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THE ROLE OF HRM IN POWERING AN
INTELLIGENT ENTERPRISE
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesC...
PRESENTATION
OVERVIEW
• Defining the Intelligent Enterprise
• Building a business case for the crucial role
and contributi...
HAPPY WOMEN’S MONTH!
DEFINING THE INTELLIGENT ENTERPRISE
• "Intelligent Enterprise" refers to a management approach
that applies technology and...
DEFINING THE INTELLIGENT ENTERPRISE (SAP)
• The Intelligent Enterprise is a strategy that allows
organizations to rapidly ...
TRANSFORMING FROM DATA TO
(STRATEGIC BUSINESS) IMPACT
DELOITTE HUMAN CAPITAL TRENDS
(2018 - 2019)
FUTURE OF WORK
“There are really three themes
that’ll shape the future of
talent:
1. Artificial Intelligence and
automatio...
STRATEGICALLY CAPITALIZING ON AI –
APPLING THE 3 A’s (MEISTER, 2018)
6 HIGH PRIORITY STRATEGIC HRM
OBJECTIVES AND RELATED ROLES
• #1: Attract, acquire and select top talent - promote a compet...
SHRM FOCAL POINTS
(Cotter, 2019)
• Culture –
❑ HIPO
• Structure –
❑ Lean
• Processes –
❑ Agile
• Systems –
❑ Digital Intel...
BUSINESS INTELLIGENCE
(Level 3 of strategic HRM maturity –
transformational)
HRM STRATEGY
(Level 4 of strategic HRM maturi...
STRATEGIC PERFORMANCE ADVISOR OPERATING MODEL
(COTTER, 2019)
• HRM Governance (e.g. HRM policies and procedures; HRM/peopl...
THE 4 ROLES OF HRM IN
POWERING AN
INTELLIGENT ENTERPRISE
• Sense-Maker –
Governance
• Deal/peace-Maker –
Advocacy
• Rain-M...
THE NATURE OF THE BUSINESS/TECHNICAL
ENVIRONMENT – V-U-C-A
THE 5 KEY CONTRIBUTIONS OF HRM IN A
INTELLIGENT ENTERPRISE
• When things are complicated, HRM must simplify;
• When there ...
7-POINT HRM TRANSFORMATION
(COTTER PhD, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in
2019 and...
7-POINT HRM TRANSFORMATION
(COTTER PhD, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in
2019 and...
EVIDENCE-BASED HRM
• Evidence-based HR refers to a process in which the
organization evaluates any decision or process
aga...
WHAT BUSINESS EXECUTIVES
ARE LOOKING FOR IN HRM?
• #1: Catalytic Driver of Change
• #2: Pro-active Business Thinker
• #3: ...
70% 20%10%
CHANGE
MESSAGE
TO HR
MANAGERS
(Cotter,
2018)
"HR Managers & -Professionals will have to transform
to Behavioural Economist...
CHANGE MESSAGE TO HR MANAGERS
(Cotter PhD, 2018)
"HRM must be instrumental in and at the
forefront of the I-Q-C-A-P driver...
STRATEGIC CHANGE AGENDA - IMPROVEMENT
RECOMMENDATIONS – SPA (COTTER, 2017)
• #1: Transition from transactional to transfor...
HRM METRICS/ANALYTICS TASK TEAM – 2019?
THE FUTURE OF HRM METRICS &
ANALYTICS?
“HRM will have to migrate from the
fundamentals of people science to the
complexiti...
HRM
ANALYTICS
PROCESS
5-STEP HRM
ANALYTICS
PROCESS
Step 5
Project and take action to communicate
metrics and related insights information to
pro...
CONTACT DETAILS
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
How Human Resources Management (HRM) powers the Intelligent Enterprise
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How Human Resources Management (HRM) powers the Intelligent Enterprise

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How Human Resources Management (HRM) powers the Intelligent Enterprise

  1. 1. THE ROLE OF HRM IN POWERING AN INTELLIGENT ENTERPRISE CHARLES COTTER PhD, MBA, B.A (Hons), B.A www.slideshare.net/CharlesCotter FNB CONFERENCE CENTRE, SANDTON 5 AUGUST 2019
  2. 2. PRESENTATION OVERVIEW • Defining the Intelligent Enterprise • Building a business case for the crucial role and contribution of HRM in powering the Intelligent Enterprise • Harnessing the convergence of Human, Artificial and Business Intelligence • Applying the 7 principles of Evidence-based HRM, to optimize HRM decisions • Leveraging HRM Metrics and Predictive Analytics
  3. 3. HAPPY WOMEN’S MONTH!
  4. 4. DEFINING THE INTELLIGENT ENTERPRISE • "Intelligent Enterprise" refers to a management approach that applies technology and new service paradigms to the challenge of improving business performance. • The concept, as articulated in James Brian Quinn’s seminal book Intelligent Enterprise (Free Press, 1992) posits that intellect is the core resource in producing and delivering services. The book describes the management approach and computing infrastructure needed to harness that intellect effectively. • This approach is referred to in business jargon as Knowledge Management, of which Quinn was an important proponent.
  5. 5. DEFINING THE INTELLIGENT ENTERPRISE (SAP) • The Intelligent Enterprise is a strategy that allows organizations to rapidly transform data into insight – feeding process automation, innovation and optimal experiences. • https://www.sap.com/africa/products/intelligent- enterprise.html 6
  6. 6. TRANSFORMING FROM DATA TO (STRATEGIC BUSINESS) IMPACT
  7. 7. DELOITTE HUMAN CAPITAL TRENDS (2018 - 2019)
  8. 8. FUTURE OF WORK “There are really three themes that’ll shape the future of talent: 1. Artificial Intelligence and automation; 2. The skills gap and 3. The rise of independent work.” (Jeff Weiner, CEO LinkedIn)
  9. 9. STRATEGICALLY CAPITALIZING ON AI – APPLING THE 3 A’s (MEISTER, 2018)
  10. 10. 6 HIGH PRIORITY STRATEGIC HRM OBJECTIVES AND RELATED ROLES • #1: Attract, acquire and select top talent - promote a competent and competitive workforce i.e. quality of hire; Role: Cognitive and Intelligent Talent Broker • #2: Transform to a digitally-enabled HRM operating model and design an Intelligent Enterprise (automated Knowledge Management System); Role: Strategic Performance Advisor (SPA) • #3: Future-proof the organization, by developing a measurement culture and generating real-time predictive business analytics and –intelligence; Role: Digital Futurist and –Analyst • #4: Develop an agile High-Performance Organization (HIPO) culture and a high level of employee engagement; Role: Behavioural Economist • #5: Mainstream HRM into core business processes, by offering business valued solutions to key organizational problems Role: Innovative solutions architect • #6: Develop a HRM Governance framework, processes, principles and promote an ethical organizational culture, espousing and enacting core company values. Role: Advocate, Custodian and Steward of governance and ethics
  11. 11. SHRM FOCAL POINTS (Cotter, 2019) • Culture – ❑ HIPO • Structure – ❑ Lean • Processes – ❑ Agile • Systems – ❑ Digital Intelligent • People – ❑ Future-fit and Engaged Brand Ambassadors
  12. 12. BUSINESS INTELLIGENCE (Level 3 of strategic HRM maturity – transformational) HRM STRATEGY (Level 4 of strategic HRM maturity – strategic) HRM GOVERNANCE (Level 1 of strategic HRM maturity – traditional) WORKPLACE ADVOCACY (Level 2 of strategic HRM maturity – transactional) STRATEGIC PERFORMANCE ADVISOR (Cotter, 2019) STRATEGIC TRANSACTIONAL CURRENT FUTURE-FOCUSED FRAMEWORK PREDICTIVE ANALTYTICS
  13. 13. STRATEGIC PERFORMANCE ADVISOR OPERATING MODEL (COTTER, 2019) • HRM Governance (e.g. HRM policies and procedures; HRM/people risk management, compliance with ethics and x17 King IV corporate governance principles; Human Capital reporting; promoting workplace democracy and HRM Auditing) – Level 1 of strategic maturity - transactional/current. ❑ Transition from level 1 to 2 – CRAFTING OF A HRM GOVERNANCE FRAMEWORK • Workplace Advocacy (e.g. Employee engagement; employee voice; EVP; employee retention; succession planning; creating a workplace culture of brand ambassadors; mainstreaming HRM and creating future-fit employees) – Level 2 of strategic maturity - transactional/future-focused. ❑ Transition from level 2 to 3 – FUTURE-PROOFING OF THE BUSINESS MODEL • Business Intelligence (e.g. competitive predictive HR metrics and analytics; future-proofing the business model; applying evidence-based HRM; creating HIPO; knowledge management and collaborative intelligence i.e. integrating and harmonizing AI, HI and BI and being trouble-shooting solutions architects) – Level 3 of strategic maturity - strategic/current. ❑ Transition from level 3 to 4 – APPLYING PREDICTIVE ANALYTICS • HRM Strategy (e.g. embedding HRM strategy into business strategy; the use of strategy maps; adopting a strategic mindset and applying strategic management principles and processes) – Level 4 of strategic maturity - strategic/future-focused.
  14. 14. THE 4 ROLES OF HRM IN POWERING AN INTELLIGENT ENTERPRISE • Sense-Maker – Governance • Deal/peace-Maker – Advocacy • Rain-Maker – BI • King-Maker – Strategic
  15. 15. THE NATURE OF THE BUSINESS/TECHNICAL ENVIRONMENT – V-U-C-A
  16. 16. THE 5 KEY CONTRIBUTIONS OF HRM IN A INTELLIGENT ENTERPRISE • 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.
  17. 17. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • 1. feelings to facts; • from 2. anecdotal to analytical; • from 3. hindsight to foresight; • from a 4. business tributary to mainstream; • from 5. intuition to intelligence;
  18. 18. 7-POINT HRM TRANSFORMATION (COTTER PhD, 11 JANUARY 2019) • "In order to be feasible, to prosper professionally in 2019 and to be future-fit, HRM will have to exchange the currency in which they trade from old notes to noteworthy, Industry 4.0 and business relevant denominations and value. Specifically, this change translates from: • from 6. best practice (imitation) to next practice (innovation) and ultimately, • from 7. a cost to a profit centre. • Generally, this 7-point transformation means an upgrade to Evidence-based HRM."
  19. 19. EVIDENCE-BASED HRM • Evidence-based HR refers to a process in which the organization evaluates any decision or process against data, real experience, expert opinions, and/or other types of information to ensure the decision is likely to have the desired outcome. • For this to work best, the “evidence” used should be purposefully sought out. • When data is taken from multiple sources, ensure it’s applicable within your context.
  20. 20. WHAT BUSINESS EXECUTIVES ARE LOOKING FOR IN HRM? • #1: Catalytic Driver of Change • #2: Pro-active Business Thinker • #3: Collaborative Consultant • #4: Purpose-directed Coach • #5: Delivery (results-oriented HR practices) • #6: (Credible and Accountable) Performance Advisor • #7: Strategic Facilitator • https://www.youtube.com/watch?v=Ca ld7kzCgkc
  21. 21. 70% 20%10%
  22. 22. CHANGE MESSAGE TO HR MANAGERS (Cotter, 2018) "HR Managers & -Professionals will have to transform to Behavioural Economists who trade in competitive predictive analytics and business intelligence and who have an in-depth and rich understanding of the mechanics (structures, processes, systems & operations) and dynamics (culture, values, emotions & attitudes) and how these influence key business decision-making"
  23. 23. CHANGE MESSAGE TO HR MANAGERS (Cotter PhD, 2018) "HRM must be instrumental in and at the forefront of the I-Q-C-A-P drivers of business performance, namely: Innovation; Quality; Compliance; Agility and Processes (to optimize productivity), in their quest to transform and actualize to become strategic performance advisors."
  24. 24. STRATEGIC CHANGE AGENDA - IMPROVEMENT RECOMMENDATIONS – SPA (COTTER, 2017) • #1: Transition from transactional to transformational HRM; • #2: Transition from a cost to a profit centre; • #3: Acquisition of more advanced, business relevant skills by HR Professionals; • #4: Migration from manual to automated/digital HRM – 1G to 4G technology; • #5: Migration from fundamentals of people science to the complexities of data science and • #6: Transition from administrative expert to strategic performance advisor. • https://www.youtube.com/watch?v=PB2P1AlLC-I
  25. 25. HRM METRICS/ANALYTICS TASK TEAM – 2019?
  26. 26. THE FUTURE OF HRM METRICS & ANALYTICS? “HRM will have to migrate from the fundamentals of people science to the complexities of data science.” (Cotter, 2017)
  27. 27. HRM ANALYTICS PROCESS
  28. 28. 5-STEP HRM ANALYTICS PROCESS Step 5 Project and take action to communicate metrics and related insights information to provide a robust basis for strategic change and improvement Step 4 Draw out insight from the data Step 3 Obtain data relating to relevant metrics Step 2 Develop appropriate metrics around these areas Step 1 Identify where HRM can make a strategic impact in the organization
  29. 29. CONTACT DETAILS

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