This document summarizes the agenda for a two-day HR business partner conference on organizational resilience in turbulent times. The conference will cover topics like applying agile principles to HR, global megatrends, defining problems to solve, responding agilely, agile organizations, challenges with agility, agile HR processes, leading agile transformations, and developing an agile mindset. Videos related to the new world of work will also be shared. The goal is to help HR functions and businesses navigate challenges and build resilience through agility.

1. C A T A L Y S T
C O N S U L T I N G
KNOWLEDGE RESOURCES: HR BUSINESS PARTNER
CONFERENCE
2 0 t h - 2 1 s t A u g u s t 2 0 1 9
ORGANISATIONAL
RESILIENCE IN
TURBULENT TIMES

2. Applying Agile Principles to HR
▪ Global megatrends
▪ What are we solving?
▪ How do we respond?
▪ Agile organisations
▪ Agile challenges
▪ Agile HR
▪ Agile processes
▪ Leading Agile
▪ Agile mindset

3. The New World of Work: Additional Videos
The Future of Jobs: A growth mindset
https://www.youtube.com/watch?v=BdX2PCsue_Y
The New World of Work: Josh Bersin
https://www.youtube.com/watch?v=700Kx9f1PH8
Josh Bersin: HR’s Essential Role in the New World of Work
https://www.youtube.com/watch?v=38zUQuHWgZ0

4. Global Megatrends
Source: PwC: Global Megatrends, 2019

5. What Are We Solving?
Sustainability
Leaders
Employee
Experience
Capability
Workforce
Strategy
Org Design
Continuous
Learning
New
Mindsets

6. How Do We Respond?

7. 7
Heading, Calibri 25ptAgile Organisations
Source: McKinsey: The Five Trademarks of Agile Organizations

8. 8
Heading, Calibri 25ptAgile Challenges
Source: Harvard Business Review: HR Goes Agile, Peter Cappelli, 2018

9. Agile Focus
Continuous
learning NOT
remedial
learning
Teams NOT
individuals
Accountability
NOT bureaucracy
Trust NOT
control
Unified mission
and values NOT
static
objectives
Employee
experience
NOT employee
records
Continuous
talent
acquisition NOT
recruitment
People NOT
processes

10. Agile Processes
6
MAP
MANAGE
Driving the organisation
of the future
Shaping an agile
workforce

11. Agile Talent Management
MENTOR
MOBILISE
MASTER
MATCH
MAP
MANAGE

12. Agile Leaders – From Information to Imagination
Manager Leader
Ideas = Power
Creator
Brain Focused
Vulnerable
Control = Power
Systematic
Task Focused
Measured
Neuroleader
Knowledge = Power
Visionary
People Focused
Courageous
Influence
Style
Focus
Communication
Practitioner Moderator
Brain Focused
Agile Management
CEO
Agile Teams
Employee experience
360
Formal and informal,
continuous
Task Focused
Bureacracy
CFO
Headcount
Cost cutting
Top down
Formal, scheduled
Partner
People Focused
Meritocracy
COO
Individuals
Motivating staff
Top down
Formal and informal,
scheduled
Role of function
Management
Reporting line
Focus
Value-add
Feedback
Business
HR

13. 13
Heading, Calibri 25ptAgile Workforce
Internal
Identify
Knowndata
Unknowndata
External
Gig economy
Contractors
Outsourcing
Alumni
Full time employees
How can we utilise technologies to continuously review and identify talent?

14. Agile Performance Management
How do we reinvent
performance
management that is
agile, relevant,
developmental, brain
friendly, strategically
aligned AND holds
people accountable,
plays to strengths,
focuses on positive
affirmations and
informs relative
reward?

15. Agile Performance Management
Structured / cadenced
performance
management (annual)
Focus on
measurement and
historical ratings
Focus on role specific
development
Formal recognition
Rated by manager
No formal
performance
management
Real-time 360
feedback
Real time-360 formal
and informal
recognition
Focus on
development in job
Agile performance
management (real-
time)
Linked to projects or
specific results
Rated by peers and
team leader
Focus on broad
development
Real-time 360
feedback
Real time-360 formal
and informal
recognition
EITHER
OR?
BOTH
AND?
PERFORMANCE MANAGEMENT CONTINUUM

16. Leading Agile Transformation

17. Leading Agile Transformation
▪ Get everyone on the same page
▪ Start by changing roles, not structures
▪ Focus on teams, not individuals
▪ One decision = one boss
▪ Lead with questions, not orders
▪ Adopt an Growth Mindset

18. Agile Mindset

19. Click to edit Master title style
“It is important to keep
learning. Others cannot
duplicate or reproduce
your original work. If you
want to be original, you
have to become an
inventor and build the
foundation to the structure
of your invention from
scratch.“
- Marty Neumeier

20. The New World of Work: Videos

21. Kathy Kraus
Catalyst Consulting (Pty) Ltd
Phone +27 73 201 2024
Email Kathy@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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