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Human resonance for leaders pap 2015

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Leading in the new world of work – Human Resonance
With so many models and approaches – from large firms to business schools to boutiques – it is hard for companies to architect the tailored yet integrated experiences they need.
In our “Human Resonance” approach we offer what is needed.
Next level practice instead of best practice!
In this new world of work, the barriers between work and life are eliminated. The “new world of work” is one that requires a dramatic change in strategies for leadership, talent, and human resources.
A new playbook for new times
Growth, volatility, change, and disruptive technology drive companies to shift their underlying business model. It is time to address this disruption, transforming the leaders from a transaction-execution function into a dominant partner who pushes innovative solutions to managers at all levels. Unless c-level managers embraces this transformation, they will struggle to solve problems at the pace the business demands.
Today’s challenges require a new playbook – one that makes leaders more agile, forward thinking, bolder and more pushy in their solutions. Our goal in this presentation is to give business leaders fresh ideas and perspectives to shape thinking about priorities for 2015. In a growing, changing economy, business challenges abound. Yet few can be addressed successfully without new approaches to solving the people challenges that accompany them— challenges that have grown in importance and complexity.

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Human resonance for leaders pap 2015

  1. 1. HUMAN RESONANCE The answer to leader’s workforce challenges
  2. 2. © Pelzer & Associated Partners e.P. · 26.04.15 2 Leading in the new world of work – Human Resonance Industry 4.0 organizations have to envision a “new world of work” With so many models and approaches – from large firms to business schools to boutiques – it is hard for companies to architect the tailored yet integrated experiences they need. In our “Human Resonance” approach we offer what is needed. Next level practice instead of best practice! In this new world of work, the barriers between work and life are eliminated. The “new world of work” is one that requires a dramatic change in strategies for leadership, talent, and human resources.
  3. 3. © Pelzer & Associated Partners e.P. · 26.04.15 3 A new playbook for new times Growth, volatility, change, and disruptive technology drive companies to shift their underlying business model. It is time to address this disruption, transforming the leaders from a transaction-execution function into a dominant partner who pushes innovative solutions to managers at all levels. Unless c-level managers embraces this transformation, they will struggle to solve problems at the pace the business demands. Today’s challenges require a new playbook – one that makes leaders more agile, forward thinking, bolder and more pushy in their solutions. Our goal in this presentation is to give business leaders fresh ideas and perspectives to shape thinking about priorities for 2015. In a growing, changing economy, business challenges abound. Yet few can be addressed successfully without new approaches to solving the people challenges that accompany them— challenges that have grown in importance and complexity. Leading in the new world of work – Human Resonance Global organizations in I 4.0 fields must navigate a “new world of work”
  4. 4. © Pelzer & Associated Partners e.P. · 26.04.15 4 10 trends in the 2015 Global Human Capital Trends Report from Deloitte
  5. 5. © Pelzer & Associated Partners e.P. · 26.04.15 5 Global importance vs. readiness There is a lot to do!
  6. 6. © Pelzer & Associated Partners e.P. · 26.04.15 6 Global importance vs. readiness There is even more to to with an increasing capability gap in selected areas, 2014 and 2015
  7. 7. © Pelzer & Associated Partners e.P. · 26.04.15 7 © Pelzer & Associated Partners e.P. · 26.04.15 Topics you need to address with a new breed of competent people architects TOPIC FAMILIES Grass-root Change Fair Parting Work Council Strategy Generation Y, Resilience Culture Reducing CostsOwnership Culture Systemic Career Management Cost Cutting Service Center Workforce Industry 4.0 Systemic Strategy
  8. 8. © Pelzer & Associated Partners e.P. · 26.04.15 8 Driven by ingenuity, experience and a shared vision of a better world Organized in a community crossing borders of company silos and sharing insights Setting benchmarks in the HR business Servicing the needs of a transformed HR in a joint taskforce managing complexity, time pressure and integrating all expertise needed Leaders at all levels value-driven Delivering promised results To make real what matters you will need partners that are:
  9. 9. © Pelzer & Associated Partners e.P. · 26.04.15 9 Grass-root change for your people Peoples workforce industry 4.0 Works council interacting strategy Reduction of costs Service centres centralized and locally delivered Fair parting Ownership culture New ways having careers with your company Leaders updated agenda:
  10. 10. © Pelzer & Associated Partners e.P. · 26.04.15 10 Grass-root change for your people Effective, sustainable, grass-root change for employees empowerment The Issue: Change is not a habit your company was built for. Current economic climate requires deep attitude shift to fully embrace change. To be successful your has to change faster than the market and competitors. Attitude of a transformative leader: We need viral change to get an ownership culture of our employees •Leadership as a service •Participative decision making processes, create empowerment •Diversity as an attitude in every unit and each employee •Sustainable organization principles, grasroot and topdown – solve the dilemma Agenda to be worked out in detail: Self actuating change is a basic concept of positive feedback loops. These are induced by participative processes and methodologies like: •Large group facilitation, decentralized on global scale, digitally enhanced, in real time •Measurement of work related emotional employee status •Transformation into low hierarchy family structures •Leadership development into servant leadership •Systemic change strategy •Gras-root principals: change from the bottom, empowerment process, •How to create a a self propelling sustainable change process
  11. 11. © Pelzer & Associated Partners e.P. · 26.04.15 11 Workforce industry 4.0 enhance socio-psychological skills of the employees to fit for processes of new automated production plants The Issue: You are a global leader in your business area. Developing concepts for employee skills and motivation in a highly connected interactive and flexible production line is a challenge very few HR manager know about. To stay ahead of the competitors the human part of this new technology has to be developed. The new technology needs enhanced socio psychological skills of the employees Attitude of a transformative leader: HR has to provide innovational processes for developing people skills •Behavioral innovations have to meet the new technologic levels •Self directed teams, •put responsibility where the action is •Participative decision making processes, Agenda to be worked out in detail: New technology meets new principals of collaborative working : •How to create a a self propelling sustainable process of behavioral innovations •Leadership development into servant leadership •Transformation into low hierarchy family structures •Measurement of work related emotional employee status •Gras-root principals: change from the bottom, empowerment process,
  12. 12. © Pelzer & Associated Partners e.P. · 26.04.15 12 Works council interacting strategy Get the complexity handled with integral methodology The Issue: To deal with German Betriebsrat and unions is a complex mix of power, politics, economics and emotions. To deal with that on a global scale a CHRO has to find a strategy using systemic methodologies that are capable of operating complexity. Attitude of a transformative leader: There has to be a possibility to develop strategy in a secure way off the grid. After that it should be: •Transparent, insight driven and understandable •Accepted by employees and their representatives. •Future-oriented, triggering identification of your workforce as a whole Agenda to be worked out in detail: Control Portfolio of strategically relevant topics is a method of the management in charge to make decisions in complex systems. It serves as a preparation of investment decisions. It helps a management team to find consensus when preparing decisions in multi-dimensional processes. •Integral overview of the factors that influence the work council relationship •A united position of the management on correlated topics •Transparency and consent on the relevancy of control of strategic topics
  13. 13. © Pelzer & Associated Partners e.P. · 26.04.15 13 Reduction of HR Costs Develop global standards with local adaption & acceptance The Issue: Cultural diversity and more than 200 countries have developed a costly HR organization. The high costs can not be accepted any more! With the new strategic set-up at Siemens it is the right time and setting to develop OneHR as a strong, globally consistent organization, aiming to be a strategic and operative partner meeting business needs Attitude of a transformative leader: Use the experience of KPMG doing this job for many corporate financial organization already. •Future-oriented, providing a model for other functions Agenda to be worked out in detail: •Global business model for HR •Global processes •Interlinked KPI system
  14. 14. © Pelzer & Associated Partners e.P. · 26.04.15 14 Services centralised and locally delivered Defining the business case for your HR SCs The Issue: With the new strategic set-up at your firm it is the right time and setting to develop functions as strong, globally consistent organizations, aiming to be strategic and operative partners meeting business needs. Attitude of a transformative leader: We want a unified HR organization meaning: •Integrated global business model for the companies HR function as a whole •Global set of processes with room for local and business specifics to provide efficient & consistently high-quality HR services •Interlinked KPI system based on a globally consistent framework to steer the global HR function into the same direction Agenda to be worked out in detail: •Consolidate highly standardized, high- volume transactional processes in service or shared service centers (SSC) •Definition of the service portfolio, the structures, and the working groups in the SSCs and the IT facilities needed for your SSC operations. •Support for the definition of a business case for your HR SSCs.
  15. 15. © Pelzer & Associated Partners e.P. · 26.04.15 15 Fair Parting New horizons for employees in outrun parts of your company The Issue: Induced by an organizational change to focus responsibility the function and workplace of thousands people has outrun. For these people your company has to find a future that is accepted by the employees. Attitude of a transformative leader: There are many ways reducing the workforce of outrun parts of this Company. We want to incorporate three principal attitudes: •Fair balanced. •Accepted by every employee. •Potential-oriented, triggering the motivation of our workforce as a whole Agenda to be worked out in detail: First we start designing new workplace options. The motivation and ingenuity of the affected employees will drive a conversion project that creates new businesses inside an incubator. At the same time we initiate a separation process working with individual needs in a standardized workflow: •Profiling and motivational analysis. •Coaching individuals or teams •Job research inside or on the market •Closure with new perspective or job
  16. 16. © Pelzer & Associated Partners e.P. · 26.04.15 16 Align the variety of local cultures with the principles of ownership culture Framing different cultures by your culture guidance The Issue: Identification of globally wanted guidelines allowing local implementation across multiple cultures. Attitude of a transformative leader: •We need an ownership culture driven by every employee. •Cultural variety in a set of global rules is our strength. •Our people are our secret for success. Agenda to be worked out in detail: Implementation of global culture guidelines by using locally accepted culture •Cultural readiness of leaders •Local cultural variety to learn from •Global cultural guidance to be accepted in our companys world
  17. 17. © Pelzer & Associated Partners e.P. · 26.04.15 17 Systemic Career Management New ways having careers with your company The Issue: Career Management needs a strategic approach to integrate an individual’s career desires and aspirations and the organization’s business objectives with the intention to drive engagement and retention. Attitude of a transformative leader: •Our people are ore secret to success •Create divers carreers •Develop leaders who serve •Make employers own their purpose Agenda to be worked out in detail: How to integrate career management as an integral part of your companies ownership culture. •How to set cross-entrepreneurial framework for various career opportunities •How to develop flexible career models as organizational base •Create a process for employees to be able employees to take responsibility for their career development and to act independently •Make all the effort measurable
  18. 18. © Pelzer & Associated Partners e.P. · 26.04.15 18 We want to become your advisors We have a shared vision for a better world Becoming sustainable, peaceful and accepting diversity We set benchmarks Empowering people and creating stakeholder satisfaction We serve The people of our clients and their integral performance
  19. 19. © Pelzer & Associated Partners e.P. · 26.04.15 19 Facilitators First contact with you Your partners Bernhard Pelzer, Hamburg und Isabelle Ziegler, Zurich As an experienced engineer and family therapist I develop people and system capacities dealing with complexity. Owning my own consulting firm for 25 years I was partner of one of the big four, CEO of a NGO and supervising board member. Born in Aachen 1954. Living with my family in Hamburg. Systemic coach and supervisor. Dipl.-Ing. MSc. Decision makers Operation and finance As an experienced family business entrepreneur in Asia and a global coaching expert, I have been helping people, teams and organisations to actively design transformation for more than 16 years. Born in Hamburg 1970. Living with my family in Zurich, Singapore and Hamburg. Dipl. Kauffrau, multinational certified coach and councellor. Profile Bernhard Pelzer Profile Isabelle Ziegler
  20. 20. © Pelzer & Associated Partners e.P. · 26.04.15 20 Systemic skills and Human Resonance methodologies German origin Systemic HR strategy, grass-root change, change engineers, dilemma solving leadership, reconciliation Resiliance coaching and Generation Y expertise Agile leadership, leading self directed teams & virtual teams, empowerment, solving leadership dilemmata The impact of the emotional state of employees on profit and productivity
  21. 21. © Pelzer & Associated Partners e.P. · 26.04.15 21 Singapore: Leadership development in Asia, team facilitation, cultural advise, executive coaching Boston, USA: Strategy – Transformation – Leadership Amsterdam: Intercultural readiness check, check the cultural competence Mumbai: Creating growth from change, Indian consulting for global challenges IBI NL Systemic skills and Human Resonance methodologies Globally aligned
  22. 22. © Pelzer & Associated Partners e.P. · 26.04.15 22 © Pelzer & Associated Partners e.P. · 26.04.15 Our portfolio of methodologies Our aligned set of proven methods Cultural Profile Indicator Leadership Development Ocean Action Learning Cost for Emotion C4E Systemic cost cutting approach Resilient Career Management Intercultural Readiness Fair parting outplacement Cybernetic Portfolio Real Time Global Facilitation of Large Groups
  23. 23. © Pelzer & Associated Partners e.P. · 26.04.15 23 Input and topics to be discussed are presented Discussed and documented Produces project ideas Results made public in real time CHRO presents first Ideas on change and goals CHRO presents first Ideas on change and goals Worldwide decentralized and simultaneously facilitated SMALL GROUPS using prepared formats an laptops Worldwide decentralized and simultaneously facilitated SMALL GROUPS using prepared formats an laptopsReal time feedback from the large group uses group intelligence Real Time Global Facilitation (RTGF): Combining local team paperwork with web-based software to facilitate large groups worldwide with real time results – discussing strategy globally by grass-root principles TASK FORCE designs projekt jobs for the implementation out of the clusters TASK FORCE designs projekt jobs for the implementation out of the clusters CLUSTER TEAM Experts in a closed group define clusters from the decentral ideas CLUSTER TEAM Experts in a closed group define clusters from the decentral ideas The result of the large group conference is visible for everyone in real time and enhances group intelligence The result of the large group conference is visible for everyone in real time and enhances group intelligence clusters from the decentral ideas
  24. 24. © Pelzer & Associated Partners e.P. · 26.04.15 24 Cultural Profile Indicator® : Analyse lived culture and develop desired culture in your team • Find out what changes have a good chance to be implemented • You can recognize where support measures are necessary • You understand your target conflicts and cultural dynamics that may slow down, or promote, the process of change • You find the right lever, where small changes are produced – often with impressive effects
  25. 25. © Pelzer & Associated Partners e.P. · 26.04.15 25 Intercultural Readiness Check IRC® Check the Cultural Competence There are many roads to effective intercultural interaction – just as cultures differ, so do people. We check topics like: •Cultural Commitment and active interest in others, their cultural background, needs and perspectives. •Intercultural Sensitivity of a person actively influencing the social environment, concerned with integrating different people and personalities. •Intercultural Communication by actively monitoring one‘s own communicative behaviours. •Managing Uncertainty by being able to manage the greater uncertainty of intercultural situations.
  26. 26. © Pelzer & Associated Partners e.P. · 26.04.15 26 Cost For Emotion C4E® How emotions affect performance by calculating the costs of emotions in the workplace. Emotions determine our everyday life – both in private life and in business: Our concept takes into consideration ten different areas: 1.Appreciation 2.Time 3.Quality 4.Identity 5.Team 6.Leadership 7.Sustainability 8.Economic success 9.Commitment 10.Customers
  27. 27. © Pelzer & Associated Partners e.P. · 26.04.15 27 Cybernetic Portfolio Strategic decision making in complex systems and getting team consent in multidimensional processes. Control Portfolio of strategical relevant topics – Examples Using databased algorhythms, showing management qualities hidden in topics Model of a Cybernetic Portfolio Systemic landscape Catalogue of questions, problems, topics job security employer brand team spirit team managers satisfaction caste system generation Y employee identification independan t frame setters stabilizers indicators innovators 0 0,6 0,7 0,8 0,9 1 1,1 1,2 1,3 1,4 supportingsteering Daily business Brand image of employer Bonus payments Time efficiency of work Work-Life-Balance Security of workplace A D C B B1 E C1Identification F G Vision of the company Appreciation Stabilizing innovating
  28. 28. © Pelzer & Associated Partners e.P. · 26.04.15 28 Inspire. Lead. Change. ILC Training for managers

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