Tag Archive for: Manager DNA

The Agile Recruiting Framework

09 Jan
9. Januar 2015

As already discussed in my articles “companies and recruiters need to learn how to ‘apply for candidates’” Part 1 and Part 2 the recruiting market is in a change process. Social technologies, mobile devices and diversification in job requirements and candidate expectations are transforming the working world. HR managers face multiple new and changing challenges when they are hiring. The time-to-hire is getting more and more critical, while many recruiting processes are still too complex and long-winded. They need to build a good understanding for new technologies and tools as this is the only way to answer requests for differentiated analytics of more complex profiles and candidate requirements. On the other hand it is a candidate market and top candidates have a clear expectation for the next job but also for the application process.
From company perspective HR managers are changing their role from an internal service provider into a business partner for all departments of the company. In a transforming environment they have not only to manage the effects of change inside a company, they have to be an active part of the whole change management process itself. HR managers need to act as agile change agents and to drive transformation. They have to shape the hiring process into a leaner, faster and more effective process, increase transparency and improve communication with candidates. It is very important to include also core future skills such as social intelligence, trans-disciplinarity, cross cultural competency or new media literacy (source: Institute for the Future) into search profiles to prepare the organization for the next challenges. Parallel the organization needs to be prepared for the next generations. In 2020 35% of the working force will be the Generation Y and already 12% the Generation Z (source: US Bureau of Labor Statistics). The next generations have a higher demand for liquid structures and working models, away from static hierarchies and old-school matrix organizations. This is another good reason for HR to become real agile.
The graphic shows a first conceptual Agile Recruiting Framework I developed based on my digital product transformation framework.
The framework includes:
• 4 influencing business and technology trends (social, mobile, analytics, cloud)
• 2 internal enablers (transparency, agility)
• 2 poles (profile & requirements of company, expectations & requirements of candidates)
• Attributes related to one of the poles
• 2 internal enablers (transparency, agility) with influence on both poles
• 4 influencing variables (tools, knowledge, time, process)
• 1 external frame (market), 1 internal frame (company culture)
In the center of the process are not the profile or company requirements – it is the candidate.

Decoding the Manager DNA, Part 1: The Graves Value System.

17 Okt
17. Oktober 2013

Graves: Steps to explain the behavior of managers.

Maslow’s hierarchy of needs is often used to explain the motivation and thus essential behavior patterns of employees. Maslow’s theory assumes that human beings do not only respond to outside stimulation, but quest for self-realization. According to this theory human can evolve only if specific needs are satisfied. Motives are divided into five classes that build on one another and represent groups of needs. Only when the motive below is satisfied the next higher one can be activated. Often Maslow’s model is criticized as a too general approach in consideration of multiple different needs. The end point of Maslow’s pyramid is also the end of human development, which is rated as too narrow and inflexible.
Claire W. Graves follows the existing criticism on Maslow’s model and develops a much more sophisticated model. It is referred to as „Emergent Cyclic Levels of Existence Theory“ or simply as Graves‘ value system. Graves came to the conclusion that the top three needs are satisfied in different ways, depending on the value system of a person and his social environment. According to Graves‘ development model of organizations and individuals certain value ​​systems have evolved in response to the human conditions of existence. His value system is divided into eight levels that build evolutionary on each other and are non-hierarchical: The development to the next level is not linear, but due to many different influences in a way spiral. Graves’ model provides insights into the motivational structure of individuals. It creates a view on the influence of changing situational factors on the development of people organizations.

In every single evolutionary level of the model there is one specific type within the community that represents a specific need or motive associated with a value proposition. The needs are divided into eight value systems, alternating individual- oriented and group-oriented values ​​classes.
The model provides a good base to explain the motivation of managers and thus a substantial part of their behavior in organizations. It is a helpful starting point to create hypotheses why some managers are successful and others fail.

Die Entschlüsselung der Manager DNA, Teil 1: Das Graves-Value-System.

13 Okt
13. Oktober 2013

Graves: Stufen zur Erklärung der Motivation von Managern.

Die Bedürfnispyramide von Maslow wird oftmals herangezogen, um die Motivation und damit wesentliche Verhaltensmuster von Mitarbeitern zu erklären. Maslows Theorie geht davon aus, dass der Mensch nicht nur auf äußere Anreize reagiert, sondern nach Selbstverwirklichung strebt. Die Theorie unterstellt, der Mensch könne sich nur weiterentwickeln, wenn bestimmte Bedürfnisse befriedigt sind. Motive werden in fünf Klassen eingeteilt, die hierarchisch aufeinander aufbauen und für Gruppen von Bedürfnissen stehen. Das nächste höhere Motiv kann nur aktiviert werden, wenn das darunter liegende befriedigt ist. Oftmals wird der generalistische Ansatz von Maslows Modell bemängelt, der aufgrund der vielen differenzierten Bedürfnisse fraglich erscheint. Der Endpunkt der Pyramide ist nach Maslow auch das Ende der Entwicklung des Menschen, was als zu eng und unflexibel eingestuft wird

Claire W. Graves setzt an der bestehenden Kritik am Maslow-Modell an und entwickelt dabei ein wesentlich differenzierteres Modell. Dieses wird als „zyklisch auftauchende Ebenen der Existenztheorie“ oder auch kurz als Graves-Value-System bezeichnet. Graves kam zu dem Schluss, dass die obersten drei Bedürfnisse, je nach dem Wertesystem eines Menschen und seiner sozialen Umgebung, unterschiedlich befriedigt werden. Das Entwicklungsmodell von Organisationen und Personen nach Graves besagt, dass sich bestimmte Wertesysteme als Reaktion auf die menschlichen Existenzbedingungen entwickelt haben. Es wird in acht Entwicklungsstufen unterteilt, die evolutionär und nicht hierarchisch aufeinander aufbauen: Dabei erfolgt die Entwicklung zur nächsten Stufe nicht linear, sondern aufgrund der vielen unterschiedlichen Einflüsse quasi spiralförmig. Das Modell von Graves gibt Aufschlüsse zur Motivationsstruktur von Individuen und wie die Entwicklung von Menschen und Gemeinschaften unter sich verändernden situativen Einflüssen verlaufen kann.

In Graves einzelnen Evolutionsstufen repräsentiert jeweils ein Typus innerhalb der Gemeinschaft ein ganz bestimmtes Bedürfnis bzw. Motiv, das in Verbindung mit einer Wertvorstellung steht. Die Bedürfnisse werden durch acht Wertesysteme dargestellt, wobei sich individuumsorientierte und gruppenorientierte Werteklassen abwechseln.

Das Modell bietet eine gute Grundlage, um die Motivation von Managern (im Sinne von Führungskräften) und damit einen wesentlichen Teil deren Verhaltens in Organisationen zu erklären und Hypothesen aufzuzeigen, warum manche erfolgreicher sind und andere scheitern.

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