Details of the 5 Pillars of People Risk Mitigation

1. 12/03/2021
Leadership
Actualisation
The
Right
Policies
Spiritual
needs
Five Pillar Methodology
PEOPLE RISK MITIGATION
Competency
Framework
Copyright: Horst Simon, Risk Culture Builder. chungarisk@yahoo.co.uk
• “ Human capital appreciate in value
only if looked after and trained
properly. They are incredibly flexible
and inventive if given the right
motivation and confidence. They
have untapped potential which can
be discovered if allowed to flourish ”
• Andy Law-in his book Experiment at
work

2. 12/03/2021
•Build capacity-build a business of “business people” and train for
business fitness
•Develop talent and engage everybody
•Pull solutions from them, do not force it upon them
•Re-invent strategy continuously
•If you do not re-recruit your best employees-someone else will
Leadership
•Practice a lifestyle of servant- leadership
•Your people determines your success
•Success is being happy with what you are doing- equip your people for
success
•Vision must be refreshed-it’s like a leaking bucket
•Communicate: 90% of your leadership is through WHAT YOU DO!
Leadership

3. 12/03/2021
• Leaders are not mass-produced, they must be mentored one at
a time
• The greatest contribution a leader can make is to develop more
leaders
• A leaders integrity will directly affect his/her influence
• Leaders must live by a higher ethical standard than their
followers
Leadership

4. 12/03/2021
• “…businesses are only collections
of people and a mass
transformation of attitude and
behavior would lead to super-fast
change…only leaders can instigate
this”
• Andy Law-in his book Experiment at work
•Be curious and willing to learn- any given skill-set is outdated after
5 years
•Get and give more responsibility
•Do everything to be the solution to someone else’s problem
•Honesty & Integrity
•Be incredibly ambitious– for the institution
•People make money- when people grow, money grow
Actualization

5. 12/03/2021
Maslow's Hierarchy of Needs.
• Self-Actualization needs - realizing personal potential, self-fulfillment, seeking
personal growth and peak experiences
• Esteem needs - self-esteem, achievement, mastery, independence, status,
dominance, prestige, managerial responsibility, etc.
• Belongingness and Love needs - work group, family, affection, relationships, etc.
• Safety needs - protection from elements, security, order, law, limits, stability, etc.
• Biological and Physiological needs - air, food, drink, shelter, warmth, sleep, etc.
Maslow's Hierarchy of Needs
It is all about themselves!!
1954

6. 12/03/2021
People do things only for one reason—because they
want to
You need to create the ultimate level of “want to” to
be successful in mitigating people risk
Actualization
•Everybody believes in something
•Balance the wants and the needs
•The REAL needs are much more than money
•Create a unique corporate culture
•Ethics
•Values- own and company’s
•Common corporate belief system- TRUST
•Build behavioral aspects into performance
management
Spiritual
needs

7. 12/03/2021
•The thoughts an desires in our hearts shapes the
responses of us to the world
•Invest in the people- their motivation is from within
•Four core values:
•Honesty
•Accountability
•Consideration
•Transparency
Spiritual
needs
“I am very grateful to have a
job here, but I cannot do
what you have asked of me.
Because it is wrong. I cannot
dishonor my God or my
family by lying on the report”
Javier Martinez- from the movie
Courageous

8. 12/03/2021
“People here who are part of the
workforce need to be more
tolerant, patient and prove their
capabilities and understand the
other point of view. Many switch
off instead of addressing a
problem or a strained relationship
with a manager and this only
makes matters worse.”
•Have the business plan in writing and known to all
•Have the Ethics and Fraud policies in place
•Build a culture of transparent corporate governance
•Nobody ever survived on “short term gain”
•The culture determines the company’s health
The
Right
Policies

9. 12/03/2021
• In a bad risk culture, people do not care and will not do the right
things regardless of risk policies, procedures and controls
• In a typical risk culture, people tend to care more and will do the
right things when risk policies, procedures and controls are in place
• In a good risk culture, people care and will do the right things even
when risk policies, procedures and controls are not in place
• In an effective risk culture, people care enough to think about the risks
associated with their jobs before they make decisions on a daily basis
• In the ultimate risk culture, every person acts as a risk manager and will
constantly evaluate, control and optimise risks to make informed
decisions and build sustainable competitive advantage for the
organisation
The
Right
Policies
Competency
Framework
Competencies emerged in the 1980s as a response to
organizational changes and to wider changes in society.
In 1982 the US academic, Richard Boyatzis wrote The
competent manager: a model for effective performance.
This book proved to have considerable influence on the
profession and, over the following two decades,
competency frameworks became an increasingly
accepted part of modern HR practice.

10. 12/03/2021
Competency
Framework
•Define the core competencies required for success
•Develop a robust framework for various job families and levels
•Design a methodology to assess current levels of employee
competence
•Define the most appropriate means of integrating competencies
into existing Human Resources processes
Design & Development
Competency
Framework
• Create a library of development options for each competency
which can be used for individual development planning
• Sharpen the focus on the broad range of development options
available in addition to formal training
• Competencies must be aligned with the strategic thinking and
planning framework of the organisation
Design & Development

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Competency
Framework
•They should be integrated with new research and other intelligence
gathering that has been undertaken
•Competencies must be tested and validated in very practical ways
•Competencies should be clearly focused for critical success
outcomes
•They should be revised and updated over time
Design & Development
Competency
Framework
Design & Development
•Competencies are a signal from the organisation to the individual of
the expected areas and levels of performance
•They provide the individual with a map or indication of the behaviors
that will be valued, recognized and rewarded
•Competencies can be understood to represent the language of
performance in an organisation, articulating both the expected
outcomes of an individual’s efforts and the manner in which these
activities are carried out.

12. 12/03/2021
Competency
Framework
Use the competency framework to your own benefit- let
it drive your
Total Employee Value
Skills Worth
Potential
Value
Total
Employee Value
+ =
•Experience
•Education
•Competencies
•Character
•Ability to apply skills
•Value-add
•Organisational fit?
•Connections/influence
•Social Media
High Potential Employees vs. High Performance Employees
$