DPHRM U18 - Collaborative Working Environment - English - V1

Chartered
Qualification in
Human Resource
Management
Level : Diploma in Professional HRM
Unit Code : DPHRM - U18
Session : Collaborative Working Environment
Name & Index No: …………………………………………
Chartered Institute of Personnel Management Sri Lanka (Inc.)

www.cipmlk.org
Chartered Institute of Personnel Management Sri Lanka
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Unit Title Collaborative Working Environment

Level Diploma in Professional HRM
Competency Capability Building and Enhancement
Unit Code DPHRM/U18
Unit Review Date 12th July 2021
Purpose and aim of the unit

This unit provides knowledge on the concept of collaboration and collaborative work environment. The
unit further provides knowledge on how collaboration takes place within teams and inter teams for
positive results. The unit also explains the overall intent, structure, skill sets, and goals of collaboration.
The unit further provides knowledge on how to build a collaborative work culture which can provide
sustainable organizational growth.
Learning Outcomes
On the completion of this unit students will;
 Understand the concept of collaboration and collaborative work environment

 Understand the concept of team building for collaborative intervention
 Understand the overall intent, structure, skills set and goals of collaboration
 Understand how to build collaborative work culture which drives sustainable growth
Assessment modes
 Case Study.
Guided Learning Hours

The guided learning hours for this unit would be 06 with an additional 40 hours of self-managed
learning
Copyright © 2020 CIPM P a g e 2 of 20

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Contents
Collaborative Working Environment ...................................................................................................... 4
01. Concept of Collaborative Working Environment .................................................................... 4
1.1 What is a collaborative work environment? .............................................................................. 4
1.2 Creating a Collaborative Work Culture ..................................................................................... 4
1.3 HR Role in Driving a Collaborative Culture ............................................................................. 8
02. Features of a collaborative work environment ....................................................................... 10
2.1 Intent and structure of Collaborative Work Environment ....................................................... 10
2.2 Required skills and goals of collaboration .............................................................................. 12
2.3 Collaboration in an era of Digital Workplace Era ................................................................... 17

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Collaborative Working Environment
01. Concept of Collaborative Working Environment
1.1 What is a collaborative work environment?
Collaboration can be defined as the joint effort of team members to share their perspectives and
opinions to create an expanded vision of the problem or mission at hand of an organization. This is very
likely to produce solutions and achievements that are greater than any one person could produce
individually.
Further, collaboration is the process of two or more people or organizations working together to
complete a task or achieve a goal. Collaboration is similar to cooperation. Most collaboration requires
leadership, although the form of leadership can be social within a decentralized and egalitarian group.
Working in a collaborative work setting simply means getting more work done quicker and faster. It
means a process through which a team of people constructively explore their ideas, views, and power
to explore a way out that is far more extended than one's own limited vision. In modern Leadership
teachings, this approach is referred to as ‘seeking Synergistic outcomes.’
1.2 Creating a Collaborative Work Culture
The work environment must be a place of creativity and active participation. Employees work
better when they can capitalize on their strengths, easier and faster communication with each other.
Making a focused emphasis on the collaborative input and effort of an organization produces
beneficial outputs. When organizations achieve successful collaboration in the work setting,
individuals feel they are a part of something bigger and greater.
Eight important ways of building a collaborative working environment are described below.

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1) Practicing openness
Employees are most likely to put more effort to accomplish the organization’s objectives/ goals if
they receive an incentive to act. Should employers be open with the organization’s
goals/objectives or issues, employees will feel more engaged with the organization’s success. Each
person/individual must be able to recognize the ultimate goals/objectives of their organization. By
building a collaborative environment and improving communication, it will create passion in the
hearts and minds of employees. Cohesion in the workplace will ensure that each and every person
does what they sincerely and genuinely want to do, not what they think they must do.
Standardization of communication channels and practices helps to keep a workplace well

organized. Cloud-based services on Internet accommodate for fast file/documents sharing. When
people have equal and easier access to information and the ability to improve on documents,
individuals contribute to the overall team effort and outcomes. Interactive collaboration and
simultaneous file sharing are current trends that will not be easily forgotten, but enhanced and
augmented, in the future. Nevertheless, it is prudent for the organization to have clear policy and
guidelines in place before practicing such openness, and reviewed periodically for alignment.
2) Communicating Clearly and Precisely
A shared responsibility is demanded for working in a collaborative team environment. Each and
every individual is responsible for completing team projects, tasks and meeting organization’s
objectives/goals. It is of utmost importance to address any uncertainties that may arise from time
to time. Making messaging simple and faster is one of the easiest ways to ensure clear
communication between individuals in an organization. Technology has paved ways to a sharing
atmosphere where collaboration is encouraged. Unlike emails, a formal method of communication
which gets crowded fast, organizations can use apps to increase collaboration between teams and
among individuals. Slack and Microsoft Teams (included with Office 365) are two popular
alternatives to email. Meeting rooms with multiple projectors and monitors are a great way to
reinforce information that is communicated verbally.

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3) Setting Goals
Goals/objectives for an organization must include both short-term and long-term plans. Smaller
goals/objectives increase cohesion in the workplace and keep employees on track for future plans.
All employees must have equal/some access to the outcomes and the progress reports of the
organization’s goals/objectives so that everyone maintains a mindset of commitment and
belongingness. Most certainly, it is important for everyone to know the ‘overall progress’ towards
the broader goal of the Company. Examples for collaborative goals include providing employees
with concrete information periodically on the progress towards goals and an idea of how to march
forward effectively and efficiently for progressive success.
4) Assessing Strengths and Weaknesses
Letting individuals determine and discuss personal strengths and weaknesses will increase work
productivity. Emphasizing creative and innovative freedoms is one of the best practices of team
collaboration. All suggestions made are valuable, is the general maxim! Hierarchy and designated
positions in an organization must not get in the way of individuals sharing ideas and views. Some
workers may experience the need to lessen the intimidation factors in the workplace. We must
design a workspace that encourages cohesion and interaction between various teams, groups, or
departments. By creating a central/common area in the office building can get people talking to
one another on a regular basis. We must understand that people also look for their own privacy,
and it must be respected. Even though everyone comes together for the greater good of the
organization in order to work in a collaborative environment, employees need the option to remove
themselves from a conversation and have opportunities to think alone.
5) Allowing for Flexibility
A flexible organizational structure both in the office-layout and day-to-day activities, will encourage
and develop collaboration in the workplace. One can use Zoom Video Conferencing or Skype to make
meetings less of a hassle, for the business activities. Some individuals may appreciate having the option
of attend a meeting virtually rather than physically.
Reorganize the workplace to accommodate the organizational requirements for collaboration. Need to
focus on the company’s needs and design the area accordingly, although the following trends may seem

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appealing simple things like open areas, lighting, and acoustics as they can impact the feel of a space.
The businesses should always be on the lookout for new technologies and innovations that will increase
efficiency and effectiveness amongst teams.
6) Encouraging Innovation
Employees must regularly come together to brainstorm new ideas, review and reconsider old ways of
completing tasks. This will definitely promote responsiveness to issues that may need to be addressed
and sorted out and will motivate individuals to try new methods and techniques when doing things. If
goals/objectives are realistic and attainable everyone would feel motivated. Creativity and Innovation
leads to increased productivity, business growth and success.
7) Suggest Work Activities Outside
In the office environment, people might have a particular type of personality, but may differ outside
such work environment. Everyone must learn and understand about their counterparts as everyday
workmates. Socializing with coworkers including bosses, subordinates, and peers outside of business
hours gives employees the opportunity to understand one another better. This approach should
encourage and cause people to better empower one another because everyone is not only a working
partner, but a friend and buddy in a human sense. We must aim to change the employees' mindset from
thinking “me” to thinking “we,” which will foster team spirit.
8) Celebrating Collaborative Behavior
By nature, people love to be appreciated. On completion of a project, we must bring teams together to
talk about what went well and what went wrong. Learning from past experience, and at the same time;
being recognized for one’s efforts, demonstrates the power of teamwork and cohesion. Such
acknowledgement must be genuine and respectful. We must make it a goal and create the expectation
of collaboration in the future.

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1.3 HR Role in Driving a Collaborative Culture
HR plays a central role in improving collaboration in organizations, in the face of major changes in
technological, demographic, workforce, etc.
The biggest challenge for HR in this process is to understand that one custom-made approach to work
no longer fits the diversity of today’s workforce.
This challenge is not just about the younger, millennial workforce. The older workers who may be in
the workforce for longer, and those in the middle age categories who may be making career changes or
juggling with the demands of bringing up young children and the likes in their mid-life trails.
Their choice of how, when and where we the work is becoming a particularly effective and efficient
way of attracting and retaining talent. It must be understood that the conundrum with choice can create
fragmentation among workers.
Allowing people, the space to work from virtual offices can bring huge benefits in terms of both
productivity and wellbeing.
However, one must realize that when teams do not physically see each other regularly, and only
communicate over email or social media, the dynamics of connectivity changes significantly. This takes
a while to reach a new equilibrium and build the trust levels all anew.
The most important priority of HR is that it needs to manage the recruitment process to ensure
employees have the right skills to foster collaboration; they also need to ensure employees are equipped
for the new workplace by providing them access to the best ‘common grounds’ for collaboration that
suits their individual work style.
Several studies have found that teams of exceptionally talented, distributed, and diverse individuals are
less likely to collaborative effectively unless and otherwise there is a strong sense of purpose, and
appropriate rewards must be based on quality rather than quantity of the contribution.
After considering the recruitment process the other important areas that HR has to focus and manage
in creating a collaborative working culture include:

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Retention process: HR must identify the qualities and attributes your teams require and design
recruitment drives accordingly. Individuals must have space in the workplace for growth and physical
& mental wellbeing.
Learning and development: HR must identify specific skills that are required to work collaboratively,
and to lead a team. More effective team-working skills can be achieved by developing employees in
areas such as teamwork, project management, communication, and leadership as the most important
amongst several other skills.
Rewards and Benefits: Appropriate rewards and incentive programmes can promote effective team-
working and team achievement. Performance related team bonuses and rewards such as group social
events for top-performing teams and recognition schemes can be stated as examples.
Encouraging teamwork: HR must directly get involved in organizing teams to support better teamwork.
Defining a clear purpose and goals for each team is important. If a team is to be effective, the team
must know its overall purpose and goals/objectives. They must seek involvement of the important team
members in goal/objective setting, then they are more likely to feel engaged and committed to the goals
they helped set for the team.
Team performance must be measured consistently. What is measured, gets done. HR must establish
effective matrixes for measurement and reporting by team leaders. If team performance falls below the
expected level, the data will tell you why and how it may be addressed.
Reward team excellence: Contingent pay and rewards linked to team performances can help stabilize
teams and motivate them to achieve team goals/objectives.
Thought teambuilding activities are all too commonly seen in management practice, they are extremely
popular and effective in the ability to improve interpersonal relations, define team roles, encourage
collaboration and cooperation among employees.

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02. Features of a collaborative work environment
2.1 Intent and structure of Collaborative Work Environment
A collaborative workforce where individuals work together to achieve a common goal/objective is more
likely to function as a productive, high-performing team. In a survey of C-suite executives, 73 percent
said that their company would be even more successful if employees worked more collaboratively.
Furthermore, 56 percent of respondents said the number one factor that would have the greatest impact
on overall profitability was collaboration between employees.
Even in the most effective collaborative working environment, individuals do not at times exercise
strong teamwork skills; however, they tend to do so in a culture where collaboration is consistent and
evident in their everyday behavior. Below mentioned are the seven characteristics of a workforce that
is truly collaborative.
Presence of Strong Leadership

Leadership must set the tone for employee behavior, guide and help to encourage and collaborate within
and between teams. The leaders must also communicate expectations for teamwork and coach
individuals constantly to become better at working together. Research conducted by the Institute for
Corporate Productivity found that the top behaviors of collaborative leaders include:
 Modeling collaborative behavior s through their own behavior
 Building strong internal networks and frequently working with individuals in other roles and
departments
 Rewarding people who engage in collaborative behavior
By engaging in these activities, collaborative leaders can help the organization resist the formation of
silos and build a culture where collaboration occurs quite naturally.
Availability of Clearly Defined Roles for Subgroups

When each team possesses clarity about their role in helping the organization achieve its
goals/objectives, collaboration is not only more pertinent, but also is likely to be more rewarding for
everyone involved. In spite of individuals quickly becoming frustrated about duplicated efforts or ‘a
ball that has been dropped,’ they can more easily share information and ideas when they are clear about

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where team accountabilities lie and who is responsible for what. Individuals in a collaborative
workforce better understand how their respective roles fit together.
Presence of Consistent, United, and Enthusiastic Effort

Even though results are often important, individuals in a truly collaborative workforce also maintain a
united and enthusiastic effort throughout the life of any activity. This united and enthusiastic effort is
important because if any person or team loses enthusiasm for the shared goal/objective or commences
to give less than their best effort, the whole organization can suffer. Everyone working together as a
team from the beginning to the end of each task, project, or quarter ensures a consistent effort and
commitment.
Need for Effective and Frequent Communication

Effective collaboration cannot happen without effective communication between individuals and
teams. No individual or team within the organization can be ‘an island,’ and frequent communication is
what helps people learn, make progress on key projects and tasks, overcome obstacles, and address
issues. When all are communicating, each person has the chance to share his/her ideas, views and talents
with the team, and there is less risk of confusion and ambiguity about expectations and deliverables.
Need for Shared Resources

Each individual and team have resources that can be helpful to others, and it is not just information.
Resources such as time, ideas, views, and experience are also routinely shared in a truly collaborative
work environment. Nobody has ever said that it was easy to share resources, especially when one feels
time constrained. However, when resources are shared rather than consistently ‘held close to the jacket,’
the entire team benefits.
Need for Periodic and Temporary Suppression of the Egos

Possessing a healthy ego and a strong sense of confidence is great. However, sometimes, collaboration
requires that your ego take a backseat so that others can have a voice, apply their talents, and contribute
better to the team’s purpose. In a collaborative workforce, it is ideal for every team member to share
their ideas, views and contributions freely; rather than just one person or a handful of people stealing
the show.

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Focus on the Common Goal

When people can see that they are working toward a common goal/objective, they are more likely to
work together as a team to succeed. One must understand that a collaborative workforce is able to look
beyond personal agendas and competition between teams and recognize that each person and team has
a unique role to play in meeting the common goal. It is especially important to realize that when
everyone is undividedly focused on the shared goal, a sense of camaraderie develops, and people begin
to see that they are ‘all in this together.’
When you build a truly collaborative workforce, you can achieve a range of benefits such as productive
workers, more cohesive and engaged teams, and a more effective organization. A good way to begin
developing the competence of collaborative workforce is through employee learning and
development. It helps to build leadership, communication, interpersonal relations and teamwork skills
throughout the entire workforce.
Intent of Working Environment
Increased Employee Satisfaction: Workplace collaboration helps create an environment where

employees feel valued for their unique skills as well as their inputs. Having happy employees not only
positively impact s a company’s culture but can also lead to increased retention.
Working practices in a collaborative work environment has evolved from the traditional or
geographical co-location paradigm. In a Cohesive Work Environment, professionals work together
regardless of their geographical locations. Such practices enable effective and
efficient collaboration amongst the different people.
2.2 Required skills and goals of collaboration
Collaboration skills are what enables people to work well with others. Most work environments require
effective collaboration, hence these skills are important and essential. These skills include
understanding a variety of perspectives, managing priorities of everyone in the group, and meeting
expectations as a member of the team.
Successful collaboration requires a cooperative spirit, mutual understanding and respect. Employers
typically seek employees who function effectively as part of the team and are willing to balance
personal aspirations with team/group goals.

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The Way Collaboration Skills Work
The idea of collaboration seems easy enough, but in reality, it can be challenging to collaborate with
others. Each person on a team has strengths and weaknesses, communication preferences, and personal
goals. Company culture also influences collaboration. Some companies value collaboration and provide
training on how to collaborate, while others assume that collaboration will naturally happen.
Using collaboration skills within a team would include:
 Keeping communication open and never withholding information necessary to carry out tasks
 Reaching a consensus about goals and methods for completing projects and tasks
 Offering recognition for the contributions of others on your team, giving credit where credit is due
 Identifying obstacles and addressing problems cooperatively, as they occur
 Placing group goals above personal satisfaction and/or recognition, especially if you are the leader
 Apologizing for mistakes and forgiving others for their mistakes; holding a grudges or sabotaging
the efforts of other team members destroys the spirit of collaboration.
Types of Collaboration Skills
For successful collaboration, you need skilled communication, emotional intelligence, and respect for
diversity. Below given is a closer look at each of these types of collaboration skills.
Effective Communication Skills
Getting your point of view across can be a challenge. Within a team, you cannot be afraid to share your
perspective, but you also cannot impose your viewpoint on everyone else. These communication skills
are essential collaboration skills.
 Active listening: Active listening goes beyond hearing the words your colleagues are saying. It
means listening without judgment and ensuring you understand the meaning behind what they say.
If you do not understand, ask for clarification, and take time to summarize what was said before
moving on.

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 Written communication: A lot of collaboration happens in writing, especially if you are working
remotely. We tend to rely on nonverbal cues to interpret meaning, so it's especially important to be
mindful of how messages might be received when communicating in writing.
 Verbal communication: What you say in a team environment is key, but how you say it is just as
important. Sharing your perspectives succinctly and respectfully disagreeing with others, are
essential aspects of verbal communication.
 Nonverbal communication: Nonverbal communication, like body language and tone, impacts
your verbal communication. The same words delivered in two different ways can convey two
different meanings to those listening. Consider both what you are saying and how you are saying it
when working closely with colleagues.
Emotional Intelligence
Emotional intelligence is one of the most sought-after soft skills in the workplace. Emotional
intelligence is the ability to identify and manage your emotions, recognize emotions of others and
respond appropriately.
When a team member is moody and snaps at another team member, those with emotional intelligence
can determine that the irritability could be evidence of the moody member’s need for rest or assistance.
Even issues such as perceived laziness or stubbornness are seen by those with emotional intelligence
as symptoms of a larger issue that everyone can work together to address.
Some of the traits that need to be cultivated for better emotional intelligence are:
 Good interpersonal relations

 Balanced personality
 Empathy
 Resilience
 Not being offended easily
 Not taking criticism personally
 Being able to recognize and detach from strong emotions when needed
 Curiosity

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 Compassion
 Conflict resolution
The need for Respect of Diversity
In our global economy, you may be working with co-workers/colleagues from other countries and
cultures. To be successful, it is essential to reflect on any implicit biases you may hold so that you can
work respectfully with your colleagues.
You should also call attention to behaviors or decisions that could be subtle forms of discrimination.
For example, if a (minority) colleague is consistently being talked over or ignored during meetings,
you might make a deliberate effort to bring the conversation back to that colleague's idea.
In a collaborative environment the respect for diversity must be:
 Sensitivity to ethnic and religious backgrounds

 Building and managing expectations
 Open and effective communication
 Facilitating group discussion
 Agreeing on roles that capitalize on individual strengths
 Building consensus
 Eliciting viewpoints from all team members
Key Takeaways are given below
 Development of collaboration skills which enable you to work toward a common goal with your
co-workers.
 Many settings/environments require collaboration, so these skills are essential.
 Among collaboration skills; effective communication, emotional intelligence, and respect for the
diversity are important.

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Organizational Development (OD) Interventions to develop a collaborative working

Environment
In an era of rapidly accelerating change, many organizations that excel in stable conditions demanding
bureaucratic intervention find themselves in a crisis of inadaptability and non-commitment. The
following OD interventions are needed to develop a collaborative work environment.
Need for Eliminating Hierarchical Decision-Making
When creating developmental change in a collaborative organization, the responsibilities of decision-

making should shift from the position of task designated manager to one that all the employees share.
Focus on Teams/Groups
The fact that teams make up organizations, not just individuals, change must primarily occur in
teams/groups in order to make a difference in the culture of the organization. Teams/groups within an
organization must have a clear understanding about its purpose, mission, and goals/objectives, as well
as the purpose and organization’s structure. If the change agents are to be effective, employees and
their respective departments must have a good understanding of the various departments within the
organization and their relationships. Leaders should have a balance, and provide support to employees.
Building Trust
For creating change and promoting open communication, an organization must have a culture of mutual
trust. Managers must understand that they cannot expect employees to trust them automatically.
Instead, in order to cultivate trust, managers must first show employees that they can be trusted and
them possess integrity.
Reduce Unnecessary Competition
Instead of creating an environment focused on competition to motivate employees, an organization

must focus on creating a culture that is focused on collaboration. Collaborative conditions and activities

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can help improve teamwork and communication, as well as help make employees feel their
contributions are important.
Need for Investing in Employees
If an organization invests in its employees, employees will in turn invest their time and talents back
into the company. Over and above monitoring goals/objectives, providing feedback, and reinforcing
positive employee effort/activities, organizations must also work toward developing the skills of their
employees and enhancing their sense of well-being. Such investments can include educational
opportunities, providing employee benefits & services and providing the support and tools needed to
accomplish work targets effectively.
Need for Interim Measurements of Control
When working toward a goal/objective, it is important for an organization to realize that the
responsibility of achieving goals/objectives falls on all levels of the organization, not just managerial
responsibilities and strategies. Hence, the organization as a whole, individual departments and
individual employees must evaluate their activities against set goals.
Need for Active Employee Participation
Employees will be committed to support what they help build. In order to create change, all employees
should have opportunities to participate actively in the decision-making process and achievements of
the organization. Doing so will help create a sense of ownership, belongingness and loyalty in
employees and help them to embrace change.
Need for Strategic Interventions
It must be understood that strategic interventions sometimes are necessary to create change within an
organization and its relationships with the external environment. Such interventions can include
franchises, mergers or acquisitions, a rapid expansion of the market, new or increased competition from
another organization or re-establishing relationships with stakeholders.
2.3 Collaboration in an era of Digital Workplace Era

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The aim and goal of collaboration is to create communication channels that enable multiple parties to
work together towards a similar objective or goal. In today’s digital era, effective collaboration is
achieved in a plethora of ways of communication including networks, applications, and
telecommunication. Some of these common methods that are used to enhance collaboration in a digital
workspace can include:
 Email
 Meetings (e.g. In-person, Calls, and Videoconferences)
 Instant Messaging (e.g. Skype for Business, AIM (RIP)
 Document Sharing solutions (e.g. File-shares, One Drive, Box, etc.)
 Enterprise Social Networking (e.g. Yammer, Chatter, etc.)
 Team Workspaces (e.g. SharePoint, Microsoft Teams, Slack, etc.)
Some of the Collaboration Tools are;
Implementation of collaboration tools within your digital workspace will allow your employees to
collaborate with each other faster and effectively. Indicated below are some of the frequently
used collaboration tools in a digital workspace/organization:
1) Enterprise Social Networking
Ideally and typically, the primary function of an intranet is to assist with daily business tasks. Today,
some modern businesses use modern intranets that include social features. This collaboration tool is
referred to as Enterprise Social Network. It focuses on the social components and aspects that drive
businesses.
Enterprise Social Networking (ESN) tools move internal communication and employee collaboration
online, through your organization intranet by including interactive intranet features and platforms.
Through social networks and relations, they connect your employees and create a sense of belonging
and engagement which gives rise to interactivity and an easy exchange of information.
Some of its features can include:

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 Digital Message Boards

 Live Chats
 Discussion Forums
 Online team forums
2) Project and Department/Division Sites
For organizations with numerous teams and multiple departments/divisions, this cross-departmental
collaboration tools helps to create synergy within the business whilst boosting communication between
departments and individuals. Project and Department Sites provide a dedicated platform and site on
your intranet for employees to communicate with each other and collaborate.
Moreover, you can add a documents library to provide departments and teams with relevant resources,
as well as a management tool (Track Manager) to help keep track of completed duties and tasks across
the relevant departments.
3) Document Management System (DMS)
The Document Management System is a powerful collaboration tool that is being used both to keep
track of and store documents. With this at your disposal, you will be able to use your intranet to
centralize documents into common storehouses on a secure digital workspace online.
Other collaboration features will include sharing of documents, notification alerts for any edits made
on a document and the ability to discuss documents with others on an activity stream.
The digital workplace is simply and easily a naturally evolved version of the traditional office. On it,
you get the sum of all technologies that are being used to get the job done within your organization.
Hence, with the incorporation of some collaboration tools, you will be able to maintain the vital
elements of collaboration among your employees.

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References
Lencioni, P. (2006). The five dysfunctions of a team. John Wiley & Sons.
Lencioni, P. (2006). Overcoming the five dysfunctions of a team. John Wiley & Sons.
Grove, A. S. (2015). High output management. Vintage.
Smart, G., & Street, R. (2008). Who: The A method for hiring. New York: Ballantine Books.

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Chartered

Level : Diploma in Professional HRM

Unit Code : DPHRM - U18

Session : Collaborative Working Environment

Name & Index No: …………………………………………

Chartered Institute of Personnel Management Sri Lanka (Inc.)

Unit Title Collaborative Working Environment

Purpose and aim of the unit

 Understand the concept of collaboration and collaborative work environment

Guided Learning Hours

Copyright © 2020 CIPM P a g e 2 of 20

01. Concept of Collaborative Working Environment .................................................................... 4

1.1 What is a collaborative work environment? .............................................................................. 4

1.2 Creating a Collaborative Work Culture ..................................................................................... 4

1.3 HR Role in Driving a Collaborative Culture ............................................................................. 8

02. Features of a collaborative work environment ....................................................................... 10

2.1 Intent and structure of Collaborative Work Environment ....................................................... 10

2.2 Required skills and goals of collaboration .............................................................................. 12

2.3 Collaboration in an era of Digital Workplace Era ................................................................... 17

Copyright © 2020 CIPM P a g e 3 of 20

Collaborative Working Environment

01. Concept of Collaborative Working Environment

1.1 What is a collaborative work environment?

1.2 Creating a Collaborative Work Culture

Copyright © 2020 CIPM P a g e 4 of 20

Standardization of communication channels and practices helps to keep a workplace well

2) Communicating Clearly and Precisely

Copyright © 2020 CIPM P a g e 5 of 20

4) Assessing Strengths and Weaknesses

5) Allowing for Flexibility

Copyright © 2020 CIPM P a g e 6 of 20

7) Suggest Work Activities Outside

8) Celebrating Collaborative Behavior

Copyright © 2020 CIPM P a g e 7 of 20

1.3 HR Role in Driving a Collaborative Culture

Copyright © 2020 CIPM P a g e 8 of 20

Copyright © 2020 CIPM P a g e 9 of 20

02. Features of a collaborative work environment

2.1 Intent and structure of Collaborative Work Environment

Presence of Strong Leadership

 Modeling collaborative behavior s through their own behavior

 Rewarding people who engage in collaborative behavior

Availability of Clearly Defined Roles for Subgroups

Copyright © 2020 CIPM P a g e 10 of 20

Presence of Consistent, United, and Enthusiastic Effort

Need for Effective and Frequent Communication

Need for Shared Resources

Need for Periodic and Temporary Suppression of the Egos

Copyright © 2020 CIPM P a g e 11 of 20

Focus on the Common Goal

Intent of Working Environment

Increased Employee Satisfaction: Workplace collaboration helps create an environment where

2.2 Required skills and goals of collaboration

Copyright © 2020 CIPM P a g e 12 of 20

The Way Collaboration Skills Work

Using collaboration skills within a team would include:

Types of Collaboration Skills

Effective Communication Skills

Copyright © 2020 CIPM P a g e 13 of 20

 Good interpersonal relations

Copyright © 2020 CIPM P a g e 14 of 20

The need for Respect of Diversity

In a collaborative environment the respect for diversity must be: