Aligning the it human Resource with Business Vision: The Leadership Initiative at 3M



Download 230.22 Kb.
Page6/8
Date conversion15.02.2016
Size230.22 Kb.
1   2   3   4   5   6   7   8

Future Directions for the Leadership Initiative


As noted earlier, everyone at 3M is responsible for leadership. The Distributive Leadership Architecture (Exhibit 4 and the central core of Exhibit 3) recognizes that the leadership function is distributed across everyone and is the guiding direction of 3M’s holistic, evolving set of development efforts. A suite of services for leadership transformation is envisioned for the future. The core idea is to provide transforming learning experiences to foster the distribution of leadership within IT in order to build a more adaptive, aligned, and responsive organization.

The three bars at the bottom of Exhibit 4 go all the way across because they apply to everyone. Every individual in IT (YOU, Inc.) will be served by the Personal Leadership Curriculum, including Eagles and Self-Managed Careers. Working Together will be for work groups and tailored to the needs of specific groups. It will involve extended learning for the group, e.g., developing behavioral, communication, or listening skills. In the past, rather than helping a group where the leader calls for this service and an assessment reveals that the problem is the leader, this service has been available only after a leader has gone through Positional Leadership and is open to change. Adjustments will be considered to make this more widely available in the future. Transition Services will help people through change. Nothing is deployed here yet. This is envisioned as a suite of tools and learning experiences to help people go through change, e.g., assigning a mentor could be included here.



Exhibit 4

The elements at the top of Exhibit 4 are for those who spend more time on leadership. Positional Leadership in this model is not just focused on the organization (as it has been in previous 12-week offerings), but also on project and knowledge leadership. 3M has had a lot of focus on project management in the past and offers considerable training in this area that needs to be coordinated with the Positional Leadership Initiative.


These services have not necessarily been coordinated in the past, but they fit together. Other services also fit into this suite of services. The idea of one-on-one consulting for leadership fits here. A final leadership service that has been offered in the past and will continue is executive education. The purpose of executive education is to increase the knowledge of technology at 3M to enable executives throughout 3M to take part in the use of technologies. It is indicative of the importance of IT’s partner divisions understanding and accepting technology and a key component in realizing Dave Drew’s vision of IT as a core competence. The program has been mainly information sessions that talk about the technologies or initiatives in IT to support 3M strategies. More interactive, hands-on training sessions (e.g., related to a new executive website) are planned for the future along with continued offering of one-on-one training sessions on PC skills.



Exhibit 5

Comparative Evaluation of 3M with Other Companies



Company

N

Personal development essential (%)

Importance of developing technical skills > leadership skills (%)

Sense of community important (%)

Training and development for business and leadership skills

Sense of community

Stability and security

3M

16

56

31

81

3.6

3.9

4.0

InsCo

17

47

35

82

4.0

3.8

4.1

InfCo

13

46

38

62

2.8

3.6

3.6

SoftCo

15

40

67

53

2.9

3.4

3.9

BanCo2

15

33

33

67

2.8

4.0

4.5

TransCo

14

21

57

14

3.1

2.8

3.4

CompCo

11

18

73

36

2.9

3.3

2.6

BanCo1

9

00

56

11

2.7

3.0

3.0

Total

110

35

47

55

3.1

3.5

3.7

In a study of human resource practices at companies identified as successful in managing human resources or successful in using information technology, small groups of managers and IT professionals selected by the organizations answered questions related to human resource practices. One set of questions asked participants to review 15 items and check 7 that most strongly describe their organization’s human resource vision or practices. Items corresponding to columns 3-5 in the table above are as follows:



  1. Personal development is essential, even if it does not involve skills for the near term.

  2. Greater emphasis is placed on the development of technical skills over leadership skills.

  3. Developing a sense of community is a major concern.

Values in columns 3-5 represent the percentage of organizational participants checking these items. Another set of questions asked participants to rate on a five-point scale the extent to which each of eleven human resource practices made them want to leave (1) or stay (5). The items corresponding to columns 6-8 are as follows:

  1. Training and development opportunities that focus on business and leadership skills

  2. Sense of community

  3. Organizational stability and employment security

Values in columns 6-8 represent mean responses of participants.



1   2   3   4   5   6   7   8


The database is protected by copyright ©essaydocs.org 2016
send message

    Main page