Stuart Woollard - Developing Human Capital Management and Capability: Organisation Maturity, Value & Risk

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2015 TALENT RISING SUMMIT
LONDON
WELCOME
@CIELOTALENT | #TalentMindset
WIFI: CIELO0306

2. CIELO BY THE NUMBERS

3. Time Topic
09:00 Welcome
Seb O’Connell & Sue Marks, Cielo
09:20 Future of Talent
Kevin Wheeler, Future of Talent Institute
10:50 Tea and Coffee Break
11:05 Talent Acquisition Panel & Table discussions
Seb O’Connell, Cielo
12.25 Employer Brand – Buzzword Bingo and Meaningful Measurement
Andy Curlewis, Cielo
13.10 Lunch
14:00 Engaging young people about the world of work
Jim Birtwell, Plotr
14:20 Technology and Innovation
Adam Godson, Cielo
14:50 Tea and Coffee Break
15:00 Developing human capital management capability: organisation maturity, value & risk
Stuart Woollard, Maturity Institute
16:15 Thank you & close
Seb O’Connell, Cielo
16:30 Champagne

4. 3WE BECOME YOU™
DEVELOPING HUMAN
CAPITAL MANAGEMENT
CAPABILITY:
ORGANISATION
MATURITY, VALUE & RISK
STUART WOOLLARD
@STUARTWOOLLARD
#TALENTMINDSET

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AAAAA+AA- AAA+AA-BBB+
UNDERSTANDING VALUE
CREATION & RISK FROM
HUMAN CAPITAL
OMS Organizational Maturity Services LLP

6. HOW MUCH DOES HUMAN CAPITAL MATTER?

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UNDERSTANDING HOW HUMAN CAPITAL DRIVES
VALUE & RISK:

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VALUE ORIENTATION – SHORT, LONG TERM;
NARROW OR BROAD BASED?
“
”
The paradox is that by not pursuing profitability to the
exclusion of all else, the Great Engine companies in their
Golden Age would achieve enormous increases in
value...whereas, by single-mindedly pursuing profit...these
same companies and their successors actually created less
genuine, lasting wealth; indeed, they would often destroy it.
(The Puritan Gift, Kenneth & William Hopper)

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• OMR assesses the extent to which an organization is designed
around the goal of maximizing its value, while controlling risk, with
respect to all its human capital.
• Value relates to the organization itself (i.e. productivity, quality,
revenue, cost) and value generated by the organization in a
societal context (e.g. economic, well-being, environmental).
• Human capital relates to an organization’s people and all people
connected with the development, production and supply of an
organization’s goods and services.
MATURITY RATINGS & VALUE

10. 9WE BECOME YOU™
Value
Motive
Whole
System
Learning
Organisation
Improvement
Philosophy
People
Risk
Human
Capital
Ethos
Trust,
Engagement
&
Cooperation
Performance
System
Communication
Business
/ People
Strategy
THE TEN
‘PILLARS’
Maximizing value &
understanding risk:

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MEASURING OR RATING MATURITY:
“Art is about learning
to see and to
observe. And the
sciences are about
seeing and
observing.”
Ed Catmull, Pixar

12. Stage 2
Good
Professional
Practice
Stage 3
Effective
Management
Stage 4
Human Capital
becomes integral to
business operations
Stage 5
Transition:
operational
to strategic
focus
Stage 1
Personnel
Administration
Board & Executives
resistant/unaware of people
& human capital value up to
this point
Stage 6
Organisation
becomes a whole
system
Stage 0
No Conscious
People
Management
Maturity spectrum:
OMR ‘AAA’ Scales
LONG TERM - STABILITYSHORT TERM - UNSTABLE
A+to
AA-
AAA
BBBto
A
BBB-
BB+
BB
C
B
OMR

13. Organization
Maturity
Index:
OMI:150 (UK)

14. Value vs supply
chain orientation
Embedded
societal value &
responsibility
Truly inclusive
workplaces
Best/sustainable
resource use
Learning,
knowledge &
innovation
High trust,
cooperation &
informed
decision making
Maturity drives
higher value,
lower risk &
‘good’
outcomes
“Social, economic, environmental, and ethical factors
directly affect business strategy—for example, how
companies attract and retain employees, how they
manage the risks and create opportunities from climate
change, a company’s culture, corporate-governance
standards, stakeholder-engagement strategies,
philanthropy, reputation, and brand management.”
David Blood 2007

15. www.omservices.org
Stuart.woollard@omservices.org
@stuartwoollard
OMS Organizational Maturity Services LLP
THANK YOU

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