Trendy and arguably even “shiny object” HR policies in the private sector, especially tech firms, grab a lot of headlines. So, when I read this blog post about how “HR Mavericks” were abolishing HR departments and replacing them with an Employee Experience department, I wanted to know what some of the INGOs’ more innovative HR leaders thought about the concept. Rest assured there is a lot going on to transform HR in our sector, with a focus on making sure that the right people are in place at the right time and aligned with the mission and values to be effective from day one.
This guest post is by Mike Culligan, LINGOs’ Director of Last Mile Learning and one-half of the expert duo (with Sam Davis of Save the Children UK) leading the management development Pre-Conference Workshop on October 13. Check back on the LINGOs blog for more posts from our workshop leaders and keynote speakers! For more information on LINGOs’ Global Learning Forum, visit our website.
The relationship between managers and their employees is a key predictor of the overall health of an organization. Strong managers result in more productive, engaged and committed employees. These employees, in turn, contribute more effectively to the strategy and goals of the organization.
However, while the potential impact of strong manager-employee relationships is generally accepted, often organizations have a hard time acknowledging how difficult it is to get this dynamic right in the first place, and fail to recognize the real impact to the organization when teams fail. Too often, when we retrace our (mis)steps from an undesirable outcome, we focus exclusively on the concrete inputs – budget, calendar, resources (human and otherwise) – without acknowledging that a significant cause can be dysfunctional team dynamics, inadequate communications, or any of a number of weaknesses that contribute to poor management.
So how does an organization avoid this problem? Too often, we resolve to “hire smart people” – development professionals who are good at their technical area of focus (health, watsan, small enterprise development, agriculture, etc.) – and expect that they will grow into the role of a manager as they are promoted through the ranks. This leaves new managers in the position to teach themselves, at cost to their own development and that of their employees.
The alternative, developing a training program for new managers, is daunting. The steep time and development costs of creating a management training program is prohibitive, the skills required to create a curriculum are often unavailable, and organizations often lack the budget to acquire the training materials to implement the program.
Enter LINGOs. This month, representatives of LINGOs member organizations are initiating a series of meetings in England, the US and online to look at ways that we can improve the management capacity building of our agencies by working together. The premise is simple: While each of our organizations is unique, good people management is based on several precepts that apply just about everywhere – even in organizations of diverse structures and missions. Are there ways we can learn from each other and share resources, so that we make good management a far more manageable task (excuse the bad pun)?
These meetings will culminate at the LINGOs Global Learning Forum’s Pre-Conference Workshop, “7 Steps for Creating a Management Development Strategy in Your Organization.” There, participants will work on developing a blueprint for management training in their organizations. We’ve been collecting and analyzing the experiences of organizations that already have management development programs, and exploring their curricula, competencies, and skill maps. When you participate in the Pre-Conference Workshop, you’ll be learning from these other agencies’ experiences: tuning in to the commonalities we’ve found between them, discussing their lessons learned, and identifying key success factors.
So whether you have a management development strategy that you’re looking to revamp, or you’re just facing the task of compiling one, the Pre-Conference Workshop will provide a map of what already works for organizations much like your own.
Find more details and register for the Pre-Conference Workshop here. We hope you can join us on October 13!
A recent survey by Jane Hart asked her blog readers to rate 10 different ways they learn at work. As you can see here, the results of the survey are provocative, and challenging to Learning and Development (L&D) teams. However, her results likely don’t represent the reality of the learners we serve in the development, relief and conservation sectors. While 3,500 readers responded to the survey, very few were from the global South and over 50% of the respondents worked in HR/L&D.
So, let’s explore the different ways that development, relief and conservation workers learn!
Please share the link to this brief survey with your learners around the world. We want to know how learners in your organization rate 10 different ways they learn at work. We will keep the survey open for one month, and results will be published in the next LINGOs newsletter. We will then use the data to:
- inform a series of articles that outline the challenges of the new world of learning
- identify models to evolve the traditional role of L&D teams, and
- introduce LINGOs resources that help address the new realities of learning in the workplace.
Please share the link to the survey widely and often! The URL is: https://www.surveymonkey.com/s/CYNVVSK
If you’re interested in learning more about the resources available to NGOs through LINGOs, sign up for our monthly newsletter here.