Hacking HR to Build an Adaptability Advantage

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This sprint ended on July 1.

SPRINT 2.1: INVENTING MINI HACKS

During sprint 1.3, the hackathon team collaboratively developed and prioritized a list of almost 60 design principles to make our organizations more adaptable and fit for the future. We've synthesized these ideas into nine key principles you can read more about in a post entitled The Design Principles of Adaptable Organizations.

We are now beginning the second phase of the hackathon, where we will begin to develop a set of management hacks: radical, yet practical ideas for re-inventing core HR processes and practices to spur adaptability across the organization.

Sprint 2.1 will last over 3 weeks, ending on July 1, and is perhaps the most exciting and creative part of the hackathon. In this sprint, we will develop a set of "mini hacks" -- short yet provocative ideas for how we can overcome one or more of the enemies of adaptability we identified during Sprint 1.1 + 1.2, drawing inspiration from the key design principles of adaptability we identified during Sprint 1.3.

For this sprint we have three tasks:


TASK 1: Read A short guide to developing mini hacks by Michele Zanini and the hackathon guide team to learn how to invent your own mini hacks.


TASK 2: Invent your own mini hacks. Share your initial ideas for "hacking" HR and creating truly adaptable organizations. You could use this chart to find one or more places you are interested in hacking at the intersection of key HR processes and the key principles of adaptability. Submit as many mini hacks as you like.

Note: you must be logged in to submit a new mini hack or to comment on an existing mini hack.


TASK 3:  Mark your calendar to participate in the upcoming June 25 hangout featuring Dan Pink: It’s the People, People: A conversation with Dan Pink and Polly LaBarre on 21st Century People Practices.


This sprint ended on July 1.
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alberto-blanco's picture

New HR guideline (effective immediately):

1.1

If you need to run an important meeting, or any meeting, don’t you dare to book our cold and boring conference room! Instead, invite participants to hold the encounter at your home. This way you will be enabling, rather than forcing, a spirit of...

By Alberto Blanco on July 1, 2013
gemma-reucroft's picture

Radically review all of those processes that we slavishly follow in HR, or think of as 'best practice'.  Ask yourself what value they are really adding, and whether or not they could be holding you / the organisatoin back.  Think job evaluation, handbooks, exit interviews, employment policies etc etc.  If...

By Gemma Reucroft on July 1, 2013
douglas-board's picture

Science is what has lifted selection out of the dark ages for junior and mid-level roles over the past 40 years, but it's had virtually no impact on senior level (C-suite) hiring. That's partly because science-based selection has been anti-intuition and in denial about the political nature of all senior...

By Douglas Board on July 1, 2013
heidi-de-wolf's picture

 

I found this elsewhere in the Mix and thought it of value to share here as it talks about compliance and control, really worth a read or at the very least watch the video - http://www.managementexchange.com/hack/social-architecture-manifesto...

By Heidi De Wolf on July 1, 2013
heidi-de-wolf's picture

 

I found this elsewhere in the Mix and thought it of value to share here as it talks about compliance and control, really worth a read or at the very least watch the video - http://www.managementexchange.com/hack/social-architecture-manifesto...

By Heidi De Wolf on July 1, 2013
hendrik-dejonckheere_1's picture

One of the barriers to change in many companies is the ERP-system.

Reinventing ERP for transparency and speed of change is one of the challenges in building an adaptable organization.  The basis should be processes, tasks, performance indicators. The buildup must be total transparent and ready for change and amelioration...

ute-langthaler's picture

Our credo:

Without economic efficiency we would not manage it, without humanity we would not bear it!
ViA stands for Vital Adaptability. 

...

By Ute Langthaler on July 1, 2013
randall-casey's picture

Attitudes and Behaviour are cornerstone foundations for improving an organisations performance. They are counterbalanced by the organisations System in recognising, measuring and managing performance at the different levels of individual, team, function...through to..the organisation as a whole. Alongside this is the fourth cornerstone the Processes (hard and soft) adopted by the organisation...

By Randall Casey on July 1, 2013
stephen-remedios's picture

 

Its a well know fact thaty positivity and negativity are powerful feedback processes in human behavior. A powerful indicator of what is possible for an organization is the positivity/negativity ratio of feedback; that is, how many instances of positive vs. negative feedback we can observe in a human interaction...

stephen-remedios's picture

Everyone gets paid enough to live a 'decent' standard of living. After that you get, 'immortality' or some imaginary non-monetary currency to reflect that you have made a meaningful contribution to the organization. The greater the performance, the more 'immortality'!

Of course there is an annual increment based on inflation...

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