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Strategic hr masterclass thoughts

  1. 1. ADVANCED STRATEGIC HRM MASTERCLASS Lesley Harvey The Human Edge The Human Edge ©
  2. 2. The Human Edge © Course Aims By the end of the course you will : • Have a clear picture of how HR contributes to organisational performance • Understand how to improve organisational performance through effective HR strategies • Understand your approach and business model in greater depth • Be able to identify your business’s Sustainable Competitive Advantage (SCA) • Know how to sustain and build the organisation’s SCA through effective HR strategies • Value effective leadership and the value it will add in the new economy • Appreciate new contributions to HR, including the emotional intelligence debate and its implications • Be able to build an organisation that embraces a performance based culture • Appreciate the Balanced Scorecard and how it can help the HR function • Understand business transformation and HR’s critical role in this vital corporate revolution
  3. 3. The Human Edge © Building The Organisation’s Competitiveness And Sustaining It Through People Management And Development
  4. 4. The Human Edge © Introduction • The HR and management revolution – impact on organisational competitiveness • Competition in the new world of business – the people implications • Maximising performance from human talent – the new business imperative • The global war for talent – implications for Middle East competitiveness • How to develop your human talent to be ready for the new competitive environment
  5. 5. The Human Edge © Why is Strategic HRM Important? David Ulrich, a leading authority in the field and Professor of Business Administration at the University of Michigan, lists eight major challenges currently facing organisations. These are: • Globalisation • Responsiveness to customers • Increasing revenue and decreasing costs • Building organisational capability • Change and transformation • Implementing technology • Attracting, developing and retaining talent • Ensuring fundamental and long lasting change.
  6. 6. The Human Edge © That means… PEOPLE ARE AT THE CORE – THEY CAN GIVE OUR ORGANISATIONS A COMPETITIVE ADVANTAGE. Most organisations today can copy technology, processes, products and strategy – but not people. People practices are difficult to copy and, if developed effectively, can deliver a Sustainable Competitive Advantage
  8. 8. The Human Edge © The Changing Role of HR Operational Strategic Qualitative Quantitative Policing Partnering Short Term Long Term Administrative Consultative Functionally oriented Business oriented Internally focused Externally & Customer focused Reactive Proactive Activity focus Solution focus
  9. 9. The Human Edge © HR ‘Roles’ in Creating Sustainable Creative Advantage (SCA) Talent Mgr Org Designer Strategy Architect Culture & Change Steward Business Ally Operational Executor Credible ActivistRelationships Systems & Processes Organization Capabilities HR Professionalism
  10. 10. The Human Edge © The Ulrich Model for Building a Sustainable Competitive Advantage HR Roles in Building a Competitive Organisation. Source – Ulrich, D (1997), Human Resource Champions
  11. 11. The Human Edge © Aligned HR Roles
  12. 12. The Human Edge © Building Sustainable Comp.Advantage Let’s look at each of the quadrants separately. • Management of strategic human resources. HR can be described as a strategic partner and the key focus is in linking business strategy and HR strategy. The deliverable of this role is executing strategy.
  13. 13. The Human Edge © Cont…. • Management of the organisation’s infrastructure. The role can be likened to an administrative expert and the key activities in this area include re-engineering organisational processes. One key deliverable would be contributing to building an efficient infrastructure.
  14. 14. The Human Edge © Building SCA • Management of the employee contribution. This role is best described as the employee champion. HR need to listen and respond to employees and provide appropriate resources for the employees. The key deliverable is to increase employees’ commitment and capability.
  15. 15. The Human Edge © • Management of transformation and change. HR are seen as a change agent, facilitating and managing transformation and change. The key deliverable is a renewed organisation that has successfully managed a transition process
  16. 16. The Human Edge © Wrights Model for Building SCA
  17. 17. The Human Edge © Wrights model suggests: This model looks at HR activities in terms of their strategic value to the organisation classified as: • Transactional activities e.g. pay administration. These are often viewed as low on strategic value to the organisation. • Traditional activities for example performance management. These are viewed as having moderate strategic value to the organisation, since they often include the nuts and bolts of people management that enable strategy execution.
  18. 18. The Human Edge © Cont.. • Transformational activities for example cultural change. Such contributions create long term capability and adaptability for the organisation and carry the greatest strategic value. Ref: Categories of HR Activities. Source - Wright, P (1998), incl. in Di Cieri. Et al.
  19. 19. The Human Edge © How HR Creates Value HR Practices Performance Work People Communication Buy Build Borrow Bounce Bound Bind Set standards Ensure consequences financial non financial Do feedback Build communication plan top down bottom up inside out outside in side to side Restructure organization Reengineer work process Manage teams Architect physical setting
  20. 20. The Human Edge © Creating Stakeholder Value:
  21. 21. The Human Edge © Adding Stakeholder Value by having answers to the following: HR’s Fundamental challenge: Value to key stakeholders HR Practices What HR practices can be designed and aligned to deliver value? HR Department How do we organize to deliver work? HR Professionals: What competencies must HR professionals demonstrate?
  22. 22. The Human Edge © Align the HR function to the Business Corporate *Top management *corporate initiatives *Integration and oversight *corporate brand Centers of Expertise *Create menu of choices *Provide specialist expertise *Form team *Share learning Key roles in the new HR organization Operational HR *project support *consult to business *operational support *implement Create the Right HR Organisation Embedded HR *Diagnose wants needs *Broker solutions *Be part of business team *Make strategy and Change happen
  23. 23. The Human Edge © Create the ‘Best Fit’ Strategy • When trying to determine what is ‘best fit’ in order to create a Sustainable Competitive Advantage for an organisation HR professionals ask questions to analyse the business issues they are facing and aim to understand the needs in order to make recommendations within a Strategy proposal. • Let’s look at how..
  24. 24. The Human Edge © Analyse •What's happening •What's good and not so good about it •What are the issues •What does the business need Diagnose •Why do these issues exist? •What are the causes of the problems? •What factors are influencing the situation (competition, environment, political etc)? Conclusions •What are our conclusions from the analysis/diagnosis? •What alternative strategies are available? • Which is recommended and why? Action Plans •What actions do we need to take to implement the proposals? ••What problems may we meet and how will we overcome them? •Who takes the action and when? Resource Plans •What resources will we need (money, people, time)? • How will we obtain those resources? • How do we convince management that these resources are required? Benefits •What are the benefits to the organisation of implementing these •proposals? • How do they benefit individual employees? • How do they satisfy business needs Questions to Ask when Developing HR Strategies. Source – Armstrong, M (2000), Strategic Human Resource Management
  25. 25. The Human Edge © Credibility = Success • Brockbank & Ulrich (2003) found that personal credibility was the most important thing for HR professionals to be personally successful, but when it comes to helping the business deliver results, the ability to make a strategic contribution was most important. • In these studies that continued over 15 years, Brockbank & Ulrich studied the effectiveness of 27,000 HR professionals across many different organisations on four continents. They asked customers (primarily managers), to evaluate the HR professionals on a number of skills and also asked for an overall evaluation of their effectiveness
  26. 26. The Human Edge © Conclusions When the most effective and the least effective were compared the clusters of competencies that made the most difference were: ▫ Personal credibility 33% ▫ Strategic contribution 25% ▫ HR practices 22% ▫ Know the business 12% ▫ HR technology 8%
  27. 27. The Human Edge © WORKSHOP SESSION HR Needs For The “Organisation Of The Future” • work in teams to establish the essential criteria for the successful “organisation of the future”. • What will the organisation be like? • What will its people’s needs be and what will such an organisation look like in the Middle East? • What will the organisation have to excel at? Why?
  28. 28. The Human Edge © Building Leadership Competencies And Organisational Culture – The Key To Tomorrow’s Success
  29. 29. The Human Edge © Competencies & Leadership • Understanding leadership style – the old vs the new . Good leadership vs bad leadership – what’s the difference • Transactional leadership vs transformational leadership – understanding the difference and what it means for you • An examination of several great world leaders – what is it that makes them great leaders?
  30. 30. The Human Edge © Impact of Great Leadership Customer Benefits Everyone Learns Information is Shared Things get done and done well Everyone knows what’s happening People know what they have to do and do it
  31. 31. The Human Edge © McGregor X and Y Theory X 'authoritarian management' style Theory Y 'participative management' style • The average person dislikes work and will avoid it if he/she can. • Therefore most people must be forced with the threat of punishment to work towards organisational objectives. • The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else. • Avoids change. • The expenditure of physical or mental effort in work is as natural as play or rest. • People will apply self-control and self- direction, without external control or the threat of punishment. • People will be committed to their objectives if rewards are in place that address their higher needs such as self- fulfilment. • People usually accept and often seek responsibility. • The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed
  32. 32. The Human Edge © 3 Styles of Leadership • TRANSACTIONAL – View the leader-follower relationship as a process of exchange. They tend to gain compliance by offering rewards performance and compliance or threatening punishment for non performance and non compliance • TRANSFORMATIONAL ▫ Tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. • VISIONARY ▫ Offer employees continuous learning opportunity with decision- making responsibility. Employees, with natural talent are quickly recognised and their unique skill is quickly adapted to the organisation. As a result - efficiency of the workplace increases. A visionary leader anticipates events, influences the future and enables people to flourish in fundamental ways, they do not control, they coach and motivate.
  33. 33. The Human Edge © One Size does not fit all • They are aligned to the Culture • They are aligned to the Business Objectives • They are aligned to the Values • They are aligned to the type of Business Which means that you will need to develop a Leadership model specifically for your organisation – but there are some common traits:
  34. 34. The Human Edge © Exercise – Great Leaders • In your groups – discuss and agree a Great Leader • Pick one that others will have heard of • Write down the behaviours that make them great – write one per post-it note Be prepared to share your list with the wider group
  35. 35. The Human Edge © Command vs. Demand What is the difference? Respect is earned Respect is assumed
  36. 36. The Human Edge © Leadership in Action Tell them how it is going to be…. Sell them on the benefits… Consult and gather their views then decide… Create by having a free discussion letting the solution emerge naturally… Adapted to Various Situations and People Consult and gather their views then decide… Create by having a free discussion letting the solution emerge naturally…
  37. 37. The Human Edge © Empowerment vs. Imitation Inspire vs. Expire
  38. 38. The Human Edge © Calm vs. Panic Open-minded vs. Critical Facilitate vs. Direct Interdependence vs. Submission
  39. 39. The Human Edge © EI/EQ- What is it? The capacity to reason about emotions to enhance thinking and assist knowledge.” * • Self Awareness • Self-Regulation • Social Awareness • Relationship Management *Salovey and Mayer a person's ability to understand their ow emotions and those of others, and to act appropriately using these emotions
  40. 40. The Human Edge © • We look at people's faces to see if they are familiar, to judge their gender and age, and also to see what mood they are in. • We are usually very definite about what someone is feeling. Happiness = fear = sadness = disgust and so on. • We use our Emotional Intelligence to do that = at the very basic level. At the basic level…
  41. 41. The Human Edge © Which one is happy, surprised, fearful, sad, disgusted or angry?
  42. 42. The Human Edge © How else might we use it? • Judgement • Assessment of others • ‘pigeon holing’ Personal Impact We use our Emotional Intelligence to assist us in Making those decisions
  43. 43. The Human Edge © EIvIQ • Research suggests that a person's emotional intelligence (EI) might be a greater predictor of success than his or her intellectual intelligence (IQ), despite an assumption that people with high IQs will naturally accomplish more in life.
  44. 44. The Human Edge © Relatively new • Emotional Intelligence theory was originally developed during the 1970's and 80's by the work and writings of psychologists Howard Gardner (Harvard), Peter Salovey (Yale) and John Mayer (New Hampshire). • EI is increasingly relevant to organizational development and developing people, because the EI principles provide a different way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential.
  45. 45. The Human Edge © Conceptual Argument • The EI concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of emotional intelligence that dictate and enable how successful we are. • Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essential behavioural and character elements.
  46. 46. The Human Edge © Why it matters • Academic intellect isn’t enough • Technical proficiency doesn’t win the prize • Managers/leaders have a profound impact on the organization that they lead Self-management (control) and effective interpersonal relationships make the difference between success and failure
  47. 47. The Human Edge © Emotional Intelligence – four dimensions Relationship Management Social Awareness Self Management Self Awareness Strong, healthy &Effective relationships The driving purpose of EI
  48. 48. The Human Edge © Self Awareness • Knowing your internal emotional/cognitive state, preferences, resources, and intuitions • Emotional self-awareness • Accurate self-assessment • Self-confidence
  49. 49. The Human Edge © Self Management • Managing your internal emotional/cognitive states, impulses, and resources to reach goals • Self-control • Transparency • Adaptability • Achievement • Initiative • Optimism
  50. 50. The Human Edge © Social Awareness Your awareness of others’ feelings, needs, and concerns • Empathy • Organizational awareness • Service orientation
  51. 51. The Human Edge © Relationship Management • Adeptness at inducing desirable responses in others • Inspiration • Influence • Developing others • Change catalyst • Conflict management • Teamwork and collaboration
  52. 52. The Human Edge © The big question • Why is it important at the Leadership level? • How does that impact our HR initiatives?
  53. 53. The Human Edge © EI and Leadership The emotionally intelligent leader . . . • Commits to co-creating an organization in which individuals can be and do their best to achieve shared goals. • Encourages people to create and articulate a shared vision and mission that is inspiring. • Shares authority and accountability with others
  54. 54. The Human Edge © Cont… • Encourages people to work interdependently to achieve a shared goal. • Co-creates a climate in which people respect each other, believe in their own self-worth, and value authenticity. • Co-creates mechanisms so that meaningful and whole-hearted participation can happen. • Exercises his/her personal power ensuring that the best decisions are made yet refusing to be treated as or to regard him/herself as a heroic leader.
  55. 55. The Human Edge © They move their people from …
  56. 56. The Human Edge © Benefits of EI in the Workplace • Please read the paper and then we will discuss it’s implications from an HR perspective • Ref: The business case for EI - Cary Cherniss, Ph.D.Rutgers University
  57. 57. The Human Edge © Leadership Competencies • Let’s take a look at some examples
  58. 58. The Human Edge © New Leadership Style requires leaders to be Coaches • Why coach? ▫ ‘If you give a man a fish you feed him for a day – if you teach a man to fish you feed him for life’. ▫ Coaching helps us to ‘teach our people to fish’ rather than feeding them fish. ▫ It enables us to put into practice the power of facilitating. ▫ Let’s look at how.
  59. 59. The Human Edge © Coaching is: • Future-focused two-way discussions geared toward improving performance • An ongoing and collaborative process • About feedback, direction, encouragement, and follow-up • Intended to enhance the effectiveness of the individual and the organisation
  60. 60. The Human Edge © Organisational culture & its impact on corporate performance • Building the right organisational culture, the right performance culture and the right HR culture to support it. • What is the right kind of organisational and competitive culture? • Strategies to get your organisational culture right
  61. 61. The Human Edge © 6 1 What do we mean by Culture? “ A set of shared beliefs and values that are acquired over time by members of an organisation. They define how we do things around here ”They are like the air we breathe – we are surrounded by the time all the time, we feel their effects, but we can’t touch them. CHALLENGE… IS HOW TO PUT ALL THESE THINGS TOGETHER?
  62. 62. The Human Edge © 6 2 Creating a Sense of Place Creating a culture is not about driving a set of behaviors… It is much more about creating an environment in which people feel energized to do the best work of their careers.
  63. 63. The Human Edge © It Delivers what your Brand Promises to Customers and Employees and therefore enables the Business to Deliver Results
  64. 64. The Human Edge © 6 4 Defining a culture comes from our Vision , Mission & Brand Business Results Business Capabilities People Requirements Employee Needs HR Strategy Integrated HR Programs and Systems Balanced Measurement + What business results is the organisation trying to achieve? What business capabilities and strategies provide competitive advantage? What will the organisation need from its people in terms of culture, competencies, and commitment? How will you plan and address employee needs, fears, and goals? A planned approach to driving and delivering value in HR . Specific HR programs, practices, and delivery methods that drive business results. Both business and individual measures that gauge how well you (HR) and the employees are doing. Mission & Vision Brand
  65. 65. The Human Edge © 6 5 What that means for your Company Culture JOB ORIENTED PERSON ORIENTED PROCESS ORIENTED RESULTS ORIENTED COMPANY ORIENTED PROFESSION ORIENTED OPEN SYSTEM SELECTIVE SYSTEM SYSTEM DRIVEN SELF-DRIVEN CONTROL ORIENTATION SOPs are developed, managed, and maintained by organisation. Individuals, teams, and smaller organisational units take accountability of their own SOPs. NORMATIVE PRAGMATIC FLEXIBILITY Focus on following well established SOPs when dealing with customers. SOPs are flexibly applied to meet customer expectations. PEOPLE PERSPECTIVE Concern for people is based primarily on what they deliver for the organisation. A focus is not only on what people deliver, but also on each person as an individual. PERFORMANCE ORIENTATION Focus on the processes and activities The result is more important that lead to high performance. than the procedure. IDENTITY PERSPECTIVE Employees identify primarily with their organisation Employees identify with their profession. OPENNESS PERSPECTIVE There is a defined organisational type of person, viewpoint, and communication style. Diversity of people, viewpoints, and communication styles are encouraged.
  66. 66. The Human Edge © Let’s look at some examples
  67. 67. The Human Edge © 6 7 Right Angle Media – Desired Culture statement To be a company which values both its people as individuals and the contribution they make. You expect those people to be able to follow processes for the most part, but getting the right results for the customer is what matters. Operating systems are in place for the company as a whole as ‘guidelines’, but each unit within the business has flexibility in their implementation when it comes to making things happen, however this does not mean they can discard all company policies. A place where people feel a sense of belonging to the organisation and strongly associate themselves with the company and what it stands for. A place where people feel their views matter and are listened to no matter what their level in the organisation, where communication is open and honest and ideas are encouraged. People are expected to be accountable for their actions and their successes are recognised and rewarded. Above all you want to be different – you want to innovate – you want to be….. Radically Right!
  68. 68. The Human Edge © Right Angle Media Our Vision Tobeaglobally admired,locally trustedOut-Of-Homemedia companypassionate aboutcreating positivevalueforall our stakeholders: OurPeople Byproviding anopen,transparentworkplace inwhichpeople aresupported toachieve theirhighest potential OurEnvironment Byproviding aesthetically pleasing aswellasutilitarian facilities tocities OurClients Byproviding anaccountable mediaplatform whichiseffective and measurable.
  69. 69. The Human Edge © We shall consistently strive to provide : •Right Media •Right Service •Right Quality •Right Ideas to be the FIRST CHOICE for our clients looking for RADICAL Solutions in the Out- Of-Home environment Our Mission
  70. 70. The Human Edge © Our Values Straightforward and Honest Modernand Dynamic Confident and Ambitious Radically Different Dependable & Solid Community Focused
  71. 71. The Human Edge © Where does that position their culture? JOB ORIENTED PERSON ORIENTED PROCESS ORIENTED RESULTS ORIENTED COMPANY ORIENTED PROFESSION ORIENTED OPEN SYSTEM SELECTIVE SYSTEM SYSTEM DRIVEN SELF-DRIVEN CONTROL ORIENTATION SOPs are developed, managed, and maintained by organisation. Individuals, teams, and smaller organisational units take accountability of their own SOPs. NORMATIVE PRAGMATIC FLEXIBILITY Focus on following well established SOPs when dealing with customers. SOPs are flexibly applied to meet customer expectations. PEOPLE PERSPECTIVE Concern for people is based primarily on what they deliver for the organisation. A focus is not only on what people deliver, but also on each person as an individual. PERFORMANCE ORIENTATION Focus on the processes and activities The result is more important that lead to high performance. than the procedure. IDENTITY PERSPECTIVE Employees identify primarily with their organisation Employees identify with their profession. OPENNESS PERSPECTIVE There is a defined organisational type of person, viewpoint, and communication style. Diversity of people, viewpoints, and communication styles are encouraged.      
  72. 72. The Human Edge © DTAC – Telecommunications Philosophy: DTAC makes it easy for our employees to flourish and to be fulfilled by providing a genuinely rewarding career built on teamwork, honesty, unity, recognition and social responsibility
  73. 73. The Human Edge © Culture Statement Over the past 10 years DTAC has grown and developed within the community it serves. Our aim now is to become the communications company of choice, meeting the needs of our customers to world class standards , providing innovative and effective solutions enabling them to utilise our services in ways which best suit them as individuals. In order to deliver on this goal, we know that we need great people – they are our greatest asset. We recognise too that great people deserve a great environment; One where a spirit of innovation is encouraged and where challenging opportunities exist, in which to develop their skills and grow. One where the atmosphere is friendly, open and honest, where people work as a team with one focus and where reward is based not only on results, but also on how they areachieved. One where the company believes having a social conscience is an admirable quality, where people are encouraged to work with us as an organisation to‘put something back’ by participating in some of our community projects.” One which delivers results by giving its people the tools and resources they need to deliver theirs. That is what we have created here at DTAC. Joining us will give you the chance to join not only One Company – but also One Team and become part of that One choice.
  74. 74. The Human Edge © Our Values E A S Y ffective ccessible incere ours
  75. 75. The Human Edge © • In order to achieve our objectives all of us at DTAC must understand and clearly demonstrate the belief sets that underpin the values of our company. • We exist to make a positive contribution to each and everyone of our stakeholders; our customers, employees, business partners, investors and • the Thai community at large. • We provide a service that enhances the quality of peoples' lives, by simplifying the choices that they have to make and bringing them together through communication. • At DTAC, we believe in working hard to make things EASY for everyone. DTAC Values Statement
  76. 76. The Human Edge © Making It Easy on the inside to enable us to Make it Easy on the outside
  77. 77. The Human Edge © DTAC Leadership Competencies Decisiveness l Talent for developing and managing people Ability to influence and persuade Commercially astute strategic thinker
  78. 78. The Human Edge © Alignment • Getting it right – can bring success • Getting it wrong – brings failure Alignment is key!
  79. 79. The Human Edge © Workshop Session Identifying The Key Leadership And Organisational Culture Imperatives • During this session you will derive the key leadership and organisational culture issues for sustaining and building Middle Eastern business competitiveness in the future. • In order to lead, what imperatives should forward-looking HR functions be building today? • What are the key issues in HR over the next 10 years, and what are the key issues in leadership over the next 10 years? How should you address these? • How should these leadership imperatives be built and how can HR contribute to building more effective performance based cultures?
  80. 80. The Human Edge © Adding Value Through Leading Edge HR
  81. 81. The Human Edge © To-days Session • Embracing the learning organisation concept and its opportunities • Managing knowledge and knowledge management – the secret to future success • Building intellectual capabilities • Measuring human performance and business results • Getting buy-in to a performance-based organisational culture
  82. 82. The Human Edge © The five things that best employers have in common What do Best Employers have in common? What distinguishes The Best from The Rest? Hewitt Associates scanned the predominant traits of Best Employers across the globe and uncovered five common characteristics of Best Employers, which are the following: 1. Inspired Leadership - It starts at the top! 2. A Unique Company Culture – Is embedded into every part of the business 3. Focus on Growing Talent – provide focused training & development 4. Strong Sense of Accountability – no passing the buck or blame! 5. Aligned HR Practices and Excellent Execution – supported by HR and Operational Processes
  83. 83. The Human Edge © Focus on Growing Talent Answer these questions: • Are you actively managing the talent pipeline at your company? • Do you know who your top performers and high potentials are? • If yes, have you communicated this to them? • Do you offer a variety of training programs to accommodate business and employee needs? • Do you prioritize a “promote-from-within” environment in which development, coaching, and training are highly valued?
  84. 84. The Human Edge © Learning Organisations…. Can say YES categorically to all of them.
  85. 85. The Human Edge © Learning Organisations… Focus on Growing Talent • Learning organisations provide more opportunities for employees to develop and grow professionally and personally. • They are highly aware of and focused on the talent pipeline. • They identify high potentials and ensure that they receive accelerated training and development, as well as frequent opportunities to meet with senior management. Because they view talent management as a critical investment, • They spend more time and money on training, actively developing high potentials and offering other facets for career development.
  86. 86. The Human Edge © Cont… Make a Commitment to Training. • Learning organisations provide access to more training channels and programs, put more employees on assignments or job rotation programs for developmental purposes, and are more likely to implement one-on-one mentoring. • Training includes leadership and technical skills, as well as education about company culture and values. • They also use more vehicles to deliver their training and development, such as classroom training, e-platform training, mentoring, coaching, paid membership in professional organizations, and company libraries.
  87. 87. The Human Edge © Cont…. Have a Robust Talent Pipeline. • Learning organisations are more likely to have programs in place to help people manage their own careers, including mentoring plans. • They are more likely to identify high potential employees and provide them with accelerated learning opportunities. • They are more likely to tie managers’ compensation to how they manage the talent pipeline and develop their people. For example, on average, about half (49%) offer special career coaching or mentoring programs for high- potential talent. Consistent with having a focus on developing high-potential talent,
  88. 88. The Human Edge © People Practices Supporting this: People Practices Percent of companies that offer career development opportunities Percent of companies that offer mentoring Percent of companies that offer tuition reimbursement Median hours of training required per year Employee Perceptions I have appropriate opportunities for personal and professional growth. I have sufficient opportunities to develop skills necessary for assuming greater responsibilities Learning Orgs. The Rest 60% 29% 49% 43% 87% 76% 66 % 47% 69% 53% 73% 51%
  89. 89. The Human Edge © Learning Needs linked to Performance Management. • Performance Management is designed to develop individuals • It is future focused – not backward looking • It clearly links performance and learning to career development • Individuals take personal responsibility for driving their own development. • Measure both the ‘What’ and the ‘How’ of performance. • Is clearly linked to ORGANISATIONAL EFFECTIVENESS.
  90. 90. The Human Edge © The Four Cornerstones of Performance Management Culture Capability built through feedback and learning Commitment based on meaningful work and rewards Clear Expectations for individual and group contributions Common Purpose of the organization’s priorities and objectives Where are we going? What will it take? What’s in it for me? What part do I play?
  91. 91. The Human Edge © The What and How of Performance “What” “How” Development-based Competencies Results-based Goals & Objectives
  92. 92. The Human Edge © The ‘What’ • SMART Objectives cascaded down from Corporate through to each individual. • Generally using some kind of strategic measurement : i.e. Balanced Score Card, MBO’s , KPI’s etc. • The key is to Measure what’s happening in order to understand and be able to change before it becomes a problem
  93. 93. The Human Edge © Balanced Scorecard • Let’s discuss
  94. 94. The Human Edge © How to we get alignment? Efforts become aligned by cascading goals throughout the organisation Corporate Goals Business Unit Goals Division Goals Functional Group Goals Team Goals Individual Goals
  95. 95. The Human Edge © Let’s look at an example: Customer Satisfaction Marketing Engineering Customer Service Finance Corporate Level Divisional Level Department Level Individual Level Increase Brand Awareness From 85% to 90% by Dec ‘06 Increase Network Coverage to 95% of xxx by Mar ‘07 Increase Number of Retail Outlets By 20% by June ‘07 Reduce time taken to draft RFQ’s by 20% by Dec ‘06 Develop & Implement A Brand Awareness Campaign by Dec ‘06 Undertake market research to identify best places for Branding Campaign placement
  96. 96. The Human Edge © Alignment of Goals •Once goals and measures have been agreed it is important to check for alignment: •Vertically - do your individual goals align with your Dept’s goals? •Horizontally - do your goals align together with the other members of the team to achieve the your Department goals ?
  97. 97. The Human Edge © The ‘How’ = competencies? “Skills and abilities described in behavioral terms that are coachable, observable, measurable, and critical to the success of an individual or organization performance.” Enable Focus on Development
  98. 98. The Human Edge © Competency Frameworks • Technical or Behavioural or Both • Set Criteria for measuring success • Pre-determined levels of achievement which are measurable and are consistently applied • Linked to Performance Management • Linked to career and personal development Planning
  99. 99. The Human Edge © Personal Development Plan
  100. 100. The Human Edge © Performance Management Systems…. • Work Best if they are transparent • Work Best if they are fairly applied • Work Best if they are implemented well by training Managers and Employees • Work Best if they are forward looking – development focused • Work best when they are cascaded from the top and aligned
  101. 101. The Human Edge © Group Discussion • How many of you have sound PMS processes that are aligned to Development? • What challenges do we have in getting buy-in to measurement? • How far do we go in analysing the results? • A mini Case Study in PMS Communication
  102. 102. The Human Edge © 8 email Teaser campaign 1st communication Launching OmanMobile’s new initiative for helping us all to develop. Dear Colleagues, It is with some excitement that I write to you to-day to share with you a brand new development for OmanMobile. Some of you may have heard that we are developing a competency model. But of course, you will be asking yourselves – what is a competency model? Is it something bad? Is it something good? Well, the really great news is that it is something absolutely great. All of the best performing companies in the world have Competency Models because they help their people to develop their skills during their time with their organisation. This enables them to take on bigger roles which are more complex and sometimes more senior. So what is a competency? Competencies are skills and abilities described in behavioral terms that are coachable, observable, measurable, and critical to successful performance at OmanMobile. They are applicable to each one of us at varying degrees of complexity depending on the level of our role. For us at OmanMobile our model is behavioural based – not technical. For example COMMUNICATION or TEAMWORK is a behavioural competency, whereas Computer Literate is a technical competency. We have six universal behavioural competencies which everyone must demonstrate and three leadership behavioural competencies which apply only to those roles at the most senior level of the organisation. Perhaps you have already heard some things from your colleagues who were involved with the HR team and our external consultants in developing this model – but if not then here’s what we did: First we looked around to find the best possible consulting partner in the Region – one who had extensive experience in this field and furthermore one who had extensive experience in telecommunications companies both in the Region and Globally. Finally our search was successful and we partnered with a company called Innovative HR Solutions (IHS). They have a proven and effective methodology for developing and implementing Competency Models in many many organisations. So, we adopted their methods for OmanMobile. The next step, was for IHS to gather information from across the organisation, for this they interviewed our top tier of management including of course our MD – Dr. Amer. Then they conducted focus group sessions – these were made up of some of your colleagues. The aim for both these information gather sessions was to help the team from IHS to understand what GREAT PERFORMANCE looks like at OmanMobile. Once that was 2nd communication E-Mailtellingaboutdeskdrop. DearColleague, FollowingonfromourearlierlettertoyouaboutourCompetencyModel –wearenow readytosharesomemoreinformationwithyou. Tomorrowwhenyouarriveatwork–youwillfindonyourdesks,orwithyourManagers –dependingonwhereyouareworking–anenvelope. Pleasedonotopentheenvelope untilyouareinstructedtodoso. Insideyouwillfindsomethingwhichwethinkyouwillenjoy. Withmypersonalbestregards MG 6th communication E-Mail telling them about each competency Dear Colleague, As promised, I am writing to you to share some more information about our Competencies. To-day lets look at the final 2 Universal Behavioural Competencies: PLANNING AND ORGANISING and MOTIVATION AND COMMITMENT Let’s take PLANNING AND ORGANISING first. This one is pretty straightforward. When the model was being developed one of the areas that was identified that would bring us SUCCESS was learning to plan our time and tasks and to organise and prioritise our work. Thus this competency was developed. The definition of PLANNING AND ORGANISING is: “Efficiently develops and implements plans to accomplish goals by establishing a systematic course of action for self or others. Sets priorities, goals and manages time to achieve maximum productivity.” Someone demonstrating this competency would be planning the work that they have to do in such a way as to ensure they can get all of their tasks completed in the right time scales. At the more complex level it might be setting up and managing a project – and at the more junior levels it could be as simple as following a procedure. It also means being able to prioritise our work by understanding what is Important or Critical – or Not Important and therefore can wait until later. Someone showing that they have excellent PLANNING AND ORGANISING skills would be able to manage their time and tasks effectively and support their teams in doing the same. Our next competency for to-day is MOTIVATION AND COMMITTMENT. One of the most important areas to come out of the development teams was this one. In order to be successful we all need to learn to demonstrate high levels of motivation and show that we are committed to doing the job for which we have been hired. Again, if everyone in the organisation showed these competences just think what a difference it would make to all of us. The definition is: “Is personally committed to contribute towards the success of the organisation, motivates self and others through feedback and encouragement.” Colleagues with this competency are a pleasure to be around – they are enthusiastic and focused – they accept change when it happens and eagerly seek to do what it takes for the organisation to succeed. They would motivate themselves and those around them to do a great job. They care passionately about the company and its customers and demonstrate
  103. 103. The Human Edge © Workshop • Business Performance Improvement Through Effective HR Strategies: • During this workshop session you will build action-based strategies for enhancing performance improvement through adjusting your own corporate HR strategy in order to deliver on organisational potential. • You will consider how to measure and what to measure and what initiatives should be introduced.
  104. 104. The Human Edge © Business Transformation And The Role Of HR
  105. 105. The Human Edge © To-days Aims Understanding The Change Process • Understanding how much change is required – a diagnostic tool • Understanding your objectives and what you need from the change process • Incremental change vs transformational change – understanding the difference and the implications • Continual improvement; incremental change and Business Process Re-engineering – what do these different approaches mean for HR? • The challenge of change – “thinking outside the box” and the implications for your business
  106. 106. The Human Edge © Change & People People don’t resist change as much as they resist being changed! It It’s usually not change that people resist, but how organizations manage it!
  107. 107. The Human Edge © People CRAVE Change! • Change is an extraordinarily natural and normal practice that people routinely embrace on their own terms! • When people are in the driver driver’s s seat of change, seeking out learning, opportunity, and growth, they usually view change as their ally to and a part of their personal success
  108. 108. The Human Edge © Incremental v Transformational What’s the difference? • Incremental- undramatic - but effective - long-term change process based on incremental improvements, effectively on a continuous flow of emergent strategies – may mean we learn new skills or ways of thinking or doing things. • Transformational – dramatic process which alters the culture of the organisation by changing select underlying assumptions and behaviours, processes, and products; is deep and pervasive, affecting the whole organisation; is intentional and occurs over time.
  109. 109. The Human Edge © Business Process Re-engineering • Business process reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. • The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business. • Business process reengineering is also known as BPR, Business Process Redesign,
  110. 110. The Human Edge © Key Features of Successful Transformational Change • It is designed around the business drivers • It wins emotional and intellectual support • It models and reinforces the new way of working • It puts significant investment into communications • It creates experiences that shape future behaviour • It aligns all the dimensions of management behind the change • It releases talent, creativity and ingenuity – often in unexpected ways • Incorporate the drivers into the project plan • Develop clear engagement / involvement strategies • Accomplished before, during and after implementation • Communicate from the very start of the project • Align and engage all levels of management behind the change • Allow for processing resistance and conflict – natural during change • Provide processes that emotionally support people through all parts of the change Key Features Implications
  111. 111. The Human Edge © Attitudes & Feelings Confidence Time “I’m not sure I know what’s going on” “I feel overwhelmed” “I can handle this” “We can’t do this. It won’t work. We’re not allowed” “Actually, things might get better” “This could be a better way of doing it” “This way is more effective” “S/he really made the effort to help us implement this change”
  112. 112. The Human Edge © Ten Points of Potential Failure 1. A continued discrepancy between top management statements of values or styles and their actual managerial behaviour – Saying one thing and doing another 2. A big programme of activities without any clear goals for change 3. Confusion between ends and means – the question of ‘training for what’ must be answered 4. Short-term perspective. Three to five years is a realistic time framework for organisational change 5. Lack of coordination between a number of different activities aimed at increasing organisational effectiveness 6. Overdependence on others – either outside consultants or inside specialists 7. Large gap between the commitment to change at the top of the organisation and the transfer of this interest to the middle of the organisation 8. Trying to fit a major organisational change into an old organisational structure 9. The constant search for cookbook solutions 10. Applying an intervention or strategy inappropriately. The tendency to apply someone else’s package
  113. 113. The Human Edge © The Need for a Compelling Business CaseStrong data-driven rationale • A specific research-based reason for change • Linked directly to performance goals Clarification and communication of vision Compelling reason and urgency behind change activities Focused strategy for stakeholder engagement Identification of critical audiences and gap analysis Realistic understanding of organisational implications Formal; informal; people; tasks
  114. 114. The Human Edge © The Need for a Burning Platform
  115. 115. The Human Edge © The Need for a Strong Foundation Create a shared, defined and robust view of the imperatives for change and performance requirement Decide on the vehicle for change (e.g. process redesign, cost reduction, culture change, closer alignment with customers) Assess the organisation’s readiness and capability for change Identify stakeholders
  116. 116. The Human Edge © The Change Equation (Beckhard) Information about what is happening to the IFC and me, and why Changing individual behaviour requires both new information and new experiences Vision Dissatisfaction 1ST Steps Costs $$$ Emotional ++ > Information Experience Behaviour+ =PerceptionX( ) Experience of doing my work in new ways which reinforces the change and engages me potentially My perceptions of the organisation, its management and my own capability A shift in my behaviour and attitudes
  117. 117. The Human Edge © Implications from Leadership Moving one or more people from where they happen to be to some other place Clear committed leadership is vital to the success of any change
  118. 118. The Human Edge © Key Features of Leading Change • Making the journey and destination compellingly attractive • Helping people see a future they want to be part of • Helping people find a purpose and meaning for themselves • Requesting commitment Enrolling Enabling Energising Exemplifying • Helping people see possibilities for their contribution • Challenging self-limiting beliefs • Setting (together) stretching targets • Building self-esteem, confidence and trust • Putting into action • Building and sustaining people’s energy • Celebrating successes • Giving recognition • Expressing optimism • Demonstrating the behaviours and values that are being required of others
  119. 119. The Human Edge © Key Features of Leading Change • Explain the basic purpose behind the outcome • ‘What was the problem?’ • Who said so and on what evidence? • What would have occurred if no one had acted to solve it? • What could have happened to us if that had occurred Purpose Picture Plan Part • Paint the picture of how the outcome will look and feel • What is the outcome going to look, feel and sound like? • How are people going to get their work done and interact with each other? • How will a day be organised? • Lay out the plan for phasing in the outcome • Outline steps and schedules in which people will receive information, training & support they need to make the transition • People oriented to tell employees how and when their worlds are going to change • Start with where people are & work forward to leave the past behind and emerge with new attitudes, behaviours & identity • Establish each person’s part in both the plan and the outcome • Show employees the role & their relationship to others. Until they see it they can’t adjust hopes & fears to the new reality • Show employees what part they play in the outcome & the transition process
  120. 120. The Human Edge © Transformation Process Set the direction Create the desire & will to change Phase Content Outcomes Part Unfreeze Mobilise Realise Reinforce Sustain Make early changes & build confidence Secure widespread shift in behaviour Underpin with changes in structure & people processes Strive for continuous performance improvement Break with the past Build the energy Perfor m-ance lift-off Embed new culture Push the limits
  121. 121. The Human Edge © Surfacing Potential Barriers Early On • Strategy • Structure • Process • Operating principles • Culture/behaviour • Jobs • People • Change gets bogged because barriers are not dealt with soon enough or openly enough to keep the change process moving • Barriers may exist anywhere and everywhere – even the difficult- to-see places… • Leadership • Management • Resources • Systems • Rewards • Values/Beliefs • Capabilities Consider: How will this change effort affect…?
  122. 122. The Human Edge © Importance of Leadership Communication • Actions speak louder than words • Day-to-day behaviour and signals need to live the vision Why should I change my behaviour or go the extra mile? Leadership 65% Grapevine ? Systems & Processes 25% Media 10%
  123. 123. The Human Edge © Making Sense of the Journey The information they receive Their work and how they do it The context in which they do their work The needs of the organisation To change their behaviour, employees need to see the link between:
  124. 124. The Human Edge © Link between desired result & communication approach Levelofchange Level of involvement Tell Sell Consult Join Awareness Understanding (and Action) Acceptance/ Alignment Ownership/ Engagement
  125. 125. The Human Edge © Choosing the Right Communications Tools & Channels Levelofchange Level of involvement Tell Sell Consult Join Awareness Understanding (and Action) Acceptance/ Alignment Ownership/ Engagement Newsletters, emails, memos, letters, notices Booklets, plenary sessions, presentations, videos, intranets Focus groups, working parties, suggestions schemes, consultative presentations Working sessions, 1-to-1 conversations, workshops, coaching
  126. 126. The Human Edge © Information + Involvement to Build Commitment & Change Awareness of desired change Understanding of change direction Translation to the work setting Commitment to personal change Internalisation of new behaviour “Yeah, I saw the memo” “I understand where we need to go” “I know how we need to do our jobs differently” “OK, I’m ready to do it the new way” “This is the way we do things here” Stages of Individual Behaviour Change Information with some involvement sufficient here Significant involvement needed
  127. 127. The Human Edge © Ten Strategies for Employee Involvement 1. Meet regularly with employees and openly discuss the organisational changes and why they occurred 2. Recognise that employees understand that you may not have the answers to everything, but it’s important for them to feel the communications are open and honest 3. Constantly communicate clear goals and vision of the new situation 4. Encourage people to discuss fears and concerns in teams 5. Open ‘suggestion boxes’ for employees to raise questions in anonymity 6. Set up weekly lunches or other informal meetings to discuss the progress of the restructuring process 7. Whenever possible, assign roles and responsibilities in line with peoples interests 8. Develop rituals and marker events that allow people to connect 9. Involve employees affected by the changes in making decisions about what’s best for them 10. Discuss realistic career options with employees and ensure training is available for any new skills that are needed
  128. 128. The Human Edge © Coaching Others in Building Employee Commitment 1. Identify individuals or groups whose commitment is necessary to the success of the change effort 2. Create and follow a departmental plan to increase commitment of all players 3. Continually encourage and enable employee involvement 4. Continually communicate the goals of the change process 5. Turn covert resistance to overt resistance and then to commitment 6. WALK THE TALK!
  129. 129. The Human Edge © What People Pay Attention To: 1. Leader attention, measurement, rewards and controls 2. Leader reaction to critical incidents 3. Leader role modelling, coaching 4. Criteria for recruitment, promotion, retirement and excommunication 5. Formal and informal socialisation 6. Recurring systems and procedures 7. Organisation design and structure 8. Design of physical space 9. Stories and myths about key people and events 10. Formal statements, charters, creeds, codes of ethics etc Between 80-90% of behaviour is determined by the first three points
  130. 130. The Human Edge © Workshop • Developing A Business Improvement/Business Transformation Plan In Your Business – How Would It Work? • During this workshop you will work in teams to develop alternate approaches/strategies for improving or transforming the performance of your business. • What would you do? How would you do it? • What are the alternative approaches you can adopt for businesses in the Middle East? • What will be acceptable and what will not be acceptable? Why? • Customising your change strategies for this region – How does it work? How can you use your HR expertise to turn the unacceptable into the possible? •
  131. 131. The Human Edge © Workshop Developing An Action Plan • During this final session, you will develop your plan of action and determine what you need to put in place when you return to the workplace. • This plan will be customised to reflect the type of change or business transformation you are looking for.
  132. 132. The Human Edge © Contact me on: Mobile: +447912623990 Office: +441789488048 Address: Willow Cottage, Little Alne, Henley in Arden, Warwickshire, B956HN