The document discusses how elevating the human experience (HX) can fuel business growth. It argues that transitioning from employee engagement to focusing on the overall human experience is important for organizations. It outlines five principles for HX transformation: 1) live your purpose, 2) align efforts, 3) elevate interactions, 4) use insights to adapt, and 5) invest in the present and future. Purpose-driven organizations that organize around a shared purpose beyond profit can better connect with customers and employees through meaningful experiences. Elevating the HX provides a framework for companies to optimize relationships and seize economic opportunities in the emerging HX economy.
Exploring the Zone of Synergy (ZoS) and levels of maturity of cooperation between Organizational Development (OD) and Strategic Human Resources Management (SHRM)
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Exploring the Zone of Synergy (ZoS) and levels of maturity of cooperation between Organizational Development (OD) and Strategic Human Resources Management (SHRM)
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
6 Ways to change human resources in the millennial ageConduent
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
6 Ways to change human resources in the millennial ageAlan Robinson
Work is changing faster than ever before. HR professionals know and live this every day. The head-on collision of digitization, disruptive business models, technology advances and powerful socio-economic forces are transforming every company in every market. Here's how to adapt and thrive.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
HR Open Source Sponsorship Prospectus 2018HR Open Source
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For this assignment you will need to complete the following1..docxAKHIL969626
For this assignment you will need to complete the following:
1. Explain what procurement is.
2. Define the terms “project” and “project management” according to the Project Management Book of Knowledge (PMBOK guide).
3. Explain the concept of business process.
4. Describe the five process groups that are found within project management.
5. List the skills that a procurement manager needs to have to be successful in today’s evermore challenging business environment.
6. Discuss the concept of prioritizing and list some of the tools that can be utilized to prioritize tasks and activities successfully.
7. Explain the differences between competitive and sole-source contracts.
8. Define the terms “Request for Proposal (RFP)” and “Internet Reverse Auctions”.
9. Compare lowest cost versus best value procurements. What are the advantages and disadvantages of the both methods?
10. Explain what a Request for Procurement Services (RFPS) is. What information the RFPS form must contain?
11. What skills do the members of a procurement team need to have in order to be successful?
12. Explain what a Statement of Work (SOW) is. Why the SOW is one of the most important documents of the plan procurements process.
WORKFORCEWORK WORKPLACE
A collection of thought pieces
February 2015
Changing HR
operating models
1 Changing HR operating models
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
135,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
1 Changing HR operating models
Changing HR operating models
A collection of thought pieces
Foreword 2
Executive summary 3
Thought pieces
A modern HR operating model: the world has changed 5
Josh Bersin, Bersin by Deloitte
The future is ‘centres of expertise’: What impact has 18 years of the Ulrich 8
model had on the HR operating model and what does it tell us about the future?
Allan Boroughs, Orion Consulting
‘You can’t put in what God left out’: not everyone can be a strategic 12
HR business partner
Nick Holley, Henley Business School
The strategic role of HR: What does a strategic HR function look like? 15
John W. Boudreau and Edward E. Lawler III, University of Southern California
Cloud technology in the HR operating model 18
Gareth Williams, Travelex
Will the cloud have a silver lining for HR outsourcing? 20
Andrew Spence, Glass Bead Consulting
Reflecting on the past and looking to the future: the importance of 23
business structure
Dave Ulrich, Ross Business School, University of Michigan and RBL Group
Owning our HR operating model: an enterprise-centred ...
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
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How elevating human experience fuels business growth ihrm
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. 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)
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. 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.
7. THE 4 ROLES OF HRM IN CREATING A
HUMAN EXPERIENCE (HX) CULTURE
Sense-Maker
Deal/peace-Maker
Rain-Maker
King-Maker
8. 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.
15. 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.
16. 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
18. 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.
22. THE HISTORY OF HUMANISTIC
MANAGEMENT
Maslow’s Hierarchy of Needs (1943)
Alderfer’s E-R-G Theory (1969)
Carl Rogers (1980)
23. THE RISE OF HUMAN EXPERIENCE
Employee Engagement (2014)
Employee Experience (2019)
Human Experience (Hx) - 2025
24. THE RISE OF HUMANITY (AS A SOURCE OF
CORPORATE DIFFERENTIATION)
25. 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
26. "The 7P's of the business success mix
- purpose; passion; potential; people;
patronage, partnerships which all
precede profit."
(Charles Cotter, 2 June 2017)
27. 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.
28.
29. 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.
30.
31. 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
32. 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?
33.
34. 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
35.
36. 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.