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Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy
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Global hr forum2009-dave_ulrich-management strategy-creative management and global human resource strategy

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  • 1. Management strategy: Creative Management and Global Human Resource Strategy Korea Economic Forum October 2009 Dave Ulrich dou@umich.edu
  • 2. 2 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 3. Who is the RBL Group? 3 Leadership Human Resources
  • 4. What changes in the business context 4 require new management approaches? New business context: Managerial implications •Technology •New organization capabilities •Regulation •Organization is not structure •Environmental concerns •Globalization •New individual abilities •Talent •Economic changes •New roles for leaders •Demographics •Social trends
  • 5. 5 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 6. 6 What is the emerging role of human resources? Human resources must deliver value. •Value is defined by the receiver more than the giver. Value comes from improving: •Individual ability (talent) •Organization capability (culture) •Quality of leadership
  • 7. 7 What is the emerging role of human resources? Individual Quality of leadership/ individual Ability/ Brand talent Organization capability/ culture Human resources organizational
  • 8. 8 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 9. 9 A new talent metaphor War for Talent Marshall Plan for Talent Talent is scarce resource Talent is scarce resource Work to “win” talent Work to retain talent (jobless recovery) Talent is a win/lose game Talent is a win/win game Talent focuses inside Talent focuses outside Talent is competence and Talent is contribution and meaning commitment ? ?
  • 10. 10 Marshalling talent
  • 11. 11 Talent Manager: Formula Competence Commitment Contribution Definition: What is our How do we help What is our standard? employee value employees find proposition? meaning at work? Assessment: •Identity How are we doing? •Productivity •Purpose •Retention •Relationships Investment: •Surveys •Work setting How do we improve? •Work itself •Learning Follow up: •Delight How do we Institutionalize?
  • 12. 12 Competence: being able to do the work
  • 13. 13 Talent Manager: Formula Competence Commitment Contribution Definition: What is our How do we help What is our standard? employee value employees find proposition? meaning at work? Assessment: •Identity How are we doing? •Productivity •Purpose •Retention •Relationships Investment: •Surveys •Work setting How do we improve? •Work itself •Learning Follow up: •Delight How do we Institutionalize?
  • 14. 14 Commitment: being willing to pay the price
  • 15. 15 Talent Manager: Formula Competence Commitment Contribution Definition: What is our How do we help What is our standard? employee value employees find proposition? meaning at work? Assessment: •Identity How are we doing? •Productivity •Purpose •Retention •Relationships Investment: •Surveys •Work setting How do we improve? •Work itself •Learning Follow up: •Delight How do we Institutionalize?
  • 16. 16 Finding meaning at work
  • 17. Overview of the disciplines framing the 17 abundant organization Positive Psychology Transition Social management Responsibility Civility Abundant High-Performing Organization Teams Resilience and Employee Learning Engagement Positive Work Environment
  • 18. 18 Questions of abundance: key questions 1. Identity: What am I known for? 2. Purpose and direction: Where am I going? 3. Relationships and Teamwork Whom do I travel with? 4. Effective connections: How do I build a positive work environment? 5. Engagement/ challenge: What challenges interest me? 6. Learning/Resilience: How do I learn from setbacks? 7. Civility and delight: What delights me? 8. Enabling transition: How do I manage transitions?
  • 19. 19 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 20. What are implications? For organization 20 capability •Define the organization as capabilities not structure •Do capability audits to align with strategy •Identify and implement key capabilities •Speed to market •Innovation •Efficiency •Collaboration
  • 21. 21 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 22. What are implications? For leadership 22 •Separate leader and leadership •Focus inside and outside •Build a leadership brand •Create leadership code: do basics well •Differentiate leadership: align leadership behaviors to customer expectations
  • 23. What are implications? For us as a country 23 Leadership of a country’s talent •Do we see talent as our country’s key resource? •Do we invest in our future talent? •Education •Family •Do we prepare our national talent for key positions? •Entry level •Leadership •Does our country have policies to encourage talent?
  • 24. 24 Outline What changes in the business context require new management approaches? What is the emerging role of human resources? What are implications for individuals (talent)? •Competence: the ability do the work •Commitment: the willingness to do the work •Contribution: finding meaning in the work we do What are implications for organization (capability)? What are implications for leadership?
  • 25. For more information 25 For more information For more information about any of the material covered in this session, please contact: Meggan Pingree, mpingree@rbl.net www.rbl.net

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