Zurich : Lunch & Learn

9 May 2011

Intrinsic Motivation and Engagement

The Importance of Organizational Change
Leadership Principles and the Role of HR

 

Presenters (L-R):
Prof. Franz Röösli, University of Applied Sciences Northwestern Switzerland (FHNW)
Nadine Marmet, Swiss Post, Human Resource Management
Dr. Michael Sonntag, Sonntag Consulting, Energetic Enhancement Processes

Today’s Lunch & Learn focused on the results of a multi-disciplinary team addressing the theme of intrinsic motivation and engagement.

Dr. Michael Sonntag’s work is centered on understanding complex systems, both in humans and companies, and how these basic principles apply to HR. He presented studies conducted by Aon Hewitt and Harvard Business Review showing the relationship of high level employee engagement to shareholder returns. Dr. Sonntag then went on to explain the details of a neurobiological and energetic approach to creating the conditions for change and growth.

Franz Röösli continued on the topic with his presentation – The Beyond Budgeting Management Model. He told the audience that most organizations use a management model that was designed to improve efficiency. The problem today is how to cope with complexity. Traditional management conflicts with the critical success factors of today. Management innovation is needed to provide a sustainable advantage in the future. He used the example of Svenska Handelsbanken (SHB) management model to illustrate the process and results of a beyond budgeting management model.

Nadine Marmet concluded the presentation with a discussion of HR as enabler. She defined the HR areas of action – Enable, Engage, Align, Reward and described how they fit into the change management process. She then talked about the “Beyond Budgeting” initiative being introduced at Swiss Post.  Ms. Marmet ended her presentation with a quote from John Kotter “Management is about coping with complexity. Leadership, by contrast, is about coping with change.”

The participants then divided into groups to share their ideas on three questions. Their conclusions:What kind of leadership does intrinsic motivation require?
Led by Dr. Michael Sonntag
To enhance the energy of your company by enhancing the intrinsic motivation and the engagement of your employees, requires two clear decisions:
First – Decision to build on a model of human nature that believes in people who are willing and able to invest their knowledge, passion and lifetime in a self-organizing, self-motivating and self-regulating manner into a company?
Second – Willing to build organizational structures, management processes and leadership skills that
• enable personal bonding and individual emotional engagement
• enable individual action – self-organized and self-regulated movements of every employee, team or value center in the direction of value creation and purpose.
Neurobiological is very clear and simple, any intrinsic motivation and engagement will shut down immediately and completely if there is no chance for self-directed action together with purpose as well as social bonding and support.

What is the role of management and of HR in this transformation process?
Led by Franz Röösli
Management has to be actively involved and engaged in the transformation journey. Being committed to and guiding the initiative as well as delegating to lower level project management.The role of HR is to help initiate the transformation together with other management support functions and to get buy-in by upper management. HR also needs to be involved in the transformation journey as agents supporting individual transitions and assisting change both conceptually and process-related.

What will the role of HR be like in Future?
Led by Nadine Marmet
Working in a environment that is based on networking and adaptive processes needs leadership by trust and values. To attract and develop leaders with such competencies is going to be one of the main tasks of HR. This implies a complete rethinking of all HR management tools and processes. The role of HR is one of an enabler and supporter of a fundamental paradigm change. That means HR also has to change.

Photos by James Macsay/IHRC Support Team
Text by Mary Bronson/IHRC Support Team

 

Recommended Reading:
“The Leader’s Dilemma, How to Build an Empowered and Adaptive Organization Without Losing Control”
by Jeremy Hope, Peter Bunce, Franz Röösli