Behavior is a great indicator of motivation and that dependable old adage, actions speak louder than words, stands true for systems as well. An optimized workforce development system that understands its reason for being will behave differently than a comparable system that simply aims at obviously significant goals.
*Donella Meadows, a leader in systems thinking, taught that “A system’s function or purpose is not necessarily spoken, written, or expressed explicitly, except through the operation of the system.” Even if its purpose is made explicit, the behavior of the system may tell a different story.
In most cases, vision and mission statements are an effort to express what the organization believes is its driving purpose. Behind these, each organizational system – business processes, production, procurement, quality, people development, etc. – has a supporting purpose.
If the exact purpose of these subsystems is not explored and established, their ability to support the vision and mission can be weakened. Defining the purpose of the PDS helps determine the system’s exact role in establishing and sustaining the organizational culture. This clarity can elevate the system’s contributions and inject accountability across the team.
Purpose is Aspirational
What is the overarching purpose of the PDS; its reason for being? Is it to help each team member achieve their highest level of individual success? Is it to create an inclusive culture? A culture of learning? Does the purpose encompass the community?
It will certainly vary by organization, but optimizing the purpose of the PDS will reflect the values of the organization and what they believe about their workforce.
Not to be Confused with Objectives
Often used interchangeably, the purpose of the PDS is different from the objectives that it pursues.
Objectives indicate what the system has to do to fulfill its purpose. It might be stated as something like: The objective of the PDS is to support all other organizational systems by finding, training, developing, and retaining the necessary talent for the overall success of the organization.
This would then translate into the activities around attracting talent, successful onboarding, strong retention programs, effective performance management, and, of course, efficient training efforts. Beyond these, key objectives should include making the PDS visible to all stakeholders and continually promoting a healthy organizational culture.
Important, Now More Than Ever
Aaron Hurst, author of The Purpose Economy, expressed the importance of a deeper understanding of the reasons that an organization exists saying, “The companies that are emerging as leaders in the new economy are truly redesigning every aspect of their business around purpose.” One of the most important aspects of business management is the way employees are developed.
Surely the PDS exists to do more than just keep enough people to meet production or service levels. Expressing the purpose of the PDS can help to establish and sustain a great culture. Perhaps even defining that culture. It can help to ensure that people reach their potential, thereby helping the organization reach its full potential, and providing a crucial competitive advantage for both.
Having a clear understanding of the elements that make up a people development system is important. Constantly working to optimize the performance of that system is just as important. And, the ability to clearly articulate what motivates the system can be a subtle but powerful influence on the whole enterprise.
*Thinking in Systems: A Primer. Donella H. Meadows 2008. Edited by Diana Wright.
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