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Organisation Design: Designing Jobs for Good Work and Increased Productivity

Wednesday, 29 April 2020 @ 9:30 am - 4:30 pm


Covid-19 Update – these training courses will now be delivered online. All existing bookings will be honoured and new bookings can now be made again too. All content from the previous face-to-face training will still be covered.

What’s changed?

The training will now be delivered using Zoom. Please view the webinar on Revisiting Strategic HR which our trainer, Jon Ingham, has recorded as an introduction to his training courses.

The training courses will now also include new issues associated with HR in the Covid-19 age.

The training days will still start at 9.30 am with an initial welcome and to ensure any technology issues are resolved. The actual training will then start at 10.00 am, and will now be delivered in one hour bites, finishing at 4.30 pm.

Training Introduction

Jobs are the traditional unit of work in most organisations, although these are developing into both broader roles and more discreet tasks, linked to particular skills. These provide the way that organisations get work done. Jobs, roles and tasks are therefore a key part of how the UK responds to the country’s productivity puzzle, particularly after Brexit, with an increased need to move to a high skill high pay society, using more technology and investing in employees rather than using low cost labour.

Jobs are also changing quickly, with the rapid implementation of digital technologies and associated ways of working. Jobs may not disappear to the extent that has often been predicted but they will certainly change. It is important that these changes are planned proactively and that they are not just left to being the consequence of digital disruption.

Designing jobs used to be a key part of HR but other than at executive levels, it has received less attention over recent years. However, the UK’s productivity puzzle, low levels of engagement, pressure from increases in the national living wage, digital technology and other factors are all leading to more focus in this area.

It is now clear that having an effectively designed job which meets the needs of individual employees as well as the employer is a key factor in raising engagement and increasing productivity. Making jobs suitably compelling requires providing them with a range of design factors including an appropriate level of autonomy and the opportunity to find meaning.

Attend this training session to consider these factors and how they might be applied to develop jobs, engagement and productivity within your own organisation.

Who should attend?

  • Chief Human Resource Officers
  • HR Directors
  • Heads of Talent Management
  • Heads of Employee Engagement / Experience
  • Heads of Organisational Design
  • Heads of Talent Acquisition / Recruitment
  • Job designers and analysts
  • HR business partners and other HR staff wanting to contribute more broadly to organisational effectiveness
  • Business leaders with responsibility for the effectiveness of their own teams and organisations.

Be able to conduct effective job design as part of organisation or process design or to inform job evaluation etc.

Understand the range of factors that need to be considered to ensure people have the opportunity to engage in good work

Have had the opportunity to consider changes in the world of work and how job design is being impacted by new technologies and employment models etc.

Be able to design jobs to meet the needs of job holders as well as being able to implement the tasks required by the business

Be positioned to support improvements in people’s working lives and the business's productivity.


10.00-11.00 Reinventing Jobs to Improve Productivity

  • The importance of placing job design within organisation, team, process and workplace design as well as linking to workforce management
  • Conducting role and job analysis, including through new workforce analytical tools, and links to job evaluation
  • Opportunities for job specialisation or enlargement, simplification or extension, enrichment and rotation etc.
  • Balancing consistency and flexibility in job and role titles
11.15-12.15 Re-orienting Jobs towards Good Work

  • Meeting needs for safety, health, wellbeing and engagement
  • Developing new social contracts for privileged and precarious segments of the workforce
  • Designing manager jobs to ensure good management and increased levels of trust
  • Responding to an increasing national living wage, and insights on the future of work e.g. the potential implications of universal basic income
  • Making a business case for progressive management and design of the organisation
1.00-2.00 Designing Roles and Jobs

  • Designing good jobs which will fulfil job holders’ needs by providing autonomy, competence and relatedness
  • Responding to diversity across generations, national cultures and other attributes as well as the broader changes in people’s expectations, including by providing the opportunity to personalise the employee experience
  • Augmenting and supporting people with new workforce technologies
  • Alternative approaches eg job crafting / sculpting
  • Using and balancing an increasingly broad range of ways of working for an organisation and providing appropriate levels of flexibility and security depending upon people’s as well as the organisation’s needs
2.15-3.15 Reviewing Potential Job Changes in the 4th Industrial Revolution

  • Reviewing changes in roles and jobs with more use of AI and automation
  • The opportunities provided by the growing contingent workforce
  • The impact of increased team and group working, including moving from jobs to roles with increasing use of self-management and organisation
  • New in-demand jobs and talent groups
  • Case studies and examples of potential future job changes
3.30-4.30 Providing Better Opportunities for Progression

  • Linking and supporting progression between good jobs through effective but flexible career management, providing alternatives to the ‘tour of duty’
  • Navigating organisations as a lattice rather than a ladder
  • Creating dual career structures and other approaches to support good management and avoid ‘accidental managers’
  • Enabling people to develop transferable skills and recognising the soft skills they have developed outside of work
  • Helping employees understand their career drivers and what good work looks like for them

Trainer: Jon Ingham

Jon Ingham is an independent strategic people management and organisation development consultant. His projects often involve helping companies innovate their HR approaches responding to changes in the world of work and also to tie more closely to their own strategic needs. His work is informed by a strong belief in the potential offered from a smarter investment in people and the consequent opportunity to create new value for a business.

He has worked with companies in UK and Europe, the Middle East, South Africa, Asia and Australia. Recent clients have included a financial services firm where HR had to sign up to providing half of the firm’s planned financial growth.  Also, acting in an interim head of organisation development capacity for a leading retailer, planning for the introduction of a new digital business strategy.

Other activities include providing in-house and open training programmes. His Symposium courses have included strategic HR; digital HR, HR business partnering; people planning, measurement, analytics and reporting; HR and innovation; HR and social media; organisation design and development; process design; employee experience, change management, and specific courses on recruitment, learning, performance management and reward.

Jon also speaks at leading HR, IT/Digital and Property/Facilities conferences around the world, including Symposium’s HR Business Partnering, Talent Management and HR Analytics conferences. He has also lectured in strategic management, change management and HR on executive MBA courses.

Jon has written several books and articles on the future of work, and of the HR function, which includes his new book, ‘The Social Organization’ (2017). This suggests that businesses needs to focus on the relationships between people as well as the individuals themselves. He has recently co-authored an article with Professor Dave Ulrich, the main instigator of today’s HR model, reviewing opportunities for ‘Building Better HR Departments’ (2016). Jon also writes at a ten-year old blog, Strategic HCM.

He has a number of associate relationships including The Work Foundation and Glassdoor, for which he has conducted media interviews supporting their research into pay transparency, zero hour contracts and other issues (with appearances include BBC Breakfast and Radio 4’s Today programme). He has also conducted research for the Economist Intelligence Unit and other organisations.

Jon has BA in Psychology, a Masters in Engineering and an MBA. He has frequently been recognised a leading influencer in HR, eg he was listed as the 7th most influential UK HR Thinker in 2013.  HR Examiner includes him in its list of the top 100 global HR influencers and states “Ingham is still early in his career.  It’s not outrageous to imagine him as the next Ulrich.”


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Wednesday, 29 April 2020
9:30 am - 4:30 pm
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Symposium Events
020 7231 5100