The document discusses the need to transform HR in the public sector and proposes a new model for transformational HR. It describes an HR leader in Belgium who adopted collaborative technologies in a traditional government office. It then outlines a new four zone model for HR consisting of HR strategy, organization transformation, performance & development, and program support. Each zone has a defined purpose and vision. Finally, it proposes ways to transform HR through extreme pairs & squads, a new value proposition, and adopting agile principles.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
A description of the 2015 business environment and the need for value creation through people.
Perceptions on HR and its priorities
Emerging models of HR
A HR strategy approach.
www.mantle.co.nz
Transformational HR Leadership Thinking : Creating a High Performing Organisa...Jayesh Menon
The 5th Annual HR Agenda 2016: Looking Ahead Singapore, 22-24th August. Organizers: Marcus Evans.
Good range of speakers and participants from across the world. since my slides dont have much content , please contact in case you need any particular info.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
HumanHR Meetup January 30th 2020 people agendaKate Rand
This is the slide deck from the 5 HumanHR meet up held at Play Consult on Thursday 30th January We covered the people agenda, HR trends, skills for the HR practitioner and flexible working
Career Advancement Strategies: Reinventing Yourself (Chapter 14)Hedi Fauzi
This is my presentation in Human Resources Management Class at Sampoerna University. This presentation is about Career Advancement Strategies: Reinventing Yourself (I forgot the name of the book) Chapter 14
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
Greater Manchester HROD conf 041217 Slides 1 of 2Ben Crouch
These are the slides used by presenters / speakers for the first half of the 1st Greater Manchester HR & OD conference.
You can also view the Storify of the day here: https://storify.com/LeadingGM/our-people-our-place-our-profession
Is today's hr, ceo's trusted business ally bigger articleMrinal Krant
HR business partnering is commonly understood purpose of HR as a function but it is mostly underdeveloped function as far as business partnering is concerned, that too at CEO levels!
On December 6, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a masterclass in the series "The Future of Work" of the University of Amsterdam. These are the slides he used.
On October 21, 2015, Tom Haak of the HR Trend Institute gave a keynote at the Excellence in Talent Management seminar organised by Teneo in Brussels. These are the slides he used.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
HumanHR Meetup January 30th 2020 people agendaKate Rand
This is the slide deck from the 5 HumanHR meet up held at Play Consult on Thursday 30th January We covered the people agenda, HR trends, skills for the HR practitioner and flexible working
Career Advancement Strategies: Reinventing Yourself (Chapter 14)Hedi Fauzi
This is my presentation in Human Resources Management Class at Sampoerna University. This presentation is about Career Advancement Strategies: Reinventing Yourself (I forgot the name of the book) Chapter 14
Slide: PowerPoint 2013
Design by: Hedi Fauzi
Image: Google Image and Freepik
If you need the original file for your reference, feel free to ask me via email: hedi.fauzi@hotmail.com with subject [SlideShare] (Your Subject)
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
This presentation is based on my readings, listenings and practical experiences about talent management field.
I hope you enjoy and learn something about talent management.
And do not forget sharing.
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
Greater Manchester HROD conf 041217 Slides 1 of 2Ben Crouch
These are the slides used by presenters / speakers for the first half of the 1st Greater Manchester HR & OD conference.
You can also view the Storify of the day here: https://storify.com/LeadingGM/our-people-our-place-our-profession
Is today's hr, ceo's trusted business ally bigger articleMrinal Krant
HR business partnering is commonly understood purpose of HR as a function but it is mostly underdeveloped function as far as business partnering is concerned, that too at CEO levels!
On December 6, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a masterclass in the series "The Future of Work" of the University of Amsterdam. These are the slides he used.
On May 7, 2018, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation for the HR faculty of the University of Applied Sciences in Rotterdam. These are the slides he used.
Shaping your Employee Experience through Design ThinkingSara Coene
We define employee experience as seeing the world through the eyes of our employees and staying connected to their wants and needs, so they are committed to the larger business goals and results.
As the war for talent heats up, many companies have appointed a Head of Employee Experience and are developing a strategy to create an employee experience which takes into account the physical environment employees work in, the tools and technologies that enable their productivity, and learning to achieve their best at work.
HR leaders are leading this effort by reaching outside of the HR function to partner with Marketing and Internal Communications in order to create one seamless employee and customer experience. Making the workplace an experience allows companies to embed their culture and values in the workplace and use this to recruit and retain top talent.
In this slideshare you learn about employee experience, why it is so important to put your people first and what the (new) role of HR is.
Sara Coene is Organisational Change Coach, Employee Experience Designer and Design Thinking Facilitator supporting organizations and leaders in their change, with strong focus on team dynamics and development, using co-creation, visual design tools and insights from behavioral science. She is currently working as strategy designer & managing partner at Bedenk, a Belgium based business creativity agency making organizations futureproof.
On November 15 Tom Haak, Director of the HR Trend Institute (https://hrtrendinstitute.com) conducted a workshop for the HR Leads of the Dutch universities. These are the slides he used.
Shedding some light on the staunch HR leaders in the niche, Insights Success features some of the enthralling stories of the “Most Influential HR Leaders of – 2022.”
1. @PerryTimms: Author - Transformational HR
Chartered MCIPD & #23 HR Most Influential Thinker 2017 Chief
Energy Officer - People & Transformational HR Ltd
TEDx & International Speaker - the Future of HR, Work and Learning
Certified WorldBlu® Freedom at Work Consultant + Coach
Fellow: the RSA and Visiting Fellow: Sheffield Hallam University Adjunct
Faculty: Ashridge Executive Education - Hult Business School Associate: The
Work Foundation
Transformational HR and
a 21st Century Public Service
5. What’s so special about Frank?
● Early adopter of social and collaborative technologies in a very traditional
Government office.
● Resource planning is always 80% capacity leaving 10% for unexpected; and 10%
innovation.
● Challenges to the status quo are expected not just encouraged
● Results matter (not hours worked or other metrics)
● As few meetings as possible
● Flexible working is the norm - 1070 employees only 150 in the office at any time
● Work on a rainy Sunday? Fine. Have a sunny Thursday off instead? Fine - just work
it out with your colleagues and the needs of your work.
8. Transformational HR is...
Designing a better experience of work AND enabling high performance working
Engineering for a balanced workplace that is humane AND productive
Creating more ‘just’ organisations; doing good AND with sustainable economics
Helping leaders show warmth and empathy AND be inspiring stewards of success
Being agile, responsive, liberating AND a reliable, effective & confident group of
professionals, supporting the organisation’s people and their goals.
9. HR DELIVERY MODEL 1997 >> NOW
Shared Services Centre of Excellence Business Partners
Centralised, technology-
enabledHR
service delivery excellence.
Sometimes outsourced
HR experts with specialist
knowledge who deliver
leading edge strategyand
solutions
HR professionals working
closely with businessleaders to
improve business outcomes
through human capital
solutions
12. Remember this?
Business Models for the Exponential Networked era
From To
Top-down, hierarchical Autonomous, socialised net-working
Financial performance Transformative purpose
Sequential thinking, processes Experimentation, iteration, creativity Internal
R&D / Policy making Community and crowd, innovation as usual
Strategic planning and risk aversion Emergent, experimental, purpose-led
Hard-wired workforce Flexible, on-demand, lifestyle workers
Assets and ownership Leveraged utilities, communal sharing
15. Know Others:
How do you show warmth?
Empathy? Relatedness?
Be the Relationship Exemplar
Know Self:
Who are you?
What brings you to life?
Show High Self Worth
Know Systems Understand
the world that you and
others operate in Use
Design and Sensing
Know Need:
Get what others want
from you and your work
Be a Critical Thinker
Know Energy:
Understanding yours, others & systems
energy to direct focus and application Use
Social Intelligence
Know Skills:
Know what you and others
have & how to use those
skills
Be the Analyst
TRANSFORM: ME
16. Transformational HR: We - Partnership Level
HR practitioners working and learning in pairs & squads
Togetherness2
Joining forces with others ina
shared belief and philosophy
Impact2
Working in pairs to enhance the
impact of our transformational
work
Confidence2
Enhancing how we feel about
our contributions to solving
problems and transforming
Innovation2
Sharing ideas and co-creating new
ways and ideas to transform our
work
Learning2
Gifting each other with what we
each know to transform our
knowledge and skills
19. HR People & Organisation
Transformation
HR People Strategy &
Partnerships
HR People Performance &
Development
HR People & Programme
Support
T-HR
The Four Zones Model for Transformational HR
20. Four-Zone Model - The Elements
> The philosophy - what is the thinking and short defining purpose for this element
> The mission - what is the zone intended to do (in statement format) for greater clarity
> The vision - how we might describe this zone to others who aren’t familiar with it.
> The narrative - bringing the zone further to life.
21. HR People Strategy & PartnershipsHR People & ProgrammeSupport
> exists to build relationships with people and intelligence about
people
> will work closely with people at all levels across the organisation, developing
a greater understanding of their work and needs. Through collaborative
working and the gathering of intelligence on what matters to people, provide
insight on how HR can make ever greater differences to personal fulfillment
and collective success.
> will use their relationship strength and insight-led approaches to inform the
most acutely tuned strategy for the betterment of people and the
organisation.
HR People & Organisation Transformation
> is a space to create the future for people and the work they do
> will work through a series of projects that create fundamental shifts in the
nature of work processes and structures, whilst building supporting and
enabling activities that help people through business transformation
> is the go-to place for innovative thinking and doing that designs
systems and processes to transform ways of working for future
organisational and individual success
> exists to orchestrate harmony across people, the
organisation and processes
> will deliver secure, swift and specialised support to recruitment,
joining, development and leaving alongside support for
transformational projects and initiatives.
> acts as project “scrum masters” and supercharged administrators for
essential processes that power the HR proposition supporting the
organisation’s strategic goals, and creating a superior colleague experience.
HR People Performance & Development
> exists to create the circumstances for people to do their best
work
> will work closely with people at all levels across the organisation,
understanding the best ways to help people do great work that is
individually fulfilling and effective for the organisation whilst providing
critical development pathways and sense of personal and professional
growth.
> brings science, art and energy to the continuing advancement of
people’s skills, behaviours and their applied endeavours at work.
24. A revised HR Proposition and Model
Transforming Self: Assessing your
transformational quotient
Extreme HR - Pairs & Squads for Working and
Learning
The Four Zones Model for Transformational HR
Disruptive Innovation & HR Hackathons
Using social and collaborative tools and
platforms
Creating a set of new HR Value Proposition
Canvases and Building a new HR Business
Model
25. Agile HR - the concept HR
work as agile projects
Learning the agile stages
Story
Backlogs
Resources
Product definitions / management
Sprints
Burndown Charts
Scrums
Plan; do; review; assess cycle UX
Design in HR projects
Minimum Viable Product (MVP)
Design Thinking
Putting into action: case studies and real projects run through
A revised HR Proposition and Model