Change for the Change Maker

I believe we humans have gotten better at adapting to the pace of change. But the big, pressing changes often distract us from paying attention to other, less obvious adjustments that might make our systems work more effectively. In the last post, we looked at the internal people development systems of organizations and how they are all about change management. These systems manage change and can instigate change. They are also open to transformation to make them more effective.

Seeing the system might be the first change needed

The connections seem obvious; but it is easy for stakeholders to lose sight of them. The PDS is a complex, dynamic system operating at various times, in multiple places throughout the organization, and involving multiple people. The difficulty lies in seeing the whole system in operation.

Change ripples through the system. The training function expands abilities and capacities. Recruiting alters team structure and makeup, while onboarding aims to change perspectives and motivations. Retention seeks to strengthen relationships and boost trajectories while the performance management function improves capabilities and potential. Together, these all work to sustain or change the organizational culture. Inefficiency in one area flows through the system and impacts the other areas.

Weak, neglected connections still allow the system to operate, but with less effectiveness. On the other hand, enhanced connections share data, ensure consistent communication across the PDS, and use tools like training matrices and development pathways to engage teams.

Constant change, aka continuous improvement

It’s often easier to improve a visible, linear system like a production line that makes widgets than to improve a non-linear system that lives within larger systems. But lean thinking can be applied to the PDS.

Adopting a continuous improvement mindset within the team can help ensure that the processes that make up the PDS are focused on delivering value to all of its customers.

Lean thinking is about eliminating waste, which certainly exists within most PDSs. It might be the waste of time that occurs with outdated training methods or poor training tools. It might be wasted opportunities when performance management efforts are ignored. Wasted effort of underdeveloped trainers is another example.

Learning organizations are always changing  

Grow the individuals within the system, and the system itself will change. The optimized PDS appreciates and cultivates the love of learning throughout the organization. The effects of this level of improvement within the PDS show up as improved engagement, more ideas generated, and deeper relationships formed. This improvement radiates outward to all other organizational systems.

Changes to chase

Other changes that can impact the PDS. One is a change in expectations. Expect the system to operate better, then put in the work to make it happen. Changes in perception. Help the team see the system, understand its power, and challenge the status quo. There are also changes in the level of dedication to constantly improve the PDS. It takes concerted effort and determination to improve this system. This level of improvement requires strong leadership and commitment from all stakeholders.

Some of the improvements we can make to our people development systems are subtle. But the system is open to continuous improvement. If it is restricted and ignored it will never be able to be the change maker it is intended to be.

Image by Gerd Altmann from Pixabay.