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Knowledge Resources
Strategic Positioning of
L and D in the future world of work
Dr Rica Viljoen
Part 2
Congruence
Graves: “the best leader is the congruent one”
Architecture should fit systemic dynamics
3
BeQ™ Laubscher’s Human NichesRemember that identity is defined differently: Purple
Family Relations
Rules of Behaviour
Ceremonial/Ritual
Time Orientation
Stories
Ancestors
White/Black MagicLand
Sky
Animals
People Relations Human
Domain
Physical Domain
Sacred/Spiritual Domain
SecrecySocial Structure
CopyingRelationships
EldersOld ways
Drumming, Dancing, Art, Storytelling
Exists outside past or future
Storytelling and Metaphors
Honoring and Protection
SangomasForesightHealingGift of gods
Sacred earth
Sun, Moon, Stars and Wind
Animal Spirit
Consultation Communication
Harmony
Appoint a chief learning officer!
Part of strategic HR, separately positioned?
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
Learning architecture
Culture
LeadershipCapacityBuilding
Translation
PerformanceManagement
Process
OptimiseLeadership
Talent Attraction,Retention
Reward Strategy
Benchmark of Engagement
THE STRATEGIC PROCESS
Viljoen, 2015
EVP
Yellow bubblesThe role of strategic L&D
Strategy and role of HR
Viljoen, 2015
Multi-level Study on Leadership• 3 decades• Leadership theories• 18 experts asked to identify 12 concepts associated
with leadership today.• In-depth literature study• Themes and Codes, Clusters• Meta-insights
80’s: • Transactional and Transformational Leadership• Boards of Directors and Governance• Competitive advantage
Multi-level Study on Leadership90’s• Creativity• Organisational Capacities• Emotional Intelligence• Trust• Board Performance
2000’s • Emotions and Emotional Intelligence• Authentic Leadership• Shared Leadership
Early 2010’s• Complexity and chaos• Context management• Ethical leadership
Strategic HR• 18 experts asked to identify 12 concepts associated
with organisational change and development today.• Themes and Codes, Clusters• Meta-insights
80’s: • Total Quality Management• Quality Circles• Psychometrics – High level classification test and
16PF• Work studies / productivity
Strategic HR90’s• Systems Thinking• Design Thinking (Ackoff)• Value Engineering • Personal Purpose and Self Mastery (Senge)• Activity based teambuilding and adventure training• Employee satisfaction
2000’s• Change Resilience• Psycho-analytical events• Diversity Management• Linking personal values to organisational values• Multi-disciplinary teams, virtual teams• Globalisation• Mergers and Acquisitions• Trust, employee engagement, commitment• Coaching
Strategic HR2010’s• Work Engagement studies• Strategic intent and translation• Culture as strategic architecture• Multi-cultural dynamics• Corporate Citizenship Behaviour• Wellness• Sustainability• Contextual intelligence• Ecological understanding• Spiritual Intelligence• Mindfulness and finding meaning
Strategic HRNow• Big Data• Future Workplace. Transparency. Transparency.
Transparency• Social Enterprise• Talent Management
Six New Workplace Leadership Roles:
Strategic HRBoudreau
(after Ulrich)The Organizational Engineer is an expert in facilitating virtual teams,
developing leadership wherever it exists, and talent transitions. She is an expert at talent and task optimization. She is the knowledge resource on
principles such as agility, networks, power and trust.
The Virtual Culture Architect is a culture expert, advocate and brand builder. He connects current and potential workers’ purpose to the
organization’s mission and goals. He is adept at principles of values, norms, and beliefs, articulated virtually and personally.
The Global Talent Scout, Convener, and Coach masters new talent platforms and optimizes the relationships between workers, work and the organization, using whatever platform is best (e.g., free agent, contractor, regular employee, etc.). She is a talent contract manager, talent platform
manager, and career/life coach.
The Data, Talent & Technology Integrator is an expert at finding meaning in big data and algorithms, and how to design work that optimally combines
technology, automation and humans.
The Social Policy & Community Activist creates optimal synergy between goals that include economic returns, social purpose, ethics, sustainability, and worker well-being. She influences beyond the organization, shaping policies,
regulations and laws that support the new.
Strategic HRToday in South Africa – a dispersed view
• Ensuring stakeholder value• Organisational Effectiveness (OE)• Community development• Compliance to legislative requirements and
regulations• Overwhelmed• Numb to change• Talent, Salary, discipline, staffing and BEE• OD incorporated in strategic HR, line management
and OE• External OD capacity• Everybody does OD• Change management = communication
Definition:Optimising individual, group, organisational performance in the context of society – positioned at a level where it can impact the whole organisation in a
systemic manner.
In response: