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Human Resources Business Partner Strategy Masterclass
This document discusses taking human resources (HR) to a strategic business partnering role through an approach of organizational transformation through inclusivity. It advocates using inclusivity as a radical transformational strategy to create hope, unleash behavioral engagement, and allow HR to reclaim its rightful strategic place. Key points discussed include the importance of transformational leadership, developing emotional intelligence, balancing inclusion and exclusion, and integrating people strategies into overall organizational strategy through understanding organizational culture and releasing different voices.
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Human Resources Business Partner Strategy Masterclass
- 1. Taking HR toa strategic business partnering role in the public, private and state owned sectors Dr Rica Viljoen CASI
- 2. Sustainability thorough Inclusivity- energy on all dimensions OD Interventions New world of work Nature of the world Why we change Essence of Change New Sciences We change differently Consciousness The Individual The Team The Organisation How individuals change How groups change The What Context: Industry South Africa Africa GlobalStrategic HR business partnering Doing Being Disconnect Apathy Engagement Inclusivity Organisation Group IndividualEQ Journey Dialoguing World CafeStorytellin g Appreciative Inquiry Organisational Leadership Trust Leadership Work attributes State Engagement Trait Engagement Behavioral Engagement How organisations change The way: How we change Organisational Transformation through Inclusivity
- 3. The soil needsthe seed and the seed needs the soil One only has meaning with the other. The same thing happens to human beings. When male knowledge comes together with female transformation, then the great magical union takes place, which is called Wisdom. Paulo Coelho The Doing and The Being
- 4. Inclusivity Strategic Framework Strategic architecture The articulatedand clearly understood concept of the desired future state Strategy translation into Operational termsLeadership alignment Vision Mission Core purpose Structure Core values Core capabilities Internal and External Branding Leadership Framework Profit modeling Shared views of the present and the future Leadership formulates strategy Change resilience Agreement, Common understanding Renewed energy and rigour Understanding differences Engagement Insight Leadership Drives and implement strategy Strategy operationalised Balanced Score Card And Values Operational goals MeasuresTargets Strategic Initiatives Strategic Goals Values Group and Individual BSC IDP KPA’sBehaviours SWOT PESTLE Design Thinking Scenario planning Competitor Analysis SOAR EVP Culture Leadership Capacity Building Translation Performance Management Process Optimise Leadership Talent Attraction, Retention Reward Strategy Benchmark of Engagement The role of Strategic HR
- 6. Presencing Transforming self and will SUSPENDING REDIRECTING LETTING GO LETTINGCOME INSTITUTIONALIZING PROTOTYPING CRYSTALLIZING Realizing Transforming action Sensing Transforming perception seeing our seeing seeing from the whole embodying the new enacting living microcosms envisioning what seeks to emerge Scharmar U-curve of change
- 7. Oscillating Spiral Sacrificial Expressive Sacrificial Expressive Sacrificial Expressive Expressive Sacrificial First tier Drivenby fear Second tier Driven by hope PURPLE RED BLUE ORANGE GREEN BEIGE TURQUOISE YELLOW
- 8. 8 •Circular tribal structure. •Ledby elder(s), shaman, or chief who makes decisions. •Roles determined by kinship, strength, sex, age. •Ways of the tribe are sacred and rigidly preserved. •Demands obedience to leader(s) “Tribe” •Organisation of equals for mutual benefit. •Little concern with status or privilege. •The “people” make decisions as a group. •Frequent communication in all directions. •Emphasis on consensus, sensitivity to feelings, and human needs. “Social Network” •Power-orientated – strongest survives best. •Most powerful person makes decisions. •Big Boss directs Work Bosses who drives the masses. •Communication downwards only. •Strength determines relationships “Empire” •Rigid rules for structure and rank. •Person with appropriate position of power makes decisions. •Divine authority speaks through secular authority. •Communication downward and horisontally across classes. •People stay in their “rightful” places. “Authority Structure” •Bureaucratic and status-orientated. •Person with the delegated authority makes decisions. •Distribution of specific amount of responsibility. •Communication down, up and across. •Power relates to prestige and position within the structure allows for upward mobility. “Strategic Enterprise” “Systemic Flow” •Structure according to task at hand. •Project-centred with changing “functional” leadership. •Competent person makes decision. •Communication only as needed. •May adopt “Tribe” through “Social Network” if appropriate to situation Human Niche Organisational Fractals
- 9.
- 10. BeQ™ Benchmark ofEngagement Quotient BeQ™ Model RESPECT RESILIENCE REGARD CORPORATE CITIZENSHIP IN-FLOW SUPPORT TEAMWORK DIVERSITY ACCOUNTABILITY SUPERVISION TRUST ETHICS CARING ORIENTATION INCLUSION ALIGNMENT INDIVIDUAL GROUP ORGANISATIONAL Climate Assumptions About W e Culture Assumptions About They W orld View Assumptions About Me W ithin the context of the industry and the country HUMAN CAPACITY IN THE SYSTEM TO PERFORM Viljoen (2008) L E V E L O F E N G A G N E M E N T
- 11. BeQ™ Benchmark ofEngagement Quotient National Cultural Dynamics
- 12. Inclusivity benefits onall the different domains: Individual domain: Personal growth, enhanced EQ, Personal effectiveness Higher levels of consciousness Allowing of differences, Hope, Pride. Group domain: Enhanced group dynamics Less unconscious group dynamics, Innovation, Creativity. Organiaational domain: Trust, Conducive climate and growth, Sense of Belonging, Commitment, Retention of Talent Societal context: Community Building, Localisation of Skill, Reputable Employer Engagement Benefits of Inclusivity
- 13. • The DOINGand BEING are equally important and should be dealt with as such. • Inclusivity is a Radical Transformational Strategy. • Hope is created during this strategy – this energy, if not channeled can have negative implications. • Transformational leadership is needed to sponsor the process. • Leadership strength and ethics on all organsational levels are critical. • Emotional intelligence development critical in order to deal with mature system dynamics. • Each action has a reaction – creating an inclusive system will lead to exclusion of other systems. • Behavioural engagement is unleashed through Inclusivity • Human Resources must reclaim its rightful place on strategic level Meta-Insights
- 14. 1. Describe thepsyche of the organisation and determine ROI of interventions Through scientific diagnostic cultural sensitive longitudinal validated instruments 2. Release voice “The most important thing is not the script but the story” 3. Listen with your eyes closed “The best leader is the one who listens the best to the total organisation” 4. Speak in colours / frequencies Translate for understanding and human niche 5. Remember what made us successful in the first place “If you want to move forward, look back, look back…” 6. Position the people agenda as part of any strategic conversation “Incorporate Safety, HR, Internal Branding and External Positioning strategies in line strategy” 7. Integrate “I would do anything for the simplicity at the other side of complexity” An integral, inclusive leader: 7. Integrate “I would do anything for the simplicity at the other side of complexity” 7. Design Inclusivity Design from yellow
- 15. If a oldperson dies, a library burns down . . .
- 16.