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Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR For the 21st century
The Future of HR
Roshan Thiran
roshan.thiran@leaderonomics.com
www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growth
Time
My Evolution into the world of HR
10. Johnson & Johnson
Industry : Healthcare
Function: HR
Global Role
9. GE Asia Pacific
Industry : Multi
Function: HR
Asia Role
7. GE Aircraft
Industry : Aviation
CFO & Biz Leader
8. GE Crotonville
Industry : Multi
Function: HR
Learning Leader
6. GE CIG
Industry : Multi
Function: IT
Project Mgmt Global
5. GE Capital
Industry : Financial Service
Function: Finance/Sourcing
Europe Leader
4. NBC Universal
Industry : Media
Function: Finance
Product Leader
1. GE Investments
Industry : Investment Banking
Function: Business Dev
Individual Contributor
3. GE GCS
Industry : Oil & Gas
Function: Finance
Inventory Mgmt
2. GE International
Industry : Multi
Function: Finance
Analyst Global
12. Leaderonomics
Industry : Multi
Function: CEO
Business leader
11. Star Media Group
Industry : Media
Function: CEO
Business leader
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Taking the worst
in the world
Growing People into Leaders . Building Communities of Love . Transforming the Nation
To becoming . . . The Best Overhaul
Shop in the World #1
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Learnt some amazing Lessons
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The World is changing at Unprecedented levels
Growing People into Leaders . Building Communities of Love . Transforming the Nation
1st Industrial Revolution
Steam Electricity & Mass
Production
Electronics
& IT
2nd Industrial Revolution 3rd Industrial Revolution
3 industrial Revolutions thus far
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Physical Biological Digital
The Fourth Industrial Revolution
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Digital Transformation
ENGAGING
CUSTOMERS
Give them new
experiences
they love
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a data-
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
Modernize
portfolio,
transform
processes and
skills
Security
Growing People into Leaders . Building Communities of Love . Transforming the Nation
How is HR Transforming these areas digitally,
physically & biologically
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Why Does HR Need To Change
Factors Driving 21st Century HR
VUCA
environment
Technology &
analytics
Workforce &
nature of work
Cost-effectiveness
& innovation
HR’s purpose,
staffing and
structure
HR must address organisation-critical issues or become irrelevant
‘People’ are central to strategic and operational challenges
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Technology creating a ‘tipping point’
• Self-service – a game-changer
- replaces HR-generated reports
- makes HR admin redundant
• BPs need to ‘up their game’
- basic advice automated or
outsourced
- No real value in gig economy
• Specialists – real ‘experts’ in
organisations or better to be
outsourced?
All 3 ‘legs’ of HR under pressure to demonstrate value add
Death-knell for the ‘old’ HR
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Addressing HR’s Purpose and Role
What is HR for?
• Performance & capability enabler/coach (at every level?)
• Sharpen Organisational strategy ?
- Answering critical strategic questions
- People Strategy crafter
• Change expert and change
facilitator?
OR
• Order taker and implementer?
• Process manager?
• Prop for poor managers?
Increasingly replaceable by technology
Growing People into Leaders . Building Communities of Love . Transforming the Nation
25 years of negative reports about HR
• Main criticisms
• Poor ‘business’/strategic understanding
• Numbers-shy, weak ‘business cases’
• Prone to jargon, fashions, not evidence
• Rule and process-fixated (not outcomes)
• Not a function for high achievers
• Technologically challenged & unsavvy
• Lack courage to challenge/eliminate bad behaviour
• Focus on individuals, not organisation or teams
Can HR really transform itself?
The HR Function is Under Intense Pressure
Growing People into Leaders . Building Communities of Love . Transforming the Nation
But
transform
to what?
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Pre-1945
From
Welfare
Officer to
Labour
Manager
Personnel
dept &
Training
dept
Functional
Expert
‘Strategic’
HR
Outside-In
HR (HR as
business
leader)
Organisationalimpact
1945-80s 1990-2000s 2000s 2018-??
(based on Time)
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Being an Outside-In HR Leader
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Typical Stakeholders in a Business
The CEO works
very hard to create
value for these
stakeholders
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Typical Stakeholders in a Business
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
And be Value Creators for all constituencies?
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Value creation for employees
Growing People into Leaders . Building Communities of Love . Transforming the Nation
How Can HR truly Contribute?
The 4 Constraints Theory
Note: The 4 constraints model is based on the
work of Roshan Thiran who spent more than 20
years studying various successful and failed
organisations. The model is copyrighted to him
and has been used in many successful
organisational growth, transformation and scaling
projects
Growing People into Leaders . Building Communities of Love . Transforming the Nation
How Can HR truly Contribute?
Adding Value to Your Organisation
Note: The 4 constraints model is based on the work of Roshan Thiran
who spent more than 20 years studying various successful and failed
organisations. The model is copyrighted to him and has been used in
many successful organisational growth, transformation and scaling
projects
Growing People into Leaders . Building Communities of Love . Transforming the Nation
CULTURE WILL BE AN IMPORTANT
HR AND BUSINESS AGENDAC
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE IS A RESULT OF BELIEFS IN AN
ORGANISATION1
BELIEFS/MINDSETS Are Driven by
EXPERIENCES & RITUALS
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Root of many issues
Culture is the
Has to be
intentional
Beliefs &
experiences
determine results
Growing People into Leaders . Building Communities of Love . Transforming the Nation
New York city in 90s …
The broken window theory
Growing People into Leaders . Building Communities of Love . Transforming the Nation
MINDSET
Model Extracted from PIL Results Pyramid
The Science of Culture
Rituals/Experiences Have A Direct Correlation to Results
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
Leaderonomics Beliefs of Sharing, Giving, Helping Each Other is a Direct Result
of ‘Weird’ Rituals We Practice
Friendship is prioritized
over goals. Many rituals
at Leaderonomics is
designed to enhance
friendships and to
ensure that work is
about working hard
together as friends
Significant Direct
interactions & Rituals
(Huddles, Employee
Meetings, Pranks,
Birthdays, Customer Tours,
Retreats etc) that promote
social interactions and
cultivate social hormones
that drive trust and bonding
In 10 years we have never fired
anyone for making a mistake.
Mistakes are OK and celebrated.
We share mistakes and talk
about them so everyone can
learn from each other. No need
to cover up and blame other
people. At the end of the day, all
mistakes made is Roshan’s fault
Bonus is not for
individual achievements
but for team results.
60% of our bonus is for
company achievement
and 40% is for your
team achievement. No
bonus is ever given for
individual achievement
Growing People into Leaders . Building Communities of Love . Transforming the Nation
A Culture that has a good
blend of:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Serotonin: the leadership chemical
4.Oxytocin: the chemical of love
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE = RITUALS THAT PRODUCE
CHEMICALS2
Good Culture Bad Culture
A Culture that is driven by:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Cortisol : the stress, anxiety and fear
chemical
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE SHAPED BY OUR VALUES &
KEY BEHAVIOURS IN ORGANISATIONS3
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of Culture
Leaderonomics Values Directly Connected with Selfish & Selfless Chemicals
Drives Selfless/Social Chemicals:
1.Serotonin: Pride in Team and People
2.Oxytocin: the chemical of love & Bonding
Relationships
Oxytocin: When we give and see others giving, we
get huge doses of Oxytocin into our systemGiving
Drives Selfless/Social Chemicals:
1.Endorphin: growth is painful
2.Dopamine: the goal achieving chemicalGrowth
1. Dopamine: When we help other succeed and
achieve our goals, we get huge dopamine kicks
2.Oxytocin: When we empower others, we get huge
doses of Oxytocin into our system
Empowering
Build The Future Oxytocin (collaborating and building together),
Dopamine (for achievement), Endorphins (delay
gratification) & Serotonin (pride in doing it together)
Growing People into Leaders . Building Communities of Love . Transforming the Nation
The Science of
CultureHow Leaderonomics BE Traits is Directly
Related to Science of Happiness
My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben,
engagement
2. External factors (company brand
& mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
External Perception of the
Organisation & Leadership
Culture of Organisation
Process will be Key– Are we building great
processes in our organization?
Talent
Acquisition
Talent
Development
Talent
Retention
An Infrastructure to Enable
Leadership Development
Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR WILL RADICALLY UPSKILL FOR THE
FUTURE AS WORK CONTINUES TO EVOLVES
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Output-Based work
vs
Time-Based work
Growing People into Leaders . Building Communities of Love . Transforming the Nation
My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
Note: The 4 constraints model is based on the work of
Roshan Thiran who spent more than 20 years studying
various successful and failed organisations. The model is
copyrighted to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity
Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR WILL FOCUS ON TEAMS RATHER
THAN INDIVIDUALSBM
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Project Aristotle
Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR WILL START FOCUSING ON THE
EMPLOYEE EXPERIENCEBM
Growing People into Leaders . Building Communities of Love . Transforming the Nation
EMPLOYEE EXPERIENCES
Like marketers who focus on ‘customer experience’
HR Leaders need
to map ‘employee
experiences’
Just like
marketers work
on ‘touch-points’
Enable each
employee
interaction to be
a ‘wow’
experience
From on-boarding
till exit, every
experience is a
wow – but can be
tough & Bad
Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR WILL BEGIN MANAGING THE
“REJECTED CANDIDATES EXPERIENCE”
Growing People into Leaders . Building Communities of Love . Transforming the Nation
EMPLOYEE EXPERIENCES
Engagement at points of disillusion and disengagement
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Virgin - $7 Mil new business Launched by
managing rejected candidate experiences
Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growing People into Leaders . Building Communities of Love . Transforming the Nation
www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran/

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The Future of HR - Presentation to HRDF Leaders

  • 1. Growing People into Leaders . Building Communities of Love . Transforming the Nation HR For the 21st century The Future of HR Roshan Thiran roshan.thiran@leaderonomics.com www.leaderonomics.com www.facebook.com/roshanthiran.leaderonomics www.linkedin.com/in/roshanthiran
  • 2. Growing People into Leaders . Building Communities of Love . Transforming the Nation Growth Time My Evolution into the world of HR 10. Johnson & Johnson Industry : Healthcare Function: HR Global Role 9. GE Asia Pacific Industry : Multi Function: HR Asia Role 7. GE Aircraft Industry : Aviation CFO & Biz Leader 8. GE Crotonville Industry : Multi Function: HR Learning Leader 6. GE CIG Industry : Multi Function: IT Project Mgmt Global 5. GE Capital Industry : Financial Service Function: Finance/Sourcing Europe Leader 4. NBC Universal Industry : Media Function: Finance Product Leader 1. GE Investments Industry : Investment Banking Function: Business Dev Individual Contributor 3. GE GCS Industry : Oil & Gas Function: Finance Inventory Mgmt 2. GE International Industry : Multi Function: Finance Analyst Global 12. Leaderonomics Industry : Multi Function: CEO Business leader 11. Star Media Group Industry : Media Function: CEO Business leader
  • 3. Growing People into Leaders . Building Communities of Love . Transforming the Nation Taking the worst in the world
  • 4. Growing People into Leaders . Building Communities of Love . Transforming the Nation To becoming . . . The Best Overhaul Shop in the World #1
  • 5. Growing People into Leaders . Building Communities of Love . Transforming the Nation Learnt some amazing Lessons
  • 6. Growing People into Leaders . Building Communities of Love . Transforming the Nation The World is changing at Unprecedented levels
  • 7. Growing People into Leaders . Building Communities of Love . Transforming the Nation 1st Industrial Revolution Steam Electricity & Mass Production Electronics & IT 2nd Industrial Revolution 3rd Industrial Revolution 3 industrial Revolutions thus far
  • 8. Growing People into Leaders . Building Communities of Love . Transforming the Nation Physical Biological Digital The Fourth Industrial Revolution
  • 9. Growing People into Leaders . Building Communities of Love . Transforming the Nation Digital Transformation ENGAGING CUSTOMERS Give them new experiences they love EMPOWERING EMPLOYEES Reinvent productivity and enable a data- driven culture TRANSFORMING PRODUCTS Innovate products and business models OPTIMIZING OPERATIONS Modernize portfolio, transform processes and skills Security
  • 10. Growing People into Leaders . Building Communities of Love . Transforming the Nation How is HR Transforming these areas digitally, physically & biologically
  • 11. Growing People into Leaders . Building Communities of Love . Transforming the Nation Why Does HR Need To Change Factors Driving 21st Century HR VUCA environment Technology & analytics Workforce & nature of work Cost-effectiveness & innovation HR’s purpose, staffing and structure HR must address organisation-critical issues or become irrelevant ‘People’ are central to strategic and operational challenges
  • 12. Growing People into Leaders . Building Communities of Love . Transforming the Nation Technology creating a ‘tipping point’ • Self-service – a game-changer - replaces HR-generated reports - makes HR admin redundant • BPs need to ‘up their game’ - basic advice automated or outsourced - No real value in gig economy • Specialists – real ‘experts’ in organisations or better to be outsourced? All 3 ‘legs’ of HR under pressure to demonstrate value add Death-knell for the ‘old’ HR
  • 13. Growing People into Leaders . Building Communities of Love . Transforming the Nation Addressing HR’s Purpose and Role What is HR for? • Performance & capability enabler/coach (at every level?) • Sharpen Organisational strategy ? - Answering critical strategic questions - People Strategy crafter • Change expert and change facilitator? OR • Order taker and implementer? • Process manager? • Prop for poor managers? Increasingly replaceable by technology
  • 14. Growing People into Leaders . Building Communities of Love . Transforming the Nation 25 years of negative reports about HR • Main criticisms • Poor ‘business’/strategic understanding • Numbers-shy, weak ‘business cases’ • Prone to jargon, fashions, not evidence • Rule and process-fixated (not outcomes) • Not a function for high achievers • Technologically challenged & unsavvy • Lack courage to challenge/eliminate bad behaviour • Focus on individuals, not organisation or teams Can HR really transform itself? The HR Function is Under Intense Pressure
  • 15. Growing People into Leaders . Building Communities of Love . Transforming the Nation But transform to what?
  • 16. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 17. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 18. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 19. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 20. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 21. Growing People into Leaders . Building Communities of Love . Transforming the Nation Pre-1945 From Welfare Officer to Labour Manager Personnel dept & Training dept Functional Expert ‘Strategic’ HR Outside-In HR (HR as business leader) Organisationalimpact 1945-80s 1990-2000s 2000s 2018-?? (based on Time)
  • 22. Growing People into Leaders . Building Communities of Love . Transforming the Nation Being an Outside-In HR Leader
  • 23. Growing People into Leaders . Building Communities of Love . Transforming the Nation Typical Stakeholders in a Business The CEO works very hard to create value for these stakeholders
  • 24. Growing People into Leaders . Building Communities of Love . Transforming the Nation Typical Stakeholders in a Business
  • 25. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 26. Growing People into Leaders . Building Communities of Love . Transforming the Nation And be Value Creators for all constituencies?
  • 27. Growing People into Leaders . Building Communities of Love . Transforming the Nation Value creation for employees
  • 28. Growing People into Leaders . Building Communities of Love . Transforming the Nation How Can HR truly Contribute? The 4 Constraints Theory Note: The 4 constraints model is based on the work of Roshan Thiran who spent more than 20 years studying various successful and failed organisations. The model is copyrighted to him and has been used in many successful organisational growth, transformation and scaling projects
  • 29. Growing People into Leaders . Building Communities of Love . Transforming the Nation How Can HR truly Contribute? Adding Value to Your Organisation Note: The 4 constraints model is based on the work of Roshan Thiran who spent more than 20 years studying various successful and failed organisations. The model is copyrighted to him and has been used in many successful organisational growth, transformation and scaling projects
  • 30. Growing People into Leaders . Building Communities of Love . Transforming the Nation CULTURE WILL BE AN IMPORTANT HR AND BUSINESS AGENDAC
  • 31. Growing People into Leaders . Building Communities of Love . Transforming the Nation The Science of Culture HR Leaders Need to Understand the Science Behind Culture CULTURE IS A RESULT OF BELIEFS IN AN ORGANISATION1 BELIEFS/MINDSETS Are Driven by EXPERIENCES & RITUALS
  • 32. Growing People into Leaders . Building Communities of Love . Transforming the Nation Root of many issues Culture is the Has to be intentional Beliefs & experiences determine results
  • 33. Growing People into Leaders . Building Communities of Love . Transforming the Nation New York city in 90s … The broken window theory
  • 34. Growing People into Leaders . Building Communities of Love . Transforming the Nation MINDSET Model Extracted from PIL Results Pyramid The Science of Culture Rituals/Experiences Have A Direct Correlation to Results
  • 35. Growing People into Leaders . Building Communities of Love . Transforming the Nation The Science of Culture Leaderonomics Beliefs of Sharing, Giving, Helping Each Other is a Direct Result of ‘Weird’ Rituals We Practice Friendship is prioritized over goals. Many rituals at Leaderonomics is designed to enhance friendships and to ensure that work is about working hard together as friends Significant Direct interactions & Rituals (Huddles, Employee Meetings, Pranks, Birthdays, Customer Tours, Retreats etc) that promote social interactions and cultivate social hormones that drive trust and bonding In 10 years we have never fired anyone for making a mistake. Mistakes are OK and celebrated. We share mistakes and talk about them so everyone can learn from each other. No need to cover up and blame other people. At the end of the day, all mistakes made is Roshan’s fault Bonus is not for individual achievements but for team results. 60% of our bonus is for company achievement and 40% is for your team achievement. No bonus is ever given for individual achievement
  • 36. Growing People into Leaders . Building Communities of Love . Transforming the Nation A Culture that has a good blend of: 1.Endorphin: the pain-masking chemical 2.Dopamine: the goal achieving chemical 3.Serotonin: the leadership chemical 4.Oxytocin: the chemical of love The Science of Culture HR Leaders Need to Understand the Science Behind Culture CULTURE = RITUALS THAT PRODUCE CHEMICALS2 Good Culture Bad Culture A Culture that is driven by: 1.Endorphin: the pain-masking chemical 2.Dopamine: the goal achieving chemical 3.Cortisol : the stress, anxiety and fear chemical
  • 37. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 38. Growing People into Leaders . Building Communities of Love . Transforming the Nation The Science of Culture HR Leaders Need to Understand the Science Behind Culture CULTURE SHAPED BY OUR VALUES & KEY BEHAVIOURS IN ORGANISATIONS3
  • 39. Growing People into Leaders . Building Communities of Love . Transforming the Nation The Science of Culture Leaderonomics Values Directly Connected with Selfish & Selfless Chemicals Drives Selfless/Social Chemicals: 1.Serotonin: Pride in Team and People 2.Oxytocin: the chemical of love & Bonding Relationships Oxytocin: When we give and see others giving, we get huge doses of Oxytocin into our systemGiving Drives Selfless/Social Chemicals: 1.Endorphin: growth is painful 2.Dopamine: the goal achieving chemicalGrowth 1. Dopamine: When we help other succeed and achieve our goals, we get huge dopamine kicks 2.Oxytocin: When we empower others, we get huge doses of Oxytocin into our system Empowering Build The Future Oxytocin (collaborating and building together), Dopamine (for achievement), Endorphins (delay gratification) & Serotonin (pride in doing it together)
  • 40. Growing People into Leaders . Building Communities of Love . Transforming the Nation The Science of CultureHow Leaderonomics BE Traits is Directly Related to Science of Happiness
  • 41. My Research on Organisational Constraints THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS Note: The 4 constraints model is based on the work of Roshan Thiran who spent more than 20 years studying various successful and failed organisations. The model is copyrighted to him and has been used in many successful organisational growth, transformation and scaling projects • Clarity
  • 42. Growing People into Leaders . Building Communities of Love . Transforming the Nation Principle Talent needs to be MANAGED & DEVELOPED. This includes enabling talents to maximize potential and grow Process and Tools Succession Planning Performance Mgmt Career Paths Talent Pools Leadership Development Programmes Learning Curriculum Talent Acceleration Programmes Feedback & Reflection Principle Identify & select leaders that have the passion, desire and ability to make a difference in your organisation Process and Tools Entry Level Leadership Program Competency Model/Values Enterprise Assessment System Interviews & Assessments On-boarding Cultural Assimilation Principle To retain talent, 2 key factors: 1. Internal motivations (comp/ben, engagement 2. External factors (company brand & mktg perception) Process and Tools External Branding initiatives Mentoring Programmes Engagement Programmes Total Rewards Structure (Comp & Ben) External Perception of the Organisation & Leadership Culture of Organisation Process will be Key– Are we building great processes in our organization? Talent Acquisition Talent Development Talent Retention An Infrastructure to Enable Leadership Development
  • 43. Growing People into Leaders . Building Communities of Love . Transforming the Nation HR WILL RADICALLY UPSKILL FOR THE FUTURE AS WORK CONTINUES TO EVOLVES
  • 44. Growing People into Leaders . Building Communities of Love . Transforming the Nation Output-Based work vs Time-Based work
  • 45. Growing People into Leaders . Building Communities of Love . Transforming the Nation My Research on Organisational Constraints THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS Note: The 4 constraints model is based on the work of Roshan Thiran who spent more than 20 years studying various successful and failed organisations. The model is copyrighted to him and has been used in many successful organisational growth, transformation and scaling projects • Clarity
  • 46. Growing People into Leaders . Building Communities of Love . Transforming the Nation HR WILL FOCUS ON TEAMS RATHER THAN INDIVIDUALSBM
  • 47. Growing People into Leaders . Building Communities of Love . Transforming the Nation Project Aristotle
  • 48. Growing People into Leaders . Building Communities of Love . Transforming the Nation HR WILL START FOCUSING ON THE EMPLOYEE EXPERIENCEBM
  • 49. Growing People into Leaders . Building Communities of Love . Transforming the Nation EMPLOYEE EXPERIENCES Like marketers who focus on ‘customer experience’ HR Leaders need to map ‘employee experiences’ Just like marketers work on ‘touch-points’ Enable each employee interaction to be a ‘wow’ experience From on-boarding till exit, every experience is a wow – but can be tough & Bad
  • 50. Growing People into Leaders . Building Communities of Love . Transforming the Nation HR WILL BEGIN MANAGING THE “REJECTED CANDIDATES EXPERIENCE”
  • 51. Growing People into Leaders . Building Communities of Love . Transforming the Nation EMPLOYEE EXPERIENCES Engagement at points of disillusion and disengagement
  • 52. Growing People into Leaders . Building Communities of Love . Transforming the Nation Virgin - $7 Mil new business Launched by managing rejected candidate experiences
  • 53. Growing People into Leaders . Building Communities of Love . Transforming the Nation
  • 54. Growing People into Leaders . Building Communities of Love . Transforming the Nation www.facebook.com/roshanthiran.leaderonomics www.linkedin.com/in/roshanthiran/