Changing the culture of the organization, effective talent management, creating successful teams and focusing on cooperation and diversity, the search for new mechanisms of interaction with the digital generation - these and other tasks should be a priority in the development of a new strategy of personnel management. For a Manager, combinations of hard and soft skills, integrative thinking, the ability to think outside the box and quickly adapt to constantly changing conditions are important. The article presents the results of a survey of University graduates, which allowed to map the values of respondents in terms of spiral dynamics and determine the readiness of young people to the turquoise management system, to identify the most characteristic leadership style in the 4D measurement system, to assess the level of emotional intelligence and to see the main points of growth for improving the set of soft skills. The possibilities of applying the approach of design thinking and technologies of collective intelligence management for the effective formation of soft skills and social competencies of the personnel of the organization are shown.
In the era of rapidly developing technologies, globalization, changing business models, most companies are changing attitudes in the workplace. The trend today is to transform the company into a digital ecosystem-a community that emerges from the combination of everyday uses of the platform and its applications by customers, developers, participants and agents, with the skills and competencies acquired through this use. Ecosystem platform thinking comes to the aid of a customer-centric approach in order to build working processes and solutions. But it is important to understand that in the conditions of transformation it is necessary to change not only business processes, but also the metaphor on the basis of which the organizational model is built, which also requires qualitative changes in the competence of the personnel of companies and new forms of management, with a predominance in this set of "Soft Skills". The introduction of the principle of formation and development of corporate culture as a management tool implies a focus on the creation of a culture and environment of a special kind in the organization, where people's qualification compliance with their work is maintained, their involvement in solving common problems is initiated, certain behavioral patterns are created. 2
For the organization of a new digital type, it is important to develop a strategy based on
competence, adaptability to change, predicativity, new formats of training and
communication. The report of the world economic forum [
Projected demographic shifts will force companies to develop entirely new ways
to attract, retain and develop talent across locations and age groups. Therefore, it is
already important to understand that the Manager and ordinary employees in the digital
world need to learn to work with young digital talents , "digital natives of generation
Z" (Digital Natives Generation Z) [
Implementation of the principles of diverse management, as a key driver, affects
the growth of productivity of the organization. Diverse talent management implies,
inter alia, such HR trend as gender balance in positions, especially at the managerial level,
ensuring equal access to the rights and responsibilities of women; geographical and
national diversity in the workforce; inclusive talent management [
Two of the megatrend — the digitalization and focus on service make the
transformation of the business model key strategic priority for many leaders. However, the
basis for change is a comprehensive program of organizational change [
As early as the 1960s, Dr. Graves, an American psychologist, author of the concept of
spiral dynamics, changed the way people understand human values. In terms of the
"double helix", he reflected the dynamics of the development not only of the
organization as a system, but also stressed the importance of changing the range of values of
each of its employees. cmems (target memes), like DNA codes, form a worldview, a
certain level of psychological existence, a belief structure, a person's way of thinking
[
In his book Frederick Laloux [
We conducted a survey of a group of 33 University graduates aged 20 to 22 years, who are currently studying for a master's degree in different courses. The first questionnaire they were asked to complete allowed them to map the value system in terms of graves' spiral dynamics and the model for understanding cultural diversity created by Talcott Parsons: the Value Systems Questionnaire (VSQ: JobEQ.net). Most of the respondents (84%) have the type of value orientation of Turquoise holistic thinker (see Fig. 1). 69% have a dominant also in the orange type (with a strongly developed sense of materialism, with a focus on goals, KPI, career). Also, the majority of respondents (59%) as the third leading type there is a pattern of yellow system thinker. Note that 15% were high indicators of beige value system ("Survival"), and 7% - red (“Power: War & Conquest”).
90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Average for the group of respondents Min
Max
In the work of Charles J. Pellerin's "How NASA Builds Teams" [
Emotional competence questionnaire, also available on the website jobeq.net,
serves as a proof-of-concept 360° feedback tool based on COMET methodology. This
questionnaire is based on years of research by Patrick Merlevede, Denis Bridoux, and
others that lead to the book "7 Steps to Emotional Intelligence" [
One of the goals of the turquoise organization is to help each employee develop his personality, implement his project. Therefore, a person who came to the company with the level of instinct of strength and power, will not remain on it for anything. So, this" void " in the chain will be closed by someone else. There is no recipe that clearly States how many people and at what levels must work in an evolutionary company in order for it to be successful. One thing remains true: the team must have the ability to develop behavioral patterns and thinking styles to ensure the success of the common cause.
It is important for the team leader to develop Soft skills, including emotional intelligence, creativity and communication skills, the ability to effectively build relationships with colleagues, customers and partners. For the development of soft skills is important basis in the form of so-called meta-competencies, which include awareness of their thoughts and emotions, empathy, flexibility of behavior, integral thinking, attention to detail, tolerance for differences. Such skills are necessary both in the business environment and in everyday life.
In order to develop meta skills and soft skills there are a number of popular
approaches. Among them-one of the most discussed today Design Thinking [
The key steps of design thinking are built through the following processes:
empathy, focus, generation, selection, prototyping, and testing. Each of the stages is
supported by a set of tools and techniques that allow you to analyze the problem in a
multidisciplinary team of specialists. The main core of design thinking is empathy: towards
people, oneself and social intelligence. According to Daniel Goleman, "as humans, we
have evolved to have a strong sense of empathy: ...the more we succumb to our own
emotions, the more knowledgeable we will be about reading other people's feelings".
In support of his words in his book [
Creative leaders can turn problems into opportunities. "People should be able to
discuss controversial, contradictory problems, identify relationships and uncover the
underlying causes-to have a systematic thinking and be aware of the natural dynamics
of development. Actions by management alone are a poor alternative to involving
employees in the transformation process" [
Diverse multi-disciplinary teams are fraught with the risks of misunderstandings, rejection of other people's opinions and conflicts. Design thinking allows you to master the principle of "Alignment", when in the process of teamwork, the team learns to combine their different points of view and appreciate the idea of each. The process creates an atmosphere of openness, which generates trust, develops a state of agreement and understanding with respect to the group decision.
Since 2015, we have been actively introducing design thinking techniques into the educational process and to solve adaptive problems both in the field of education for the departments of the Financial University and its partners, and conducting design seminars at the invitation of organizations of various industries. In the format of the training, employees of the organization first get acquainted with the methodology of developing integrative thinking skills and meta-skills, participate in the study of customer experience of interaction with their product or service, study the process through the eyes of customers. This allows them to look at the workflow from a completely different perspective. Ultimately, the participation of the staff of the organization in design seminars allows you to develop skills of teamwork and cooperation, strengthen mutual understanding and involvement in the problem of personnel. Identifying complex problems and finding solutions to them, participants of design trainings also feel responsible for changes, can assess the contribution they make to the overall process. If a policy is imposed on a team unprepared for innovation, it can be expected with a high degree of confidence that transformative processes will fail. When the staff through design sessions becomes involved in changes, the organization can count on success. 5
The digital transformation of organizations is becoming a reality, the management of which requires the formation of new skills from the head. It is he who has a special role in the processes of digital transformation as the main carrier of possible technological changes, the competent implementation of which should provide quality, positive changes in the organization. The importance of employee capacity development requires a review and expansion of support for staff development through training, mentoring, coaching, transparency of career opportunities requirements, as well as through a well-structured organization of regular seminars and events to promote knowledge sharing, corporate culture development, team collaboration, improvement of key leadership and management skills of employees. The strengthening of the vocational guidance system, together with the new training and development strategy, will contribute to the development of staff skills. In this regard, it is necessary to revise the policy of personnel management, introducing new various components that have been successfully tested in advanced domestic and foreign companies, public administration of various countries. Such components include the following.
− Gap reduction strategy: workforce planning and the diversity principle of talent management through gender balance and inclusion;
− Ecosystem platform thinking, digital mentality of the Manager and personnel, informal leadership;
− Smart Simplicity of organization through change of context, the behavioral patterns of the staff; − Collaborative organization: staff engagement and focus on team management; New formats of competence improvement of personnel and communications.
For the organization of a new digital type, it is important to develop a strategy on
competence, flexibility, predicativity, new learning formats: competency-based
learning, learning in different ways [
Learning in different ways involves formal and non-formal education, internships of public administration professionals for exchange and best practices or their training as fellows to the best universities in the world for a semester or a year working on research projects, conducting trainings on participatory or participatory leadership practices, analyzing results based on feedback, consulting on processes, mid-level rotation exercise.
Staff training and development is not limited to training activities or classroom courses, it takes many different forms. In order to improve the efficiency of joint work and create a favorable atmosphere within the organization, as a rule, today in advanced organizations, including in Russia, regular seminars, meetings are organized, with the involvement of consultants and coaches, own teams of internal consultants, facilitators, coaches are created. The introduction of design thinking methodology will increase the satisfaction and involvement of employees in the process, their responsibility for decisions, expand the capabilities of Autonomous teams.