As we develop Design Thinking in areas such as Human Resources we become able to imagine a future, to test ideas and to put them into practice as employees of an organization and make it impact our lives in a very positive way.

Recruitment and the discovery or creation of talents

We used to look into the past to ensure the future and we naturally do this when we want to hire someone asking for the Curriculum Vitae, that is, we check the previous experience or the qualification obtained at the school and try to see if it fits into a certain “role” that exists in the organization.

All this has its value and works in some circumstances, but not in most situations.

Let’s see! On the one hand we know that qualification is not competence and the fact that we were able to run 100 meters in n seconds with age x does not mean that we do the same after twenty years. On the other hand we know that the speed of change in the environment that surrounds us is extremely high and the range of skills that are capable of producing results changes frequently accompanied by the change around us.

This means that most of our decisions are a bet!

Training and new skills

On the contrary, if, instead of asking questions, we provoke the immersion of the people in their lives, we can observe and conclude something about their behavior. I saw in  Braga-Portugal this example:

“The Skills Lab is an immersive context of self-learning where its participants are organized into teams and encouraged to develop new skills by getting their hands on the ground and solving real problems whether they are solving the challenges of launching a new business whether they are responding to customer challenges.”

This initiative with the participation of Alexandre Mendes  was an excellent demonstration of how people-centered change is built and the future is built and is a good source of inspiration for organizations’ HR departments.

We know that, in organizations, HR managers are today increasingly concerned with updating skills linked to user experience and behavioral economics.

It is important, therefore, to overcome other barriers, and discover new ways that Design Thinking can lead.

Employee-centered productivity

In general, there is a useless complexity and bureaucracy that prevents the agilization of work methodologies and a consequent improvement in quality and performance.

“Simplicity is the ultimate sophistication” – Leonardo Da Vinci

Developing simple solutions for tasks and processes, desired for those who work and friendly in performance is one of the possibilities that Design Thinking offers. In the background, the aim is to create new tools and solutions, centered on employees which at the same time improve productivity motivate people and energize teams.

This is in fact a trend for 2017 according to Accenture:

“Technology design decisions are being made by humans, for humans. Technology adapts to how we behave and learns from us to enhance our lives, making them richer and more fulfilling. Eighty percent of executives surveyed agree that organizations need to understand not only where people are today, but also where they want to be — and to shape technology to act as their guide to realize desired outcomes.”

Knowing that Human Resources departments are traditionally called to act to train people, develop performance assessment plans, build career plans, document good work practices, and so on, and knowing that innovation also knocks at the door of people management, it may be good to start thinking about managing employees’ experiences.

Employee’s experience manager

Now, with the sponsorship of Design Thinking, the new HR manager or Experience Manager should start reimagining the work as a whole, including the employees’ journey and their mobility, environment, employees’ interactions, time distribution , training, performance, recognition and rewards, this is:

How can we improve learning?

What is the total experience of a collaborator?

How can we make faster decision making?

How can we facilitate collaboration?

What motivates people?

What do they value?

How do employees express their values ​​in the organizational environment?

And so on…

The answers to these and other questions will be found when we develop ideas quickly, test prototypes that were previously built based on those ideas and that facilitate the generation of more ideas giving rise to new tools and solutions.

Do you want to comment?


2 Responses to Do not be afraid to focus Human Resources on people

  1. Frank Smits says:

    And, how do we deal with people that are not linear? May one day feel or think differently than the next? May perhaps not share all the stated ‘values’ in an organisation?
    I wonder how we include the complexity of humans?

    • Jose Baldaia says:

      Hello Frank,
      It is not bad to think differently from one day to the next if this is a way to go for better results and greater satisfaction. The expressed and perceived values of an organization help us to walk the path we have to achieve our goals.
      Human complexity is a reality that can most often translate into empathy, purpose, and a smile.

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