Mind Up provides organizational consulting services, in addition to carrying out certifications in Agile frameworks, such as SCRUM.
We had a very interesting experience with one of our clients, a small technological start-up that started by certifying several of its employees as SCRUM MASTERS, and Product Owner, and after that was forced to do an internal reflection on the organizational structure and their positions of job descriptions and job descriptions.
We felt that the job policy was old school and had too much formality, so we started by using the Management 3.0 (https://management30.com/) job creation policy.
Which led to the names of positions and their hierarchical position being simplified, and reduced. There were fewer different positions, and with simpler names.
The use of the Management 3.0 job creation policy helped to create greater clarity in the roles and their responsibilities, and also made the company’s employees know that their job was only related to the work area, and that it was not related with seniority or competence.
Competence should be shown throughout the assignments, so that each person is distinguished by the work performed and not by the title of the job.
The concern became to carry out a work of excellence, as that is the only way for employees to rise in the company.
To change the job profile policy, management began by scheduling a meeting with all employees to explain that jobs and salaries are two different concepts.
Salary would always be defined by the excellence of the performance shown.
One of the most important ideas that the Administration tried to convey was that the same employee can have different roles in the company, depending on the project in progress and in which he or she is inserted. And that the most important thing for the company was to ensure that everyone had the opportunity for growth within the organization.
During this process and in order to reinforce this idea, we held a brief workshop on the growth, learning, and continuous improvement mindset, in order to reinforce this idea.
This workshop allowed everyone to realize that what is important is to deliver more and more value and share growth, without people being limited by the title of their function.
The collaborators were thus able to understand that there is a sea of possibilities ahead, and that this depends in the first place on them.
In the next step, in order to help design our more simplified and modern job policy, we follow the teachings of Management 3.0.
We gathered the collaborators in a circle, and asked each one to explain:
– What are your hard skills;
– What are the tasks in which they had the opportunity to specialize;
– What would you like to learn and deepen?
– What kind of tasks did you like to do the most?
– What kind of skills would you need to learn to be better at your job?
– What they didn’t like about their daily tasks.
We asked employees not to use generalist and traditional terms to define their roles, and to be creative in their approach.
This exercise allowed not only to design the new work profiles, but to reflect aloud on what training needs, what professional challenges those people would like to embrace, and realize how they saw themselves within the organization, and the skills for which they were truly appreciated at the team level.
Later, we created a structure of work profiles with simple definitions and with few functions as a whole, in order to keep the organization flexible and adaptable.
At the end, each employee was asked to put a phrase that better identified their functions in front of the official positions, in order to personalize their function.