Lesson Learning Outcomes
1
Exploring workplace inclusiveness
2
Evaluate ways in which we can building high
performance project teams
3
Examine succession planning strategies
Big Idea
Big Idea
–
–Peter DruckerPeter Drucker
Is your Project
Is your Project TTeam Inclusive?eam Inclusive?
•
•According to an Accenture Survey: According to an Accenture Survey: ••68% 68% of leaders think their workplace is inclusiveof leaders think their workplace is inclusive
•
•However, only However, only 36%36%of employees think their workplace of employees think their workplace is inclusiveis inclusive
•
•Only Only 2.8% 2.8% of women are in CEO positionsof women are in CEO positions
•
•Why do you think these gaps exist?Why do you think these gaps exist?
This Photo
This Photoby Unknown Author is licensed by Unknown Author is licensed under under CC BYCC BY–NCNChttps://www.accenture.com/auhttps://www.accenture.com/au–en/about/inclusionen/about/inclusion–diversity/culturediversity/culture–equalityequality–research?c=acn_au_cultureequalitygoogle_11161046&n=psgs_0320&gclid=EAIaIQobChMInKXnnrHQ6QIVWojVCh2L6QLoEAAYASAAEgJI4Presearch?c=acn_au_cultureequalitygoogle_11161046&n=psgs_0320&gclid=EAIaIQobChMInKXnnrHQ6QIVWojVCh2L6QLoEAAYASAAEgJI4PD_BwED_BwE
Perception is Everything
Perception is Everything
•
•Employee perceptions to addressEmployee perceptions to address
•
•20% of employees don’t feel welcome at work20% of employees don’t feel welcome at work
•
•Approx. 1/3 don’t feel comfortable reporting sensitive Approx. 1/3 don’t feel comfortable reporting sensitive issuesissues
•
•Only 29% of feel that they have control over where, when Only 29% of feel that they have control over where, when and how they workand how they work
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY–SASAhttps://www.accenture.com/auhttps://www.accenture.com/au–en/about/inclusionen/about/inclusion–diversity/culturediversity/culture–equalityequality–research?c=acn_au_cultureequalitygoogle_11161046&n=psgs_0320&gclid=EAIaIQobChMInKXnnrHQ6QIVWojVCh2L6QLoEAAYASAAEgJI4Presearch?c=acn_au_cultureequalitygoogle_11161046&n=psgs_0320&gclid=EAIaIQobChMInKXnnrHQ6QIVWojVCh2L6QLoEAAYASAAEgJI4PD_BwED_BwE
Today’s Business Scenario: Apple
Today’s Business Scenario: Apple
•
•Suppose that you are a leader at Tech. company, ‘Apple, Inc.’Suppose that you are a leader at Tech. company, ‘Apple, Inc.’
•
•You want to compile a new diverse project team to create You want to compile a new diverse project team to create specific aspects of specific aspects of the iPhone the iPhone 11 camera11 camera
•
•Your hope is that members of the team will be inclusive, and Your hope is that members of the team will be inclusive, and given the right strategy, some of the team will fill other specific given the right strategy, some of the team will fill other specific roles, and/or become the leaders of the future at Apple.roles, and/or become the leaders of the future at Apple.
Considerations for Today
Considerations for Today
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•Given your mission to create a great team, today Given your mission to create a great team, today you will be considering how to: you will be considering how to:
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•Build high performance teamsBuild high performance teams
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•Create inclusivenessCreate inclusiveness
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•Fit into a work cultureFit into a work culture
•
•Perform succession planningPerform succession planning
https://www.apple.com/diversity/
https://www.apple.com/diversity/
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY–SASA–NCNC
Building High
Building High PPerformance erformance PProject roject TTeamseamshttps://www.thebalancecareers.com/howhttps://www.thebalancecareers.com/how–toto–buildbuild–aa–highhigh–performanceperformance–projectproject–teamteam–39968733996873
•
•Teams take time to reach peak performanceTeams take time to reach peak performance
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•Understand people’s work style, background, personality and abilityUnderstand people’s work style, background, personality and ability
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•Two theories of developing teamsTwo theories of developing teams
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•Tuckman’s original theory Tuckman’s original theory of team developmentof team development——forming, forming, storming, norming and performingstorming, norming and performing
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•SCARFSCARF–Status, Certainty, Autonomy, Relatedness, and FairnessStatus, Certainty, Autonomy, Relatedness, and Fairness
This Photo
This Photoby Unknown Author is licensed by Unknown Author is licensed under under CC BYCC BY–SASA–NCNC
Tuckman’s Model
Tuckman’s Modelhttps://www.teambuildingactivity.com/tuckmanshttps://www.teambuildingactivity.com/tuckmans–model/model/
Forming
Forming
Storming
Storming
Performing
Performing
Norming
Norming
Team
Team
Tuckman’s Model
Tuckman’s Model –FormingForminghttps://www.teambuildingactivity.com/tuckmanshttps://www.teambuildingactivity.com/tuckmans–model/model/
Forming
Forming
Storming
Storming
Performing
Performing
Norming
Norming
Team
Team
•
•Team needs much guidanceTeam needs much guidance
•
•Roles and processes not well understoodRoles and processes not well understood
Tuckman’s Model
Tuckman’s Model –StormingStorminghttps://www.teambuildingactivity.com/tuckmanshttps://www.teambuildingactivity.com/tuckmans–model/model/
Forming
Forming
Storming
Storming
Performing
Performing
Norming
Norming
Team
Team
•
•Understanding how team decisions are madeUnderstanding how team decisions are made
•
•Clear purpose, but not relationshipsClear purpose, but not relationships
Tuckman’s Model
Tuckman’s Model –NormingNorminghttps://www.teambuildingactivity.com/tuckmanshttps://www.teambuildingactivity.com/tuckmans–model/model/
Forming
Forming
Storming
Storming
Performing
Performing
Norming
Norming
Team
Team
•
•Relationships understoodRelationships understood
•
•Team show commitmentTeam show commitment
•
•Begin optimising processes Begin optimising processes
Tuckman’s Model
Tuckman’s Model –PerformingPerforminghttps://www.teambuildingactivity.com/tuckmanshttps://www.teambuildingactivity.com/tuckmans–model/model/
Forming
Forming
Storming
Storming
Performing
Performing
Norming
Norming
Team
Team
•
•Team committed to perform wellTeam committed to perform well
•
•Strategic focusStrategic focus
•
•Performing with little guidancePerforming with little guidance
•
•Several years later another stage was added to Tuckman’s Several years later another stage was added to Tuckman’s theory:theory:
•
•AdjourningAdjourning
–
–A closing stage of a projectA closing stage of a project
–
–Team members are acknowledged for their contributionsTeam members are acknowledged for their contributions
Add
Add–on to Modelon to Model
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY
Building High
Building High PPerformance erformance PProject roject TTeamseamshttps://www.thebalancecareers.com/howhttps://www.thebalancecareers.com/how–toto–buildbuild–aa–highhigh–performanceperformance–projectproject–teamteam–39968733996873
•
•Team must trust the leaderTeam must trust the leader
•
•Keep customers in mindKeep customers in mind
•
•Have clearly defined roles Have clearly defined roles and project aimsand project aims
•
•Set communication Set communication expectationsexpectations
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY–NDND
Activity 1A
Activity 1A: Tuckman’s Theory : Tuckman’s Theory
Form groups, recall that the iPhone team were developed to
Form groups, recall that the iPhone team were developed to create a specific aspects of the iPhone 11 camera.create a specific aspects of the iPhone 11 camera.
Q1. Describe the final five components of Tuckman’s
Q1. Describe the final five components of Tuckman’s Theory in your own words.Theory in your own words.
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY–SASA
Activity 1B
Activity 1B: Tuckman’s Theory : Tuckman’s Theory
Identify the stages of teamwork below in the context of Tuckman’s Theory
Identify the stages of teamwork below in the context of Tuckman’s Theory
A.
A.The team are very committed and finalising the camera’s codeThe team are very committed and finalising the camera’s code
B.
B.The team understand each other and begin to optimise the iPhone The team understand each other and begin to optimise the iPhone camera featurescamera features
C.
C.The team don’t quite understand what each other does or what the The team don’t quite understand what each other does or what the camera will look likecamera will look like
D.
D.The team are clear about the iPhone project aims but not how they will The team are clear about the iPhone project aims but not how they will relate to their team members or leaderrelate to their team members or leader
E.
E.Dr X and Mr Y are acknowledged for their part in the iPhone camera Dr X and Mr Y are acknowledged for their part in the iPhone camera development and the project wraps updevelopment and the project wraps up
How do we Create
How do we Create IInclusiveness?nclusiveness?https://www.servicesaustralia.gov.au/organisations/abouthttps://www.servicesaustralia.gov.au/organisations/about–us/careers/workplaceus/careers/workplace–diversitydiversity–andand–inclusioninclusion
•
•Data analysts and Data scientists should be from culturally Data analysts and Data scientists should be from culturally diverse backgroundsdiverse backgrounds
•
•Flexible working hours should be providedFlexible working hours should be provided
•
•Celebrate days and events which are special to different Celebrate days and events which are special to different cultures and share storiescultures and share stories
•
•Allow analysts to have their different views of lifeAllow analysts to have their different views of life
•
•Make sure there is a gender balanceMake sure there is a gender balance
•
•Provide cultural awareness trainingProvide cultural awareness training
F
Fitting into a Work itting into a Work CCultureulture
•
•As we saw in Lecture 5, company culture is importantAs we saw in Lecture 5, company culture is important
•
•Being included is important, however you are also Being included is important, however you are also responsible for fitting inresponsible for fitting in
Q. How can you tell if you are a good work cultural fit?
Q. How can you tell if you are a good work cultural fit?
•
•Understand who is setting the cultureUnderstand who is setting the culture
•
•Look for trends in the teamLook for trends in the team
•
•Do some self analysisDo some self analysis
Q.
Q. What do you do if you don’t quite fit in?What do you do if you don’t quite fit in?
•
•Reflect on the reasons why you feel uncomfortableReflect on the reasons why you feel uncomfortable
•
•Consider it a growth opportunityConsider it a growth opportunityhttps://www.hubgets.com/blog/companyhttps://www.hubgets.com/blog/company–cultureculture–fit/fit/
Activity 2: Think
Activity 2: Think–PairPair–ShareShare
•
•Form pairsForm pairs
•
•Watch the video on Watch the video on multicultural analytics teams multicultural analytics teams and answer the and answer the following questions.following questions.
https://www.youtube.com/watch?v=R4wljcurYdA
https://www.youtube.com/watch?v=R4wljcurYdA
Q1. What motivates the first analyst (
Q1. What motivates the first analyst (MebrulinMebrulinFrancisco) in the video?Francisco) in the video?
Q2. What is multicultural analytics?
Q2. What is multicultural analytics?
Q3. The team members in the video are asked for three words to
Q3. The team members in the video are asked for three words to describe themselves. What do they have in common?describe themselves. What do they have in common?
Describe yourself in three words to your partner. Share with the class
Describe yourself in three words to your partner. Share with the class and let’s see if there is a common theme. and let’s see if there is a common theme.
What is Succession Planning?
What is Succession Planning?https://glistrategies.com/10https://glistrategies.com/10–successionsuccession–planningplanning–bestbest–practices/practices/
•
•Succession planning Succession planning is about developing staff for is about developing staff for particular roles, including leaders, of your particular roles, including leaders, of your organisationorganisation
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC BYCC BY–SASA–NCNC
https://glistrategies.com/10https://glistrategies.com/10–successionsuccession–planningplanning–bestbest–practices/practices/
First considerations in the succession planning process:
First considerations in the succession planning process:
•
•Plans should not be complexPlans should not be complex
•
•Regular monitoring of roles assesses Regular monitoring of roles assesses
employee potential
employee potential
•
•Have a natural talent reviewing systemHave a natural talent reviewing system
•
•Align the succession planning with company strategyAlign the succession planning with company strategy
•
•Communicate openly about opportunitiesCommunicate openly about opportunities
•
•Upskill/develop potential leaders and other staff suited Upskill/develop potential leaders and other staff suited to specific rolesto specific roles
This Photo
This Photoby Unknown Author by Unknown Author is licensed under is licensed under CC BYCC BY–SASA
What is Succession Planning?
What is Succession Planning?
Succession
Succession Planning StepsPlanning Stepshttps://www.roberthalf.com/blog/managementhttps://www.roberthalf.com/blog/management–tips/7tips/7–stepssteps–toto–buildingbuilding–aa–successionsuccession–planplan–forfor–success#:~:text=Succession%20planning%20is%20a%20strategy,high%2Dpotential%20workers%20for%success#:~:text=Succession%20planning%20is%20a%20strategy,high%2Dpotential%20workers%20for%20advancement.20advancement.
Define the impact
Define the impact of each employee of each employee on the businesson the business
Identify potential
Identify potential candidates and let candidates and let them know them know
Apply job rotation
Apply job rotation and professional and professional developmentdevelopment
Perform a trial of
Perform a trial of the planthe plan
Integrate the plan
Integrate the plan with existing with existing systemssystems
Activity 3A: Succession Planning for
Activity 3A: Succession Planning for Your Team at Apple Inc. Your Team at Apple Inc.
•
•Form small groups and describe the steps in succession Form small groups and describe the steps in succession planning in your own wordsplanning in your own words
This Photo
This Photoby Unknown Author is licensed under by Unknown Author is licensed under CC CC BYBY–NCNC–NDND
Activity 3B: Succession Planning for
Activity 3B: Succession Planning for Your Apple Team Members Your Apple Team Members
•
•Form small groups. Assume the team has the following roles:Form small groups. Assume the team has the following roles:
•
•Manager (previously an analyst)Manager (previously an analyst)
•
•Analyst 1 (high achiever with potential for promotion)Analyst 1 (high achiever with potential for promotion)
•
•Analyst 2 (different role to Analyst 1, and has potential for promotion)Analyst 2 (different role to Analyst 1, and has potential for promotion)
•
•Analyst 3 (ok and happy in current position)Analyst 3 (ok and happy in current position)
•
•Analyst 4 (could use some training before being fit for promotion)Analyst 4 (could use some training before being fit for promotion)
•
•Suppose that you are the manager. You plan to retire and you want to Suppose that you are the manager. You plan to retire and you want to try apply a trial succession plan. Write dot points about what you might try apply a trial succession plan. Write dot points about what you might suggest to each of these team members as part of a succession plan.suggest to each of these team members as part of a succession plan.
Benefits of Succession
Benefits of Succession PPlanninglanning
Succession planning
Succession planning
•
•Motivates staff because they can see opportunities for Motivates staff because they can see opportunities for growth growth
•
•Helps identify skill deficiencies and training opportunitiesHelps identify skill deficiencies and training opportunities
•
•Enables the company to adapt to changeEnables the company to adapt to change
•
•Enables team members to become specialisedEnables team members to become specialised
•
•Preserves tacit knowledge (e.g. trade secrets, experience)Preserves tacit knowledge (e.g. trade secrets, experience)https://www.shrm.org/resourcesandtools/toolshttps://www.shrm.org/resourcesandtools/tools–andand–samples/toolkits/pages/engaginginsuccessionplanning.aspx samples/toolkits/pages/engaginginsuccessionplanning.aspx
What Might you Need to be
What Might you Need to be CConsidered for a Promotion?onsidered for a Promotion?https://www.shrm.org/hrhttps://www.shrm.org/hr–today/trendstoday/trends–andand–forecasting/researchforecasting/research–andand–surveys/documents/shrm%20skills%20gap%202019.pdfsurveys/documents/shrm%20skills%20gap%202019.pdf
SHRM report: THE GLOBAL SKILLS SHORTAGE,
SHRM report: THE GLOBAL SKILLS SHORTAGE, 2019 Society for Human 2019 Society for Human Resource Management. All rights reserved. Resource Management. All rights reserved.
These skills were reported by recruiters as being missing
These skills were reported by recruiters as being missing in these in these proportionsproportions(see notes).(see notes).
Activity 4: Rate Yourself
Activity 4: Rate Yourself
•
•Form small groups and answer the Form small groups and answer the following:following:
Q1. What are the benefits of succession
Q1. What are the benefits of succession planning?planning?
Q2. Rate yourself (1 to 10) in terms of the
Q2. Rate yourself (1 to 10) in terms of the three missing soft skills from the graph on three missing soft skills from the graph on the right. How could you demonstrate you the right. How could you demonstrate you have these skills?have these skills?How might you How might you improve?improve?
Next Week
Next Week
•
•Analytics teams: leadership skills/styles Analytics teams: leadership skills/styles handshands–on workshopon workshop
