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Future-Proofing of HRM_Competencies and Empowerment Strategies

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Future-Proofing of Human Resources Management_Developing Competencies and Strategies to Empower HRM Professionals to be Future-fit in the Digital Age

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Future-Proofing of HRM_Competencies and Empowerment Strategies

  1. 1. FUTURE-PROOFING HRM - DEVELOPING COMPETENCIES AND STRATEGIES TO EMPOWER HRM PROFESSIONALS TO BE FUTURE-FIT IN THE DIGITAL AGE (MODULE 1) CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter COMPETITION COMMISSION ONLINE LEARNING PROGRAMME (LIVE) 5 JULY 2021
  2. 2. 1-DAY TRAINING PROGRAMME OVERVIEW • Introduction • Exploration and Extrapolation of the Future of HRM • Reading articles • Diagnosis and Gap Analysis of the HRM State of Readiness • Case study 1 • Summary and Conclusion
  3. 3. ONLINE LEARNING PROGRAMME SCHEDULE • DAY 1 (5 JULY 2021): ❑Session 1: 9.00 – 10.30 ❑Tea-break: 10.30 – 10.45 ❑Session 2: 10.45 – 11.45 ❑Q&A Session (reflective learning): 11.45 – 12.00
  4. 4. FUTURE OF WORK “There are really three themes that’ll shape the future of talent, 1. Artificial Intelligence and automation, 2. the skills gap and the 3. rise of independent work.” (Jeff Weiner, CEO LinkedIn) AGREE OR DISAGREE? WHY?
  5. 5. OBJECTIVE #1: EXPLORATION AND EXTRAPOLATION OF THE FUTURE OF HRM
  6. 6. DELOITTE HUMAN CAPITAL TRENDS 2021 • Designing work for well-being: The end of work/life balance • Beyond reskilling: Unleashing worker potential • Superteams: Where work happens • Governing workforce strategies: Setting new directions for work and the workforce • A memo to HR: Accelerating the shift to re-architecting work
  7. 7. READING ARTICLE 1 • Redefining HR’s priorities in a Covid-19 world (Mara Swan and Tomas Chamorro-Premuzic) ❑ Stabilise and heal the workforce ❑ Recalibrate work and the workforce ❑ Reconnect and enable the workforce
  8. 8. COLLABORATIVE INTELLIGENCE ARCHITECTURE OF THE FUTURE WORKPLACE MODEL (COTTER, 2019)
  9. 9. IBM CEO SURVEY (2021)
  10. 10. LEARNING ACTIVITY 1 • Group Discussion: • Refer to the reading article 1 and extract those lessons, insights and strategies that can be applied to the Competition Commission. • By referring to the best practice models, describe how HRM can improve on the CEO perceived influence (16%) and be significantly more pivotal and instrumental in future- proofing the Competition Commission operating model
  11. 11. OBJECTIVE #2: DIAGNOSIS AND GAP ANALYSIS OF THE STATE OF HRM READINESS
  12. 12. AGREE OR DISAGREE? WHY?
  13. 13. (VIRTUAL) STRATEGIC PERFORMANCE ADVISOR MODEL (COTTER, 2020) • HRM Governance (e.g. HRM policies and procedures; HRM/people risk management, compliance with ethics and x17 King IV corporate governance principles; Human Capital reporting; promoting workplace democracy and HRM Auditing) – Level 1 of strategic maturity - transactional/current. ❑ Transition from level 1 to 2 – CRAFTING OF A HRM GOVERNANCE FRAMEWORK • Workplace Advocacy (e.g. Employee engagement; employee voice; EVP; employee retention; succession planning; creating a workplace culture of brand ambassadors; mainstreaming HRM and creating future-fit employees) – Level 2 of strategic maturity - transactional/future-focused. ❑ Transition from level 2 to 3 – FUTURE-PROOFING OF THE BUSINESS MODEL • Business Intelligence (e.g. competitive predictive HR metrics and analytics; future-proofing the business model; applying evidence-based HRM; creating HIPO; knowledge management and collaborative intelligence i.e. integrating and harmonizing AI, HI and BI and being trouble-shooting solutions architects) – Level 3 of strategic maturity - strategic/current. ❑ Transition from level 3 to 4 – APPLYING PREDICTIVE ANALYTICS • HRM Strategy (e.g. embedding HRM strategy into business strategy; the use of strategy maps; adopting a strategic mindset and applying strategic management principles and processes) – Level 4 of strategic maturity - strategic/future-focused.
  14. 14. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • 1. feelings to facts; • from 2. anecdotal to analytical; • from 3. hindsight to foresight; • from a 4. business tributary to mainstream; • from 5. intuition to intelligence; • from 6. best practice (imitation) to next practice (innovation) and ultimately, • from 7. a cost to a profit centre. • Generally, this 7-point transformation means an upgrade to Evidence- based HRM."
  15. 15. EVIDENCE-BASED HRM • Evidence-based HR refers to a process in which the organization evaluates any decision or process against data, real experience, expert opinions, and/or other types of information to ensure the decision is likely to have the desired outcome. • For this to work best, the “evidence” used should be purposefully sought out. • When data is taken from multiple sources, ensure it’s applicable within your context.
  16. 16. DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR SHRM • https://www.surveymonkey.com/r/CJVWYF8 • #1 Embedding HRM strategy in business strategy and able to translate that strategy into deliverable actions • #2 Well-defined, implemented and reported HRM performance and ROI metrics (creating credibility and accountability) • #3 Generating business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business decisions) • #4 Offering a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities • #5 Ongoing line management consultation, engagement, coaching and building trusting, collegial and mutually beneficial business relationships
  17. 17. DIAGNOSIS: 10 BEST PRACTICE GUIDELINES FOR SHRM • #6 HR Management and practitioners possess business and industry knowledge, acumen and insight • #7 HRM collaborates with line management to broker meaningful and impactful business solutions • #8 HRM processes, systems and practices are horizontally integrated (bundled), agile, responsive and stream-lined (that enhance productivity and efficiency) • #9 HRM is a transformational initiator, driver and implementer of business change • #10 HRM is technology-savvy innovator, enabling and leveraging best practices • https://www.surveymonkey.com/r/CJVWYF8
  18. 18. LEARNING ACTIVITY 2 • Individual Diagnostic Activity: • 2.1 Critically review and evaluate Competition Commission’s current HR processes and function against the ten (10) SHRM best practice criteria. Refer to the link: https://www.surveymonkey.com/r/CJVWYF8 • Group discussion: • 2.2 Identify areas of improvement (gaps) and recommend improvement strategies i.e. identify how the HR function can enhance performance (efficiency) and value add (effectiveness).
  19. 19. HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity #1: Strategic Performance Advisor (SPA) 456 62.0% 9 17% Level 2 (Transactional) #2: Strategic HR Planning 215 60.1% 4 12% Level 2 (Transactional) #3: HRM Metrics and Analytics 339 55.0% 1 13% Level 2 (Transactional) #4: Strategic Total Rewards Management (STORM) – Principles and Best Practices 218 61.5% 7 16% Level 2 (Transactional) #5: Skills Auditing 243 57.4% 2 13% Level 2 (Transactional) #6: Strategic Learning Partner (SLP) 243 64.6% 11 14% Level 2 (Transactional) #7: Ethics of (outsourced) Africa-based trainers 100 59.0% 3 11% Level 2 (Transactional) OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D
  20. 20. #8: HRM Auditing 198 61.9% 8 17% Level 2 (Transactional) #9: Future fitness of HRM/L&D professionals 299 66.4% 12 13% Level 3 (Transformational) #10: Succession Planning 211 67.7% 13 18% Level 3 (Transformational) #11: Job Analysis and -Profiling 193 61.3% 6 15% Level 2 (Transactional) #12: Performance Management 422 63.7% 10 14% Level 2 (Transactional) #13: Employee Engagement 182 60.7% 5 11% Level 2 (Transactional) OVERALL 3 319 61.6% Level 2 (Transactional) OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D HRM/L&D Value chain process Number of respondents (N) Mean Score Relative Difficulty ranking Standard deviation Level of Strategic Maturity
  21. 21. STRATEGIC PERFORMANCE ADVISOR (SPA) – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 11-100% 61% 62.0% 17% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: Your organization's HRM function has well-defined, implemented and reported HRM performance scorecards and ROI metrics (creating credibility and accountability) 1 50% Q3: Your organization's HRM function generates business intelligence e.g. predictive and strategic analytics (that shapes, informs, guides and ultimately, influences strategic business decisions) 2 50% Q10: Your organization's HRM function is technology-savvy innovator, enabling and leveraging best practices (e.g. CoE; Shared Services and e-HRM) 3 53%
  22. 22. STRATEGIC PERFORMANCE ADVISOR (SPA) – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q4: Your organization's HRM function offers a professional, value-adding business proposition sensitive to and supportive of business needs, interests and strategic priorities 10 65%
  23. 23. HRBP CRITICAL SUCCESS FACTORS • Strategic focus and thrust (on issues that contribute to business growth and competitiveness) • Adopting a “big picture” perspective (regarding the organization’s priorities and goals) • Having personal impact and credibility (to influence key decision-makers) • Adopting a Key Account Management, (internal) client-centric approach • Possessing a set of value-adding skills and knowledge (customers and business) • Being a diplomat and negotiator (in harmonizing the HRM agenda with business needs)
  24. 24. 70% 20% 10% HR BUSINESS PARTNERING ROLES
  25. 25. TIME ALLOCATION SPEND – LAGGING AND LEADING (DELOITTE, 2014)
  26. 26. RESPONSIBILITIES OF HRBP • Analyzing metrics and trends with HRM; • Resolving complicated issues of employee relations as well as addressing grievances; • Providing guidance to HRM on a daily basis and communicating with line management; • Watching and reporting plans on workforce and succession; • Providing guidance on HRM policy;
  27. 27. RESPONSIBILITIES OF HRBP • Being able to identify training needs for individuals and teams; • Working closely with employees and management in order to build morale, improve working relationships, and increase retention rates as well as productivity; • Evaluating training programs and • Making suggestions for new HRM strategies
  28. 28. EXPECTATIONS AND PRIORITIES OF BUSINESS EXECUTIVES • CEO’s expect the Human Resources function to play a much more active and participatory role in enabling business strategies. • Senior business leaders consider talent to be perhaps the critical factor in the push for sustainable growth and the need to manage new opportunities and risks in a more complex and interdependent world. • According to The Conference Board CEO Challenge (2013), Human Capital is rated 10% higher than operational excellence as a major challenge for businesses.
  29. 29. WHAT BUSINESS EXECUTIVES ARE LOOKING FOR IN SHRBP? • #1: Catalytic Driver of organizational Change • #2: Proactive Business-minded Thinker • #3: Collaborative business management Consultant • #4: Purpose-directed Coach (of line managers) • #5: Delivery (value-adding and results-oriented HRM practices) • #6: (Credible and Accountable) Performance Advisor • #7: Strategic Facilitator and Enabler • #8: Innovative Solutions Architect (and trouble-shooter) • #9: Digital Futurist and -Analyst • #10: (Future-focused) Organizational Behavioural Economist • https://www.surveymonkey.com/r/JKRPHWB
  30. 30. HRBP TRENDS • Optimization of systems, processes and structures (architecture) • Re-organizing HR service delivery and operating models e.g. Shared Services • Sourcing “Stars” from outside HRM • Implementation of HR Academies and Business Partner training programmes • There is a particular focus on developing consulting, project and change management skills as well as general business and commercial acumen • Establishing HR Centres of Excellence/Expertise (CoE’s)
  31. 31. ULRICH’S 9 HR COMPETENCIES (2016) • Core competencies: ❑ Strategic positioner ❑ Credible activist ❑ Paradox navigator • Organization enablers: ❑ Culture and change champion ❑ Human capital curator ❑ Total reward steward • Delivery enablers: ❑ Technology and media integrator ❑ Analytics designer and interpreter ❑ Compliance manager
  32. 32. ULRICH’S HR COMPETENCIES (2016)
  33. 33. LEARNING ACTIVITY 3 • Individual diagnostic activity: • 3.1 Review the 10 business executive expectations, roles and responsibilities of SHRBP. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/JKRPHWB • 3.2 Using Ulrich’s HR Competencies model (2016), measure your current degree of competency in each of the 9 competencies. Refer to the diagnostic survey link: https://www.surveymonkey.com/r/JNSPTQ6 • Group discussion: • 3.3 Identify gaps and recommend improvement and development strategies for the above two diagnostic questions.
  34. 34. THE FUTURE-FIT CODE: 10 STRATEGIES TO FUTURE-PROOF YOUR HRM CAREER • Future-fit, career-minded HRM consultants will apply the following strategies: ❑#1: Relevance ❑#2: Differentiation ❑#3: Unique Value Proposition (UVP) ❑#4: Specialization ❑#5: Agility
  35. 35. THE FUTURE-FIT CODE: 10 STRATEGIES TO FUTURE-PROOF YOUR HRM CAREER • Future-fit, career-minded HRM consultants will apply the following strategies: ❑#6: Re-invention ❑#7: Value Amplification ❑#8: Next Dimension Thinking ❑#9: Digital Literacy and -Citizenship ❑#10: Hyperconnected Collaborator
  36. 36. (POST-TRAINING) READING ARTICLE 2 • Future Fit HRM Consultants • Refer to link: https://www.linkedin.com/ pulse/future-fit-code-10- strategies-future-proof- your-career-charles-cotter/
  37. 37. LEARNING ACTIVITY 4 • In light of the above Future-fit Code, do you believe that you are ready for the future workplace? • 4.1 Rate your current degree of compliance on a 10-point scale (with range of 1 = absolutely non- compliant and 10 = 100% compliant) Refer to the link: https://www.surveymonkey.co m/r/JGKXHTZ • Group Discussion: • 4.2 Identify gaps and recommend improvement strategies.
  38. 38. FUTURE FITNESS OF HRM/L&D PROF’s – WIDEST COMPLIANCE GAPS Range Median Mean Standard Deviation 42-100 66% 66.4% 13% BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q2: My professional HRM/L&D status and -brand equity is typified by a high degree of differentiation, therefore I'm compensated at a premium rate (top dollar). 1 56% Q9: I'm a responsible and responsive digital citizen, who has mastered the ability to navigate, curate, analyze and communicate HRM/L&D messages via digital media sources across an array of sophisticated technological platforms. 2 61% Q10: I'm a hyperconnected collaborator, with the analytical ability to penetrate, mine and harvest the business relationship potential and exploit mutually-beneficial collaboration opportunities within the scope of my business network and HRM/L&D community. 3 63%
  39. 39. FUTURE FITNESS OF HRM/L&D PROF’s – MOST COMPLIANT CRITERIA BEST PRACTICE CRITERIA RELATIVE DIFFICULTY RANKING MEAN SCORE Q5: I constantly demonstrate a high degree of resilience, flexibility and stealth-like agility, especially during turbulent times of change in the workplace. 10 73%
  40. 40. 10 CHARACTERISTICS OF HIGH PERFORMING HRM TEAMS (COTTER, 2020) • https://www.surveymonkey.com/r/JHSSW5Y • 1. Creating a cohesive, mature and high performing (HIPO) team culture; • 2. Establishing team norms, values and constructive role allocation; • 3. Applying effective and innovative problem- solving processes and practices; • 4. Demonstrating effective decision-making practices and processes and actively promoting group consensus when engaging with key team decisions; • 5. Practicing collaborative communication, principles of constructive dialogue and critical conversations;
  41. 41. 10 CHARACTERISTICS OF HIGH PERFORMING HRM TEAMS (COTTER, 2020) • 6. Promoting diversity and inclusivity of all team members as team assets; • 7. Practicing functional. Constructive and amicable conflict resolution and -management processes; • 8. Enhancing team relationships, based on a foundation of trust, rapport and mutual respect; • 9. Promoting team competence, high degree of personal effectiveness and motivation and • 10. Promoting a high impact learning (HILO) team culture, generous knowledge sharing and skills transfer. • https://www.surveymonkey.com/r/JHSSW5Y
  42. 42. STAGES OF TEAM DEVELOPMENT
  43. 43. PERFORMANCE EQUATION
  44. 44. LEARNING ACTIVITY 5 • Group Discussion: 5.1 Identify the stage of the Competition Commission HRM team’s maturity. Refer to the diagnostic link: https://www.surveymonkey.com/r/JHSSW5Y 5.2 Describe the strategies to actualize to and/or sustain the most sophisticated stage, performing. 5.3 By referring to the performance equation, compute the Competition Commission HRM team’s PPS. Develop strategies to improve any of the deficient team performance variables.
  45. 45. LEARNING ACTIVITY 6 • Group discussion: By referring to case study 1, respond to the following questions: • 6.1 Client challenge • 6.2 Consultant’s solution • 6.3 Impact on client’s business • 6.4 General lessons, insights and strategies that can be applied to the Competition Commission.
  46. 46. CASE STUDY 1: REFOCUSING HR’S RESOURCES TO MAKE IT A POWERFUL BUSINESS PARTNER • Client challenge: To rebuild HR and deploy its resources wisely by: • Cutting down on routine transactional work that was distracting staffers and executives. • Focusing on consistency across HR departments in several global locations. • Seeking ways to turn HR into a more impactful strategic advisor to company leaders. • Consultant’s solution: Reconfigure the HR department by: • Setting up a low-cost Shared Services Center to handle the bulk of the transactional work. • Creating Centers of Excellence to perform strategic planning and introduce consistent leading practices. • Building a Business Partner Organization to deliver strategic and aligned services globally.
  47. 47. CASE STUDY 1: REFOCUSING HR’S RESOURCES TO MAKE IT A POWERFUL BUSINESS PARTNER • Impact on client’s business: • The client found ways to consolidate up to 75 percent of HR’s transactional work. • Client achieved $1.4 million in savings by cutting the cost of the transactional work, and has potential for an additional 20% savings through additional consolidations globally. • HR leaders now have the bandwidth to become strategic business partners.
  48. 48. CONCLUSION • Key points • Summary • Questions
  49. 49. DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA PRESENCE • Mobile number: +2784 562 9446 • Email address: charlescotterhrdconsultant@gmail.com • YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ • LinkedIn: https://www.linkedin.com/in/charlescotter/ and https://www.linkedin.com/company/dr-charles-cotter-and-associates • Twitter: @Charles_Cotter • Facebook: https://www.facebook.com/CharlesACotter/ • SlideShare: www.slideshare.net/CharlesCotter

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