Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How elevating human experience fuels business growth ihrm

566 views

Published on

How elevating human experience (Hx) fuels business growth - day 2 Presentation at the IHRM Congress

Published in: Business
  • Be the first to comment

How elevating human experience fuels business growth ihrm

  1. 1. HOW ELEVATING HUMAN EXPERIENCE (HX) FUELS BUSINESS GROWTH CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter 6TH ANNUAL CONGRESS, IHRM KENYA MOMBASA, KENYA 23 MAY 2019
  2. 2. PRESENTATION OVERVIEW  Human-centred Strategic HRM Objectives  Transitioning from Employee Engagement to Employee Experience to Human Experience (Hx)  Formulating EVP’s and TRS  Purpose-driven organizations and the Power of Purpose  Applying 5 Hx transformation principles  Applying the Collaborative Intelligence Future of Workplace Architecture Model (Cotter, 2019)
  3. 3. AGREE OR DISAGREE? WHY?
  4. 4. STRATEGIC HRM OBJECTIVE  Develop an agile High Performance Organization (HIPO) culture and employee engagement i.e. a culture of brand ambassadors  Key Role: Behavioural Economist  https://www.youtube.com/watch?v=PB2P1AlLC-I  “Our most basic need is to have a sense of belonging and connection.” (Deloitte)
  5. 5. STRATEGIC HRM OBJECTIVE  Create career fluidity and employment mobility throughout the career journey.  Key Role: Career Navigator  “Centering business around people has never been more important.” (Deloitte)
  6. 6. THE 4 ROLES OF HRM IN CREATING A HUMAN EXPERIENCE (HX) CULTURE  Sense-Maker  Deal/peace-Maker  Rain-Maker  King-Maker
  7. 7. THE 5 KEY CONTRIBUTIONS OF HRM IN A COMPLICATED, VUCA WORLD  When things are complicated, HRM must simplify;  When there is employee concern, HRM must facilitate commitment;  When there is confusion, HRM must clarify;  When working with and analysing large volumes of Big Data, HRM must distil, not dilute and  When there is discord and division, HRM must energize, not polarize.
  8. 8. EMPLOYEE ENGAGEMENT’S EFFECT ON 9 KEY PERFORMANCE INDICATORS (GALLUP, 2013)
  9. 9. GLOBAL LEVELS OF EMPLOYEE ENGAGEMENT (GALLUP, 2013)
  10. 10. EMPLOYEE VALUE PROPOSITION (EVP)  A resourcing strategy is concerned with shaping what an organization has to offer to people to join and stay in the organization. (Armstrong, 2016)  EVP is a statement of what an organization will provide for people that they will value - why the total work experience at their organization is superior to that at other organizations.  The EVP is an employee-centered approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and the external target audience.
  11. 11. EMPLOYEE VALUE PROPOSITION (EVP)  Key Selling Points (KSP): Host of financial and non-financial benefits  Non-financial benefits: ❖ The attractiveness of the organization ❖ Responsibility – corporate conduct, ethics and CSR/CSI ❖ Respect – diversity and inclusiveness ❖ Work-life balance ❖ Opportunities for personal and professional growth
  12. 12. COMPONENTS OF VIABLE EVP
  13. 13. TOTAL REWARDS STATEMENTS (TRS) – RATIONALE AND VALUE  Organizations need to communicate the total rewards provided to each individual employee, demonstrating the organization's investment in ensuring employees are competitively rewarded for their skills, contribution and performance.  The rewards package that you provide to your employees is among your organization's most significant investments.  Total reward statements may help reduce turnover and increase retention rates  A Total reward statement provides employees with a personalized document that communicates the overall value of their financial rewards such as base pay, incentives and employee benefits.  Total reward statements can also be used to reinforce the communication of less tangible benefits such as work/life programs, learning and development and flexible work arrangements.
  14. 14. TRS PROCESS FLOW
  15. 15. BENEFITS OF TRS
  16. 16. THE RISE OF THE HUMAN EXPERIENCE ECONOMY
  17. 17. THE HISTORY OF HUMANISTIC MANAGEMENT Maslow’s Hierarchy of Needs (1943) Alderfer’s E-R-G Theory (1969) Carl Rogers (1980)
  18. 18. THE RISE OF HUMAN EXPERIENCE Employee Engagement (2014) Employee Experience (2019) Human Experience (Hx) - 2025
  19. 19. THE RISE OF HUMANITY (AS A SOURCE OF CORPORATE DIFFERENTIATION)
  20. 20. THE RISE OF HUMAN EXPERIENCE  “At a time when technology has become integral to every aspect of business, it can feel a little like our humanity gets lost,” says Amelia Dunlop, principal, Deloitte Consulting LLP.  “When we talk about creating human experiences, we're really trying to get down to the individual level. How do we make an impact for that specific person? How do we create an experience based on what matters most to him or her?”  While the human experience can be difficult to articulate, it’s ultimately defined by the energy, connection, and meaning we live and breathe each day. Our best experiences are serendipitous, shared, and free
  21. 21. "The 7P's of the business success mix - purpose; passion; potential; people; patronage, partnerships which all precede profit." (Charles Cotter, 2 June 2017)
  22. 22. PURPOSE-DRIVEN ORGANIZATIONS  It requires businesses to organize around purpose versus profit.  Purpose is not a statement, it’s an operating model, and it’s the central organizing structure for HX.  HX is a transformation of the relationship between brands and people, driving meaning based on shared purpose and a reason for being.
  23. 23. PURPOSE-DRIVEN ORGANIZATIONS  HX creates the kind of authentic, deep connections people now seek from companies.  When companies start first by examining and establishing their true reason for being — their purpose — and align that with their customers and employees, relationships will become more authentic.  EXAMPLE: With this purpose held strongly at its core, Etsy has fostered an internal culture in which 91 percent of its employees feel their values align with the company, and has created a platform for 15 million sellers to bring their crafts to a marketplace of more than 54 million members.
  24. 24. VALUES-BASED ORGANIZATIONS  “Well run, values-centered businesses can contribute to humankind in more tangible ways than any other organization in society.” - Bill George, former CEO of Medtronic, in his introduction to “Conscious Capitalism”  “Profitability is a shallow goal if it doesn’t have a real purpose. We are equally proud of what we are doing in the community, what we are doing with our people and how the company has built itself around a purpose that is not just about making money.“ Howard Schultz, founder and CEO of Starbucks
  25. 25. THE RISE OF THE HUMAN EXPERIENCE ECONOMY  Organizations that go beyond delivering on customer experience to elevating the human experience will be better positioned to create more meaningful connections, foster loyalty, and drive growth.  The more we can understand what people value, the more we can engage them with the stories and experiences that will resonate most.  The more we can create connections that are meaningful and mutually valuable for the human and the organization, the better we will all be.  In this frenetic, impersonal, digital age, who wouldn’t want to be treated just a little bit more like a human?
  26. 26. HX TRANSFORMATION PRINCIPLES  Principle 1: Live Your Purpose  Principle 2: Align Efforts  Principle 3: Elevate Interactions  Principle 4: Use Insights to Adapt  Principle 5: Invest in the Now & the Next
  27. 27. CONCLUSION AND WAY FORWARD  HX provides a framework for companies to be the best versions of themselves.  An HX-optimized organization is not content to keep its head above water in the current economy, but instead chooses to move ahead, expand relationships, and seize economic opportunities.  It is the type of company that refuses to be a transactional service or product provider, but instead seeks to be an integral and inspirational lever in society.  It’s the kind of company that makes the world a better place with its people, products and economic contributions.  The HX economy is almost upon us. The relationships you forge now and the steps you take to apply the HX requirements and principles outlined in this perspective will set the stage for your future success.
  28. 28. CONTACT DETAILS
  29. 29. QUESTION AND ANSWER SESSION

×