“Shared Development” HR Model0
An interview with Mahmoud Mansi, the founder of “Shared Development” HR Model.
Mahmoud Mansi, Founder of HR Revolution Middle East, four times TEDx speaker, social entrepreneur, award winning author, creative writing instructor, business journalist, photographer, and yet remains an employee as a Senior HR Specialist & an HR Lecturer teaching in the MBA program in the AASTMT University in Egypt. Mahmoud believes that HR cannot only change the organization, but it can change the world. He is the Founder of “Shared Development” HR Model, and is currently writing a new book called: “HR for Millennials”. Mahmoud believes in the importance of being a follower and a leader at the same time.
What is Shared Development Model all about?
Since all the approaches now are strongly focused on the “human capital” so I thought about applying the SWOT analysis on the individual level.
The HR department will introduce the idea to the employees of all departments, reflecting how each employee is distinctive and how the organization wants to fully utilize the talents and knowledge of each employee.
Therefore, each employee will simply list his/her own (strengths & weaknesses), which includes their professional and personal talents.
Below is an example:
Strength: Something I am able to teach.
Weakness: Something I need to learn more about.
These criteria for choosing the strengths and weaknesses will include talents that might not be related to the job at all, for example for an office job one can list some personal talents like these: (photography, drawing, coloring, cooking, knitting, handwork, etc. …). And will also include talents that are directly related to the department and to the organization.
These data will be submitted to the HRIS department where the specialists can match employees from different departments using technology according to what they want to learn and what they can teach.
The Learning & Development department will take it from here, where they can actually match the suitable employees to “mentor & coach” one another in matters related to work skills and to personal skills. This means that each employee will be both (a mentor and a learner), and after each coaching session the learner will grade the mentor and the other way around, and this data will reflect in the “performance appraisal sheet” where learning and mentoring will be two new categories added. Hence, by the end of the year we will have “mentor of the year” and “learner of the year”. Bonuses will be issued upon that.
The left hand side of the model increases the loyalty and engagement between employees from different departments all over the organization. This will indeed ensure trust between them when it comes to work. These connections built between employees can also encourage the emerging of new ideas and projects that would empower the mission statement and overall strategy.
The right hand side of the model increases the loyalty and engagement towards to organization itself.
The next step is to encourage “employee branding” and the social responsibility of employees towards their environment. The employees will be also graded upon their “civil work” activities using the new skills they have learnt from each other, to show how employees should have an impact on the society.
Benefits of The Shared Development Model:
- According to the contemporary global economic crisis which includes financial and ecological crises, many expenses have been cutoff in organizations. One of these expenses is the “training budget”. Employees suffer lack or development, and HR people on the other hand suffer from losing best talents.
- The model allows employees to train one another, in exchange of learning from one another. This saves from the training budget and allows the organization to completely utilize its human capital.
- When a human being learns something new, he/she feel a unique kind of happiness, same goes when a person teaches something, he/she will feel that they are important and are capable to give. Employee Happiness is one of the important HR trends nowadays, so through this model HR people will encourage leadership across all employees and each will witness the two types of achievements of continuously learning and continuously teaching at the same time, and across the year.
- The employee will learn countless skills that are both; relevant and irrelevant to his/her career. This will assist the HR department and the employee if there will be any career shifting or job rotation. This will also assist the employee to be prepared for a managerial position, and will assist any manager to understand the employee’s interests all over the organization.
- This model will also connect different generations together and will absolutely diminish any sort of stereotyping on the different generations. This will give a voice to Generation Y “the Millennials”, as an example a junior employee in a department can have strength in a certain skill while a senior employee in another department can have the same skill as a weakness, in this case the junior employee will mentor the senior employee.
- This model will also work on enhancing “employee engagement” as it will connect employees from different departments and establish a new relationship between them. When someone teaches a skill to another, this creates loyalty, so imagine the amount of loyalty created across the organization. This will indeed as well empower the organizational culture, and will encourage creativity.
- Regarding “Employee Retention”, usually HR professionals face a problem that employees start finding jobs in other organizations even after their own organization has invested a lot of money into training them. HR people view these people as lost assets, and they keep wondering why they left even after their company invested so much money into developing them! The answer to this question is: when the employees realize that they are treated as assets, not as human beings, they tend to lose loyalty. In the Shared Development Model we treat employees as human beings when it comes to development, because we as HR people tend to develop their professional and personal talents.