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FUTURE HR LEADERSHIP
COMPETENCIESSUSAN WAKHUNGU-GITHUKU
Sarova Whitesands Beach Resort & Spa, Mombasa
23rd – 26th October, 2018
1. About Me
2. The Context
3. The HR Competencies Of The Future
THE STORY LINE - TODAY
Susan is the Founder & CEO of Human Performance Dynamics Africa, a boutique organizationaldevelopment and human resources consulting firm based in Nairobi, Kenya. HPD Africa offers innovative“21st century” organizational and people solutions across the continent and abroad including executive &team coaching, organizational design and change management.
Before establishing HPD AFRICA, Susan worked at Coca-Cola and was until December 2008 the Eurasia& Africa Group director for Coca-Cola university. In this capacity, she was responsible for learning anddevelopment initiatives in 90 countries across Africa, Asia and Eastern Europe. Prior to this role, sheserved as the Coca-Cola Africa Group HR director based in London and Johannesburg.
She is also Founder & CEO of Footprints Press, a Publishing house which produces coffee tablebooks on Africa as well as a Management/ Leadership magazine - THE EDITION.
A veritable global player, Susan's professional career focus is human and organizational performance.She consults widely for several local, regional and international organizations and sits on the Board ofMKOPA Solar Limited and CENTUM. She has previously served on the boards of EABL-Diageo, KWFT andUAP Insurance. Susan was in 2015 appointed by President Uhuru Kenyatta to Chair the Kenya YearbookEditorial Board. She served for a year.
Widowed in 2014, she is the proud mother of two children.
SUSAN WAKHUNGU-GITHUKU Human Capital Consultant, Executive Coach, Author & Publisher
2009 to
PRESENT
1990’S1980’S
MY HR STORY – Specialist, Generalist & Board Roles
ECONOMIST
• MINISTRY OF
FINANCE &
PLANNING
• AFRICAN
ECONOMIC
RESEARCH
CONSORTIUM
USAID & AERC
• LEADERSHIP DEVELOPMENT
• IDENTIFYING & DEVELOPING
TALENT
CARE INTERNATIONAL
• LEADERSHIP DEVELOPMENT
• IDENTIFYING 7 DEVELOPING
TALENT
2009-PRESENT
HPD AFRICA LIMITED
HR SOLUTIONS & SERVICES
2009-PRESENT
BOARD MEMBER – HR CTES
LISTED & UNLISTED COMPANY
BOARDS
2000 to
2002
• 2000
REGION HR MANAGER
COCA-COLA EAST AFRICA &
ISLANDS
17 COUNTRIES
NAIROBI-KENYA
• 2002
REGION HR DIRECTOR
COCA-COLA CENTRAL SOUTH
& EAST AFRICA
28 COUNTRIES
JOHANNESBURG
•2003
GROUP DIRECTOR- COE
COCA-COLA AFRICA
54 COUNTRIES
JOHANNESBURG
•2005
GROUP HR DIRECTOR
COCA-COLA AFRICA
54 COUNTRIES
LONDON
•2007
TALENT DEVELOPMENT DIRECTOR
COCA-COLA - EURASIA/AFRICA
90 COUNTRIES
ISTANBUL
2003 to 2007
SUBJECTIVE
HYPOTHESES
5 DISCLAIMERS
THE CONTEXT
Paradigm 1
The train has
left the
station
8
OUR WORLD IS
CHANGING
9
TECTONIC SHIFTS ARE RE-SHAPING THE GLOBAL ECONOMIC LANDSCAPE
GLOBALIZATION
TECHNOLOGY & INNOVATION BREAKTHROUGHS
DEMOGRAPHIC SHIFTS
ECONOMIC POWER BASES
CLIMATE CHANGE & RESOURCE SCARCITY
URBANIZATION
Knowledge Doubling Curve
• 1900s, Knowledge doubled every century• 1940s, Knowledge doubled every 25 years• Currently, Knowledge doubling every 13 months• Soon, every 12 hours?
And the pace of change is unprecedented
OBSOLESCENCE IS REAL
VUCA IS REAL…Disruptions, Organizational Transformations,
Restructures, Mergers, Acquisitions, Bankruptcies
Innovations…VUCA IS REAL
Multiple decision factors
13
MPESAcame out of nowhere and
had the banks
gasping…
DISRUPTION IS EVERYWHERE
15
Disruption is everywhere….
16
17
The fastest growing television network lays no cables
18
19
20
None of these
companies
existed 20
years ago!
21
Work As We Have Known It Is Dying
22
Morphing into
something different
…in these exponential
times !!!!!!!!!!!!!!
DIGITAL DEATH MANAGER: A Specialist That Manages Or Eliminates The Digital Content Of People When They Pass
On…..
Are you ready to change jobs??
.
Paradigm 2
How many of us have fastened our seat belts and are ready for the ride?
AND
How many of us are still stuck in yesterday and not helping our organizations to think differently?
Anticipatory Game ChangersRequired….
1. How are you helping your organization create new relevant jobs and get rid of those that need to be sent to obsolescence????
Many employees are in jobs that did not exist three years ago.
Three years from now, many of will be in jobs that do not exist today.
2. The challenge for HR professionals is to figure out how to look deep into the organization to find talented, visionary people with a passion for the future and to anticipate the skills needed going forward
Employees are demanding work conditions that inspire them……& there is a link between the work environment and health and well-being. When we look in the mirror, we see ourselves as entire human beings – not just people with jobs and careers, but people with families, friends, beliefs, interests, passions, responsibilities, worries and futures.
3. HR needs to look at people through the same mirror – not just as employees or colleagues but as total human beings
If this is ignored, the tensions created
will eat away at the vitality of the organization.
An effective corporate culture is not about being a nice place to work -it is about engaging employees at a fundamental level and translating that engagement to performance that meets the organization’s objectives.
4. HR must design Employee Value Propositions that will inspire, engage and retain the best employees so that they deliver differential value….
To outlast the competition …to evade disruption…organizations need leaders who are innovative, who galvanize the troops…who deliver results…who have grit and who are incentivized to be the best of the breed.
5. HR must proactively put more effort into development of leadership at all levels.
It is only through leaders being able to inspire, develop and align the effort of people that organizations will thrive.
“CEOs would like to be able to use
their chief human resource officers
the way they use their CFOs—as
sounding boards and trusted
partners—and rely on their skills in
linking people and numbers to diagnose
weaknesses and strengths in the
organization, find the right fit between
employees and jobs, and advise on the
talent implications of the company’s
strategy.
But it’s a rare CHRO who can serve in such an
active role. WHAT THEY CAN’T DO VERY WELL IS
RELATE HR TO REAL-WORLD BUSINESS NEEDS. Ram Charan, global adviser to CEOS and corporate boards and bestselling author
Different Competencies
ARE Required From The HR LEADER
OF THE FUTURE
THE HR COMPETENCIES OF THE FUTURE
disclaimer
not derived from booksbut
from learning from experience….from having
under-performed
failed to meet expectations
goofed
but
later ……..much later………
‘GOOON-DOOO- WAD’ or seen the light……
10 DEFINING ACUMENS will define those who win
1. HUMAN CAPITAL MANAGEMENT ACUMENSubject Matter Expertise
2. COMMERCIAL ACUMENStrong Understanding Of
The Business
3. FINANCIAL INSIGHT & MEASUREMENT ACUMEN
Understanding Financial Goals &
Leveraging Of Metrics & Numbers
7. CREATIVITY & INNOVATION ACUMEN
Ability To See & To Do Things
Differently
4. STRATEGIC ACUMENAgility To Navigate The
Unknown, Extrapolate & To Plan
8. HUMAN-CENTRIC ACUMENAbility To See Employees As Human &
Engendering A Culture That Inspires
5. LEADERSHIP ACUMENAbility To Take Charge, Envision,
Galvanize, Deliver Results6. CHANGE ARCHITECT
Ability To Design Small & Large
Change Efforts & Project Manage
9. COMMUNICATION ACUMENAbility To Craft & Deliver Verbal & Written
Communication Across All Levels
10. PERSONAL CREDIBILITYAbility To Deliver On Promises, To Inspire Trust & To Influence
The ability to understand and to make good judgments and quick decisions.
HR Leaders with this acumen:
1. Believable thought leaders - demonstrate technical knowledge in HR practice areas (talent acquisition, performance management, compensation & benefits, labour laws etc.)
2. Use subject matter expertise in deriving HR/ People solutions
3. Keep abreast of new developments and how these can be leveraged to improve company performance – E.g. technology, social media, data and analytics,
4. Have intellectual horsepower and the ability to absorb new technical learnings.
5. Conscientiously keep abreast of developments in the field
6. Speak the HR language without being clichéic7. They know what they do not know and keep learning
1. HUMAN CAPITAL MANAGEMENT acumen
Know Their Stuff
The ability to understand and to make good judgments and quick decisions.
2. COMMERCIAL ACUMEN
HR Leaders with this acumen:
1. They understand the business model and know how the company makes money
2. Have a keen interest in how value is created within the system
3. Are perceived as leaders in the business and not just the function
4. They have a sound grasp of business metrics and are clear on where HR adds or erodes value
5. They are able to make the case for HR to other business leaders and can discuss how HR can have a direct impact on company performance.
6. Know how everyone involved in the business –contributes.
7. They know what keeps the CEO awake at night8. They sit at the strategy table with ease,
knowledge and credibility
Business thinkers in HR
The ability to understand and to make good judgments and quick decisions.
3. FINANCIAL INSIGHT & MEASUREMENT ACUMEN
1. What is our "Revenue per employee"?
2. Is it higher than our competitors?3. Did we hire better people this year
(more productive per shilling spent in salary) than last?
HR Leaders with this acumen:
1. View people as factors of production and present their function as a creator of value
2. Understand the financial consequences of decisions and partner well with the CFO
3. Are perceived as somewhat knowledgeable on financial management issues
4. Understand the numbers and what activities maintain, drive and improve – profitability.
5. Understand and can interrogate the P & L 6. Are comfortable with the financial lexicon and
seek to master the numbers within the business7. Have ability to mine data and present HR
intelligence reports that have strategic impact8. Have ability to prepare budget documents and
reports.9. Demonstrate a grasp of business metrics and are
clear on where HR adds or erodes value.
When was the last time you PROACTIVELY presented financial
implications of investments in people
The ability to understand and to make good judgments and quick decisions.
4. STRATEGIC AGILITY
HR Leaders with this acumen:1. See the big picture2. Understand where the business is going and the
strategic objectives of the company and know how to support them.
3. They ask the right questions4. Can translate company strategies into meaningful
plans for the HR function5. Stay abreast of changes in the marketplace and the
company’s position relative to competitors.6. Continuously learn and demonstrate an understanding
of the competitive environment, trends in the economy, and technology that may impact the business…you hear them refer to these trends in conversations
7. Can communicate the company’s vision, values, and strategy with conviction.
8. Comfortably sit with other leaders at the strategy table
Sit At The Strategy Table With Ease, Knowledge And Credibility
The ability to understand and to make good judgments and quick decisions.
5. CREATIVITY & INNOVATION ACUMEN
HR Leaders with this acumen:
1. Think outside the box2. Are immersed with the opportunities that
technology and digital platforms present….and leverage these
3. Appreciate VUCA and seek to leverage it4. Identify the need for unique or modified
approaches to achieving results and developing solutions to problems.
5. Generate new ideas and go beyond the status quo.
6. Can integrate complicated ideas and approaches to develop the best possible solutions.
7. Are integral members of cross functional teams working on new initiatives
8. They are CREATIVE PROBLEM SOLVERS
When was the last time you compellingly
presented an Out Of The Box Idea………that
resonated?
Think differently
The ability to understand and to make good judgments and quick decisions.
6. LEADERSHIP ACUMEN
HR Leaders with this acumen:
1. Have a clear vision for what they want to achieve2. Take charge to deliver meaningful accomplishments.3. Establish expectations and provide clear direction to meet
goals and objectives for employees. 4. Align resources to accomplish key objectives and assign clear
accountability for important objectives.5. Inspire and motivate others to take action through effective
communication.6. Work across the organization to build collaborative
relationships.7. Demonstrate resolve to do whatever must be done to produce
the best long-term results, no matter how difficult.8. Take appropriate risks to accomplish goals.9. Develop Others.
Have CourageTake Charge
Exude Appropriate Gravitas
The ability to understand and to make good judgments and quick decisions.
…….They work in HUMAN RESOURCES
…remember!
HR Leaders with this acumen:1. Know that they tend people – and people are people-
not machines or robots.2. People have feelings, needs 3. People make mistakes 4. No person is like the other 5. As such they always look at the intent of the policy
and would never be accused of being policy policemen
6. They are empathetic while keeping their heads and giving every situation its due merit
7. As the Chief Culture Officers, they engender a culture that values the people within the organization.
Allowing their humanity to shine
through in decisions and actions
7. HUMANCENTRIC ACUMENThe ability to understand and to make good judgments and quick decisions.
8. COMMUNCATION ACUMENHR Leaders with this acumen:
1. Express themselves clearly in conversations and interactions with others
2. Present ideas effectively to individuals or groups in a formal, pre-arranged sessions or meeting;
3. Shape the messages based on the needs audience and can narrate, remind, educate, compose, enthuse, affirm or as required
4. They can write, craft, compose and articulate.
5. They do not hide behind the skirts of others…THEY SIMPLY TAKE TO THE PODIUM…WHN THEY HAVE TO…
The best can be the voices of the company
The ability to understand and to make good judgments and quick decisions.
9. ORGANIZATIONAL ARCHITECT / CHANGE ACUMEN
HR Leaders with this acumen:
1. Understand the importance of organizational agility and lead design efforts to achieve this
2. Understand the importance of aligning organizational structure and strategy.
3. Can be counted upon to lead large and small change efforts and will plan in detail how to sequentially accomplish these as well as defining clear targets and milestones and gaining people’s commitment to them.
4. Stimulate and relish change - Do not become frightened or paralyzed with fear. See change as an opportunity.
5. Adapt own behavior to support organizational change; act as role models
6. Go to where the need is
The ability to understand and to make good judgments and quick decisions.
Help keep the organization nimble…agile
10. PERSONAL CREDIBILITY
HR Leaders with this acumen:
1. Build Value-based Relationships: They Generate Alliances Internally And Externally By Continuously Identifying And Acting On Those Things That Create Success For The Company
2. Establishing Collaborative Working Relationships With Other Individuals By Listening, Sharing Ideas, And Appreciating Others' Efforts.
3. They Deliver On Promises4. They Have Integrity, A Code Of Ethics. 5. They Have Character And Live The Values6. They Are Believable7. Their Word Is Their Bond8. They Are Never Feared – Just Respected9. They Inspire Confidence And Are Trusted10.The have GRIT
THEY OFTEN BECOME ORGANIZATIONAL ROLE MODELS
The ability to understand and to make good judgments and quick decisions.
10. DEFINING ACUMENS will define those who win
1. HUMAN CAPITAL MANAGEMENT ACUMENSubject Matter Expertise
2. COMMERCIAL ACUMENStrong Understanding Of
The Business
3. FINANCIAL INSIGHT & MEASUREMENT ACUMEN
Understanding Financial Goals &
Leveraging Of Metrics & Numbers
7. CREATIVITY & INNOVATION ACUMEN
Ability To See & To Do Things
Differently
4. STRATEGIC ACUMENAgility To Navigate The
Unknown, Extrapolate & To Plan
8. HUMAN-CENTRIC ACUMENAbility To See Employees As Human &
Engendering A Culture That Inspires
5. LEADERSHIP ACUMENAbility To Take Charge, Envision,
Galvanize, Deliver Results6. CHANGE ARCHITECT
Ability To Design Small & Large
Change Efforts & Project Manage
9. COMMUNICATION ACUMENAbility To Craft & Deliver Verbal & Written
Communication Across All Levels
10. PERSONAL CREDIBILITYAbility To Deliver On Promises, To Inspire Trust & To Influence
The ability to understand and to make good judgments and quick decisions.
these are the competencies that will define generation 4.0 HR leaders and they will have a ball….
IT IS A GREAT TIME TO BE IN THE FUNCTION
No one walks on water…..the idea
is to be aware of
the acumens you must develop…and to start the journey.
THANK YOU