularly significant and ambitious
objective, these should adopt a constructive approach to human capital
development aiming at meeting, albeit in a different fashion, the expectations
of all of their employees.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The
final objective of this model is that to invariably ensure employers to properly
fill the key positions necessary to help them to identify the appropriate organizational
direction, whereas being able to bank on the right individuals for pursuing it.
The underpinning assumption is that for an employer to attain competitive edge
over its competitors this needs to obtain the genuine contribution of all of
its employees and ensure and secure to all of them a compelling, interesting
and varied job.</span></div>
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<span style="font-family: "verdana" , sans-serif;">In
some instances, the abilities and skills of an individual might not immediately
emerge so that taking care of all of the employees may enable organizations to identify
talents anytime. Conversely, individuals who seem to have some innate abilities
may later prove not to have the skills and qualities to fill roles entailing
higher level of responsibility. Employers must hence be extremely prudent and
careful when preparing their employees’ career path. An employee of the shop
floor would perform much better whether his/her employer should suddenly
propose this a different role or career prospects, whereas it is highly likely
that an individual already classified as a talent would completely lose his/her
interest in the organizational success whether an employer should not keep the
career undertaking previously given.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;"><span style="color: #0070c0;">Career planning</span><o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">Once
an employer has identified, or has recruited, the individuals who possess the
organization’s most sough-after qualities, the first activity the relevant HR
specialists should perform, in order to mould and nurture these qualities, is
that to discuss and plan with these individuals their plan of development.
Since organizations are nowadays subject to an incessant process of change,
career planning should be left rather “open.” The plan agreed by employers with
the identified individuals must clearly meet their expectations but should not
be preferably necessarily aimed at covering a specific, pre-identified role or
position. The adoption of such an approach enables employers to develop
individuals who, rather than being prepared to only fill a specific role, have
gained the skills, abilities and experience to fill a set or range of different
roles.<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2LTjb0w6rDWfvveDogCgkNhsxA8qXKUzVEuxyWJkhH8QGuWsCB8z41TPoBtmHCval9uvZVIijGuaFI-Nx3B0bFCyIAW-dXUb_Wmdes_3SyQmeLl0sXVbmZbGhdkWxRFeRd2ibwgJ1PiVZ/s1600/Mob2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2LTjb0w6rDWfvveDogCgkNhsxA8qXKUzVEuxyWJkhH8QGuWsCB8z41TPoBtmHCval9uvZVIijGuaFI-Nx3B0bFCyIAW-dXUb_Wmdes_3SyQmeLl0sXVbmZbGhdkWxRFeRd2ibwgJ1PiVZ/s1600/Mob2.png" /></a></div>
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</span><span style="font-family: "verdana" , sans-serif;">Career
planning should invariably meet individuals’ aspirations, be compatible with
their traits and potentials, but should also definitely ensure employers to duly
fill the roles, not exclusively concerned with leadership and executive
positions, these consider as most strategic and demanding to be properly filled.</span></div>
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<span style="font-family: "verdana" , sans-serif;">This
activity might clearly also be seen as a pre-stage of succession planning; it
can in fact constantly offer employers fresh insights into the individual
potential.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;"><span style="color: #0070c0;">Vertical and horizontal internal mobility</span><o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">Internal
mobility enables employers to attain some particularly significant objectives,
to wit: enable individuals to gain and broaden their experience, develop their
skills and enhance their capability.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Since
vertical mobility entails an increased level of responsibility and individuals
undertaking more complex activities, which according to the local legislation
may require a grade and pay increase, employers should be careful in the
adoption of this unquestionably valuable approach. Repeated short-term
assignments, during which individuals are coached and supervised by senior
managers, should in general protect employers against legal action.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Internal
mobility must be planned to pursue a specific and functional objective, that
is, enable individuals to expand their experience and gain the skills necessary
for these to perform the activities and fill the roles required and identified
by the employer. For leadership and executive positions, for instance, having
experience of how the different units and functions of the organizations are
managed and operated may prove to be extremely beneficial. What matters the
most is that every phase and stage of each individual career path serves the
identified scope so that each individual can establish a clear line-of-sight
between his/her activities and the final objective of his/her career path.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="color: #0070c0;">International Mobility</span></i></b><o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The
old stereotype of people resisting traveling and moving abroad, with some rare
exceptions, can be nowadays considered completely overcome. People are now very
keen and eager to move abroad and experience new lifestyles and different
cultures. International mobility would be hence absolutely welcomed by
employees and in many respects it is also very likely that individuals decide
to join a specific organization hoping that his may offer them such type of
opportunity.<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6MqvBc4OyuzRPSVaqSqEPWDmtpgHb-drT2I1ICNpQOXjEQLm9119AkDBSxT_Jt3t4Zhz3gMCXd5rZytsWXx7o885LIOHYJiuG9C_o_cXs82tW14NIQW1nVBNcE5q6LT0xx4CrHveV1fk0/s1600/Mob5.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6MqvBc4OyuzRPSVaqSqEPWDmtpgHb-drT2I1ICNpQOXjEQLm9119AkDBSxT_Jt3t4Zhz3gMCXd5rZytsWXx7o885LIOHYJiuG9C_o_cXs82tW14NIQW1nVBNcE5q6LT0xx4CrHveV1fk0/s1600/Mob5.png" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">In
terms of personal and professional development, international mobility
unquestionably represents a priceless asset for individuals and for employers,
too. The introduction of international mobility practises can in fact
contribute to effectually enhance the employer branding, that is, its capability
to attract talents from the exogenous environment and heighten the
effectiveness of its retention programmes. The findings of a recent study
conducted by the Centre for Economics and Business Research (Cebr) and L’Oréal
UK and Ireland (Uppala and Jayasuriya, 2015) revealed that global career not
only positively influences retention practices, but also individual
productivity.</span></div>
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<span style="font-family: "verdana" , sans-serif;">The
benefits of global career are indeed far-reaching also for employers. Many
organizations are undergoing global restructuring plans; yet, the loss of some customers
or the occurrence of other possible contingencies at large can account for employers
do no longer requiring particular types of talent in some of their branches. The
early introduction of international mobility programmes, by giving employers
the opportunity to pinpoint how people would practically behave and feel in a
different country and under different circumstances, can enable these to
eventually make rapid, efficient and informed decisions.</span></div>
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<span style="font-family: "verdana" , sans-serif;">The
objective of international mobility programmes is basically the same as that of
internal mobility, to wit: enable individuals to gain and broaden their
experience under new and utterly different circumstances. The country, branch,
organization, department or unit will be clearly identified according to the
employer needs, but these must invariably serve the pre-identified purpose.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="color: #0070c0;">Succession planning</span></i></b><span style="color: #0070c0;"><o:p></o:p></span></span></div>
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<span style="font-family: "verdana" , sans-serif;">Career
planning, internal mobility and international mobility can all be considered as
pieces of the same jigsaw. To fit their position on the final picture,
nonetheless, each piece must contribute a specific, but necessary, functional
and valuable ability, skill and experience so that the overall picture can
fully meet the initial, or deliberately later altered, employer and employee
expectations.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Succession
planning is habitually concerned with the identification of individuals who
have the potential to fill executive-directors, executive non-directors and
senior management positions, but employers should also accurately map their
organization’s roles and identify those which whether not timely and properly
filled may make a negative impact on organizational performance. The next stage
is that to develop the most appropriate plan of action to prepare individuals
to effectively fill the roles considered as strategic by employers.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Taking
heed of the positions these individuals will be called to fill, a particular
importance has to be given to soft-skills. It is in fact highly unlikely that
the individuals identified may not be technically competent and prepared. Yet,
by means of the plan of action identified and executed by employers, technical
competencies will be constantly and in many respects naturally nurtured. These
are indeed easier to gain, whereas soft-skills, increasingly considered of
paramount importance by employers and at the same time increasingly hard to
find, require much more efforts and are thus more difficult to gain, albeit
being fundamental for the individuals destined to fill leadership positions. As
maintained by Younger et al (2007), the main objective is to elicit individual
“growth from within.”</span></div>
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<span style="font-family: "verdana" , sans-serif;">Whether
succession planning is concerned with technical roles which do not imply any
people management activity, its focus might be mostly narrowed to concentrate on
the development of technical expertise. Nonetheless, it is hardly imaginable
that these individuals might work in isolation so that their soft-skills should
be in any case properly developed and nurtured.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Different
employers clearly have different needs, but at this moment in time it can be
contended that leadership qualities, change management abilities and project
management expertise, just to name a few examples, should invariably be at the
centre of these programmes. It is up to employers to identify the ideal ability-mix
according to the different roles, their content and the organization present
and expected future requirements.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="color: #0070c0;"><span style="font-family: "verdana" , sans-serif;">Talent management<o:p></o:p></span></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">The
overall process should be clearly underpinned by sound and effective talent
management practices. Implementing talent relationship management, aiming at
creating a great place to work, and talent engagement programmes is definitely
crucially important (Armstrong, 2009). The efforts required to build and
strengthen the existing relationships are well-worth and preferable to rebuild
these relationships from scratch whether and when individuals should leave the
organization (Sears, 2003).</span></div>
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<span style="font-family: "verdana" , sans-serif;">Career
planning, performance management and learning and development are all essential
part of the process, but organizations should also avert overlooking to
adequately reward and recognize people. Employers should hence constantly
monitor the relevant labour market rates and trends in order to offer their
talents competitive pay rates and valuable flexible and voluntary benefits
programmes.<o:p></o:p></span></div>
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</span><span style="font-family: "verdana" , sans-serif;">Talent management does not
represent a daunting feat only for employees, but for employers too, it in fact
requires “high quality management and leadership from the top and from senior
managers and the HR function” (Armstrong, 2009).</span></div>
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<span style="font-family: "verdana" , sans-serif;">As
discussed earlier, employers also need to bank on skilled and engaged individuals
to ensure the regular unfolding of their business operations and secure the
constant attainment of the required level of organizational performance.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Recruitment
and selection is clearly important also in this case; not only have individuals
to fit the organization’s culture, but these also need to possess the technical
skills or the potential required by the employer and exhibit and maintain the desired
standard of behaviour.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;"><span style="color: #0070c0;">Horizontal internal mobility</span><o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">As a
general rule, whether individuals have not showed to have the capabilities and
abilities required to fill leadership roles, employers should preferably offer
these employees lateral mobility opportunities. Management decisions should
invariably be impartial and completely free from every form of bias; yet,
whether individuals should manifest with the passing of time to have developed the
abilities required by the employer, these should be enabled to have access to
the career programmes implemented within the organization.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Horizontal
mobility enables employees to broad their experience and expand their abilities,
without any need to fil more complex roles or positions carrying higher degrees
of responsibility. Nonetheless, these opportunities habitually account for
individuals to derive intrinsic benefits from their job and being hence more
engaged and motivated. Employers on the other hand by means of these programmes
can further promote their employer branding and, more importantly,
multi-tasking and the flexible organization model.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Lateral
movements need to be promoted and hence perceived by individuals as a form of
recognition; as such, these opportunities should be offered only to those
individuals who have showed genuine commitment and effectively contributed to
organizational success.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Whether
an organization, by reason of its size, is unable to offer such opportunities
to its employees, this may try to negotiate a specific agreement with its
suppliers, contractors and business partners, eventually offering to
reciprocate the “favour.” A breath of fresh air now and then would prove to be
beneficial also for the employees to whom these opportunities cannot be offered.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="color: #0070c0;">International assignments</span></i></b><o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Visiting
foreigner countries on assignment represents a great experience for employees;
it is highly likely that they will discuss their experience with each of their
friends and post photos and comments on social media. Employees will thus inadvertently
become employer’s advocates, effectively contributing to the employer branding.
Individuals do prefer gaining knowledge of organizations’ culture and workplaces
from employees, rather than from employers.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Organizations
should clearly make all the necessary arrangements to ensure that during their
assignment employees feel comfortable and at ease, the effects produced by
their experience may otherwise prove to be particularly detrimental for the employers’
reputation.</span></div>
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<span style="font-family: "verdana" , sans-serif;">The
main scope of international assignments is not clearly that to offer employees
a paid holiday abroad so that their experience should in any case serve the
employer purpose, to wit: contribute to develop and expand individual
capabilities and enhance the employer’s retention practices.</span></div>
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<span style="font-family: "verdana" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="color: #0070c0;">Participation in orientation and internal training
programmes</span></i></b><o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Managers
and HR daily perform countless activities, insofar as finding at times it
difficult to cope with all of them. How many of these activities may be
actually performed with the help of employees? Involving these, for instance,
in the development and implementation of the orientation programmes offered to
new recruits and in the provision of technical training can prove to be a
win-win move for employers and employees.</span></div>
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<span style="font-family: "verdana" , sans-serif;">HR
and managers need to be creative in this sense; the workplace offers indeed several
opportunities to involve individuals in a number of corporate activities to
which every individual can give a valuable contribution.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Whereas
the plan aiming at developing particularly talented individuals should be
underpinned and at the same time contribute to enhance an organization talent
management practices, the activities offered to the rest of the employee
population should considerably help organizations to enhance their employer
branding and retention practices. To gain competitive edge, employers need
first and foremost a skilled and inimitable human capital so that the resources
invested in these forms of programmes would definitely prove to produce a sorely
appreciable return; resources invested in further strengthening the
effectiveness of the most significant organizational resource.</span></div>
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<span style="font-family: "verdana" , sans-serif;">To
properly and consistently plan for the future and ensure employers to duly have
the abilities required to develop and execute their strategy, HR and hiring
managers should ideally invariably take heed of all of these aspects when planning
to recruit new individuals and develop these.</span></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Longo, R., (2015), <em>From Recruitment to Succession Planning: A Constructive Approach to Human Capital
Development</em>; Milan:</span><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"> HR Professionals,
[online].</span></span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-44677121599017674862015-11-15T22:55:00.001+00:002015-11-15T22:55:47.035+00:00HR: the ever-changing function?<div dir="ltr" style="text-align: left;" trbidi="on">
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<!--[if gte mso 9]><xml>
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</xml><![endif]--><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The role, scope and to many
respects the reputation of HR has considerably evolved during the last decade.
Originally exclusively associated with compliance and administration, HR is more
recently increasingly regarded by CEOs as business advisor, change agent and
ultimately strategic partner, which has clearly contributed to enhance in turn
the function reputation.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The growing influence exerted by HR
on organizational management can be in part explained by the tremendous significance
attached by employers to the resource-based view of a firm. According to this
approach, originally developed by Wernerfelt (1984) and Barney (1991, 1995) building
on the idea early expressed by Penrose (1959), who defined a firm as a
collection of productive resources, organizational success is essentially based
on the way the strategic assets of an organization sustain each other (Mueller,
1996). An organization attains competitive edge hence only whether its
strategic resources are valuable and effectually used and coordinated.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhxAsJodpYha8YV74nvPFvEkdo6-eqxXtVZpfPYkTlMvegHQWuy-5OimBasw8WKzTOiU2LI5L3GKbKcgmv2qgizRLyN3ZaqOSrJxDoQxLP-_YzPIxJRVOzmXIuGRIR_egzdsET6FVl09o9c/s1600/HRrole0.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="120" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhxAsJodpYha8YV74nvPFvEkdo6-eqxXtVZpfPYkTlMvegHQWuy-5OimBasw8WKzTOiU2LI5L3GKbKcgmv2qgizRLyN3ZaqOSrJxDoQxLP-_YzPIxJRVOzmXIuGRIR_egzdsET6FVl09o9c/s320/HRrole0.jpg" width="320" /></a></div>
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Human capital is increasingly considered
by employers as their most important asset and resource; by extension, the main
pillars underpinning the resource-based view of a firm have been used to
support the development of HRM models and a resource-based view of HR has been canvassed.
The resource-based view of strategic HR stems from the assumption that in order
for employers to gain competitive edge these need to recruit and develop
talented individuals whose competencies and skills are rare and extremely
difficult to imitate and replace.</span></span></div>
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<span style="font-family: Verdana,sans-serif;"></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Inasmuch as human capital, as the
most significant resource of a firm, takes centre stage in every initiatives
employers implement, HR represents the seminal organizational function in
developing people. Employers attach a growing critical importance to HR in that
this is the organizational function in charge of taking care of people. It
essentially assumes full responsibility for individual performance from the
moment every single person joins an organization; it is in fact HR which
manages the selection process, develops and implements talent management
practices, supports employers in managing succession planning and develops new
approaches to employee retention. It clearly transpires that in most respects
the present and future, and as such the past, of an organization largely rest in
the hands of HR.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">In order for HR to effectually play
its role it needs to perform a large number of activities and sub-activities.
People management, for instance, is concerned with the constant identification
of effectual ways to motivate and engage individuals and help these to expand
their competencies and skills so that these can increasingly contribute to
enhance organizational productivity, ultimately enabling employers to gain
competitive advantage over their competitors. To successfully perform this feat,
HR needs to develop and implement a fairly complex plan of action, which is
habitually approached adopting the bundle methodology, that is, a number of
coordinated programmes aiming at enabling employers to produce a synergic,
multiplicative effect. The design, development and adoption of innovative and
effectual: reward and benefits programmes, recruitment and selections
methodologies, employee relations processes, healthy and comfortable workplaces,
flexible working arrangements and effective learning and development approaches
represent some examples of how complex and interrelated the activities
performed by HR practically are.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8TTo5bypQlS-GR99aMi1i3Y8tS4-R1f2e6SV9_Q6hk6j7cvHZU4GH8xiTKl4feVwDyaCCIZsDWIsDNYGXLZXGwco_ra6maa5Nax811tgx42D7rjeUWRzO7xE9aNv9MRRQEnIGaWgQbaeB/s1600/HRrole1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8TTo5bypQlS-GR99aMi1i3Y8tS4-R1f2e6SV9_Q6hk6j7cvHZU4GH8xiTKl4feVwDyaCCIZsDWIsDNYGXLZXGwco_ra6maa5Nax811tgx42D7rjeUWRzO7xE9aNv9MRRQEnIGaWgQbaeB/s1600/HRrole1.jpg" /></a><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The pace the exogenous
environment changes prompts employers to adapt the organizational context
accordingly. Corporate strategy, structure, processes, culture and the way
activities are performed within a business are nowadays subject to a virtually
constant and incessant process of change, insofar as change management can be
nowadays regarded as a typical, no longer exceptional, tremendously significant
organizational activity, which needs to be promptly and timely performed by
employers when required. The circumstance individuals may resist change can
prove to be particularly detrimental for organizations so that its introduction
has to be properly and consistently managed. Since change can potentially
affect and is basically concerned with individual perception and behaviour, the
large and complex undertaking to manage its preparation and implementation is
habitually entrusted to HR.</span></span></div>
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<span style="font-family: Verdana,sans-serif;"></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Over the last years, HR has also
gained a significant role in supporting employers in the implementation and in
part in the development of organizational strategy and corporate culture.
Participating in these activities has essentially contributed to give HR new
momentum and to further broaden the extent and significance of HR as an organizational
adviser and strategic partner.</span></span><span style="font-family: Verdana,sans-serif;"></span>
</div>
<span style="font-family: Verdana,sans-serif;"></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">To meet business leaders’
expectations HR has nowadays to be ready to engage in a wide array of new
activities, whether still retaining the ownership of those which it has
traditionally performed. This clearly entails in turn that HR professionals
need to gain new skills and capabilities, whilst expanding their current
knowledge. It is in fact hardly imaginable that HR might attain its ambitious
objectives whether HR professionals do not gain an in-depth understanding of,
and familiarity with, the new relevant theories, approaches and methodologies.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">It is not indeed only a matter of
gaining new capabilities, but also of increasing the level of the current
knowledge and constantly keeping it up-to-date. Reward management, for
instance, can be no longer regarded as a fresh HR task, but the need for HR
professionals to come up with new and effective reward practices and programmes
definitely persists. A superficial knowledge of the subject and of the relevant
theories will never ever put reward managers in a position to come up with new,
brilliant ideas helping employers to attract and retain talented individuals,
but would very likely lead to these individuals submissively replicating the
practices developed, under different circumstances, in different environments
and arguably to attain diverse objectives, by different specialists.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIF7M850OmFX3BvBEWtNccGIcBdJfEXN4gJu2QMnIpBMPnBdxwiSGsuidvEdYR1eMeKnYfDMHiYkDkBYomOzSKgfZ75OqjHuPeHI0ynW7JeUYEzqgrYiF60yGRHtqPzIceCUayz6USImcm/s1600/HRrole2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIF7M850OmFX3BvBEWtNccGIcBdJfEXN4gJu2QMnIpBMPnBdxwiSGsuidvEdYR1eMeKnYfDMHiYkDkBYomOzSKgfZ75OqjHuPeHI0ynW7JeUYEzqgrYiF60yGRHtqPzIceCUayz6USImcm/s1600/HRrole2.jpg" /></a></div>
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The activities performed by HR
are sorely overarching and pervasive, insofar as essentially affecting the
daily unfolding of the organizational life. The question is whether it can be
realistically contended that there is still room for further expanding the role
nowadays played by HR. It is indeed hardly imaginable that HR might perform
additional tasks, whether these are not directly or indirectly related to
people. This does not obviously entail that the Function has reached its full
maturity in that this is indeed destined to never occur, but rather that HR has
to stick to its traditional mission and relentlessly strive to identify and
adopt new, consistent and effectual approaches to attain its main objective,
that is to say help employers to pursue their strategy and attain competitive
advantage by recruiting, developing, empowering and retaining the most talented
individuals.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The way HR has evolved over the
years has essentially never changed. Its scope has in fact invariably been that
to take care of employees, but in a different fashion and to a different extent
according to the changes occurred in the exogenous environment; changes that
the endogenous environment can neither ignore nor overlook by any means. Yet,
HR has invariably strived to pinpoint the way individuals interpret their
psychological contract and establish expectations in order to come up with
appropriate ways to meet these, whereas meeting employer wants and
expectations.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">HR, it may be argued by
definition, essentially constantly performs a daunting task; disciplines
individuals and takes these to court when required, whereas develops programmes
aiming at favouring individuals’ growth and providing these career prospects.
This indeed recalls the Machiavellian definition of a good prince: a good
prince needs to do what it takes to be at the same time loved and feared (according
to Machiavelli, in the event a good prince should be unable to do what it takes
to be loved, nonetheless, this should, if anything, do whatever this can to be
feared).</span></span></div>
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The burden currently carried by
HR is already heavy enough; yet, to properly and effectively play their role HR
professionals need to constantly gain new knowledge, capabilities and skills
related to both the HR and business domains. It is hence highly unlikely and
indeed not functional that HR disperses its energies on different activities
with the risk of losing its main focus of interest on people. HR efforts,
eagerness and enthusiasm should be concentrated on people and on the countless
activities and programmes developed and executed within an organization with
the aim of empowering these and enhance organizational success.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Some organizations, with the prime
objective of enabling HR professionals to exclusively focus on the strategic
side of HR, envisage devolving the daily tasks traditionally performed by HR to
line managers. This option, aiming at limiting, rather than expanding the role
of HR, offers indeed some advantages, but presents at the same time some
challenges.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<br /></div>
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<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Devolving part of their tasks to
line managers can clearly enable HR professionals to devote most of their time
to investigating and developing new HR approaches, reviewing HR policies and
practices and spending more quality time with managers when playing their
advisory role. Yet, line managers are the closest HR allies in the implementation
of HR practices so that their involvement in the daily HR activities might
enable these to feel more confident when supporting HR in its practices execution.
Line managers on the other hand habitually perceive having to deal with HR tasks
as an additional burden and as something potentially hampering them achieving
their objectives. Moreover, it is likely that line managers do not have the
knowledge, in addition to the willingness, to properly perform these tasks.
Lacking of a comprehensive knowledge and understanding of the HR mission and
vision, line managers may differently play the role devolved upon them by HR; inconsistencies
would soon emerge and seriously risk causing employees harbouring suspicions of
line managers’ capability to perform HR activities. Under such circumstances,
some problems about the ownership of the tasks devolved to line managers might
also emerge: should this rest with HR or should be this fully devolved to line
managers?</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Still with the intent of reducing
the administrative burden so that HR can focus on more strategic aspects of its
role, organizations may decide to outsource some HR activities. This approach,
notwithstanding, does not invariably prove to be completely appropriate.
Organizations try nowadays to foster their employer branding in as many ways as
they can; for extremely professional outsourcers might be, it is highly
unlikely that these might obtain excellent results in this sense on behalf of
their clients. Yet, as it occurs in the case of line managers, outsourcers
would certainly lack knowledge of each organization specific HR vision and
mission, in addition to not having a sufficient acquaintance with every single organization
at large. This approach needs by extension to be carefully investigated before
being adopted. Things might work slightly differently in those instances in
which employers centralize or share some of their local branches’ HR services.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">All in all, the most obvious
conclusion which can be drawn is that HR should not aim at expanding its area
of intervention and involvement in the business activities; it is in fact
already in charge of the most delicate and significant organizational resource.
Meet individuals’ wants and expectations, care and plan about their
development, ensure that they feel safe and at ease in the workplace, develop
an attractive but reasonable value proposition to be offered to individuals,
ensure that employees focus their attention on their working activities, take
individuals by the hand when these have to undergo a process of change which they
fear and do what it takes to prepare employees to go the extra mile definitely
represent an extremely difficult feat to perform.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
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<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">It would definitely be pointless
for HR aiming at performing additional tasks: HR has a massive responsibility
for organizational success, is relentlessly prompted to find new solutions in
terms of human capital management and called to tackle and address people
management-related problems virtually on a daily basis. The main concern of HR professionals
should rather be that to unrelentingly devote resources and energy to improve,
increase and expand their professional knowledge and gain and in-depth
understanding of their organization and of its operations. Project management,
change management, communication abilities and the capability to make sound,
correct decisions and judgements in business (the so-called business acumen)
can nowadays be regarded as mandatory capabilities of HR professionals.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
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<div class="separator" style="clear: both; text-align: center;">
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<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The Function should not be
concerned with the quantitative aspect of its role, already remarkable, but
rather with what it can do to enhance the quality of the results it is expected
to yield. The duty of HR is not that to replace the employer, for instance
developing business strategies, or to take the place of the other
organizational functions, for example making decisions about the launch of the
most appropriate advertising campaign for a new product, the role of HR is and
should continue to be that to ensure and secure employers the talent, that is
to say the key organizational resource, these require to attain competitive
edge. Achieving this objective is clearly everything but straightforward in
that all the firms essentially aim at obtaining the same result, and requires a
constant dedication, in addition to technical and non-technical expertise and
skills.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">The role of HR is also that of detecting
and identifying the developments, changes and future trends occurring in the
exogenous environment, which may affect the organization and the way people
make their decisions in term of staying or leaving an employer, and reviewing
and adapting internal practices accordingly.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Working hard with managers and
ensure that these are absolutely prepared to play their role is of course crucially
important in that it also contributes to secure consistency and integrity in
the workplace. Definitely a difficult feat to perform so that most of the HR efforts
have to be concentrated on introducing constant improvements in human capital
practices, rather than on focusing on what more, in quantitative terms, HR can
do for employers. A few decades ago, it might have not been immediately obvious
the importance of change management and of HR in supporting employers in its
introduction, but taking on the role of change agent has not actually
contributed to expand the HR role; it in fact essentially remains an activity
strictly related with human capital. What HR can and should hence strive to incessantly
do is to improve the quality of the results it yields, hopefully reducing costs,
and being ready to adapt to and possibly anticipate the future trends which may
make an impact on all the aspects directly and indirectly related with human
capital.</span></span></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<br /></div>
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">
</span></span><div class="MsoNormal" style="text-align: justify;">
<span style="font-family: Verdana,sans-serif;"><span style="font-size: small;">Longo, R., (2015), <i>HR: the ever-changing function?</i>; Milan:
HR Professionals, [online].</span></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-74283821883519772142015-10-18T12:08:00.000+01:002015-12-13T14:17:36.241+00:00How corporate culture supports strategy execution<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana";">It
is an axiomatic fact that strategy execution and corporate culture play a
remarkable role in the attainment of organizational success. From the
chronological point of view, it can be argued that the significance of corporate
culture emerges in between strategy formulation and strategy execution. Organizational
strategy can be in fact properly developed on paper, but whether this is not also
appropriately executed with great or sufficient precision it is hardly
imaginable that an employer might ever be able to successfully point in the right
direction and achieve its scope, that is to say successfully pursue its
intended strategy. The most effective and appropriate KPI to asses corporate
culture can be hence identified with its capability to support organizational
strategy and more in particular its consistent and successful execution.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: x-small;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiafCuDmY71VdbQuLC_5CbV4zaV8FBHMmAtBjNvK0IUhLZRaq37x4XgrnjeRsHlwcwi93-1VHwJbyYS9ayGFF_6vuL709llelalkaT8Y1i_YTQh9GyHTdJ4JDU2h7OCK19zgSGnldTTH2Jn/s1600/Cultural+Impact+on+Strategy+Execution.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="201" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiafCuDmY71VdbQuLC_5CbV4zaV8FBHMmAtBjNvK0IUhLZRaq37x4XgrnjeRsHlwcwi93-1VHwJbyYS9ayGFF_6vuL709llelalkaT8Y1i_YTQh9GyHTdJ4JDU2h7OCK19zgSGnldTTH2Jn/s400/Cultural+Impact+on+Strategy+Execution.jpg" width="400" /></a></span></div>
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<o:p><span style="font-family: "verdana"; font-size: x-small;"> </span></o:p><b style="mso-bidi-font-weight: normal;"><span style="font-size: 8pt;"><span style="font-family: "verdana";">Table 1<o:p></o:p></span></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">The values,
beliefs, behaviour and “the way we do things around here” fostered within a
business by an employer in that considered crucial to the attainment of its
objectives clearly vary from organization to organization. The fact each company
has a different corporate culture peculiar to this and only this should indeed represent
the distinctive characteristic of each organization, somewhat of its DNA. In
the unlikely event of two or more organizations fostering exactly the same type
of culture, nonetheless, even remarkable differences between these are likely
to emerge by reason of its different execution.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">It
can be very pragmatically concluded that the efficacy of corporate culture
sorely depends on how helpful and supportive this proves to be of strategy
execution. To be deemed appropriate and coherent with the employer’s wants and
expectations an organization’s culture essentially needs to ease and favour the
effectual strategy implementation process.<o:p></o:p></span></div>
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-family: "verdana" , sans-serif; font-size: small;">Every
business founder concentrates and focuses his/her efforts on fostering and
promoting a type of culture peculiar to his/her organization so as to enabling
this to achieve competitive advantage. Notwithstanding, it can be identified
some features and components, which whether properly underpin corporate culture,
should contribute to considerably increase employers chances to successfully implement
their strategy.</span> <o:p></o:p></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-size: 8pt;"><span style="font-family: "verdana";">Table 2<o:p></o:p></span></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Readiness
to change<o:p></o:p></span></i></b></div>
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The
speed change occurs in the exogenous environment habitually requires employers
to introduce changes into their organizations at the same pace. The fact that employees
may oppose and resist change, albeit this is necessary for their organization
to stay afloat and remain competitive in the relevant market, and the delay in
its implementation this habitually entails are likely to have a remarkably
negative impact on strategy implementation.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Individual
readiness to change should be hence considered as one of the main underpinning
pillars of corporate culture and should be invariably inspired by concepts like
dynamism, energy, adaptability and innovation. The metaphor of the organization
as a chameleon might prove to be effective to properly convey the message. This
species of lizards has adapted to live in trees and developed the ability to
change the colour of their skin to match their surroundings and escape
predators’ attention (though this theory has been relatively recently opposed
by some scientists who sustain that the change of the colour of their skin is
rather used by these reptiles to communicate and control their body temperature).
Since for modern organizations gaining and maintaining competitive edge is
crucially important, as chameleons these should aim at constantly growing
throughout their lives. Being informed of what occurs in the external
environment and about their competitors’ moves is clearly of pivotal importance,
too; as chameleons, hence, organizations should be able to simultaneously look
at two different directions with a 360-degree view and promptly focus on what
they see.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Organizational
culture cannot and should be not, nonetheless, only based on a defensive and
adaptive approach; employers should attach great importance to their employee capability
to come up with new ideas, develop new approaches and anticipate future trends,
and should thus encourage everyone within the business to contribute in this
sense. Innovation must be hence invariably regarded by employers as an
additional important pillar of their organization culture; the most appropriate
metaphor organizations can use to convey the message might hence be that of the
innovative chameleon.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Clarify
and spell out the intended objectives<o:p></o:p></span></i></b></div>
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Individuals
are habitually willing and in many respects keen to accept and genuinely
embrace change whether these understand and recognize the need for its
introduction and the benefits it is intended to bring. Making clear what the
reasons for change are and why this is actually necessary for the organization
to maintain or expand its presence in the market would clearly help an employer
to gain its employees’ support and active participation during the processes of
change and strategy execution.</span></div>
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<span style="font-family: "verdana" , sans-serif;">The direction identified by a company should enable this and
its people to achieve success and in turn secure employees job stability. The
circumstance strategy is implemented and change is eventually introduced to
support the process, essentially with the aim of deriving a benefit to the
organization, regardless of which this might be, has to be clearly outlined and
explained to employees from the outset. It is indeed absolutely necessary that
these become fully aware of the positive implications associated with the
introduction of change and of how significant their support is in order for their
employer to successfully pursue its intended strategy.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Employers must invariably avert talking the talk and do not
walking the walk; employees would sooner or later find out whether these have
supported their decisions with deceitful arguments and should such circumstance
occur the consequences would definitely be disastrous and more often than not
irreversible. First and foremost, employers need to gain their employees trust
and confidence, which can definitely be regarded as a key prerequisite to
establish an effective communication channel with individuals. Openness,
transparency and trust should be thus invariably considered as features
strongly characterizing corporate culture, but clearly not exclusively “on
paper.”</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Communications<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
</span><span style="font-family: "verdana" , sans-serif;">Communication is of paramount importance more than usual; it
essentially represents the only means enabling employers to provide employees a
clear-sighted vision. All of the individuals composing the employee population
need to have crystal clear ideas of the strategy identified by their employer,
should gain a good understanding of how it can enable the organization to
achieve a sustainable competitive advantage and thus genuinely back this. The
establishment of an open, two-way communication channel can clearly facilitate
the process.<o:p></o:p></span></div>
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<span style="font-family: "verdana"; font-size: x-small;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDHsqEx8-1MTNpvo1hyphenhyphenQys7Ia7mEi5PzgtBjD7tFgIbQsODmLZ9DO40p7UJirMgI_m66CntP2r5plO23EQv12OloesXy-XAOGTFAjMA7bvr-pWjOpG8q8RTN3G6kdorhmStwQLfTqnr2KZ/s1600/1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDHsqEx8-1MTNpvo1hyphenhyphenQys7Ia7mEi5PzgtBjD7tFgIbQsODmLZ9DO40p7UJirMgI_m66CntP2r5plO23EQv12OloesXy-XAOGTFAjMA7bvr-pWjOpG8q8RTN3G6kdorhmStwQLfTqnr2KZ/s1600/1.jpg" /></a></span></div>
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<span style="font-family: "verdana" , sans-serif;">Corporate culture, consistently with the aim of inspiring,
building up and winning employee confidence and trust, should promote a
transparent, honest communication ensuring employees to have their say. The aim
of communications should not be hence limited to unveil and share with all the
employees the plan of action developed by the employer, but should rather aim
at enabling the employer to involve and bring on board all of its employees. Corporate
culture should encourage employee continuous contribution and active
participation, and encourage employees to continuously come up with and suggest
new ideas.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Every
individual should feel to be active part of the process and commit his/her
contribution to the overall outcome produced by the organization as a whole.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Learning<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
In
order for employees to actively become part of the process these have to be first
and foremost put in a position to effectively contribute to organizational success.
Involving in the pursuance of organizational strategy individuals who do not
have the skills and capabilities required, would clearly produce
counterproductive effects. Inasmuch as corporate culture needs to foster
individual participation, commitment and contribution to organizational
success, this has to encourage individual learning. Employers should thus
invariably ensure and secure their employees to have access to the programmes
enabling them to gain and expand the capabilities and knowledge necessary to
effectually play their role.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">A
skilled employee population may indeed help employers to reverse the trend in
terms of change in that knowledgeable and capable individuals may actually come
up with new, ingenious ideas anticipating external pressures and proposing
change from within. This circumstance would certainly be ideal, change would
not be in fact imposed by others, but proposed by employees, which would thus
perfectly know the benefits associated with its introduction and would instantly
and naturally become change advocates.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The
same result in terms of employee participation should be indeed ideally achieved
also in those circumstances in which change is proposed by employers by reason
of the pressure exerted by the exogenous environment. Involving employees in
the project from the outset and establishing an appropriate two-way
communication channel should definitely help employers to successfully perform
the feat.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Reward<o:p></o:p></span></i></b></div>
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It
can be contended that the old saying “money talks” still definitely holds true.
Irrespective of the awareness managers may or may not have, the decisions they
make in terms of reward clearly communicate and convey a precise message to
employees, a message which individuals more often than not receive clearly and
promptly. Whether corporate culture fosters individual participation and
involvement, and some individuals behave as desired by the employer and yield
the expected results, these need to be openly recognized. The introduction of
this mechanism not only reinforces the importance of concepts like consistency
and integrity within the business, but may also help employers to sustain and
consolidate corporate culture and the tenets underpinning this.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Organizational
culture should obviously foster individual commitment and participation, but it
should also promote at the same time the employer willingness and readiness to
recognize those who support the business in its quest to pursue its intended
strategy and attain the desired objectives.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">HRM
Model<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
Consistency
should be showed at all the organizational levels and layers, corporate culture
should be thus consistent also with the HRM model adopted by the employer. It
is not indeed just a matter of consistency; the HR management model
underpinning the organization human capital practices should also noticeably
support and sustain a company culture in that this is also essentially
concerned with favouring and easing the attainment of the employer desired
objectives.</span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Management
commitment<o:p></o:p></span></i></b></div>
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Individuals
will never commit to support their employer and let alone try to go the extra
mile whether the organization management does not lead by example. The management
commitment has hence to be gained from the very beginning and has to be sorely
visible.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The
role played by mangers in developing and shaping organizational culture is
clearly much more than simply considerable. They have the responsibility to
provide employees with a vision, support individuals during their working
activities and make decisions about individual growth and hence future.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Mangers
can definitely make or break corporate culture so that before appointing a new
manager employers should definitely ensure that these have what it takes to properly
perform their role and genuinely and truly support the organization strategy
and culture. The findings of many studies reveal that bad management is indeed
one of the most recurring causes for employees leaving their organization.
Notwithstanding, managers are appointed by employers so that the responsibility
for individuals leaving their organization ultimately rests with them. The
circumstance an organization appoints the wrong person to fill the wrong
position has to be essentially regarded as an employer blunder and whether
after having made such a huge mistake employers do not take appropriate action
it is likely that these will be called to pay for it anytime soon.<o:p></o:p></span><br />
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<span style="font-family: "verdana" , sans-serif;">The great
significance of organizational culture for strategy implementation and thus
organizational success can be taken as axiomatic. The type of culture fostered
by a company founder should be first of all consistent with and peculiar to the
specific type of strategy this intends to pursue, the objectives this aims at
attaining and the behaviour this expects individuals to exhibit. Nonetheless, employers
should invariably shape and develop their businesses culture taking heed of some
core, founding pillars such as readiness to change, flexibility, innovation,
learning, recognition and open communication. On top of these components
business founders, with the help of the organization management, should
identify the other values and beliefs which they consider important to gain and
maintain competitive advantage over their competitors.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Longo, R., (2015), </span><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">How
corporate culture supports strategy execution</span></i><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">; Milan: HR Professionals.</span></span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-70404443576159756452015-09-27T17:27:00.000+01:002020-01-19T16:09:55.082+00:00The Basic Pillars Underpinning Organizational Success<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">It
is an axiomatic fact that organizational culture and corporate strategy are of equal
great significance for employers aiming at attaining competitive edge.
Organizational culture can make or break corporate strategy, but a strong
organizational culture would prove to be pointless whether not supportive of an
effective and winning strategy. A clear line of sight must hence to be
necessarily established between the two in order to ensure strategic cohesion and
consistency, and secure organizational success.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Fostering
an appropriate, suitable corporate culture and developing a potentially
effective, winning, sustainable organizational strategy, notwithstanding,
cannot of their own ensure employers the attainment of their intended
objectives. Strategy definitely represents a complex and intricate
organizational component, whose main difficulties are associated not only with its
development, formulation or formation, but also with its implementation. Despite
corporate culture plays a significant role in strategy implementation, the
quality of execution is not indeed exclusively depending on and associated with
this; the two components need thus to be considered separately. Yet, appropriate
formulation and good execution have not to be regarded as mutually exclusive; in
contrast, these definitely need to coexist. Effective formulation coupled with poor
execution, like good execution combined with ineffective formulation will not
enable an employer to obtain any positive result.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Table 1 – The strategy mix paradigm<o:p></o:p></span></b></div>
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</span><span style="font-family: "verdana" , sans-serif;">All
in all, it clearly emerges that it does indeed exist a strong relationship
between corporate culture, strategy formulation and strategy execution.
Nonetheless, the significance and worth of strategy execution and corporate
culture risk being overshadowed by the lack of quality of strategy formulation.
Whereas this has been developed with the aim of inadvertently taking the
employer to the wrong place, organizational culture and strategy execution
would finally prove to serve the wrong purpose.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Organizational
success can be attained by employers only whether strategy execution is
properly sustained by corporate culture; each component, nonetheless, plays a
remarkable, fundamental role. In order for organizations to obtain the intended
results all of these components need to work as a virtuous whole; employers need
hence to do whatever they can to avert triggering a vicious circle in which
organizational success may be hampered by any of these factors.<o:p></o:p></span><br />
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<span style="font-family: "verdana" , sans-serif;">The
guiding role definitely rests with strategy development, whose aim is
essentially that of identifying and defining the business direction.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Strategy
implementation is not actually concerned with strategy definition or
alteration; the role it plays cannot be hence considered as a leading role.
Notwithstanding, since execution can definitely be regarded as a decisive
factor, which remarkably influences the final and practical outcome of strategy
development, the role this plays in the process can be definitely regarded as influential.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Corporate
culture does not indeed feature or hold any strategic relevancy either in that,
albeit being of paramount importance for an organization, this is not concerned
with the identification of the direction the employer should point in for this
to attain competitive edge, but rather with the most suitable behaviour and
approach which should be fostered within an organization to enable the employer
to achieve its intended objectives. As such, the role played by corporate
culture in the process can be deemed supportive; this helps and sustains the
employer throughout the process and aims at enabling this to smoothly achieve
its aim.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">As
discussed earlier, all of these components need to act and operate as part of a
whole and need therefore to be aligned the one with the other in order to
ensure and secure the business strategic cohesion and consistency. By reason of
the importance this last feature assumes, its role can be considered as
normative. <o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Table 2 – Key factor in organizational
success<o:p></o:p></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">All
of these components are or should in theory be under the employer control, but
in practice this is not indeed invariably the case. The element mostly prone to
spin out of the employer control is habitually represented by organizational
culture. In some instances, corporate culture may indeed fail to yield the
expected results and prove to not properly serve the employer cause by reason
of the employer underestimating this factor or of this fostering a culture
inconsistent with the desired objectives. The unconditional, genuine support of
all the organization managers and executives can indeed help employer to avert
this undesirable occurrence to arise.<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1zAdHVX7pFJYPbwWhbTKPhsLO-s6eKEPVkf9yQotfhy2NBnMckKxj_kvLsXlTkpyBZmuuiB70Noet_dqwIO2Q_i6fhVP7GSvFLoJCNTaVrSbge7VhpZK6sf7KQZ4_yBGjDmQpsRS2hk4G/s1600/OrgSucc2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1zAdHVX7pFJYPbwWhbTKPhsLO-s6eKEPVkf9yQotfhy2NBnMckKxj_kvLsXlTkpyBZmuuiB70Noet_dqwIO2Q_i6fhVP7GSvFLoJCNTaVrSbge7VhpZK6sf7KQZ4_yBGjDmQpsRS2hk4G/s1600/OrgSucc2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh1zAdHVX7pFJYPbwWhbTKPhsLO-s6eKEPVkf9yQotfhy2NBnMckKxj_kvLsXlTkpyBZmuuiB70Noet_dqwIO2Q_i6fhVP7GSvFLoJCNTaVrSbge7VhpZK6sf7KQZ4_yBGjDmQpsRS2hk4G/s1600/OrgSucc2.jpg" /></a><br />
<span style="font-family: "verdana" , sans-serif;">Someone
may argue that organizational strategy, by reason of the increased pace change
occurs in the exogenous environment, might more often than not spin out of the
employer control, too. This viewpoint can be actually considered well-founded; nonetheless,
employers should invariably take control of their actions and most of all of
the direction these want to go to. It is hardly imaginable that a business
management might properly execute a strategy this can only retrospectively
identify and foster the appropriate culture under these circumstances. Nowadays,
the increasingly faster pace of change undeniably makes an impact on
organizational strategy, but change has to be intended as an exogenous force
exerting a considerable pressure on organizations, prompting thus employers and
their management to constantly adapt to and anticipate it but not to submissively
undergo it.<o:p></o:p></span><br />
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<span style="font-family: "verdana" , sans-serif;">Taking
for granted that an employer has identified and adopted the right strategy potentially
enabling this to gain competitive advantage over its competitors, strategy
execution and corporate culture gain a paramount importance for its effectual practical
pursuance. In this instance, the right direction has been correctly identified
by the employer; the successful attainment of the intended objectives hence
exclusively relies on the execution phase in which culture definitely plays a
crucial role.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Organizational
success can be attained by employers only and only whether these focus and
devote the required careful, constant attention to corporate culture and
strategy implementation and execution. This may represent somewhat of a basic
formula for organizational success, employers clearly need to take heed of many
other components to complete the formula, but it is highly unlikely that
organizational success may ever be successfully pursued whether these basic pillars
have not been previously properly managed and addressed by employers.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Prior
to develop and implement a plan of action aiming, for instance, at introducing
some changes into their business or developing specific programmes with the
intent of motivating and engaging individuals, employers should invariably
ensure that all of these fundamental components have been properly reviewed and
that the adjustments eventually necessary have been promptly made. The activities
performed and the efforts made by employers to attain their intended objectives
may otherwise risk resulting in a dismal failure, with the consequent wastage
of all of the resources deployed by the organization to pursue their plans.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Longo, R., (2015), </span><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The
Basic Pillars Underpinning Organizational Success</span></i><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: Calibri; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">; Milan: HR Professionals.</span></span><br />
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-56746130196398523622015-07-14T22:17:00.024+01:002021-01-20T17:57:58.557+00:00The End of HRM Models as We Know Them<div dir="ltr" style="text-align: left;" trbidi="on">
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span face=""verdana" , sans-serif">The whys and wherefores of models development<o:p></o:p></span></i></b></div>
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<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">Models and frameworks are habitually constructed and developed
to outline and illustrate composite and elaborate situations; they essentially
help employers to detect all of the relevant variables coming to play, the
mechanism these are connected the one with the others and thus to foresee the
consequences which the change eventually occurred in any one variable can have
on the others. Gaining an in-depth, comprehensive understanding of the
different elements which make up an intricate, composite situation can clearly
enable employers to more easily identify the types of adjustments eventually
required to improve the functioning and efficiency of the model.</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div>
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</div><div class="separator" style="clear: both; text-align: center;"><a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgifBOcRPZuQeVHNl_uY_Nj0ck-jPJzIyDqmQs8rNPNhr0gMfHwpPU-g4mQDt1oKr2doHD818YbsnHK3KiLONABbSUsY9yLhsFRC6Nb1jt5T8Ib_t7yCi1Rs-x8O67Hhgb4cn7m-3VTY7yJ/s1600/HRM.jpg" /></a></div>
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<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">Typically developed in theory, models are representative of the
circumstances under which these are constructed and aim at meeting the expectations
specific to the organization requiring their creation.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"></span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span face=""verdana" , sans-serif">HRM Models<o:p></o:p></span></i></b></div>
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<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">Management and HRM models are essentially developed to
support employers in the pursuance of their intended strategy. Since it has been
traditionally contended that human capital is the only organizational component
truly enabling employers to gain and enjoy competitive advantage, HRM models
have invariably focused on the way people should be managed. The ultimate aim
is clearly that of providing employers the most suitable plan of action for these
attaining in practice their pre-identified objectives. This has in turn prompted
business leaders and HR to devote, concentrate and intensify their efforts to develop
human resource practices and strategies aiming at enhancing employee
engagement, motivation and commitment. Human Resource Management, or rather,
strategic human resource management is hence concerned with the identification
and development of HR practices enabling employers to achieve competitive edge thanks
to the improved contribution of its most important resource, that is to say
human capital.</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">This theory is underpinned by the assumption that a clear
line of sight can be indeed established between individual performance and
behaviour, and organizational success; correlation which Boxall and Steeneveld
(1999) regarded as axiomatic. Inasmuch as organizational success relates to superior
individual performance on which it actually depends, effective human resource
management is concerned with the enhancement of individual motivation,
engagement, commitment and sense of belonging, and the behaviour exhibited by employees.
Engaged, motivated and committed individuals are clearly ready to display the
behaviour desired by the employer and to perform at above-the-average levels, insofar
as enabling employers to gain competitive edge.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span face=""verdana" , sans-serif">Which approach:
Universalistic, Fit or Resource-Based?<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">The most important feature of a HRM model is represented by
its theoretical perspective. To this extent can be currently identified three
main approaches, namely universalist, fit and resource based (Torrington et al,
2008).</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div>
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<a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="90" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiJV8Xi392k3zqVTc_wqo2OsCV5ZOvjYMTnEyN-0haQXUGNR6VAwiKUfqz6MsqIyzbjxmJD12iBjyoBSuQwdydrin1DiTr-FJ5GegzMbgh7CYxU0XFgpwMP3dlaEXXk-PCzFyZvUHRA6pCw/s320/HRM2.jpg" width="320" /></a></div>
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<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">The advocates of the <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">universalistic approach</i></b> contend that
once the best method to manage people, that is to say that enabling employers
to attain improved levels of organizational performance, has been identified
this can be actually adopted and implemented within every organization,
regardless of the circumstances. This idea, nonetheless, is in open contrast
with the main assumption and objective at the basis of the development of a
model, to wit: reproduce in theory the correlations existing amongst the
variables of a specific, complex situation and come up with effective ways to
create synergy amongst them.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"></span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">The <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">best fit</i></b>, also known as <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">contingent</i></b>
approach is underpinned by the idea that in order for organizations to
successfully pursue their strategy HR management practices have to align with
this; such a type of alignment is defined as external or vertical fit. In this
instance, the concept of fit is indeed broader in that it also refers to the
horizontal or internal fit, which relates to the necessity for all of the HR
practices to be aligned and consistent the one with the others. An additional
distinctive feature of this approach is that it attaches a considerable
importance to individual behaviour, which is deemed particularly important for
the attainment of the organizational objectives.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">This method is based on the model developed by Fombrun et al
(1984), who identified the interrelationship existing between HR practices and
business strategy and underscored the positive impact that HR policies, namely
recruitment, training, appraisal and reward can make on organizational
performance.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">The <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">resource-based</i></b> approach essentially develops
from the assumption that employers can gain competitive advantage over their
competitors only and exclusively thanks to their employees’ contribution.
Practices and policies can be reproduced in other organizational settings,
whereas people cannot.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">The workplace has indeed its importance, too; individuals attain
high level of performance in that supported by the environment where these
perform their activities so that there is no guarantee that the same
individuals might maintain the same level of performance in different business
settings.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div style="text-align: justify;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqWM1A-puvezfCr6dj-Lyet7Poe_VN0j2z9i6-KwhKYlnY5DE95qJJPjWSA_u_gHernq-17poymK1gt2MuDgIrcyAdDS6OkaRRG9Q96FfS-Muc5HaR9CVPjyT8-nCdmDy5lyyHKMXlR3LB/s1600/HRM3.jpg" /></a></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">In order for individuals to effectually contribute to
organizational success, notwithstanding, these need to meet four essential
requirements, to wit: be valuable, rare, inimitable and thus non-substitutable.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span face=""verdana" , sans-serif">Descriptive and
prescriptive HRM models<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">HRM models can also be classified on the basis of how far
these go into the actions required by the management. According to this
feature, HRM models can be grouped into two main categories: prescriptive or
normative and descriptive or analytical.</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">Regardless of the confusion existing on the use of this
classification in that there are instances of different authors having differently
classified the same model, it can be maintained that are <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">prescriptive</i></b> the models
advising managers on how to manage and which are considered universally
applicable in that basically introducing a common <i style="mso-bidi-font-style: normal;">norm</i>, <span style="mso-spacerun: yes;"> </span>whereas are deemed <b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">descriptive</i></b>
those which, habitually developed on the basis of empirical research, explain
the relationships existing between the different components of a model and
outline how managers essentially implement the current practices.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span face=""verdana" , sans-serif">The mutual objective<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">As discussed earlier, HRM models are essentially developed
to support the business and enable employers to pursue their strategy. The
largest part of these models has been developed between the 1980s and the 1990s;
whereas the most recent model is arguably that developed in 2003 by Purcell and
his colleagues of the University of Bath, known as People and Performance Model.</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">Taking as axiomatic that to gain competitive advantage
employers need skilled and motivated employees, these models mostly focus on
the identification of the relationships existing amongst the different
components of the complex organizational reality and investigate how these
components interrelate. Since the underlying assumption is that individual
performance is at the basis of organizational performance, the primary objective
is that to pinpoint which components of people management most directly impact
individual behaviour and performance, and identify how HRM practices can be
used to enhance organizational success. The main aim is thus to elicit
individual motivation, engagement and commitment.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="separator" style="clear: both; text-align: center;">
</div><div class="separator" style="clear: both; text-align: center;"><a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgv7NnJ4lpxKDUA16DmxGUccNTSsLcBWAhjgKEB3L4DHcF6eNhP-kaqZ0HakH5dN1qUrUE5GkqWgjCT8jj0AJc9AqeiKmCvJSPhoTyvUCmtQgTFztHVR9KClcUilJWVf09S0V0qJKXUi-3r/s1600/HRM4.jpg" /></a></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">Employers, nonetheless, can potentially all concentrate and
focus their efforts on the identification of effective ways to engage, motivate
and commit individuals; what can really make a difference for an employer is hence
the possibility to bank on individuals taking to extreme motivation and engagement
and being willing to go the extra mile, exercise discretionary behaviour and
contribute discretionary efforts. Expressions like high-performance,
high-commitment and high-involvement were therefore coined and academics and
practitioners put in a lot of efforts to come up with new, effective modes of
encouraging individuals to contribute discretionary efforts and go the extra
mile.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span face=""verdana" , sans-serif">The HRM models of the
future<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span><span face=""verdana" , sans-serif">The significance of human capital and of the priceless
benefits provided by a genuinely committed, engaged and motivated employee
population can be taken as axiomatic. In recent years, notwithstanding, employers
have been continually confronted with new and different challenges, which have accounted
for competition to become increasingly harsh and ruthless; this trend is unfortunately
likely to become the norm also for the years to come. Despite human capital can
be firmly considered as the most valuable asset for an employer, banking on motivated,
engaged and committed people might not hence invariably prove to be enough for
this to effectually resist and win the competition.</span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">The unrelenting technological advances, the unstoppable
globalisation process and the emerging variable circumstances employers are
constantly prompted to face require HRM practices and models to be adapted and
modernized accordingly. The speed change occurs together with the pressure
exerted by the exogenous environment require employers to go a step further and
introduce amongst their practices some additional components enabling them to
derive some extra, far-reaching benefits. Yet, these practices should clearly permit
organizations to more strongly and genuinely stimulate and elicit employee
engagement, motivation and commitment.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">Fresh HRM models should essentially more faithfully reflect the
scope a company aims at achieving and associate with each component included in
the model the appropriate weight, significance and value. Most importantly, new
HRM models should also clearly outline the way each of its component and leverage
can practically be used to support the employer in the attainment of its
intended objective. Whether HRM models would be considered as suits, it could
be argued that those developed to date can be regarded as suits which can be
dressed in every circumstances, whereas in order for employers to genuinely pursue
their strategies and gain competitive advantage these should be in a position to
wear the appropriate suit for the right occasion.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">Models need hence to be more specific and developed
according to the particular objectives an employer aims at achieving or on the
basis of the main features according to which this wishes to differentiate
itself from its competitors in the market; aims and objectives which should go
further vis-a-vis “simply” gaining individual engagement, commitment and
motivation. Recruitment, learning, reward, communications and participation are
unquestionably of paramount importance, but all of these practices and activities
cannot be limited to generically engage and motivate individuals, these need to
provide employees a clear direction and a specific target, which can in turn
provide individuals more compelling reasons for commitment, engagement and
motivation as whether caught in a virtuous circle. The effectiveness and
significance of the bundle approach is undebatable, but each of the initiatives
identified by an employer must invariably consistently converge towards the
pre-identified objective as part of a specific, carefully arranged plan of
action. This is indeed the only mode of ensuring that the identified activities
will produce the desired synergic, multiplicative effect.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">Developed in such a way, HRM models can be invariably intended
as normative or prescriptive in that once the main purpose has been clearly determined
and narrowed, these will offer managers the bundle of activities which have to
be implemented to attain the pre-identified objective. This does not clearly
entail that the individuals and the organizational settings do not continue to
be the most important factors at the basis of the successful or unsuccessful
implementation of the model. People and context in fact invariably remain the
most crucial factors.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgLdMwPPZ2MKlramHdDhBuL-1G_0He5vZaqbeoLX4-5CvyV-YvWD8ONXGlTghmVcaYCdyqH50g4D0DF3hvAYf_35WUXNB80PkM4i2sK8b2NODChL39dIU1IAO-D8bSqUFVrHOeniiQPx5MW/s1600/HRM6.jpg" /></a></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">So focused on the development of human capital management practices
are the models developed thus far as to most of them neglecting the
significance of the contextual factor. Yet, amongst those which consider this
aspect just a very few take heed of organizational culture. The Warwick Model
developed by Hendry and Pettigrew (1990), for instance, does attach the due
significance to the contextual factor and to organizational culture as a main
component of the “Inner Context”, whereas the Harvard Model developed by Beer
et al (1984), despite recognizing the role played by context at large, does not
include amongst the nine components it identifies corporate culture.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">As long as HRM models overlook the significance of the role
played by corporate culture, it is unlikely that the employers adopting them will
be ever able to fully pursue their strategy and attain their intended objectives;
HRM models cannot really afford to neglect the worthiness of culture. Open
communication and readiness to change, for instance, should be regarded by
modern organizations as two founding pillars of organizational culture. Employers
should also increasingly take heed of and eventually embed into their
organization’s culture the tenets at the basis of the learning organization’s culture
and competitiveness culture and foster these principles by means of their HRM
models.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span face=""verdana" , sans-serif">The scope of corporate culture is that to support employers
in the pursuance of their strategies; an appropriate and consistent culture of
its own does not ensure organizations any success, it can be thus regarded as a
means to an end and not as an end in itself (<span style="mso-bidi-font-size: 10.0pt;"><a href="http://rosariolongo.blogspot.com/2012/05/does-culture-eats-strategy-for.html">Does culture eats strategy for breakfast?</a></span></span><span face=""verdana" , sans-serif">).
Notwithstanding, corporate culture invariably plays a remarkable role in the
HRM practices implementation process and definitely represents one of the most
important components of HRM in that it can definitely make or break the
strategy execution process. As discussed earlier, models are representative of
complex situations and culture definitely is one of the most important components
of the complex organizational context.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
<div style="text-align: justify;">
<span face=""verdana" , sans-serif">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
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<span face=""verdana" , sans-serif">Whilst the HRM models developed to date have neglected the
importance of organizational culture at large, it can be argued, by contrast,
that some HRM models may actually derive and to some extent unfold from this. The
model developed with the aim of embedding innovation into organizational
culture (Longo, 2015), for instance, can be regarded as a HRM model of its own
(<a href="http://rosariolongo.blogspot.com/2015/03/advancing-model-for-innovation.html">Advancing a model for innovation pervading corporate culture</a>)</span><span face=""verdana" , sans-serif">.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif"><a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="145" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuVtH87qB0NVTyAvDX-tuxUvvKlSK8gOvvBsaHKPcVVT1Q0A3ZvLcPKQBuHrsdtS2xDhY80SQ5EJbr0KKe0k97ZA8zI_04k7svFkL4YTDvmRX8F59hGiPIBt-woCseZ_3aqUdkbi18W1m0/s320/Innovation.png" width="320" /></a></span></div>
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<b style="mso-bidi-font-weight: normal;"><span face=""verdana" , sans-serif">Table 1<o:p></o:p></span></b></div>
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</span><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif">This model not only includes all of the components typical
of HRM models, and takes into due consideration on top of these the significance
of the contextual factor, but also most specifically identifies the purpose and
scope of each element of the framework and outlines how each of them contributes
to the attainment of the final objective. In this instance, the synergic
contribution made by each element is particularly evident and specifically
associated with the final aim into which all of the HRM initiatives actually aim
at converging. Managers and employees can thus clearly associate each practice,
action and initiative with the organizational objectives, which ensure to the whole
ensemble of HRM practices consistency and help employers to foster integrity within
the organizational settings. This indeed represents an, arguably unusual, instance
of a prescriptive normative HRM model stemming from an organizational culture
model. </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div style="text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">Traditional HRM models have virtually completely neglected some
paramount components which should have been rather included. Nonetheless, also the
elements which have been taken into due consideration by these frameworks should
nowadays be subject to the employers revision in order to be tailored to their
specific wants and aspirations. Training, for instance, can be no longer
exclusively regarded as vocational training. It is of paramount importance that
individuals also learn new methodologies and new ways to, also mentally,
approach their work in a more constructive way and gain the specific knowledge
and competencies required for the organization achieving its intended present
and future objectives. Project and change management together with strategic,
creative and lateral thinking and assertiveness training, for instance, can be
nowadays regarded as essential components of individual learning. Gaining these
competencies may in turn enable individuals to later advance new, effectual
approaches and methodologies to perform the working activities within the firm.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">The same reasoning applies to recruitment; R&S
specialists in addition to the technical competencies required by employers and
the cultural fit or cultural adaptability should also assess and thus ensure
that new recruits have the traits and attitudes necessary for employers to
successfully pursue their strategy. It clearly continues to be in many respects
a matter of human capital, but to a broader extent and increasingly linking
each HRM component to the attainment of the desired specific objective.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">The significance attached by employers to the need of tightly
linking each organizational initiative with the others in order to produce
synergy and avert to waste resources and energies has clearly captured
practitioners and academics attention and also emerges, for instance, from the
newest approach to reward management, that is to say total reward.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div>
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<a href="http://rosariolongo.blogspot.com/2015/10/how-corporate-culture-supports-strategy.html" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgt7vlIyDAzFZRamRzvzmCZSan0xoioZx1UY4uLO1kSRFpAhBR2GnEBxxUKlf8wI7eDnVTGgfqzaQiYwbRnCx6jsR9myMybGI6NBFwpfjY6C6NhL3OOiDNEQ7YMbgkTpQirAhCV1CqUV96N/s1600/HRM5.jpg" /></a></div>
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<span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif">The underpinning tenet is essentially that to avoid
implementing isolated initiatives, but rather to take into account every time a
new initiative is introduced the others in order to identify how this fits with
the existing ones. Despite the total approach to reward is essentially born as
a reward practice, it is concerned with the overall employee experience;
individual growth, working context, organizational culture and pay and benefits
are all considered as founding pillars of this approach to reward. Total reward,
nonetheless, remains vague, or rather, generic in terms of the final objective
it aims at pursuing so that it can be regarded to this extent as a traditional
HRM model (<span style="mso-bidi-font-size: 10.0pt;"><a href="http://rosariolongo.blogspot.com/2012/09/total-reward-as-hrm-model.html">Total Reward as a HRM model</a></span></span><span face=""verdana" , sans-serif">).</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">Theoretical models are representative of complex situations.
Yet, modern HRM models should aim at more faithfully reflecting the real
organizational objectives, culture and ultimately strategy and should be thus
tailored for or if anything adapted to serve this purpose. The major challenge
confronting employers is to properly and effectively communicate employees the
significance of organizational strategy and the way corporate culture and HRM
practices can support employers in the attainment of their desired objectives. Having
recourse to metaphors can definitely help, these can in fact enable employers
to more easily and effectually outline and explain the organizational
complexity, the business positioning in the market and the way corporate
culture can support employers in the process of gaining competitive edge (<span style="mso-bidi-font-size: 10.0pt;"><a href="http://rosariolongo.blogspot.com/2012/08/using-metaphors-to-explain-and-shape.html">Using metaphors to explain and shape organizational culture</a></span></span><span face=""verdana" , sans-serif">).</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , sans-serif">HRM models should enable employers to ensure that employees
are all aware of and knowledgeable about the organizational aim and objectives and
help individuals to establish a clear line of sight between HRM practices,
corporate culture and business strategy. Models need to be so focused on the
business objectives as to provide individuals a clear path to their attainment.
Each bespoke component of the identified bundle has to add consistency and
clarity of direction and enable individuals to associate with each of their
action a strict correlation with the attainment of the final organizational
aim. This will in turn enable individuals to clearly identify the significance
of their activities and understand how these actually contribute to the
pursuance of organizational strategy. Individual commitment, engagement and
motivation will consequently, naturally emerge basically nurtured by knowledge,
understanding, consistency and involvement, which account for individuals being
prepared and willing to contribute discretionary efforts and go the extra mile.</span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"> </span></div><div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;"><span face=""verdana" , sans-serif"><o:p></o:p></span></div>
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<span face=""verdana" , "sans-serif"" style="mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Longo, R., (2015), </span><i style="mso-bidi-font-style: normal;"><span face=""verdana" , "sans-serif"" style="mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The
End of HRM Models as We Know Them</span></i><span face=""verdana" , "sans-serif"" style="mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">;
Milan: HR Professionals, [online].</span></span><br />
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<a href="https://goo.gl/2ANOqf" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsiPfbNP1EEbhuYAsmD-V4qy8Uk_zxRVxvxIvE5C66RCkWnTmHRLPdb3jPYGkya5zKICBUXVRhTZ6LmmL3tYj5b-be6-BXpwcyQZ3Y-7CPNCMoetv2WwNwUnPzKGHQc2VXSeRfaY44X2JK/s1600/A_Bottom.jpg" /></a></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-42494729988985492172015-03-08T11:54:00.000+00:002020-01-19T16:10:15.790+00:00Advancing a model for innovation pervading corporate culture<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">It is an axiomatic
fact that corporate culture is at the heart of every organization and that the
fortune and misfortune of every business is, at least in part, invariably
depending on this organizational feature. The ruthless competition nowadays characterizing
every market and the need for employers to constantly come up with new,
brilliant, viable ideas to be subsequently transformed into something practically
contributing to a business competitive edge, account for innovation being
increasingly considered by every firm as a significant, critical value.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"><span style="font-family: "verdana" , sans-serif;">The most effective means
employers can have recourse to in order to elicit employee contribution and
participation to the endless process of generating new, creative ideas, by
reason of the remarkable influence it exerts on individual behaviour, is that
to embed innovation into organizational culture (</span><a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html"><span style="font-family: "verdana" , sans-serif;">Embedding innovation into organizational culture</span></a><span style="font-family: "verdana" , sans-serif;">).</span></span></div>
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<span style="font-family: "verdana" , sans-serif; font-size: xx-small; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN;"></span><br /></div>
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"><span style="font-family: "verdana" , sans-serif;">To be successful
and attain in practice this ambitious and demanding objective, organizations have
to carefully investigate and identify the most appropriate and effective plan
of action. Nonetheless, the desired aim can be attained only whether all of the
parties involved, that is, the employer, managers and employees will all
contribute to and take actively part in the process. Organizations have to
therefore first and foremost secure their management dauntless, truly
commitment to the project; hence, with its help, that of the entire staff.<o:p></o:p></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Table 1<o:p></o:p></span></b></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">The Employer’s role<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
To elicit innovation in the workplace the
first activity, directly in charge of the employer, is concerned with ensuring
that all of the employees have the right attitude and knowledge necessary to
put forward new, significant ideas. To achieve this objective organizations
have to actually adopt two different, parallel initiatives: one directed at the
new hires and the other one at the existing employees. These activities are
clearly intended to respectively adapt and redress the organization recruitment
and learning practices.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Recruitment<o:p></o:p></span></i></b></div>
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In order to ensure that newcomers fit a
business culture underpinned by innovation the HR function must, amongst the
other things, investigate whether candidates have the required attitude and
hopefully skills. Recruitment specialists should hence assess whether
individuals have “creativity characteristics”, that is to say some specific “personality
traits like intelligence, knowledge, risk taking, inquisitiveness, energy”
(Martins and Terblanche, 2003) and imagination, and are truly open to continuous
learning and frequent change.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">At this stage, recruiters have to put
particular emphasis on assessing candidate attitude, rather than current
skills; whilst skills and capabilities can be in fact trained and gained, changing
someone’s attitude definitely represents a far trickier feat.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Since innovation is very much associated
with problem solving too, recruiters should also explore whether candidates
have a keen interest towards this specific activity, which is habitually coupled
with the attitude to overcome obstacles and problems (Price, 2007).<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Diversity<o:p></o:p></span></i></b></div>
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<span style="font-size: 10pt;"><span style="font-size: small;">An additional significant objective which
can be achieved by means of recruitment is securing the business a diversified
employee population. Diversity is broadly considered as a powerful driver of
innovation on its own in that people with a different background and
experience can not only contribute new perspectives and ideas, but also favour
the activation of processes prompting all the members of a group to come up
with new creative and innovative ideas (Bresnahan 199, Gardenswartz and Rowe,
1998, cited by Martins and Terblanche, 2003).<o:p></o:p></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif;">To this respect, Paletz et al (2014) warn
about the different effects that a multicultural environment can potentially produce
upon individual creativity. Social relationships within a multicultural
environment can in fact potentially either trigger conflict, preventing thus
individuals to think in an innovative and creative way or support the process
and help participants to yield better results. The significance ascribed to
cultural differences can thus make or break innovation and creativity in the
workplace according to the circumstance that this is perceived as a likely
cause for conflict and hence as a threat or as an enriching positive value.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Conflict can and to some extent has to arise;
notwithstanding, this has not to be perceived as divisive and threatening
individual diversity and freedom, but rather as an effective means to the
innovation and creativity end. Diversity has to be fostered by employers within
the organizational settings as an unquestionable value and, enabling social
relationships amongst individuals of different backgrounds, as a powerful way of
generating brilliant innovative ideas.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Employees need to genuinely embrace the
idea that conflict, whether properly expressed and managed, can ease social
relations and creativity; differently, individuals will be caught in the trap
of the groupthink syndrome. The risk is not only that individual creativity may
be stifled, but that even though employees may come up with genuinely good
and viable innovative ideas, these would refrain to express them for fear of proposing
something which might not be appreciated by the rest of the team or, more in
general, not meeting the expectations of the other members of the group.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Employers, managers and HR must definitely foster
diversity and multiculturalism in the workplace as a significant organizational
value and as an effectual means to elicit innovative ideas.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Learning</span></i></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Inasmuch as employers have to ensure that
new hires fit their corporate culture and have the distinctive, necessary traits
required to contribute innovative ideas, businesses should also do whatever
they can to enhance their current staff ability to generate new, creative
suggestions. Innovation is by no means an abstract intangible concept, ideas have
to be subsequently transformed into viable sustainable projects leading to new
products, services, processes, procedures or problem solving techniques, which
need to have a practical application at reasonable costs. Innovation is thus
definitely about an extremely challenging feat. Creativity, imagination and to
some extent fantasy are required, but in order to employees being able to judge
the practical use and sustainability of their ideas, it can be averred,
knowledge will never be enough. To develop and boost individual contribution to
innovation learning is therefore clearly of paramount importance.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Employers fostering a learning
organization’s culture should find it fairly easier supporting organizational
culture with innovation. The development of this type of culture, as for
instance proposed by Gephart (1996), entails in fact the preparation and
execution of a plan of action essentially based on some of the elements typical
of an innovation culture such as: openness, trust, support, reward,
experimentation and risk taking.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Continuous learning should definitely
be at the basis of every innovation culture. Notwithstanding, learning has not
to be intended as a means exclusively aiming at enabling employees to acquire technical
and specialist knowledge. Gaining creative thinking abilities is clearly extremely
important too as well as fostering an inquisitive approach and favouring
relations amongst staff and between clients and staff in order for these to learn from
the others (Martins and Terblanche, 2003).</span></span></div>
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<span style="font-family: "verdana" , sans-serif;">Since
long-lasting learning is mostly gained by individuals by means of direct
experience and the practical application of what has been learned in theory,
employers should invariably make extra efforts to offer employees as many
opportunities they can for these gaining additional skills, expand their
capabilities and use these in practice (Price, 2007). This objective can be indeed
attained in many ways, the easier and possibly most effective being represented
by offering individuals opportunities for internal and, whether applicable,
international mobility.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Individuals
coming from a different organizational area or unit can see and analyse a new
role from a different perspective and could instinctively come up with new
brilliant ideas aiming, for instance, at improving internal processes and
procedures and solving the specific problems associated with doing a particular
job. The worst comes to the worst it will enable individuals to gain a clear
understanding of the activities performed in the other units of the
organization.<o:p></o:p><br />
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<span style="font-family: "verdana" , sans-serif;">By
enabling individuals to fill a different position for any given length of time,
internal mobility can prove to be an effective means to enable employees
gaining additional skills and capabilities whilst expanding their expertise. Yet,
offering individuals such opportunities may also effectively help employers to
meet employees’ expectations as developed by these on the basis of their psychological
contract. Gaining new competencies and expanding the personal background is
indeed nowadays considered by a growing number of individuals as a particularly
significant caveat of their unwritten psychological contract. <o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Horizontal
and short vertical assignments can clearly effectually contribute to expand and
develop individual capabilities, but can at the same time enable employers to test
employee attitude towards new roles, higher degrees of autonomy and leadership.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Despite individual expectations
are based on the assumption that the more they know, the more marketable they
essentially are, on the other hand widening their field of expertise make feel
individuals to be perceived, as it is, as more important by their current
employer, too. It could hence be concluded that for employees marketability can
be invariably coupled with job stability, irrespective of the specific
identification of the employer: present or prospect.</span></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Cooperative teamwork<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-size: 10pt;"><span style="font-size: small;">Without
a doubt, producing new ideas can be regarded as a difficult process entailing
remarkable efforts and a broad knowledge. Assessing whether an idea can have viable
practical applications can also require a wide range of specialist and
technical expertise. Teamwork can hence show to be the most suitable approach
to boost innovation. Individuals with different background, knowledge and expertise,
by means of the synergy they can yield brainstorming and working together, can
clearly achieve more positive and remarkable results than those produced by
each of them working in isolation, by reason of the limited knowledge and vision
some of them might have of the practical uses of a new technology or idea.<o:p></o:p></span></span></span></div>
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<span style="font-family: "verdana" , sans-serif;">Cross-functional
teams which favour specialist and social relations between the people in charge
of developing new ideas and those who will execute these, can effectually support
employers in leveraging innovation and ensure a more reliable and valuable
output (Tushman and O’Reilly, 1997).<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">Freedom and autonomy</i></b><o:p></o:p></span></div>
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The
process of eliciting creative, innovative ideas can be activated only by letting individuals
feel that their employer really trusts them and gives them the necessary degree
of latitude. Rather than posing and imposing restraints hence employers should favour
individual empowerment and let employees make decisions about the means they deem
appropriate to attain the pre-identified, pre-agreed objectives. This process
is defined by Judge et al (1997) as the “chaos within the guidelines.”
Individuals are given a high degree of freedom, but these have to perform their
activities and adopt the approaches and procedures they consider suitable to
attain the final purpose according to the guidelines previously agreed with
their managers.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Excess
of rigidity, nevertheless, could show to be a barrier to success so that in
the event individuals working on a project should consider necessary and
beneficial adopting a different approach, these should submit their case to the
relevant manager and gain his/her approval before implementing the different method.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Arad
et al (1997) identified the existence of a distinctive link between autonomy,
freedom, empowerment and innovation. It could be described as somewhat of a
virtuous circle: individual autonomy in decision-making generates people
empowerment, which in turn ultimately positively influences employee capability
to contribute innovative ideas. Yet, in order to favour employee ownership of
the innovation process, in some organizations individuals proposing new ideas
are automatically appointed as the project manager of the innovation team and
are given the latitude to choose the members of the project team.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Tushman
and O’Reilly (1997) maintain that the speed decisions are made impacts employee
contribution to innovation in the workplace. In this case, however, the pace
decisions are made does not relate to the process of generating new, creative
ideas, but rather to their implementation. In order to effectually foster and
favour innovation the decisions about a new project have to be made quickly and
the actions identified to attain the practical result executed as promptly as
possible.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Whether
individuals can see a clear line of sight between their propositions and the
final results yielded by their implementation these can find further
motivation to contribute new ideas, whereas employers keep momentum.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Competitiveness<o:p></o:p></span></i></b></div>
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<span style="font-size: 10pt;"><span style="font-size: small;">Teamwork,
autonomy and freedom can clearly contribute to increase the degree of internal
competition. Every individual within any given team might tend to stand out
from the rest of the group to show his/her ability and skills. A high degree of
competitiveness can indeed arise also when different groups work simultaneously
in projects having the same or similar final aims. Internal competition might
be a priori negatively perceived by employers, but it has not to be; whether
properly managed, competition can in fact effectively favour and support innovation.<o:p></o:p></span></span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtwG_L_CuUQp0pLRMrZHrDNwSZkhKxig1pCUyozkA4eBT4Pl9-hrF3BZ6Yi_gNZn1pv68UIJx7oZ586kQWZ3R6Lw5q0iBNMppR5QqQ-oZOqHjdHpLJNdS6YoMcX_oJ_PPM27fAOf_jHDTe/s1600/imagesNNKJKL2A.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="137" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtwG_L_CuUQp0pLRMrZHrDNwSZkhKxig1pCUyozkA4eBT4Pl9-hrF3BZ6Yi_gNZn1pv68UIJx7oZ586kQWZ3R6Lw5q0iBNMppR5QqQ-oZOqHjdHpLJNdS6YoMcX_oJ_PPM27fAOf_jHDTe/s1600/imagesNNKJKL2A.jpg" width="320" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">Findings
of a research carried out by Nÿstrom (1990) revealed that in many innovative
business departments competition is perceived and deemed as a significant and
distinctive value of organizational culture. This is essentially due to the
circumstance that competitiveness, or rather, constructive competition
ultimately leads to an increased level of knowledge. Individuals who want to
shine within a group gather as much information as they can both in the endogenous
and exogenous environment, hopefully generating an expanding-knowledge-related
knock-on effect. During the group meetings, the level of conversation is thus likely
to increase, making employees progressively feel the more and more incline and
comfortable to openly share information and ideas.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Ability to manage conflict constructively<o:p></o:p></span></i></b></div>
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Inasmuch
as competition can definitely boost innovation, whether improperly managed it
can seriously hamper it and jeopardize the efforts made by an employer to this end.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Managers’
ability to effectually and constructively handle conflicts is of paramount
importance. Nevertheless, this ability is not exclusively required in order to
control the possible negative effects produced by competitiveness. Many of the
features necessary to support and foster innovation in the workplace are in
fact prone to generate internal conflicts: diversity, multiculturalism,
teamwork and the possibly limited resources which can be made available by an
employer can all account for conflict to emerge. Notwithstanding, this has not
to be perceived as a negative aspect as long as managers are able to control
conflict in order for this to be a source itself of new, innovative ideas and contribute
to stimulate individuals debate and creativity.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The
composition of a group which should hopefully allow for people of different
background, expertise and education working together, can easily lead and
should indeed hopefully lead, to divergences and different viewpoints, which
can sometime be the fruit of the analysis, assessment and interpretation of the
same information from different individuals. The problem is by no means
associated with the activation of this process, but rather with the how it has
to be managed to the benefit of innovation. As averred by Martins and
Terblanche (2003), it is crucially important to understand the different
individuals’ way of thinking and offer employees training sessions in
“constructive confrontation.”<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Risk Taking<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
Innovate
and ensure that a new idea can be converted, at a reasonable cost, into
something practically significant and valuable clearly entails taking some
risks. It is indeed hardly believable that innovation might ever be pursued,
and let alone achieved, averting risks and experimentation, which are indeed an
intrinsic part of innovation.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Whether
employers want to effectually foster innovation and creativity these have to encourage
research and testing and consequently allow individuals to experiment and take
some risks. An organization management should never exercise a strict and tight
control on employees since this will unquestionably hamper rather than enhance
innovation.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">A
clear limit should however be drawn and the business management should invariably
watching, with discretion, that this line will never be crossed. According to
Filipczak (1997), warning employees that risks can be taken only provided that
these do not damage the business, might hinder innovation and contribute to refrain
employees from being creative. Though employers’ pursuance of innovation necessary
entails the acceptance of the side effects and risks eventually associated with
this, it cannot be overlooked that the main aim and objective employers want to
attain by fostering innovation is gaining competitive edge and not jeopardizing
the business stability and reputation. Individuals can and have to be
encouraged to take risks but in a controlled, rather than in an uncontrolled
way. Managers must not exercise strict controls over individuals, but should at
the same time ensure that in every instance the level of risk taken by
individuals is acceptable according to the risk management practices (appetite
and tolerance thresholds) implemented within the organization.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Tolerance of Mistakes<o:p></o:p></span></i></b></div>
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Testing,
experimenting and risk-taking are intended to produce good and positive results
hopefully in the first instance. However, it is possible and under some
circumstances also likely, that something might go wrong. Mistakes,
miscalculations and faults can clearly always occur; once again, what matters
is that these are eventually properly managed and addressed.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Employees
need to feel at ease when testing and experimenting the effects of their suggestions.
Innovating is everything but a straightforward process so that mistakes have
not to be intended and used as a means to punish employees, but rather as a valuable
learning experience. To some extent, it can be even argued that faults may be
considered as a means to an end, it is in fact learning by mistakes that ideas
can be improved and the final purpose fulfilled.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Since
mistakes can be related to many aspects and phases of the innovation process, these
should hopefully be differently grouped and the actions taken to overcome these
recorded into a lesson learned book, which could be used by the same group and other
groups within the business for future reference.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Efforts, Resources and Time<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
Researching,
experimenting and testing in order to ultimately coming up with creative,
feasible, innovative ideas definitely require efforts, resources and time.
Employees need to regularly have the possibility to concentrate and
focus on these activities, but these can do it whether and only whether the
employer gives them the required resources and time. In many innovative organizations
employees can regularly devote a fraction of their time, usually 10 to 15 per
cent, to the development and implementation of their ideas.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Filipczak
(1997) claims that employers’ focus on downsizing and productivity can jeopardize
innovation by reason of the increased level of pressure employees would be
forced to bear and the hard work the existence of these circumstances usually entails.
Whereas it is glaringly evident that employees would not be put in a position
to contribute any innovative ideas whether prompted to only focus on their
daily activities by reason of downsizing, it can be considered rather questionable
the circumstance that innovation should be introduced to the detriment of
productivity.</span></div>
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhY0suWOsNti7cSet2OPMJNaWSZbj0lQMT4C5DL1ZXt9OpPGdMeY2DhBuCk8JiG5HiZjh9v_FmmqrM7vmUByi81HmXGDPxTOdJQJr0cEkjxEr445NVBim29188OViJAttRe85EmQ3xxa359/s1600/5+(2).jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a></span><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhY0suWOsNti7cSet2OPMJNaWSZbj0lQMT4C5DL1ZXt9OpPGdMeY2DhBuCk8JiG5HiZjh9v_FmmqrM7vmUByi81HmXGDPxTOdJQJr0cEkjxEr445NVBim29188OViJAttRe85EmQ3xxa359/s1600/5+(2).jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhY0suWOsNti7cSet2OPMJNaWSZbj0lQMT4C5DL1ZXt9OpPGdMeY2DhBuCk8JiG5HiZjh9v_FmmqrM7vmUByi81HmXGDPxTOdJQJr0cEkjxEr445NVBim29188OViJAttRe85EmQ3xxa359/s1600/5+(2).jpg" /></a></span></div>
<span style="font-family: "verdana" , sans-serif;">Innovation
should invariably hamper neither productivity nor quality, nor should it expose employers to risks these might not be prepared and willing
to accept. Despite under some circumstances organizations activate downsizing initiatives
in order to favour productivity, these could also decide to renounce to execute
downsizing plans in favour of innovation and to maintain current productivity.
More in general, the decisions about staff rightsizing should be made in order
to support innovation and at worst preserve productivity, but not to the
detriment of this. In any case employers might be prompted to face a cost, but
whether this should enable them to introduce innovative ideas and keep unaltered
their productivity level these should better opt to hang it.<o:p></o:p></span><br />
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<span style="font-family: "verdana" , sans-serif;">Time
is definitely important but employees clearly also need the tools and the
necessary spaces where to meet and work, also practically, to develop and
implement their plans.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Reward and Recognition<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
Whereas
failure has to be used as a valuable learning experience, success has to be
properly celebrated. Albeit leading to two different results failure and
success can be indeed both considered as a valuable learning experience. Whilst
employees who have failed need to be supported and helped to find solutions to
overcome problems and avoid future negative outcome, individuals who have
actively and successfully contributed to the development of innovative ideas
need to be properly rewarded. Nonetheless, this does not really mean that the individuals,
who have actively contributed to innovation though not directly yielding
immediate positive results, might not be rewarded, too. This should eventually
not be tantamount to rewarding for failure, but should rather be regarded as a
way to keep gaining momentum and provide stimulus to enthusiastic individuals,
keen and eager to actively contribute to the innovation crusade.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Reward
practices are actually introduced by employers to support their business and
foster the desired behaviour. Organizations essentially foster innovation to
pursue organizational strategy and ultimately gain competitive advantage;
rewarding and recognizing individuals who have contributed to the attainment of
this end by developing new ideas is consequently sorely appropriate and
consistent with the intended objective. What matters is that the worthiness of
the award is proportionate to the significance of the contribution made by each
individual or group and that successes and contributors are respectively properly
celebrated and gain visibility within the firm.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">The management role<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
The role of managers is clearly paramount
insofar as it can be averred that managers’ attitude to innovation represents
the most decisive factor for the successful implementation of an innovation
culture within a business (Reed, 2009). As claimed by Tushman and O’Reilly
(1997), organizations whose managers actively support an innovation corporate
culture have indeed stronger cultures. Management support to innovation has to
be intended in the sense of acknowledging and accepting ownership for
innovation. Whether managers do not accept this ownership, all the projects
aiming at introducing and developing innovation are in fact drastically
destined to end in miserable, total failure.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The role of managers is indeed crucially
important throughout the process. Not only managers have to take ownership of
the process, but these also have to support, advice and tutor the employees
along the process. Managers must inspire individuals providing them a clear
vision and eliciting individual inward, self-motivation.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">One of the most important aspects which
managers have to be ready to handle from the outset is that associated with the
decisions they have to make in terms of reward and recognition. Whether
employers want organizational culture to be underpinned by innovation, these
have to reward people contributing to the process; as suggested by Arad et al
(1997), whether innovation is rewarded, innovation will became firm part of
individual behaviour.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Whereas success and not failure has to be
celebrated, the situation is different as for regards reward. As discussed
earlier, managers should propose reward and recognition measures for people who
have produced successful ideas, but also in favour of those who have devoted
efforts to test, experiment and implement ideas whose final stage of the
process did not produced the expected positive outcome (Shattow, 1996 and
Kanter, 1983).<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">As for the means and approaches to have
recourse to in order to reward people, managers should refer to the reward
practices existing within the business as possibly amended and updated in the
light of the quest for innovation commenced in the organization.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Communication<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN;">Communication
is of paramount importance as usual. Notwithstanding, in this instance
communication is not only intended as a means to connect employers to
employees, but first and foremost as a means to connect employees, managers and
the different areas and units of an organization the one with the others (Frohman
and Pascarella, 1990; Kirkpatrick, 1995; Shattow, 1996 and Filipczak, 1997). It
goes without saying that also in this case the contribution of the business
management is of remarkable significance; management “open doors” are in fact
crucial to foster innovation (Bresnahan, 1997).</span></span></div>
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<span style="font-family: "verdana" , sans-serif;">Since the mechanism behind innovation might
be complex and not invariably obvious, face-to-face should represent the preferred
approach to communication (Ahmed, 1998). Managers have to favour this process
creating occasions when people can exchange information and experiences, and
debate about their plans and expected results.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">An open communication channel between
employees and managers can only be activated whether this is
built and consolidated on mutual trust. As discussed earlier, disagreement and
conflict may invariably be around the corner; however, this has not only be accepted
but also exploited as an additional leverage to innovation. As maintained by
Martins and Terblanche (2003), by enabling individuals to expose dilemmas and
paradoxes, disagreement can indeed help individuals to foster open
communication and ultimately favour reciprocal trust.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">A three-stage process<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">
The introduction and development of an innovation
culture essentially entails the unfolding of a constant, continuous process.
Pandey and Sharma (2009) divide the process into two main stages: development
and implementation.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The first phase of the process is concerned
with research and investigation; it is hence devoted to the identification of
viable alternatives to current products and procedures and is as such very much
associated with discovery and risk taking. The second stage is concerned with
the practical realization of the innovative products and the implementation of the
new procedures designed during the first stage. It essentially aims at developing
in practice what was previously planned in theory. During this phase, ideas are
tested, refined and executed again until the final outcome can be deemed
satisfactory and meeting the initial expectations. <o:p></o:p></span></div>
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<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN;"><span style="font-family: "verdana" , sans-serif;">This
two-phase approach is actually most closely and strictly related to the pure and
to some extent technical innovation process. In order to consider it as a
comprehensive overarching process to which employers can have recourse to in
order to introduce, achieve and execute an innovation culture it should also be
introduced an additional pre-stage, that is to say preparation.</span></span></o:p></div>
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<span style="font-size: 10pt;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Before activating the process, it is
necessary to ensure that all of the employees would welcome and are ready for
it, and that the organizational settings have been appropriately prepared and equipped to
favour its unfolding. Since, as largely discussed earlier, it is part of the
process, for instance, giving individuals the time to focus on innovation and
work on innovation-related projects as well as reward individuals for their
contribution to innovation, employers should also consider reviewing and amending
their internal policies as appropriate before officially launching any specific
initiatives.<o:p></o:p></span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Table
2<o:p></o:p></span></b></div>
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</span><br />
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<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN;"><span style="font-family: "verdana" , sans-serif;">Omitting
this stage would mean taking it as an axiomatic fact that corporate culture is
already favouring and supporting innovation, whereas this may not invariably be
the case (or could hardly be the case). Taking as a reference the saying habitually
used before the start of a race “ready, steady, go!”, neglecting this
additional stage would be like jumping to the “steady” and “go” elements of the
saying, skipping the “ready” stage. The “ready” phase of the process should be entirely
devoted to the review of the recruitment and selection practices, or rather, of
these and of all the other relevant polices. During the preparation phase, the
employer should ensure that everything is ready for individuals to concentrate on
innovation in terms of the fundamentals included in the model proposed in Table
1.</span></span></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">The innovation
culture paradigm<o:p></o:p></span></i></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN;">Innovation
can be clearly fostered more easily in some firms, rather than in others.
Organizations where corporate culture supports competitiveness, employee readiness
to change, open communication and the learning organization model there clearly
is a higher degree of readiness, and thus better chances to successfully foster
and promote innovation.</span></span></div>
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<span style="font-size: 10pt;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Change never represents
a straightforward objective to achieve, firms which want to introduce an innovation
culture and whose current model is rather distant from the ideal one might
prefer to have recourse to an incremental, rather than to a revolutionary
approach to innovation culture. Whether this should be the case, since
innovation culture could also be intended as a combination of different sub-models,
which whether simultaneously implemented should produce a synergic effect in
perfect adherence with the bundling style, employers might decide to activate a
progressive approach to innovation starting from one of the models included in
the innovation culture paradigm showed in Table 3.<o:p></o:p></span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Table 3<o:p></o:p></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">This aspect is
indeed of remarkable importance in that every initiative and activity an
employer intends to pursue can be hindered or eased by corporate culture which,
as it is frequently said, eats strategy for breakfast (</span><a href="http://rosariolongo.blogspot.com/2012/05/does-culture-eats-strategy-for.html"><span style="font-family: "verdana" , sans-serif;">Does culture eats strategy for breakfast?</span></a><span style="font-family: "verdana" , sans-serif;">).</span></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Longo, R., (2015), <i style="mso-bidi-font-style: normal;">Advancing a model for innovation pervading
corporate culture</i>; Milan: HR Professionals.</span></span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-59059349456274445832015-02-22T16:04:00.001+00:002019-11-24T11:10:53.481+00:00Reward: Attraction vs Retention<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><o:p><br />
</o:p></span></span><span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Reward definitely is one of the most fascinating HR topics
destined to top and firmly remain high on the business leaders’ agenda,
especially on that of financial institutions boards.</span></span></span></span><br />
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<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The growing interest in reward
management, however, is not purely scientific or rhetoric-based; employers are
habitually extremely pragmatic and what interest them the most is their
organization gaining competitive edge and being successful in the market they
compete in. Reward is presently regarded as an essential aspect of modern
management in that it is believed that appropriate reward management practices can
effectually help employers to attain their intended objectives and ultimately pursue
their intended strategies.</span></span></span><br />
<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span> </span></span></div>
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<span style="font-family: "verdana" , sans-serif;">One of the main reasons, arguably the main reason, employers
are increasingly directing their attention to reward is associated with its
alleged motivating effect. Nonetheless, it can be hardly contended that the motivational
aspect may be considered as a distinctive reward feature. This subject has indeed
caused controversy over time and the findings of the numerous investigations
conducted over the years do not sustain this theory either.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Individuals are different one another; yet, individual
preference and wants are also highly likely to change with the passing of time.
The exogenous environment and the constant technological advances clearly play
a fundamental role in this sense as well as the national and global economic
and financial circumstances. A growing significant role is also played by the
demographic aspect by reason of the ageing population phenomenon.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Individual wants and expectations are indeed influenced by
several factors and can thus be considered as ever-changing and in many
respects as increasingly dynamic; notwithstanding, the value proposition
offered by employers must invariably aim at meeting as far as possible these
needs. To this extent it should be essentially adopted the same approach and
mechanism used in marketing according to which businesses should introduce in
the market the goods and services which consumers want to buy and not those
which the firm can more easily offer. Similarly, employers should offer their employees
not the reward packages they prefer to offer or are most comfortable to offer,
but rather the reward packages their employees would like and are thus expected
to receive.</span></div>
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<span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Financial rewards are, by
common consent, considered more effective to attract talents and more in
general individuals from the external environment, rather than to motivate and
engage individuals. Nonetheless, it is also fairly widespread the conviction
that this magnetic effect is due to vanish into thin air fairly soon. This essentially
means that whether an employer needs to recruit individuals from the external
environment to fill some new or vacant roles, this can successfully have
recourse to financial reward as an appropriate leverage to attract and lure quality
people, safe in the knowledge that this will not be enough to retain these
hereinafter. To avert the occurrence of such a situation, HR and reward
specialists before recruiting a talented individual from the exogenous
environment, in addition to the identification of the most appropriate reward
package that should be offered to the most suitable candidate, should also develop
a clear plan of action enabling the organization to retain this.</span></span></div>
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<span style="font-family: "verdana"; font-size: x-small;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Employers necessarily have to be far-sighted. These are indeed
aware that to attract skilled individuals they should offer these appealing financial
reward packages, which they are habitually willing to offer, but it also needs to
be clear from the outset the plan of action aiming at retaining these and
receiving their best contribution over time to the pursuance of the business
strategy.<o:p></o:p></span></span><br />
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<span style="font-family: "verdana"; font-size: x-small;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">This is clearly not an exclusive reward matter. Whether, for
instance, the person does not fit the organization’s culture or has
misunderstood the content of his/her role, there will not be reward package
worth to retain the individual. Under such circumstances, it would be better to
recognize the recruitment error, bear the waste of money associated with it and
with the induction process and start back seeking for the genuinely perfect match
for the company and the position.</span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The circumstance employers
should develop for high-flyers an appropriate reward package enabling them to
both attract and retain these, does not entail that reward specialists should
prepare for each of these individuals a precise progressive salary increase
plan. The effect of money would not in any case be long-lasting and, unless
there would not be the employer willingness to cover individuals with cash, which
sooner or later would prove to be in any case insufficient, the retention
objective has to be clearly pursued having recourse to other means. Inasmuch as
there is a wider consent amongst reward practitioners and academics upon the
effectiveness of financial reward to attract individuals from the exogenous
environment, there also is a rather widespread agreement on considering non-financial
rewards effective and, in any case, much more effective than financial rewards
to motivate and engage people. Engaged and motivated people are clearly more
likely to genuinely and spontaneously go the extra mile, exhibit discretionary
behaviour and contribute to organizational success.</span></span></span></span><span style="font-family: "verdana"; font-size: x-small;"></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhytT8wf1DCd19635Jim2lJpgMwsNaCf3ltw0VLMJp7TWMXZxLs3AvJcyVUpcyAnBjXIB0BSnhre_zxuU8js38Y0Mb1Egr8NLN5a6p6QJ6-vnSiv3U0fk3RsZ2cOqQiZo3rZ0pBgpkizG9d/s1600/Attract1.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhytT8wf1DCd19635Jim2lJpgMwsNaCf3ltw0VLMJp7TWMXZxLs3AvJcyVUpcyAnBjXIB0BSnhre_zxuU8js38Y0Mb1Egr8NLN5a6p6QJ6-vnSiv3U0fk3RsZ2cOqQiZo3rZ0pBgpkizG9d/s1600/Attract1.jpg" /></a><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Employers and reward professionals in order to retain
quality individuals should not therefore insist on the financial components of
reward, but should rather identify and develop appropriate and sound
non-financial, intrinsic forms of reward and recognition. Are indeed these components
of the overall reward package which influence in practice individual behaviour
and prompt employees to work with dedication. Non-financial rewards also
contribute to induce individuals to develop a feeling of involvement and participation
on the organizational success and to increase in turn their sense of
citizenship.</span></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">All in all, it clearly emerges that total reward approaches
are the most, or rather, the only suitable approaches employers and reward
managers can have recourse to in order to retain and keep employees motivated. Albeit
the role of money may become of secondary importance in order to motivate
people during the employment relationship, money will invariably continue to
talk. The importance of financial reward, by extension, needs to never be neglected
or overlooked by employers. Individuals will invariably associate with money a
relevant degree of importance and, even though they might not constantly think
about financial rewards when performing their day-to-day activities, they could
anyway perceive a pay increase as something they deserve or need. To this
extent two elements play a particularly remarkable role: the fairness of pay decisions
and the individual general financial circumstances.</span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Despite employers may be happy with their financial reward
package and their daily activities, these could feel to be treated unfairly by
their employer whether this should grant unjustified and unsustainable pay
increases to some individuals. The knock-on effect produced by such
circumstance can be extremely detrimental for the business and risks seriously
and irreversibly jeopardising the relationship of trust established between the
employer and its employees.</span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Internal fairness clearly represents a critical factor, but the
external labour market and the pressure coming from it have to be duly taken
into consideration, too.</span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">It is important to clearly communicate and explain employees
the worth of their overall reward package composition taking also into
consideration, for instance, benefits and deferred benefits. Some employers may
offer more generous pay, whereas offering very poor benefits and pension
contributions. It is crucially important that these aspects are constantly and
clearly communicated to staff and to external candidates when offering a job.</span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Financial rewards are also
destined to invariably represent a reason for individual concern as long as
these have not reached somewhat of a financial comfort zone. As long as
individuals will be struggling to pay their monthly bills (utilities, mortgage
instalments, children school fees, public transport season tickets, etc.) it is
hardly imaginable that these may ever pay lip service to the importance of
their financial reward package. This circumstance can at times also give rise
to undesirable family tensions, which can in turn unconsciously affect employee
performance and behaviour at work.</span></span></span></span> </span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEqStPfv8uEoDkl-gRe24EZUPy4jeFNxb3lqehEw-gLx76WUow80FPuTZZ-pLOB1VZmC9HbMrfd1NC6z76Kb8Vpw_l6FaQPX1F7QSoU_IFl4WM26pprLrvb-b2aI6DDHDBbk08YhUzeGpW/s1600/Ret5.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiEqStPfv8uEoDkl-gRe24EZUPy4jeFNxb3lqehEw-gLx76WUow80FPuTZZ-pLOB1VZmC9HbMrfd1NC6z76Kb8Vpw_l6FaQPX1F7QSoU_IFl4WM26pprLrvb-b2aI6DDHDBbk08YhUzeGpW/s1600/Ret5.jpg" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">Despite money may not act as a powerful motivator, its
hygiene effect definitely still counts and has to be properly and constantly
taken into consideration by employers and reward managers.</span></div>
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<span style="font-family: "verdana" , sans-serif;">Considering financial and non-financial rewards separately,
it could be concluded that financial rewards would be the winners of the
attraction contest, whereas non-financial rewards would be the winners of the
retention tournament. However, both of them clearly play a significant role in
both competitions. The synergetic, multiplicative effect produced by financial
and non-financial rewards used in combination can effectually enable employers
to attain in practice their intended objectives, namely to attract and retain
quality individuals. Total rewards approaches are key in this sense. This does
not clearly mean that attracting and retaining quality individuals is a
straightforward task. People wants and preferences are subject to change over
time. Yet, many other employers strive to recruit high-flyers and quality
individuals.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">
</span><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></div>
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<div style="text-align: justify;">
</div>
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</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Using fairness, consistency
and integrity definitely is of paramount importance, but genuinely considering
and taking heed of the employees’ wants and expectations assumes a greater
significance, too. First and foremost, employers need to know their employees
and their needs; this clearly represents the starting point, but whether
neglected any employer action and initiative risk proving to be a massive waste
of energies and resources. It would be like filling stores shelves with
products that the manufacturers considers outstanding, but which customers do
not like so that these remains and are destined to remain unsold in the
shelves.</span></span></div>
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<span style="font-family: "verdana" , sans-serif;">Extract from:</span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif; font-size: 10pt;">Longo, R., (2014), <i style="mso-bidi-font-style: normal;"><a href="http://goo.gl/F1Bt4M">Rhetoric and Practice of Strategic Reward Management</a></i>; Milan: HR Professionals.</span><br />
<span style="font-family: "verdana";"></span><br />
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<a href="https://goo.gl/7I8rm0" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" height="82" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEid5J35leLVyckIKJ9bb08SSXz5jMiMl6gmo5kTsrw_sM3tu9m7lPJoX5LGiU4GbuxRrO5xVB07JtHlY82zBY9WM0lh9NnWANc21riCtQubUTmas-grs0zywpsoE3rrIomHxgjo92bQmfGE/s200/pdf3.jpg" width="200" /></a></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-41519486435898877382015-02-11T20:38:00.001+00:002015-10-31T19:36:06.093+00:00Embedding innovation into organizational culture<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana";"><o:p><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Human capital has a greater importance
to employers for several reasons; first and foremost in that it is essentially
thanks to the contribution of its employees that organizations attain their objectives
and pursue their strategy. The expression human capital, nonetheless, should
not be considered as exclusively referring to the business talents and
high-flyers, but rather to the overall organization employee population. In
order for employers to totally benefit of the contribution which can be potentially
made by their usually varied and diversified workforce, these should encourage and
stimulate the participation of all of their employees. This will in turn show
these that their employer genuinely values them and their support, regardless
of their role and rank in the organizational hierarchy.<o:p></o:p></span></span><br />
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<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">The world is nowadays subject to a constant
process of change whose pace is progressively accelerating. Yet, organizations have
become increasingly sensitive to a higher number of exogenous factors of
different nature, which may either provide these great opportunities or pose serious
threats. It is therefore evident that the capability to adapt and change
strategies accordingly, more often than not at very short notice, has to be
considered by employers as a prerequisite for survival at worst and success at
best.</span></span></span><br />
<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"></span></span></span> </span></span></div>
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<span style="font-family: "verdana"; font-size: x-small;"><a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="212" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh3fkUWEXO1cor91WYKmyVCFqyzEHccrddmiZJLiutA_16CB8iTJgWC6qHxksfHJUCc1OMy8xa4v2An5n4w4fac0lVi9Ko9sFBvJL1O-u_Xdh6dYSldqnhewQq5YFopmsYZsN4iiLIEclI5/s1600/innovation2.gif" width="320" /></a></span></div>
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><o:p><span style="font-size: small;"><span style="font-family: "times new roman";">
</span><span style="font-family: "verdana" , sans-serif;">An organization ability to anticipate
and introduce new trends, products, services, approaches and procedures would unquestionably
enable this to gain competitive advantage. Notwithstanding, this has not and cannot
be intended as an effort or a process limited to a specifically identified period
of time. In contrast, by reason of the harsh competition existing between
organizations of the same industry and sometimes between organizations of
different industries, this has to be indeed meant as a never ending process.<o:p></o:p></span></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">To be successful and constantly
come up with brilliant, brand new ideas, which can be subsequently developed
and transformed into new valuable products or services or into more productive
and efficient processes, the support, involvement and active participation of
all of the employees have to be sought and pursued in a stable unwavering way
insofar as being perceived by all of the employees as an activity included into
their job description; hence, as something they have to regularly devote time
and thoughts.<o:p></o:p></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">This unquestionably is a
difficult feat to perform for every employer in that individuals might perceive
this activity as an additional task vis-à-vis those typically, directly
required by their job. The sole effectual way to instil innovation into
individuals and induce these to truly dedicate themselves to the activity of
identifying and developing new ideas is to embed innovation into a pervasive organizational
component, that is to say corporate culture.<o:p></o:p></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Organizational culture is traditionally
concerned with the business shared values and beliefs, from which the behaviour,
which is thus considered as the business norm, stems. So powerful is nowadays
deemed to be the impact of business culture on employee behaviour that it is
recently very often associated with the distinctive way individuals behave, perform
their activities and approach decision-making in the workplace, that is to say
the “way we do things around here.”<o:p></o:p></span></span></div>
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<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">The pervasiveness and penetration of culture through
an organization and the strong influence it exerts over individuals leave no
doubt about the circumstance that whether employers want to constantly achieve
an objective, especially whether this is sorely associated with employee
behaviour, aptitude and the way individuals approach decision-making and problems,
the means they identify to attain this end has to be supported by and embedded
into organizational culture.</span></span></span></span></span></div>
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Firmly and stably including
innovation into corporate culture can be also considered as a mandatory step to
avert that innovation may be hampered by culture. Organizational culture can in
fact make or break any change initiative an employer may wish to introduce and
implement within a business. Ensuring that innovation is well understood, that
it is genuinely accepted and that it actually inspires every individual action
and behaviour acquires hence a particularly remarkable importance.<o:p></o:p></span></span></span></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">In order to consistently, effectually introduce
and embed innovation into organizational culture, notwithstanding, employers
should have crystal clear ideas from the outset about what they intend as innovation
and why they consider crucially important their business culture being
underpinned by this value.</span></span></span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">What innovation is<o:p></o:p></span></b></div>
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">The idea of innovation at large
is habitually associated with the making and development of new products and
services: different from the existing ones, capable to meet an increased number
of users’ needs, performing better and easier to use, store and carry. The
constant technological advances have and are indeed favouring this process so
that in many cases the application of the latest technology to the existing
products and the provision of services making use of new technologies have
enabled employers to introduce in their relevant market innovative products and
services. Most importantly, technology can clearly help employers to develop
and design unparalleled, completely new products.<o:p></o:p></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Innovation, nonetheless, is not
exclusively concerned with products and services, but also with processes and
procedures, which can be designed and developed to the benefit of a person,
unit, business or community at large (Farr, 1990). As stressed by Martins
(2000), the concept of innovation is also strictly contextual-related; more specifically,
a new idea can be actually considered as genuinely innovative whether regarded
as such within the specific settings and, it could be added, by the individuals
to whom it is directed.<o:p></o:p></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Identified the different degrees of innovation
and stressed the fact that innovation depends on the circumstances, it is also
crucially important to ensure that innovation serves the business cause. New
ideas have hence to represent for employers valuable opportunities enabling
these to effectually pursue their intended strategy (Gaynor, 2002). Once again,
the context and the specific circumstances came to play; what is considered
innovative today might become obsolete or unsuitable tomorrow as a consequence
of a strategy or environment change, never mind technological advances. To
ensure that employers’ expectations in terms of innovation are constantly met
these need hence to be relentlessly monitored and the consequent possibly
required initiatives and actions adapted and adopted accordingly.</span></span></span></div>
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<a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="259" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNmS9Ss_5kD4Hw4lwTVDGeMUJ0yZ1k7_KomPftuGe92IgeDyLL_s2FFUEmlJKujoAojJTJggZq8N6tXPgs3h-uISKvFbuOvPNK27lMdvH9Lca42DNLrVcBFNImp2FNb7v1c1PhMry_5c6u/s1600/Innovation3.jpg" width="320" /></a></div>
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">The circumstance innovation strongly
supports an employer strategy and essentially enables this to gain competitive
edge has accounted for innovation also being essentially perceived and seen as
an, it could be argued innovative, approach to problem solving.<o:p></o:p></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Innovation does not derive from the development
and introduction of new technologies only; new ideas can in fact also be identified
by creatively adapting, improving and enhancing current and even past technologies.</span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Why it is necessary to embed innovation into organizational culture<o:p></o:p></span></b></div>
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<span style="font-size: x-small;"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">There are indeed plenty of reasons
for employers having to introduce innovation as a strong component of corporate
culture. As suggested by Voelpel et al (2005), an innovation-based organizational
culture should first and foremost enable employers to successfully compete in
their market in a sustainable way. Albeit innovation is crucially important for
all the employers, irrespective of the industry they operate in, in some
industries, as for instance it is the case of high-tech and information
technology, innovation plays an even more significant role insofar as employers
need imperatively to innovate, seriously risking otherwise to disappear (Angel,
2006).<o:p></o:p></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Encouraging continuous
innovation is essentially important to support the business over time and enable
the organization to gain and maintain competitive edge. This unremitting
process clearly entails remarkable efforts which would be pointless to think could
be ever made by a limited number of employees who, by reason of their formal
role, may be considered as the only ones suitable to take the challenge up.
Including innovation as a founding pillar of culture enables employers to
ensure that every individual takes up the challenge and does his/her utmost to
contribute to a constant, unrelenting innovation process (Kenny and Reedy,
2007).<o:p></o:p></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">As discussed earlier, embedding innovation into
culture can also help individuals to come up with new, innovative ways to analyse
problems and identify solutions (Lock and Kirkpatrick, 1995). Employers are in
fact increasingly considering embedding innovation into organizational culture
to promote and encourage problem solving within their business. One of the main
reasons for managers usually complaining about their direct reports relates to their
readiness to represent the issues and difficulties associated with their tasks
and duties, and their lack of ability and eagerness to come up with and suggest
appropriate solutions to overcome these. Despite this is not obviously the sole
reason for employers deciding to include innovation amongst their
organizational values, developing and rooting within a firm’s culture a strong
employee aptitude to problem solving clearly represents a massive advantage and
asset on its own. Managers at all levels could thus focus on other issues and
employees would find their job and daily activities definitely much more
significant and compelling, increasing their self-esteem and deriving from
their job a higher value in terms of intrinsic reward.</span></span></span></div>
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<a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPIYrzqILWstQasBOb2wIj0agGsxQjLLwNZT8Y9uvLBSbnGnWf_VDyS6lt97ZO0o00BPTgAepn4NaUW7PDKLsRkk8iYzkHe6CWHZWGr9Yt7q3Gvqw046RjtNtnhsuYYxYyKuHlxtK0X_Gj/s1600/Innovation4.jpg" width="320" /></a></div>
<span style="font-size: x-small;"><span style="font-family: "verdana";"><o:p></o:p></span></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">The development
of innovation as a means to foster problem solving within a business can indeed
prove to be particularly advantageous. Whether employers are keen and long to
come up with new ideas, products, services, processes and procedures this is
indeed invariably associated with their need to solve current problems and
anticipate or avoid likely future ones to arise. Regularly introducing in the
relevant market new products and services would enable organizations to stay
ahead of the competition, whereas developing more efficient and effective
processes and procedures can enable these to control variable and fixed costs
and to resist and insist thus in the market.<o:p></o:p></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Employers, those who strive for innovation included,
unfortunately also constantly wait in ambush in order to be ready to copy and
replicate the innovative ideas developed by their direct and indirect
competitors as quickly as possible. This actually is one of the main reasons,
arguably the main reason, for innovation being all too often short-lived. This
is indeed also the motive for innovation being typically regarded as an
everything but straightforward process and should be as far as possible
invariably coupled with the concept of “difficult to replicate” (it can hardly
be used the term “impossible”). All of that should not deter employers from struggling
for innovation. Copying and replicating also require time and efforts and
sometimes it can also be the cause for dismal failure. Yet, introducing in the
market innovative and original products and services definitely contributes to
the employer brand image, in addition to the consumer brand image. Findings of
an investigation carried out in the health sector (Tuan and Venkatesh, 2010),
for instance, revealed that technological innovation is considered by many
hospitals’ directors as an effective means to increase both “hospitals
reputation and brand image” and improve the institutions marketing efforts credibility.</span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Innovation and change<o:p></o:p></span></b></div>
<o:p></o:p><br />
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Whereas change
does not necessarily imply innovation, things in fact changes but not
necessarily in an innovative and creative fashion; innovation clearly entails
change. Before fostering innovation, organizational culture should hence first
and foremost support and ensure individual readiness to change. This aspect has
indeed a pivotal importance and it is underpinned by the same reasons for innovation,
in order to become part of everyday employee behaviour, needing to be embedded
into culture. Whether in fact an employer should attempt to embed innovation
into the corporate culture of an organization where change is habitually resisted
by employees, innovation would never ever be embraced in practice by
individuals. Culture, rather than make would in this case break the change
initiative. Employees are instinctively wary about change and use to oppose and
resist it in that perceived as threatening their current status quo and pushing
them beyond their comfort zone. Innovation can potentially be perceived as a
dimension of change in the extreme so that whether individuals are not
acquainted with change these may be likely to a fortiori resist innovation.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Employers and HR professionals need to pay extra
care to this aspect and, before making plans to firmly introduce innovation
amongst the founding pillars of the business culture, should previously ensure
that employees are supportive of and open to change.</span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">The innovation continuum<o:p></o:p></span></b></div>
<span style="font-size: x-small;"><span style="font-family: "verdana";"><o:p></o:p></span></span><br />
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<span style="font-size: x-small;"><span style="font-family: "verdana";"><span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Embedding
innovation into organizational culture means openly recognize and communicate that
this value has a central and special meaning for the employer. In order to
foster innovation the support and encouragement of managers is clearly paramount,
but the most important features of an organizational culture inspired by
innovation are focus and constancy, which have to never ever fade or weaken.<o:p></o:p></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">Since
innovation requires a continuous investment in terms of efforts and resources,
employers should decide from the very beginning how they want to support the
process, safe in the knowledge that promoting innovation by means of
organizational culture entails the involvement of the overall employee
population and not, for example, the empowerment of the research and
development unit only.<o:p></o:p></span></span></div>
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<span style="font-size: small;"><span style="font-family: "verdana" , sans-serif;">
<span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">The first decision employers need to make
concerns hence the pace they want to keep in terms of investments over time.
Employers may for instance decide to devote a constant level of resources (Table
1), slowly increase (Table 2) or decrease this over time, or to have recourse
to a combination of all of these approaches. This decision should be indeed influenced
by the return the organization is expected its investment to yield. It is
hardly imaginable that the higher the investment, necessarily the higher the
return. It clearly also depends on the circumstances; whether no substantial
changes have been implemented within the business in terms of products,
services, processes and procedures during the last few years, which may account
for the employer believing that there are many areas which could benefit in the
short to mid term of the overall employee population involvement in the quest
for innovation, the investment could be initially higher and subsequently
decrease and stay constant over time. This may also depend on the level of the employee
response and on how this varies over time. Employers may also decide to occasionally
increase their investment to reinvigorate and boast employee participation whether
and whenever this should weaken.</span></span></span></div>
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<span style="font-family: "verdana"; font-size: x-small;"><a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="175" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhmArE3nYftRjwzXTlPilgALGT2pU2FRCLjGOUoHyQ23SYZhgDEZE3NlLwonfMciJALiy79ViIFQKReIT1IKLBtonV5-pzBeLRASk_WVXBmpP1gcKLAg_-I0s08JyUMfNlcI7wYG1eleTlf/s1600/Innovation+continuum_1.jpg" width="400" /></a></span></div>
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<a href="http://rosariolongo.blogspot.com/2015/02/embedding-innovation-into.html" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="179" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjptsyCgIeqUnIM4HJ9lrunRoTx_ug7ELgcoH4Czto8EUViouKaTyECQIemZu3thWoDJqPVTZx4lLZSTgjBkywC62v2CXPzsPhnFUDYqVJ3beiB79hzx8kwwh1ZBhzSlG84IMtWX3qtojq6/s1600/Innovation+continuum_2.png" width="400" /></a></div>
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<span style="font-family: "verdana" , sans-serif; font-size: 10pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Organizations should preferably
identify from the outset the approach to the investment they want to adopt to
sustain innovation, but this does not clearly mean that plans cannot be changed
accordingly depending on the results yielded and the return on the investment generated
in practice. In theory, it is likely that more significant results are produced
initially, whereas subsequently the frequency results are yielded might occur every
so often. This is clearly an area which would deserve a specific empirical
investigation. Nevertheless, irrespective of the frequency successes are
attained, employers should be well aware that these feats can only be performed
by means of a constant, unrelenting process and thanks to the constant efforts
and dedication of all of the employees. What matters the most is therefore keep
staff constantly focused on innovation and create excitement about the topic.
Needless to say, accomplishments and successes have to be properly celebrated
and contributors rewarded.</span></span></div>
<span style="font-family: "verdana" , sans-serif; font-size: 10pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"></span><br />
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<span style="font-family: "verdana" , "sans-serif"; font-size: 10pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"><span style="font-family: "verdana" , sans-serif;">Longo, R.,
(2015), <i style="mso-bidi-font-style: normal;">Embedding innovation into
organizational culture</i>; Milan: HR Professionals.<o:p></o:p></span></span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-64055767743047850812015-01-31T16:51:00.000+00:002020-01-19T16:11:05.284+00:00Sometimes employees leave their employers not their managers<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "verdana" , sans-serif;">The development of effectual employee retention and most of
all of talent retention practices definitely represents one of the subjects
firmly high at the top of business leaders’ and HR directors’ agenda. The
process is virtually invariably the same: individuals very keenly and
enthusiastically join the new employer and later on disillusioned leave this.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Employees leave their employers for a whole range of reasons
which can be broadly grouped into two different categories: endogenous-environment-
and exogenous-environment-related.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Internal-environment-related
reasons<o:p></o:p></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">One of the reasons, arguably the most recurring reason, for
employees leaving their organization is the business management, more
specifically their line manager.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">The role played by managers<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">Once candidates have been identified as the best fit for the
role and officially appointed to the job, the employer representative with whom
these establish the stronger and most frequent contact within the organization unquestionably
is their line manager. The establishment of a good relationship between
managers and employees, however, does not invariably prove to be smooth
sailing. Whenever managers do not succeed in building and developing good
relationships with their direct reports in fact the latter tend to become the
more and more ill at ease with the former in particular and in the
workplace in general. Disappointed employees start consequently making plans
to leave the organization as soon as they can. This circumstance has been
properly summarized by Buckingham and Coffman (2005): “Employees leave their
managers and not their employers”, and rephrased by MacLeod and Clarke (2009)
who suggested that in actual fact individuals join organisations, but leave later
on their managers.</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSIVjA5qYn2VMiA0T0AtOjfcNTg6_GXt76r9at1RBsBD6FbQhC1fMbFSLLkwXRJGIgQNtkl4VJXKWEoiB88rh2VKu0HLrmICeWwtEB0vm_mqn3vqKFy7zndcQgNNOWASBAmq7AtK6K-VmA/s1600/1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSIVjA5qYn2VMiA0T0AtOjfcNTg6_GXt76r9at1RBsBD6FbQhC1fMbFSLLkwXRJGIgQNtkl4VJXKWEoiB88rh2VKu0HLrmICeWwtEB0vm_mqn3vqKFy7zndcQgNNOWASBAmq7AtK6K-VmA/s1600/1.jpg" /></a></div>
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<span style="font-family: "verdana" , sans-serif;">It doesn’t go unnoticed that all of that clearly occurs at
the expenses of employers and to the detriment of the regular unfolding of their
business activity. It is likely that employers have carefully and arguably
not effortlessly put in place all the resources deemed necessary to attract and
recruit the right individuals. Albeit different from employer to employer, it
is an axiomatic fact that the cost of the recruitment and selection process is
invariably high.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">The sub-factors accounting for individuals deciding to leave
their employer by reason of their manager may be in turn associated with
different circumstances. Also in this case these may be grouped into two main different
categories: on the one hand can be included the causes associated with managers’
leadership style; whereas on the other hand those linked to managers’ inability
to improve job design and “give individual a good job.”<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Leadership style<o:p></o:p></span></i></b></div>
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<span style="font-family: "verdana" , sans-serif;">Increasingly, individuals pay attention to the way they are
treated by their managers and tend to associate with this aspect a growing
importance. The leadership style adopted by managers needs hence to be
appropriate and has to fit both the circumstances and the business culture. The
most undesirable situation however occurs when managers adopt no leadership style
whatsoever and, even worse, when these totally lack of style when interacting
with their direct reports.<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , sans-serif;">Employee involvement and participation<o:p></o:p></span></i></b></div>
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<span style="mso-bidi-font-family: Verdana; mso-bidi-font-size: 10.0pt;"></span><o:p><span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">With
some exceptions, employees at large aim at performing interesting and
fulfilling jobs. It is unlikely that individuals may decide to leave an
organization whether their managers organize and design their staff work in a
way that makes it significant, compelling and varied and involve employees in
this process stimulating and favouring their active participation. As Herzberg
(1987) used to say</span><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: Verdana; mso-bidi-language: AR-SA; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">: “if you want people motivated to do a good job, give them a good job
to do.”</span></span></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Not really an easy
task<o:p></o:p></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">The role of managers however is everything but
straightforward. Constantly finding new and more effective ways to improve
processes and the way the job can be performed is clearly easier to say than to
achieve in practice. Even more so when as it usually occurs managers also
strongly contribute with their practical work to the final outcome produced by
their unit.<o:p></o:p></span></div>
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<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><span style="font-family: "verdana" , sans-serif;">Individual
involvement can indeed prove to be the ultimate means to an end. Whether
employees are involved and made aware of the overall process which leads to the
production of the final outcome, these can actually help managers to identify
effectual options and sounder and more appropriate solutions.</span></span></o:p></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Forced to move out of
their comfort zone<o:p></o:p></span></b></div>
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<span style="font-family: "verdana" , sans-serif;">Albeit managers represent the most common cause for
employees leaving an organization, this is not clearly the only one motive for
employees making such a decision.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;">Individuals may also decide to leave their employer by
reason of some undesired changes which they perceive as forcing them to leave
their comfort zone or, more in general, because they feel that organizational
climate has drastically changed, or rather, worsened insofar as to perceive as
irreversibly altered their appreciation of the working environment. Such new
circumstances may actually sometimes be the fruit of line managers’ initiative,
but most of the times these changes are introduced on request of the company top-management
and board.<o:p></o:p></span></div>
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<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><span style="font-family: "verdana" , sans-serif;">Under
such circumstances individuals perceive the workplace somewhat of hostile and
no longer enjoyable as it was previously used to be perceived. The detrimental impact
caused by this change is at this stage considered as remarkable insofar as to
be considered irreversible and the action of leaving the organization hence necessary.</span></span></o:p></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Lack of opportunities
for growth and development<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">The content of the unwritten psychological contract has
changed over time; nowadays, individuals want to perform significant and
fulfilling jobs and are hence thirsty for growth and development. Whether an
individual should realize that s/he is performing a dead-end job and that s/he will
never be offered opportunities for growth or development it is very likely that
this decides to leave.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPFWoWbJ89XrkRwqWSnDAPJtJAagOhuD0COV7YCbDaKV53puooKpKZhA5BO5g0iyKSoQ2lbydhRs3Tu9nuW4rFYs-urOQBYvgBswmxOPjd0Vmz5BhdSv0EBTkxUB98VZE8NujxQHRnlK61/s1600/3.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjPFWoWbJ89XrkRwqWSnDAPJtJAagOhuD0COV7YCbDaKV53puooKpKZhA5BO5g0iyKSoQ2lbydhRs3Tu9nuW4rFYs-urOQBYvgBswmxOPjd0Vmz5BhdSv0EBTkxUB98VZE8NujxQHRnlK61/s1600/3.jpg" /></a></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">External-environment-related
reasons<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Albeit more often than not the main reasons for employees deciding
to leave their current employer are associated with the endogenous context,
there are indeed some other additional causes prompting individuals to leave a
company.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">In some cases, employees can be lured by the objectively captivating
and challenging employment offers coming from the external environment, which can
actually provide these real opportunities for development and growth that could
not even potentially be offered by the current employer.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Especially in the case of a tight labour market, it should not
really come as a surprise learning that a talented employee has received an irresistible
offer from a different employer. What worse, under such circumstances individuals
may also decide to leave very quickly the organization in order to avert
missing the boat. <o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">It is not a matter, or rather, not exclusively a matter of value
proposition, that is, of the worthiness of the reward package offered; the chance
to take a genuine new challenge up, usually associated with a growing level of
responsibility and autonomy or with the immediate involvement in a prestigious or
ambitious project, can definitely and objectively justify an individual decision
to leave an organization; albeit not triggered by any endogenous-related
reason.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">The international
perspective<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Sometimes the decision to leave an employer can also be
based on the employee desire to move and work abroad. Individuals are the more
and more willing and even eager to relocate in a foreign country and experience
new lifestyles. Furthermore, whereas for centuries the only attractive places
where to move internationally were mainly located in North-America, Australia
and Europe, nowadays the appeal and seduction of other areas, especially of
those located in South-East Asia, are remarkably helping big corporations
to expand their “offering” and contributing to make it more attractive relocating
abroad to a constantly increasing number of people.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnr65X-NeShx1HM90KpnCXqutik8dtYGNg-JFPcIEcJTlX2EQLJrwNuW_WENK6VXOfnudV9z7xen2kI5pBBO-5dQ_3PgvoYuqh4X9ObtYa2dQcndleRSO8W-E_tF4G2ZB7Ey63a9f23M-c/s1600/7.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="122" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhnr65X-NeShx1HM90KpnCXqutik8dtYGNg-JFPcIEcJTlX2EQLJrwNuW_WENK6VXOfnudV9z7xen2kI5pBBO-5dQ_3PgvoYuqh4X9ObtYa2dQcndleRSO8W-E_tF4G2ZB7Ey63a9f23M-c/s1600/7.jpg" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">Also in this case an individual decision to leave his/her
current employer is not triggered by any bad feeling toward this. It goes
without saying that whether an employer should be aware that some of their
staff would be eager to relocate and work in a different country where the
employer has a branch, should an opportunity arise, this should be better previously
discussed and eventually offered to an internal employee, rather than being offered
directly to an external applicant.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">Finally<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">It can be concluded that when an individual leaves his/her
employer for internal-environment-related reasons this is due to causes which
are actually under the employer direct or indirect control. <span style="mso-spacerun: yes;"> </span>This clearly entails that the employer could
have averted this type of undesirable event to occur.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><span style="font-family: "verdana" , sans-serif;">It
is however hardly believable that once an individual has decided to leave the
employer might actually persuade this to stay. In order to prevent unwanted
occurrences to happen organizational climate, and in some cases individual
attitude toward the employer, should be regularly investigated and monitored as
a matter of course: prevention is invariably better than cure.</span></span></o:p></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">By contrast, whenever individuals, for talented and significant
these may be for the organization, decide to leave the business by reason of
objectively justified grounds, that is, a genuine challenging opportunity
coming from the external environment, the employer has nothing to regret and to
reproach itself. <span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The
only exception being whether this was actually in a position to offer a new
challenging role to the individual but didn’t</span>.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana" , sans-serif;">When reward comes to
play<o:p></o:p></span></b></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><span style="font-family: "verdana" , sans-serif;">In
some instances the worthiness of the reward package received by an individual can
cause, reinforce or support his/her decision to leave an organization. Also in
this case the drastic employee decision can be justified or be based on
endogenous-context-related or exogenous-context-related grounds.</span></span></o:p></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggDq7D4-1fe4Q7oaLyZktHkYvNOJ2ABKnnTnHAFr5qO28l5tCLtop1ZaOvL1IgRH1gNE8aTwOJn1ZyxGmkIGQ3lP4RDLc0HSX4eKoQ6qFJ0EcBpVEW8-iYlCb4EJfUOEa2eti4LabIpvAS/s1600/5.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEggDq7D4-1fe4Q7oaLyZktHkYvNOJ2ABKnnTnHAFr5qO28l5tCLtop1ZaOvL1IgRH1gNE8aTwOJn1ZyxGmkIGQ3lP4RDLc0HSX4eKoQ6qFJ0EcBpVEW8-iYlCb4EJfUOEa2eti4LabIpvAS/s1600/5.jpg" /></a></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana";">The internal context<o:p></o:p></span></b></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana";">As the equity theory teaches us (Adams, 1963 – 1965),
individuals build and develop expectations in terms of reward in the workplace.
These expectations are essentially based on the assumption that reward is
commensurate with the output yielded by each individual and as such equitable.
The tenets at the basis of the equity theory are in turn reinforced by the
“distributive justice” theory (Leventhal, 1980), which lays great emphasis on
the role of managers and more particularly on the fairness they should use when
making decisions about their direct reports pay.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana";"><o:p><span style="font-family: "verdana" , "sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Endogenous-environment-related
pay issues are typically directly or indirectly linked to bias and unfairness. Individuals
are usually unwilling to accept discrepancies in pay levels whenever these are
not justified by any means; whereas employees are habitually absolutely willing
to accept these whether the individuals receiving higher levels of pay objectively
contribute more to the organizational success and yield better tangible results.</span></o:p></span></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana";">Employers and managers should hence pay particular attention
to this aspect. These theories clearly apply not only to talents, but also and
to some extent mostly to the overall organization human capital. Whether
employees are performing and behaving as expected by the employer, losing them
would just represent a waste of time to replace these and of money to select and
train the newcomers.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "verdana";">The external context<o:p></o:p></span></b></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana";">Ensuring internal equity, and hence not equality, can help
employers to retain the existing staff, but can hardly help these to contrast
the pressure eventually coming from the exogenous environment. <o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana";">Whether in fact the internal pay rates would not be in line
with the rates characterizing the relevant labour market, retaining current
employees could just prove to be a sorely tricky feat to attain, never mind attracting
new quality individuals.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<o:p><span style="font-family: "verdana"; font-size: x-small;"></span></o:p><br />
<div class="separator" style="clear: both; text-align: justify;">
<span style="font-family: "verdana"; font-size: x-small;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpwTu15dnyD-CtcUSXLmDJYVhkXjoeBqKfCgbkgkvLB-LPqCFF7cSCc42B88mZLA7VufnxSkeBSOH6voatfsH9G-sI5J9fZtJQRMNdt4sH4DX8nZGlAgAFrmKSbagANU-cRcok-Wu9T8gq/s1600/4.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpwTu15dnyD-CtcUSXLmDJYVhkXjoeBqKfCgbkgkvLB-LPqCFF7cSCc42B88mZLA7VufnxSkeBSOH6voatfsH9G-sI5J9fZtJQRMNdt4sH4DX8nZGlAgAFrmKSbagANU-cRcok-Wu9T8gq/s1600/4.png" /></a></span><span style="font-family: "verdana" , sans-serif;">Market pricing and, where applicable, market forces have to
be hence invariably kept into due consideration. Whether individuals should
realize that, irrespective of the fairness applied internally, their pay levels
are sensibly lower than those offered in the market, is it is very likely that,
especially whether the labour market is tight, these will leave the
organization. <o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">In order to avert this undesired event to occur employers,
by means of reward professionals, should constantly monitor the external labour
market and the trends characterizing it. Whether during this activity a gap
should be identified, this should be properly investigated and the reward package of the
people filling the relevant positions eventually revised.<o:p></o:p></span></div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"></span><br /></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "verdana" , sans-serif;">To identify what the real reasons for employees leaving an
organization actually are is paramount to gather and collect the necessary data. Exit
interviews are definitely the best tool to gather this information and help
employers to identify appropriate and effective solutions to contrast the phenomenon.<o:p></o:p></span></div>
<div style="text-align: justify;">
</div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: "verdana" , sans-serif;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Longo, R., (2014), </span><i style="mso-bidi-font-style: normal;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Sometimes
employees leave their employers not their managers</span></i><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">; HR Professionals, Milan [online].</span></span><br />
<span style="font-family: "verdana";"></span><br />
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<a href="https://goo.gl/gtglz7" imageanchor="1" style="margin-left: 1em; margin-right: 1em;" target="_blank"><img border="0" height="82" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD8NThyphenhyphenu6qrFcpOCUDyIXvUXItCDrFKmgCCXjQUL-KcWDZQeqJuI9XnojDek8XGvPxYxFcRBKxQ5EbBH8uMCccgHS0z8vyoJuAcbKEUUP_z3H-K9gK9gKf_HpnKWs9ktIO0ZWWzcT8b5J2/s200/A_Bottom.jpg" width="200" /></a></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-12487929072785102802015-01-11T12:43:00.002+00:002024-03-03T16:56:46.621+00:00Posting, delegation or secondment: is it invariably necessary?<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
</div>
<div style="text-align: justify;">
<span style="font-family: Verdana, sans-serif;">
</span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">Posting, delegation and secondment are the
terms habitually used, according to the different geographical areas and
legislations, to refer to the process of temporarily transferring an employee (or
several employees) from an organization – posting organization – to a different
business – hosting organization.</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">The prime objective employers intend to
pursue by adopting this approach is to regularize and to some degree justify
the circumstance that an individual employed by a different organization, the
delegating company, may perform his/her working activity for any given period
of time in an organization, the hosting company, of which this is not an
employee. Employers can indeed use this means for a variety of reasons; the
delegating company can assign one or a number of employees to the hosting
company in order for these, for instance, to:</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">- Design, develop and implement specific
projects;</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">- Provide the training necessary to enable the
staff of a purchasing company to properly use a particularly complex machinery
or device;</span></span></div>
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<span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">- Execute some temporary tasks requiring a
degree of expertise and professionalism unavailable within the hosting organization.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7nmxOSrzoAYnPdQ002MNnGrMK5uzwDImp1Tic_4qqnqUQ4339a63ftBsFqYzU560u5e-vukL8sON1cVoOARo85NW_zwn5ZYtVnQVcaBjWEe25OhWnoherXh7mWDio2e4S0MIyo_907SCL/s1600/1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj7nmxOSrzoAYnPdQ002MNnGrMK5uzwDImp1Tic_4qqnqUQ4339a63ftBsFqYzU560u5e-vukL8sON1cVoOARo85NW_zwn5ZYtVnQVcaBjWEe25OhWnoherXh7mWDio2e4S0MIyo_907SCL/s1600/1.png" /></a></div>
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<span style="font-family: "Verdana","sans-serif"; font-size: 10pt;"><o:p> </o:p></span></div>
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<span style="font-family: "Verdana","sans-serif"; font-size: 10pt;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">This solution is revealing increasingly
appealing to multinational companies and big corporations to support the
setting and development of new operations in different geographical areas and the
implementation of global-wide change projects. The recourse to this option is also
particularly frequent amongst employers of the same group to implement internal
and global mobility practices, provide individuals opportunities for
professional growth and development and to ensure the required expertise to be
in the right place at the right time.</span></span></span><br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Traditional
model<o:p></o:p></span></span></span></b></div>
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</span><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The secondment of an employee typically
entails this to physically perform his/her working activities in the premises
of the hosting organization. Notwithstanding, the posted person invariably
remains an employee of the delegating organization, is thus this which continues
to: - Be in charge of the seconded individual payroll;</span></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">- Pay the related social security
contributions and National Insurance costs;<o:p></o:p></span></span></span></div>
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">- Exercise the disciplinary control over the
posted employee.</span></span></span></span> </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3IIziOI1mn9KRv3AdcGCD_MxYfdsRhBTupCxQZZFCorpTG8RsuIO4he69WhxekLjR0Lv_Q0Fzk_VZTYTs6tBvXShs-4kLEFm-90yWCWmU2tRez05oRaX0ycNSMf7ul9IvMRr2WgHvywQa/s1600/Posting_1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="302" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi3IIziOI1mn9KRv3AdcGCD_MxYfdsRhBTupCxQZZFCorpTG8RsuIO4he69WhxekLjR0Lv_Q0Fzk_VZTYTs6tBvXShs-4kLEFm-90yWCWmU2tRez05oRaX0ycNSMf7ul9IvMRr2WgHvywQa/s1600/Posting_1.jpg" width="400" /></a></div>
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</span><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The labour costs and the additional expenses
eventually faced by the delegating employer (travels, accommodations, meals,
etc.) can be rebilled by this to the hosting company whether the two parties,
as usually happens, previously sign a service level agreement (SLA). In some instances,
a written service agreement is considered by the legislation as a necessary
prerequisite for the transferor being able to rebill the costs incurred by this
to the transferee. Yet, with particular reference to this aspect, it is
crucially important to acquire full knowledge of the local legislation in order
to find out whether, to avert later complications, these costs have to be
rigorously rebilled to the hosting employer without adding any mark-up on top
of the costs actually incurred by the delegating employer.</span></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Posting represents by definition a
temporary arrangement whose duration typically depends upon the reasons for the
employee having been posted and hence on the scope of the assignment. Whether
the motive for posting an employee is represented by the completion of a particular
project, for example, the employee will continue to perform his/her work at the
hosting employer premises until the project has been completed. Nonetheless,
some regulations may provide for posting not to exceed a given time limit.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="color: windowtext; font-family: "Verdana","sans-serif"; mso-bidi-font-family: "Times New Roman"; mso-bidi-theme-font: minor-bidi;">Since posting has to be
intended as a temporary arrangement, some rules (as, for instance, in the case
of Europe, Regulation – EU – No 465/2012 of the European Parliament and of the Council
of 22 May 2012, amending Regulation No. 883/2004</span><span style="font-family: "Verdana","sans-serif";">) may provide for this option not to
be used to replace a previously posted person whether this was filling the same
position, for the same intended purpose. Whenever the assignment has to be
executed in a foreign country, before taking any initiative employers and their
employment law specialists should hence ascertain whether such limitations are
provided for by the local legislation.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The employer and the posted employee invariably
sign a written agreement in which are detailed the main terms and conditions of
the assignment. This implies that it has to be shown in the agreement: the
details about the length of the assignment (or its estimated duration), the
travel and eventually the living away from home allowances, the reason for the
individual secondment and the activities the posted employee is expected to
perform.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">This document has to be clearly prepared
with extra care. According to the circumstances and whether considered functional
and advantageous by the employee, this could use the written document to
support his/her right to permanently stay on the new post and be employed by
the hosting company. It is not indeed only a matter of what it is put in
writing in the agreement, also the practical execution of the assignment must
in fact adhere to the local legislation.</span></span></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Leadership-transfer-intended
approach<o:p></o:p></span></span></span></b></div>
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Employers are increasingly adopting delegation
with the only aim of transferring the individual(s) functional lead from the
transferor to the transferee. According to this method, employees continue to
report in solid line to the manager of the delegating organization, but these
actually report in dotted line to a manager of the hosting company, who
essentially gives delegated employees the working instructions.</span></span></span></span> </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXxYJ5HXT6jqICATai2iYr621bGtzWh-UlZ66mp6HZOES-JW9qlJveudzJ7NBEHmLUsK4ihCQ3Z559B3sdW37Wm4Vtc5338pGul2PylTRRCq8FDgbrbVDlrD2lZaZDFN2z7JlPVQ4cEZrq/s1600/Posting_2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="301" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXxYJ5HXT6jqICATai2iYr621bGtzWh-UlZ66mp6HZOES-JW9qlJveudzJ7NBEHmLUsK4ihCQ3Z559B3sdW37Wm4Vtc5338pGul2PylTRRCq8FDgbrbVDlrD2lZaZDFN2z7JlPVQ4cEZrq/s1600/Posting_2.jpg" width="400" /></a></div>
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</span><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">This approach is more often than not used
by the employers of the same group of organizations with the main objective of
concentrating in a single entity the control and management of a particular
activity and ensuring that the related actions and initiatives are performed
and implemented uniformly and consistently across all of the organization
entities involved.</span></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Differently from the traditional approach,
in this instance employees do not physically perform their working activities
in the hosting company, but continue to perform these in their original
employer premises. By reason of the legal constraints possibly imposed by the
local legislation, in such a case formally posting, delegating or seconding an
employee could hence reveal to be unnecessary or even counterproductive.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Employee posting may be subject to a series
of legal constraints and limitations provided for by two main categories of
regulations, to wit: lease of employees and social security contribution
payment rules. In essence, lease of employees regulations aim at preventing
that organizations not meeting the legal requirements set by the local
legislation and not having been expressly accredited by the specific authority
to take up this activity may lease personnel to other businesses. Whether a law
regulating the lease of personnel is in place in any given country, in order to
eventually be able to relatively easily support posting as being truly “genuine”,
and hence legal, employment law specialists must do their best to clearly
differentiate posting from the lease of employees. Whether an organization
should perform as its core activity the lease of personnel, for instance, this
would clearly charge a mark-up to the businesses requiring its services. To clearly
stress how the two approaches actually tell apart, the transferor should therefore
invariably rebill to the transferee the real costs incurred as recorded by its accountancy
department only, which are as such well-documented, too.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">In some countries, legislation may impose
some restrictions to the directive power exercised by the hosting company,
providing for this activity resting with the posting employer. From the
applications of the EU regulation and court case law across the European
countries it has emerged, for instance, that the power to determine the nature
of the activity performed by the posted employee must rest with the posting
employer. This does not entail that the delegating organization has to necessary
give posted employees detailed instructions about their daily duties and the
way these have to be performed, but that the final outcome, both in terms of
product and service, has to be defined by this (Social Europe, 2012). This
requirement is clearly consistent with the legal tenet, introduced in some
countries, according to which posting has to be invariably implemented in the
interests of the delegating employer.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">An additional aspect which needs to be duly
taken into consideration is that concerning the payment of social security
contributions. Posted employees may be covered by their home social security
system for up to a given number of years (in Europe at large up to two years).
Legislation may also provide for a break, whose length of time is expressly
specified by the local regulation, before the same individual may be posted
anew to the same employer.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">In the event the delegation period is due
to last longer than the maximum period provided for by the local legislation,
it might be possible to request an exemption to the local Authorities. The
exemption is essentially aimed at obtaining an extension of the duration of the
posting period without prejudice to the posted employee rights in terms of
social contributions payment. The length of the extension varies according to
the agreement ratified between the relevant Authorities.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">As discussed earlier, when employers have
recourse to secondment with the only aim of transferring the individual
functional lead, the seconded employee is not actually transferred but continues
to regularly work in the transferor premises. In such cases, rather than adopting
the traditional approach requiring an agreement to be signed with each
individual, subject to a precise and sometime restrictive regulation, which might
additionally be the object of difficult practical implementation vis-à-vis the
objective the employers aims at attaining, the transferee and transferor should
rather consider not to formally have recourse to posting, secondment or
delegation. Under such circumstances, a matrix approach might prove to be far
more appropriate and effective in the light of the intended objective. Rather
than formally delegating a number of people, the directives necessary to ensure
and monitor that things are done as expected, that is, according to the
standards and procedures set and decided by the transferee, could be given to
the executive or senior manager of the transferor relevant function or
department in order for this to convey in turn the instructions to the employees
concerned.</span></span></span></span> </div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSVB4LHE5PQ4_hVOYOB9m1x963v84DeDo6CjicA674BL0sBPgBDDoPePwotJ0E7LqLQKdG3Hnr1PQ35F3HJwwgS8ZnGhwJmkIGoNv7Y-CIbP9c8nnbZJDOmZXucA-LYy5CU61tlzyyDbse/s1600/Posting_3.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgSVB4LHE5PQ4_hVOYOB9m1x963v84DeDo6CjicA674BL0sBPgBDDoPePwotJ0E7LqLQKdG3Hnr1PQ35F3HJwwgS8ZnGhwJmkIGoNv7Y-CIbP9c8nnbZJDOmZXucA-LYy5CU61tlzyyDbse/s1600/Posting_3.jpg" width="345" /></a></div>
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<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">This approach would be
sorely similar to a matrix approach according to which the functional lead is
assigned to the person(s) in charge of the specific activity, for instance, at central
level. The most significant benefit of this option is indeed represented by the
circumstance that this does not require the signature of any formal written
document. Yet, rather than involving in the process a considerable number of
people, this approach would require the involvement of the executive or senior
manager in charge of the specific Unit in the local organization entity only.</span></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh4VKuh9O3j1HpvkKypc7U_geGM4iI6HtKA-8ahAeVPG5Z7hxM-3j6RIpT74dnbf_P1L2KSDZsqu70ZKQ94gPGw-RdakgpydliUcA4JQO7a215Q-QgX56I8-7nCcFG3ex7uZ9xBYwVYjlL5/s1600/Posting_4.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="322" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh4VKuh9O3j1HpvkKypc7U_geGM4iI6HtKA-8ahAeVPG5Z7hxM-3j6RIpT74dnbf_P1L2KSDZsqu70ZKQ94gPGw-RdakgpydliUcA4JQO7a215Q-QgX56I8-7nCcFG3ex7uZ9xBYwVYjlL5/s1600/Posting_4.jpg" width="400" /></a></div>
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<span style="font-family: "Verdana","sans-serif"; font-size: 10pt;"><o:p> </o:p></span></div>
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<br />
<span style="font-family: "Verdana","sans-serif"; font-size: 10pt;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">As discussed earlier, in order to justify the
rebilling of the individual labour costs the adoption of this approach only
requires the subscription of a service level agreement between the two
employers concerned, whereas no delegation agreement needs to be signed by the potentially
delegating employer and its employees.</span></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The executive or manager of the potential
transferor will discuss the plan of action and next steps with his/her
potential transferee counterpart and give instructions locally accordingly.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">This approach offers indeed considerable
advantages in terms of:</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><b><span style="font-family: "Verdana","sans-serif";">Flexibility</span></b><span style="font-family: "Verdana","sans-serif";"> – whether some
employees should no longer be available for any given period of time, different
individuals could cover without any additional administrative burden;</span></span></span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><b><span style="font-family: "Verdana","sans-serif";">Implementation ease</span></b><span style="font-family: "Verdana","sans-serif";"> – no discussions
have to be held with the individuals identified for the assignment and no
delegation letter needs to be signed;</span></span></span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><b><span style="font-family: "Verdana","sans-serif";">Lack of time
restraints</span></b><span style="font-family: "Verdana","sans-serif";">
– the implementation of this arrangement is not subject to any time restraint
in terms of duration and hence renewal;</span></span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: Wingdings; mso-bidi-font-family: Wingdings; mso-fareast-font-family: Wingdings;"><span style="mso-list: Ignore;">ü<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><!--[endif]--><b><span style="font-family: "Verdana","sans-serif";">Considerable
reduction of legal risks </span></b><span style="font-family: "Verdana","sans-serif";">– the introduction and execution of a functional matrix
approach is very unlikely to give rise to any claims. The potential transferor manager(s)
keeps constant contact with the functional leadership by video, call conference
and travel when required. A functional internal reorganization might eventually
be implemented by the potential transferor in order to allocate the most suitable
manager to the different units and ensure the process to work smoothly and
flawlessly.</span></span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt 36pt; mso-list: l0 level1 lfo1; tab-stops: list 36.0pt; text-align: justify; text-indent: -18pt;">
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif";"></span></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The SLA-exclusively-based approach,
notwithstanding, does not represent a solution completely immune from drawbacks.
On the flip side, this approach may, for instance, entail a<span style="mso-bidi-font-weight: bold;"> looser control over individuals compared to
the traditional method. </span>The circumstance that control is exerted elsewhere
by means of an intermediate manager, that is to say indirectly, might risk posing
some difficulties during the execution phase. Nevertheless, training sessions,
video conferences and other similar means can occasionally be used to update and
provide information on the technical procedures and topics associated with
their assignment directly to the employees concerned.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Service
level agreement distinguishing features<o:p></o:p></span></span></span></b></div>
<span style="font-family: Verdana, sans-serif; font-size: small;">
</span><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The agreement entered into by the two
employers merely describes the provision of a service, it is not intended to contain
the employees’ identification and details, and does not thus require the employees’
agreement and signature.</span></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span><br />
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The duration of the service provision can
be varied at relatively short notice, without any prejudice to the people
performing the activities linked to the agreement. This may include the
automatic expiration at the end of the pre-set term, unless renewal is
expressly agreed at a given time before the agreement expiration date.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Another important factor is ensuring that the
number of employees in charge of performing the activities is consistent and
relevant to the scope and extent of the service provision.</span></span></span></div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
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<span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"></span></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span style="font-family: "Verdana","sans-serif";"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The
impact of the different possible layers of legislation<o:p></o:p></span></span></span></b></div>
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">As discussed in several occasions earlier, when
involving employers located in different countries, posting, secondment or
delegation can be subject to a number of constraints coming from different
levels of legislation. Some limitations can be provided for by the national
legislation, whereas other restrictions can be imposed at European and global
level according to the provision regulating this subject in the different
countries.</span></span></span></span> </div>
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</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgzorB3LwXKPFvnuEkoLXmoHykfFB6a6YBLqvdafaI4uEOIaME2Ln9tWeuMyVphwzvyk7WlFSJv_9AuPEaPSpzO7-xfZcBXdzAlJbd3P1AjmrcB21fiWd31cEL3ijXsIVj9GZt_Mf-aDGh-/s1600/Posting_5.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="196" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgzorB3LwXKPFvnuEkoLXmoHykfFB6a6YBLqvdafaI4uEOIaME2Ln9tWeuMyVphwzvyk7WlFSJv_9AuPEaPSpzO7-xfZcBXdzAlJbd3P1AjmrcB21fiWd31cEL3ijXsIVj9GZt_Mf-aDGh-/s1600/Posting_5.jpg" width="400" /></a></div>
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<span style="font-family: "Verdana","sans-serif"; font-size: 10pt; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"><span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">It has to be stressed the circumstance that
as often as not the level of concern emerging from the different legislation
layers varies and widens proportionally according to the extension of the geographical
application of this option.</span></span><br />
<span style="font-family: "Verdana","sans-serif";"></span><br />
<span style="font-family: "Verdana","sans-serif";"></span><br />
<span style="font-family: "Verdana","sans-serif";"></span><br />
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">Whereas at domestic level the main legal
concern is typically represented by the respect of some procedural
requirements, at European level the legislator concern rises at National
Insurance and social security contributions payment level. The aim is clearly
that to protect employees from the risk that an exceedingly long assignment
abroad may jeopardize their pension entitlement and rights.</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"></span> </div>
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<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">Employers have to be prepared to deal with
additional rules whereas in the countries they operate a specific legislation
regulates the lease of employees.</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">At global level, in addition to all of the
constraints which can exist at local level, employers have to be ready to
manage secondment also in the light of the tax legislation applicable both to
the employee and the employer in the country of the hosting company. With
specific reference to the hosting employer location, organizations need to gain
all of the necessary information about the tax legislation and eventually the
local government assumptions about the circumstance that employee posting might
be considered as a permanent establishment, that is to say as a means for the
employer setting a local branch in the foreign country.</span></span></div>
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<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"><span style="font-family: Verdana, sans-serif;">It clearly transpires that the wider the
geographical extent of posting, the trickier this is to manage and the wider
and deeper the impact of legislation. Whether an employer has an interest in
posting an employee abroad and cannot count on a comprehensive legal expertise
internally, this should not hesitate to seek professional legal advice in order
to ensure that all of the requirements provided for by the relevant regulations
are fully met. The legal implications associated with posting are in fact sorely
wide; as we have seen, it is not only about employment law legislation, but
also about tax and commercial law regulations. Professional legal advice can
definitely avert employers suffering the undesirable and unpleasant consequences
which can arise from not strictly observing all of the relevant regulations.</span></span></div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<div class="MsoNormal" style="margin: 0cm 0cm 0pt; text-align: justify;">
<span style="font-family: "Verdana","sans-serif";"></span> </div>
<span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">Longo, R., (2015), <i style="mso-bidi-font-style: normal;">Posting, delegation or secondment: is it invariably necessary?</i>;
Milan: HR Professionals [online].</span></span></span> </div>
</div>
Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.comtag:blogger.com,1999:blog-1857542152019298128.post-1946835217575100792014-12-28T19:42:00.002+00:002015-08-09T14:15:38.922+01:00Employers are constantly changing, trade unions are not<div dir="ltr" style="text-align: left;" trbidi="on">
<div style="text-align: justify;">
<br /></div>
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<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"><span style="font-family: Verdana, sans-serif;">It
is an axiomatic fact that the pace at which the world has evolved and is still changing
has definitely quickened. Technological advances, a restless globalisation
process and governments’ intervention in many aspects directly and indirectly impacting
the business world are continuously prompting employers to change and adjust
their organization’s structure and strategies. The pressure coming from the
exogenous environment can indeed take different forms and shades, but for
employers the biggest challenges and threats are those posed by the market or
global market where these compete, that is, by their competitors.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgP8DWfH3bkXg63poTMJvOTVhZc2WO8IqN1NAbn8sF46DCtrFZXlPQ4JplELBDxfWaepSg3FzKteSlTNtUDJdgY6srjMK-TQRyBgQ4nCH9mewFhBACHLfXNoqYwXmWNTfsm5-vkXI8HVHKt/s1600/1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="184" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgP8DWfH3bkXg63poTMJvOTVhZc2WO8IqN1NAbn8sF46DCtrFZXlPQ4JplELBDxfWaepSg3FzKteSlTNtUDJdgY6srjMK-TQRyBgQ4nCH9mewFhBACHLfXNoqYwXmWNTfsm5-vkXI8HVHKt/s1600/1.jpg" width="320" /></a></div>
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<span style="font-size: x-small;"><span style="font-family: Verdana;"><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The frequency at which new entrants appear in the market and
mature, lacklustre, listless organizations are forced to leave this is constantly
increasing. Employers are thus continually prompted to simultaneously respond
to the pressure coming from a world in constant evolution and the attacks launched
by competitors, which are clearly forced to adapt to and possibly anticipate
the future trends, too. Individuals deciding to set and run a business have to
first and foremost make accurate and careful decisions about: the market(s)
these want to enter, the positioning of their brand and the consumer target these
want to reach. To stay in business, employers subsequently need to engage in a
struggle to hopefully beat and stay ahead of the competition and hopefully gain
and maintain competitive edge.</span></span><br />
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Employers have learned over time that adapting to the
current trends and hopefully anticipating the future ones is of paramount
importance, insofar as having genuinely accepted that innovation, readiness to change
and flexibility have to be nowadays considered as mandatory prerequisites for
the success of a modern organization. It can hardly be averred on the other
hand that unions have undergone a similar transformation process; it seems in
fact that the way unions’ officials and representatives perform their
activities has not changed by any means with the passing of the years.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The role and scope of trade unions is clearly important and
indeed socially relevant. The core activity performed by labour unions is essentially
that to safeguard the interest of their adherents and bargaining on their
behalf the organization’s employment terms and conditions, pay included, with
employers. Ensuring employee job security and adequate working conditions definitely
represents a further fundamental purpose trade unions aim at accomplishing. In
addition to these main objectives, unions usually also provide their members ancillary
services such as financial assistance, legal advice and learning and training
opportunities.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">The significance and value of
the role played by unions, in the light of the objectives these intend to attain,
is clearly unquestionable. Notwithstanding, unions have over time mostly improved
their offering in terms of ancillary services, whereas their power and
effectiveness has sensibly decreased in terms of bargaining power. The European
picture is indeed sorely varied; in Northern Europe countries, namely Finland,
Sweden and Denmark, for instance, union density still seems to hold on, whereas
in other areas of Europe, namely Austria, France, Germany, Netherlands and
United Kingdom from 1980 to 2010 union density has practically halved. The
reason why union membership is still high in Northern Europe countries is indeed
explained by the circumstance that in those countries it has been set and run
an unemployment insurance programme, Ghent System, directly managed by unions.</span></span></span><br />
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span><br />
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span><br />
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span><br />
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span> </span> </span><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjIfpKdrUzn5uvFB78NvgPj1anhlhyfbcIIgRT7Ql4mohyjt1A0Em6gEA_8UdNqm6bKve-l0ILNE-u1_t8wfsQUM36W0UkOWvwxQEkxW8MDJoPzLii6QqcyIhyphenhyphenByS2LQoD_Vetw2YIporp/s1600/2.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjIfpKdrUzn5uvFB78NvgPj1anhlhyfbcIIgRT7Ql4mohyjt1A0Em6gEA_8UdNqm6bKve-l0ILNE-u1_t8wfsQUM36W0UkOWvwxQEkxW8MDJoPzLii6QqcyIhyphenhyphenByS2LQoD_Vetw2YIporp/s1600/2.jpg" /></a></div>
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<span style="font-size: x-small;"><span style="font-family: Verdana;"><o:p><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">As a general rule, trade union membership is much more
widespread amongst public sector employers, which have in relatively recent
times recurrently been the object of privatization and downsizing processes,
and bigger organizations. Unions do not reportedly seem to appeal to younger generations.
The primary reason for employee organizations progressively losing ground is due
to the circumstance that employee pay is more and more agreed by employers and
employees at individual rather than at collective level. Yet, in many regions, despite
the existence of national-level or industry-level collective agreements, the reward
packages of professional and management roles are habitually agreed at
individual level. Notwithstanding, in some areas trade unions still definitely
play a remarkable role within organizations, even more so whenever employers need
to implement plans of action leading to the closure of some business units,
transfer of employees, layoffs and change of employment terms and conditions.</span></span><br />
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">The approach unions habitually adopt to respond to employers
requests whether these do not meet unions’ expectations or to support their own
request during negotiations is that to call for a strike. In essence, the right
to strike is virtually universally recognized and is used by unions to put
pressure on employers and dissuade these from relentlessly safeguarding their interest.</span></span></div>
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<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Despite calling for and
staging strikes does represent a very ancient practice, it is not with
reference to this attitude that unions show not to have made any progress over
time when sitting at the negotiations table. What in general distinguishes
trade unions attitude is to assume and take for granted that once an employer
has conceded any given allowance or benefit this has to be for life,
irrespective of what it may happen in the future. Employer decisions and
consequent concessions are indeed invariably made according to the current
circumstances. When the economic and financial landscape is encouraging and the
business is prospering the employer is clearly open to make even generous
concessions, but when the economic and financial outlook becomes grim it is
common sense and according to the circumstances even necessary for employers to
limit or make no concessions. This is even more important to help employers to
preserve the stability and existence of the business and protect the job of all
the employees.</span></span></span><br />
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;"></span></span></span> </o:p></span> </span> </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhpL1hXWKVyCcAK5sN6oifuFBYgK0_8pqVmYICjw5Yc47fYIY_Awns8SF_HD3yLGQRov3WN4Wqo19a2YwB63Y9Oroxs5m48M-dREQf5FMn6fe9lVGiKZt4HogGpklwXi0JQkOnNbuVza4l6/s1600/3.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhpL1hXWKVyCcAK5sN6oifuFBYgK0_8pqVmYICjw5Yc47fYIY_Awns8SF_HD3yLGQRov3WN4Wqo19a2YwB63Y9Oroxs5m48M-dREQf5FMn6fe9lVGiKZt4HogGpklwXi0JQkOnNbuVza4l6/s1600/3.jpg" /></a></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Taking, for instance, the Lufthansa case, the pilots' union Vereinigung
Cockpit (VC), which represents approximately 5,400 Lufthansa pilots, is striving
to maintain a pension programme enabling pilots to retire at the age of 55
whereas still receiving up to 60 percent of their pay, somewhat of a transition
payment, until formal retirement occurs at 65. It is glaringly obvious that the
German flag carrier would have never ever made the decision to grant such a
privilege to its pilots at this moment in time. This is clearly a concession
made in the past, namely when low-cost, no-frills carriers had not yet invaded
the flight markets causing remarkable problems to the existing carriers in the
short- to mid-haul flights segments and gulf airlines were not adding further
pressure offering extremely competitive fares in the long-haul market.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">It is not completely clear
what the Lufthansa position is as regards the currently employed pilots, but it
is utterly comprehensible the German airline decision to resist the pilots’
union request to extend such a privilege to new recruits. The pressure faced by
pilots when performing their regular job is indeed unquestionably remarkable, but
do not working for 10 years receiving 60 percent of pay before receiving full
pension at 65 is a benefit which certainly has no parallel. It is unrealistic
assuming that the company would have ever introduced such a “decades-old” early
retirement scheme hereupon. Pilots’ union should sit at the negotiations table
with the objective awareness of the current, sensibly different landscape
characterizing the airline industry globally. On the other hand, however, albeit
the decision to not extend to new recruits this benefit can be considered
justified, the employer cannot assume to fully withdraw the scheme for existing
pilots either. Postponing the moment at which the transition payment can
actually be offered, whereas slightly increasing the current salary or paying a
monthly amount to a pension fund in charge of providing pilots with an income
during the period in between these stop working and formally retire could be,
for instance, considered as viable options and a satisfactory trade-off for
both parties. Negotiations are still underway, but unions request to maintain
the pension scheme exactly as it stands and extend it to newcomers can be actually
considered as fairly impracticable under the current circumstances.</span></span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhW2555vNePMEB_pJGrl6qnHo8B-3dBAksPEB0Uf1jlgrk9UmIgppf2nbAm-wQaiNoByR_om_moGnckvbVDEpKSW9W9kYFIsBopVWP1GjtxBWvpRNvJAZnySi4b44JziBao8cQYiPY0-jZE/s1600/4.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhW2555vNePMEB_pJGrl6qnHo8B-3dBAksPEB0Uf1jlgrk9UmIgppf2nbAm-wQaiNoByR_om_moGnckvbVDEpKSW9W9kYFIsBopVWP1GjtxBWvpRNvJAZnySi4b44JziBao8cQYiPY0-jZE/s1600/4.jpg" /></a><span style="font-family: Verdana, sans-serif;">The public opinion is habitually supporting employee
initiatives, but in this specific case people at large are distancing
themselves from the pilots’ union position. The German newspaper Bild wrote
rather harshly that "in their cockpits, the pilots are in cloud cuckoo
land" and that "for Lufthansa it's about surviving merciless
competition. But the captains care only about their fat pensions and the dream
of the good old days when there weren't any budget carriers." The severity
of the commentator is self-explanatory of the feeling the German public has about
this story; notwithstanding, this situation may clearly have serious
consequences for the carrier. To cushion the blow, Lufthansa has sent to all of
the customers who have joined its frequent flyer programme an e-mail explaining
the current situation, representing the employer concern for its long-term
competiveness capability and expressing its commitment to reach an agreement
with pilots and overcome the problem as quickly as possible. Yet, as a concrete
evidence of Lufthansa discomfort with the current state of play, the carrier
also automatically awarded its customers a number of status miles in their
mileage account.</span><br />
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<span style="font-family: Verdana, sans-serif;">More often than not, unions assume and maintain that whether
an employer is in good health today this entails that this can make life-lasting
concessions without limitations, overlooking that things can change rapidly and
that, whether the current management is not cautious and prudent, is the
stability of the entire business which can be put in jeopardy, what worse even
irreversibly.</span></div>
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<span style="font-family: Verdana, sans-serif;">Staying in Germany, it did not go
unnoticed the action called last November by the GDL, the labour union of
national railways - Deutsche Bahn - drivers. The union called for a two-day
strike to support a request for a 5 percent pay increase coupled with a
reduction of the working week to 37 hours for 20,000 drivers. Irrespective of
the appropriateness of the request, it cannot be denied that asking for a
salary increase and a simultaneous reduction of the working time sounds rather disproportionate
these days; you cannot have your cake and eat it. GDL has also attracted widespread
criticism for having declined every form of mediation.</span></div>
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<span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Industrial actions may sometimes
produce counterproductive effects. In Germany, the frequency of these unions’
initiatives, indeed not really alarming compared to the other European
countries, has prompted the German government to work on a bill aiming at averting
that a relatively small number of employees may paralyze the whole country. In the
GDL specific case, the Board of Deutsche Bahn has indeed tried to ask a state
court to issue an injunction to prevent the strike, but the court clearly rejected
the employer request.</span></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiM8jUQuFiUOv2WDg1AlgwPguil6Kq3vUKbWPW1-4YRf92MkeQ9FL7E3EFJXY6wFgEMkT4_PRkp5pdQWpmR83VoTanO2mj1lbglhlqnLLJOH5FwYXwkCL2VqdmZGmu_VcrhMLhjkE4M615N/s1600/4a.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiM8jUQuFiUOv2WDg1AlgwPguil6Kq3vUKbWPW1-4YRf92MkeQ9FL7E3EFJXY6wFgEMkT4_PRkp5pdQWpmR83VoTanO2mj1lbglhlqnLLJOH5FwYXwkCL2VqdmZGmu_VcrhMLhjkE4M615N/s1600/4a.jpg" /></a></div>
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<span style="font-size: x-small;"><span style="font-family: Verdana;"><o:p><div style="text-align: justify;">
<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Getting back to the airline
industry, it also appears to have no absolutely clear foundations the four-day
strike called by the Unac and SNPNC-FO unions’ of the French branch of easyjet
during the last Christmas holiday season. The reason for the union action is in
part due to the increasing frequency cabin crew schedule is modified, up to
twenty times per month and all too often at very short notice, and in part to
deter the company to reduce staff bonuses of 25 percent whereas increasing the management
ones. Whilst the union request aiming at increasing the management awareness of
the hardships faced by employees to get an acceptable work-life balance is
completely and sorely justified, it is apparently not completely understandable
the reference to the bonuses. According to the Luton-based airline management in
fact this topic is annually discussed with unions; negotiations have just
recently begun and are still underway.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">Much more consistent, practical
and pragmatic has proved to be the support provided by Italian Unions to the
entire employee population of the Palermo branch of Accenture. On October 31<sup>st</sup>
this dismissed the entire workforce formed by 262 employees. After intense
negotiations, unions reached an agreement with Accenture and BT, which was indeed
the only customer of the Accenture Palermo’s branch, on the basis of which the overall
staff will be employed by Atlanet, a company fully owned by BT, accepting a 10
percent pay and 25 percent working time reduction.</span></span></div>
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<span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">It transpires that in this case
trade unions adopted, as it should invariably be the case, a constructive and realistic
approach to negotiations and it can be argued that the final agreement, given
the circumstances, may be deemed as rather satisfactory. It is hardly
imaginable, whether unions would have insisted for all of the employees to be
hired by Atlanet with exactly the same terms and conditions these were employed
by Accenture, that an agreement would have been actually reached.</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhFmtEtrbyjGxgwbOBsoITL7iYYJzaf2dbjLUsJKpESbqmkx5oH0WBud5EX09PGAXlkl_Q364N4ct_Uxl8pNg7AeHCGa3lu7GFoFDWzvjmRkc8O08LOI3Py8voakqHxFgW9pNiTy9Od_OoL/s1600/last2.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhFmtEtrbyjGxgwbOBsoITL7iYYJzaf2dbjLUsJKpESbqmkx5oH0WBud5EX09PGAXlkl_Q364N4ct_Uxl8pNg7AeHCGa3lu7GFoFDWzvjmRkc8O08LOI3Py8voakqHxFgW9pNiTy9Od_OoL/s1600/last2.png" /></a><span style="font-size: small;"><span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Trade unions play without a
shadow of a doubt a significant role within the business contest, but their
role necessary needs to evolve and can no longer be intended as that to just enabling
employees to have their relevant share of the cake, every time a cake seems to
have been freshly baked or intervene in case of impending disaster. Unions’
perspective should more and more coincide and correspond with that of the employers,
with whom these should share the main aim in terms of employment, that is,
ensure and preserve employment sustainability over time. Rather than arguing
with a business management over the size of the cake’s slice, these should
first and foremost ensure that the employer is investing the required share of
profits to gain and maintain competitive edge in the long-term, ensuring thus
employment stability over time. In the not-too-distant future rather than the
bonus topic these may be otherwise called to discuss redundancies, layoffs and
similar undesirable issues; invariably extremely tricky to address, provided that
these can be actually habitually properly addressed.</span></span></span></div>
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<span style="font-family: Verdana, sans-serif;">Labour unions should act as
somewhat of organizations’ partners and approach the different issues both from
the employee and employer perspective; employers should indeed adopt the same approach,
too. Unions should thus take care about the business and its operations as much
as the employer does, since this is the only, real practical way to preserve
employment stability. Once unions have demonstrated that they really care about
the organization future, gaining full credibility, these will be in a better
position to make suggestions about, for instance, the approach to be used to
share the remaining organization profits.</span></div>
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<span style="font-family: Verdana, sans-serif;">Nowadays, employers at large tend
to offer employees adequate reward packages and terms and conditions of
employment. Notwithstanding, in those cases in which this should not be the
case or where employers fail to introduce and implement fair and equitable practices,
trade unions can and have the duty to intervene.</span></div>
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<span style="font-family: Verdana, sans-serif;">This duty is not clearly limited
to the subject of reward or even work-life balance per se; in the case of
easyjet, for instance, the impact an exceedingly frantic schedule can have on
employee well-being and the implications it may produce in health and safety terms
can be remarkable. However, also in this case unions need to face the issue
pragmatically and taking into consideration the employer outlook and the specific
features and characteristics of the low-cost airlines. Flight attendants of
no-frills airlines, for example, once the aircraft lands and passengers
disembark, have habitually thirty minutes only to prepare the cabin before the
new flight’s passengers board the airplane. Low-cost companies have to reduce
to a minimum their stay in the airports tarmacs to reduce costs. The work of
low-cost airlines flight attendants is definitely more hectic than that
performed by their traditional carrier counterparts. It could be argued that it
has to be by definition, but helping employers finding new, viable solutions
enabling staff to maintain their performance, whereas reducing stress and
efforts should be considered as one of the primary, arguably the primary, unions’
concern.</span></div>
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<span style="font-family: Verdana, sans-serif;">Merely protesting, claiming that
things are not properly managed and call for industrial action at the drop of a
hat is clearly straightforward, but whether union officials want to elevate their
professional standard at a higher rank, these have to seriously and
professionally analyse the current organization circumstances and the relevant
industry scenario, investigate the future trends and possible developments and
objectively formulate viable and likely effectual propositions. Such a new
union role would be clearly appreciated by employers, which more often than not
just strive to stay afloat and ahead of the increasingly harsher competition.</span></div>
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<span style="font-family: Verdana, sans-serif;">The final decision clearly
invariably rests with the organizations’ board, but effectively supporting
employers in their quest to gain and maintain competitive advantage or come up
with new, viable ideas putting in serious difficulties the employers trying to
implement cunning plans at the expense of their employees would definitely
represent the best approach modern trade unions should adopt to do their adherents
a great service.<o:p></o:p></span></div>
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</span></div>
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<o:p><span style="font-family: Verdana, sans-serif;"></span></o:p> </div>
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<span style="font-family: Verdana, sans-serif;">
<span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Longo, R., (2014), </span><i style="mso-bidi-font-style: normal;"><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-font-size: 11.0pt; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">Employers
are constantly changing, trade unions are not</span></i><span style="font-family: "Verdana","sans-serif"; mso-ansi-language: EN-GB; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: SimSun; mso-fareast-language: ZH-CN; mso-fareast-theme-font: minor-fareast;">; Milan: HR Professionals, [online].</span></span></div>
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Rosario Longo - HR Professionalhttp://www.blogger.com/profile/13865532427214863352noreply@blogger.com