Page 27 - Business Coaching #11 - JUN 2021
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once the results were in the next steps Admittedly, we were surprised by what they
typically have been to create action plans, described as their needs and we would not
improve reward structures, set up social have had that same insight had it not been for
groups and so on. For the most part, these the crowd-thinking approach. This inspired
activities are led by the organisation. In a move from annual to ongoing, employee-
some organisations these surveys lead to led multi-dimensional conversations, which
additional listening forums and then the are developmentally focused, anchored in
action plans, but always with the sense that feedback and balance the What and the
the outcome is owned by the organisation. How. Change can be difficult, but it is easier
In this context, employee accountability is when there is buy-in and involvement with
demonstrated by either being a passenger the creation of the philosophy and people
on the ‘bus’ or choosing to step off and take can clearly understand “what’s in it for me”.
a different route.
2. The next step in our methodology
While I argue that employee accountability was to provide clarity on the roles and
is key to performance and experience that responsibilities of individual, managers and
doesn’t mean the organisation doesn’t have a ‘the organisation’. For Sodexo that meant
significant role to play in creating the context stating and reinforcing that the employee is
and framework within which individual can in the driving seat; the organisation creates
succeed. At Sodexo, we want employees to the framework in which to operate, but the
feel empowered and ultimately accountable employee selects their experiences and
for their own success and destiny, so what chooses how they respond to them. And
does that mean for the organisational when we say the employee is in the driving
development function? seat, that means they take ownership for
setting their own objectives, within the
Here’s the approach we are taking: framework of our company strategy; they
take ownership for the frequency and rhythm
1. The first step was to understand the of conversations with their manager; and
personas that drive the culture and success of they take ownership for their development
our organisation and then create experiences plans based on transparency around
to align with their needs. When we worked the skills and competencies required to
to redefine our approach to performance progress into more senior or different roles.
and talent, of course, the organisational As with most development functions we’ve
outcomes were central to our thinking, moved from the organisation (manager or
but that thinking was a collaborative effort HR) defining an employee’s learning plan.
involving more than 300 employees who There will always be role-based learning
represented the diversity of our business. that needs completing, but it’s important to
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