This document discusses strategic positioning of learning and development (L&D) in the future world of work. It highlights the importance of congruence between organizational architecture and systemic dynamics. It also discusses human niches and the strategic process. The role of a chief learning officer and strategic positioning of L&D within HR is debated. A multi-level study on leadership and strategic HR over decades is summarized. The roles of strategic HR professionals in the future are envisioned. Strategic HR perspectives in South Africa today are noted to be dispersed.

1. Knowledge Resources
Strategic Positioning
of
L and D
in the future world of work
Dr Rica Viljoen
Part 2

2. Congruence
Graves: “the best leader is the congruent one”
Architecture should fit systemic dynamics

3. 3
BeQ™ Laubscher’s Human NichesRemember that identity is defined differently: Purple
Family
Relations
Rules of
Behaviour
Ceremonial/
Ritual
Time
Orientation
Stories
Ancestors
White/Blac
k MagicLand
Sky
Animals
People
Relations
Human
Domain
Physical
Domain
Sacred/
Spiritual
Domain
Secrecy
Social Structure
Copying
Relationships
Elders
Old ways
Drumming,
Dancing, Art,
Storytelling
Exists outside
past or future
Storytelling and
Metaphors
Honoring and
Protection
Sangomas
Foresight
HealingGift of gods
Sacred earth
Sun, Moon, Stars
and Wind
Animal Spirit
Consultation
Communication
Harmony

4. Appoint a chief learning
officer!

5. Part of strategic HR,
separately positioned?

8. Strategic
Framework
Strategic architecture
The articulated and 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
Learning
architecture
Culture
Leadership
Capacity
Building
Translation
Performance
Management
Process
Optimise
Leadership
Talent Attraction,
Retention
Reward
Strategy
Benchmark of
Engagement
THE STRATEGIC PROCESS
Viljoen, 2015
EVP
Yellow bubbles
The role of strategic L&D

9. Strategy and role of HR
Viljoen, 2015

10. Multi-level Study on Leadership
• 3 decades
• Leadership theories
• 18 experts asked to identify 12 concepts associated
with leadership today.
• In-depth literature study
• Themes and Codes, Clusters
• Meta-insights
80’s:
• Transactional and Transformational Leadership
• Boards of Directors and Governance
• Competitive advantage

11. Multi-level Study on Leadership
90’s
• Creativity
• Organisational Capacities
• Emotional Intelligence
• Trust
• Board Performance
2000’s
• Emotions and Emotional Intelligence
• Authentic Leadership
• Shared Leadership
Early 2010’s
• Complexity and chaos
• Context management
• Ethical leadership

12. Strategic HR
• 18 experts asked to identify 12 concepts associated
with organisational change and development today.
• Themes and Codes, Clusters
• Meta-insights
80’s:
• Total Quality Management
• Quality Circles
• Psychometrics – High level classification test and
16PF
• Work studies / productivity

13. Strategic HR
90’s
• Systems Thinking
• Design Thinking (Ackoff)
• Value Engineering
• Personal Purpose and Self Mastery (Senge)
• Activity based teambuilding and adventure training
• Employee satisfaction
2000’s
• Change Resilience
• Psycho-analytical events
• Diversity Management
• Linking personal values to organisational values
• Multi-disciplinary teams, virtual teams
• Globalisation
• Mergers and Acquisitions
• Trust, employee engagement, commitment
• Coaching

14. Strategic HR
2010’s
• Work Engagement studies
• Strategic intent and translation
• Culture as strategic architecture
• Multi-cultural dynamics
• Corporate Citizenship Behaviour
• Wellness
• Sustainability
• Contextual intelligence
• Ecological understanding
• Spiritual Intelligence
• Mindfulness and finding meaning

15. Strategic HR
Now
• Big Data
• Future Workplace. Transparency. Transparency.
Transparency
• Social Enterprise
• Talent Management

16. Strategic HR
Boudreau
(after Ulrich)
The Organizational Engineer is an expert in facilitating virtual teams, developing
leadership wherever it exists, and talent transitions. She is an expert at talent and task
optimization. She is the knowledge resource on principles such as agility, networks,
power and trust.
The Virtual Culture Architect is a culture expert, advocate and brand builder. He
connects current and potential workers’ purpose to the organization’s mission and
goals. He is adept at principles of values, norms, and beliefs, articulated virtually and
personally.
The Global Talent Scout, Convener, and Coach masters new talent platforms and
optimizes the relationships between workers, work and the organization, using whatever
platform is best (e.g., free agent, contractor, regular employee, etc.). She is a talent
contract manager, talent platform manager, and career/life coach.
The Data, Talent & Technology Integrator is an expert at finding meaning in big data
and algorithms, and how to design work that optimally combines technology, automation
and humans.
The Social Policy & Community Activist creates optimal synergy between goals that
include economic returns, social purpose, ethics, sustainability, and worker well-
being. She influences beyond the organization, shaping policies, regulations and laws
that support the new.

17. Strategic HR
Today in South Africa – a dispersed view
• Ensuring stakeholder value
• Organisational Effectiveness (OE)
• Community development
• Compliance to legislative requirements and
regulations
• Overwhelmed
• Numb to change
• Talent, Salary, discipline, staffing and BEE
• OD incorporated in strategic HR, line management
and OE
• External OD capacity
• Everybody does OD
• Change management = communication
Definition:Optimising individual, group, organisational performance in the context of
society – positioned at a level where it can impact the whole organisation in a
systemic manner.
In response: