Kr strategic positioning of hr in the new world of work
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Transcript of Kr strategic positioning of hr in the new world of work
STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK
Dr Rica Viljoen
Presented by: Keshia Mohamed-Padayachee
Sustainability thorough Inclusivity - energy on all dimensions
OD Interventions
New world of work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The Individual
The
Team
The Organisation
How individuals change
How groups change
The What
Context:Industry
South AfricaAfricaGlobal
Leadership
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
Individual
EQ Journey
Dialoguing
World CafeStorytelling
Appreciative InquiryOrganisational Leadership
Trust
LeadershipWork attributes
State EngagementTrait Engagement
Behavioral Engagement
How organi sations change
The way: How we change
Organisational Transformation through Inclusivity
The soil needs the seed andthe seed needs the soil
One only has meaning with the other.The same thing happens to human beings.
When male knowledge comes together with female transformation, then the great magical union takes place,
which is called Wisdom.
Paulo Coelho
The Doing and The Being
Inclusivity
StrategicFramework
Strategic architecture The articulated and clearly understood concept of the desired future state
Strategy translation into Operational termsLeadership alignment
Vision
Mission
Core purpose
StructureCore
values
Core capabilities Internal and
ExternalBranding
Leadership Framework
Profit modeling
Shared views of the present and the future
Leadership formulates strategy
Change resilience
Agreement, Common
understanding
Renewed energy and rigour
Understandingdifferences
Engagement
Insight
Leadership Drives and implement
strategy
Strategy operationalised
Balanced Score Card And Values
Operational goals
MeasuresTargets
Strategic Initiatives
Strategic Goals
ValuesGroup and
Individual BSC
IDP KPA’sBehaviours
SWOT PESTLE
DesignThinking
Scenarioplanning
Competitor Analysis
SOAR
EVP
Culture
LeadershipCapacityBuilding
Translation
PerformanceManagement
Process
OptimiseLeadership Talent Attraction,
RetentionReward Strategy
Benchmark of Engagement
The role of Strategic HR
Inclusivity benefits on all the different domains:
Individual domain: Personal growth, enhanced EQ, Personal effectiveness
Higher levels of consciousnessAllowing of differences, Hope, Pride.
Group domain: Enhanced group dynamics Less unconscious group dynamics,
Innovation, Creativity.
Organisational domain: Trust, Conducive climate and growth,Sense of Belonging, Commitment,Retention of Talent
Societal context: Community Building, Localisation of Skill,Reputable Employer
Engagement
Benefits of Inclusivity
7
•Circular tribal structure.•Led by elder(s), shaman, or chief who makes decisions.•Roles determined by kinship, strength, sex, age.•Ways of the tribe are sacred and rigidly preserved.•Demands obedience to leader(s)
“Tribe”
•Organisation of equals for mutual benefit.•Little concern with status or privilege.•The “people” make decisions as a group.•Frequent communication in all directions.•Emphasis on consensus, sensitivity to feelings, and human needs.
“Social Network”
•Power-orientated – strongest survives best.•Most powerful person makes decisions.•Big Boss directs Work Bosses who drives the masses.•Communication downwards only.•Strength determines relationships
“Empire”
•Rigid rules for structure and rank.•Person with appropriate position of power makes decisions.•Divine authority speaks through secular authority.•Communication downward and horisontally across classes.•People stay in their “rightful” places.
“Authority Structure”
•Bureaucratic and status-orientated.•Person with the delegated authority makes decisions.•Distribution of specific amount of responsibility.•Communication down, up and across.•Power relates to prestige and position within the structure allows for upward mobility.
“StrategicEnterprise”
“Systemic Flow”
•Structure according to task at hand.•Project-centred with changing “functional” leadership.•Competent person makes decision.•Communication only as needed.•May adopt “Tribe” through “Social Network” if appropriate to situation
Human Niche Organisational Fractals
BeQ™ Benchmark of Engagement Quotient
BeQ™ Model
• The DOING and BEING are equally important and should be dealt with as such.
• Inclusivity is a Radical Transformational Strategy because we release voice.
• Hope is created during this strategy – this energy, if not channeled can have negative implications.
• Transformational leadership is needed to sponsor the process.
• Leadership strength and ethics on all organisational levels are critical.
• Emotional intelligence development critical in order to deal with mature system dynamics.
• Each action has a reaction – creating an inclusive system will lead to exclusion of other systems.
• Behavioural engagement is unleashed through Inclusivity
• Human Resources must reclaim its rightful place on strategic level
Meta-Insights
Beck (2005, 2013)
We think think differently . ..
1. Describe the psyche of the organisation and determine ROI of interventions
Through scientific diagnostic cultural sensitive longitudinal validated instruments
2. Release voice“The most important thing is not the script but the story”
3. Listen with your eyes closed“The best leader is the one who listens the best to the total organisation”
4. Speak in colours / frequencies Translate for understanding and human niche
5. Remember what made us successful in the first place “If you want to move forward, look back, look back…”
6. Position the people agenda as part of any strategic conversation“Incorporate Safety, HR, Internal Branding and External Positioning strategies in line strategy”
7. Integrate “I would do anything for the simplicity at the other side of complexity”
An integral, inclusive leader:
7. Integrate, integrate, integrate “I would do anything for the simplicity at the other side of complexity”
7. Design Inclusivity Design from yellow
If a old person dies, a library burns down . . .