The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives
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A keynote presentation at the Nov 2014 Higher Education User Group in Brisbane, Australia. The key message is the importance of 4 key roles in making people management successful in Higher Education
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The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives
- 1. The Three Musketeers and the need for role clarity and allegiance to Higher Educations HCM objectives Rob Scott : Global Lead: HR Strategy & Innovations © 2014 Presence of IT – Confidential & Proprietary robscottinsyd
- 2. Athos, He seems immune to romantic feeling, though we learn late in the story that this hasn't always been the case. He becomes a father figure to d'Artagnan IT Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 2 of IT – Confidential & Proprietary
- 3. Porthos A man who places particular importance upon physical appearance, refined language, and leisurely hobbies, pursued with the appearance of nonchalance in a cult of Self HR Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 3 of IT – Confidential & Proprietary
- 4. Aramis A deeply religious younger Musketeer, highly focussed on improvement Photograph: Larry Horricks/BBC robscottinsyd 3rd Parties © 2014 Presence 4 of IT – Confidential & Proprietary
- 5. D’Artagnan The name which has the meaning of “leader” and who is responsible for introducing the motto “ All for one, and one for all” CIO Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 5 of IT – Confidential & Proprietary
- 6. “All for one and one for all” Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 6 of IT – Confidential & Proprietary
- 7. The Digital Impact Narrow view of digital transformation. © 2014 Presence 7 of IT – Confidential & Proprietary Automated just about every aspect of its customer experience. robscottinsyd
- 8. IT vs CIO IT IT is a general skill, not a specialist skill, this is creating many more stakeholders © 2014 Presence 8 of IT – Confidential & Proprietary CIO robscottinsyd
- 9. IT vs CIO IT In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. © 2014 Presence 9 of IT – Confidential & Proprietary CIO robscottinsyd
- 10. IT vs CIO IT More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization. © 2014 Presence 10 of IT – Confidential & Proprietary CIO robscottinsyd
- 11. IT vs CIO The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: IT CIO robscottinsyd • Conductor • Renovator • Innovator • Expert © 2014 Presence 11 of IT – Confidential & Proprietary
- 12. IT vs CIO CIO Must focus on both doing the right things and doing things right. IT CIO IT Must ensure the capabilities are in place to be a key player in digital transformation. robscottinsyd © 2014 Presence 12 of IT – Confidential & Proprietary
- 13. HR HR The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 13 of IT – Confidential & Proprietary
- 14. HR HR The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 14 of IT – Confidential & Proprietary
- 15. HR HR The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 15 of IT – Confidential & Proprietary
- 16. HR HR Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification. Reference: David Ducheyne hrchitects.net Feb.2014 robscottinsyd © 2014 Presence 16 of IT – Confidential & Proprietary
- 17. 3rd Parties Technical Specialist Absorbing the need for organisations to build their own technical capability for hardware, software and platforms © 2014 Presence 17 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
- 18. 3rd Parties Knowledge Partner Taking a more proactive role in ensuring organisations reach data and digital optimisation. Providing the right skills at the right time. © 2014 Presence 18 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
- 19. 3rd Parties Owners & Maintainers Vendors and outsource partners will own the platforms and in many cases the software. Their responsibility has shifted from efficiency optimiser to accountable partner © 2014 Presence 19 of IT – Confidential & Proprietary 3rd Parties robscottinsyd
- 20. HR + IT + CIO + 3rd Parties “All for one and one for all” Photograph: Larry Horricks/BBC robscottinsyd © 2014 Presence 20 of IT – Confidential & Proprietary
- 21. THANK YOU robscottinsyd www.presenceofit.com.au
Editor's Notes
- The story of the 3 musketeers and D’Artagnan is an analogy for todays discussion on the changing roles of 4 important components to HRM and Talent management success. The team of 4 were very different people, who had different skills and life objectives, but they understood each other and supported each person and the group. The effectiveness of this team is aligned to complete understanding of each others role and capability, rather than trying to be something they were not. As we are going through significant change in organisations spurred on by government changes in funding and alternative methods of becoming educated, so the roles of our 4 team members are changing. Only when this becomes clear and accepted in your institutions are you able to operate as an effective team. motto of the title characters in the book The Three Musketeers, by the nineteenth-century French author Alexandre Dumas The 3 are those being his friends Athos, Porthos Aramis. young man from Gascony (a city in France) named D’Artagnan = syll. dar-ta-gnan, d'-artagn-an . The name is of the meaning 'leader'. All the members of a group support each of the individual members, and the individual members pledge to support the group
- All the members of a group support each of the individual members, and the individual members pledge to support the group
- motto of the title characters in the book The Three Musketeers, by the nineteenth-century French author Alexandre Dumas The 3 are those being his friends Athos, He seems immune to romantic feeling, though we learn late in the novel that this hasn't always been the case. He becomes a father figure to d'Artagnan Porthos A Dandy: a man who places particular importance upon physical appearance, refined language, and leisurely hobbies, pursued with the appearance of nonchalance in a cult of Self.[3] Historically, especially in late 18th- and early 19th-centuryBritain, a dandy, who was self-made, often strove to imitate an aristocratic lifestyle despite coming from a middle-class background. Aramis A deeply religious younger Musketeer. young man from Gascony (a city in France) named D’Artagnan = syll. dar-ta-gnan, d'-artagn-an . The name is of the meaning 'leader'. All the members of a group support each of the individual members, and the individual members pledge to support the group
- All the members of a group support each of the individual members, and the individual members pledge to support the group
- Digital ( in its broadest sense – social, cloud, mobility, SaaS, internet of things, analytics, choice, BYOD,BYOS) for HE is having significant impacts. Not just in terms of the main focus ie. Quality education and Research, but internally (administration), the work environment, workforce, communication and collaboration is impacted by digital. Organisations must adapt and keep abreast in order to stay competitive and attractive to future employees. A digital transformation transfers ownership, which is why its so important for HR to achieve. Line management must own HR
- Messages: IT is a general skill, not a specialist skill, this is creating many more stakeholders ( In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: Conductor Renovator Innovator Expert CIO Must focus on both doing the right things and doing things right. IT Must ensure the capabilities are in place to be a key player in digital transformation. E.g. Moocs Teltra from gov to private Gov hospital to private Having service level agreements Very slick talent solutions for the first time, we are seeing a lot of interest in talent – Rapid implementation / pre-configures – link to agility Sothern QLD for e-performance Question for day 2: want to talk about agility POIT have invested in pre-configured – People express, can you tell me more about it ? Public private partnership – co-fund certain functions, e.g. leasing hardware
- Messages: IT is a general skill, not a specialist skill, this is creating many more stakeholders ( In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: Conductor Renovator Innovator Expert CIO Must focus on both doing the right things and doing things right. IT Must ensure the capabilities are in place to be a key player in digital transformation. E.g. Moocs Teltra from gov to private Gov hospital to private Having service level agreements Very slick talent solutions for the first time, we are seeing a lot of interest in talent – Rapid implementation / pre-configures – link to agility Sothern QLD for e-performance Question for day 2: want to talk about agility POIT have invested in pre-configured – People express, can you tell me more about it ? Public private partnership – co-fund certain functions, e.g. leasing hardware
- Messages: IT is a general skill, not a specialist skill, this is creating many more stakeholders ( In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: Conductor Renovator Innovator Expert CIO Must focus on both doing the right things and doing things right. IT Must ensure the capabilities are in place to be a key player in digital transformation. E.g. Moocs Teltra from gov to private Gov hospital to private Having service level agreements Very slick talent solutions for the first time, we are seeing a lot of interest in talent – Rapid implementation / pre-configures – link to agility Sothern QLD for e-performance Question for day 2: want to talk about agility POIT have invested in pre-configured – People express, can you tell me more about it ? Public private partnership – co-fund certain functions, e.g. leasing hardware
- Messages: IT is a general skill, not a specialist skill, this is creating many more stakeholders ( In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: Conductor Renovator Innovator Expert CIO Must focus on both doing the right things and doing things right. IT Must ensure the capabilities are in place to be a key player in digital transformation. E.g. Moocs Teltra from gov to private Gov hospital to private Having service level agreements Very slick talent solutions for the first time, we are seeing a lot of interest in talent – Rapid implementation / pre-configures – link to agility Sothern QLD for e-performance Question for day 2: want to talk about agility POIT have invested in pre-configured – People express, can you tell me more about it ? Public private partnership – co-fund certain functions, e.g. leasing hardware
- Messages: IT is a general skill, not a specialist skill, this is creating many more stakeholders ( In the era of digitalization, the CIO must help IT focus on business models, treat colleagues as partners, and engage external customers. More stakeholders across the organization means more risk of diversion. The CIO can help the various stakeholders come together and figure out a response to digitalization The CIO can help determine how IT focus on both maintenance and innovation. The CIO must become the: Conductor Renovator Innovator Expert CIO Must focus on both doing the right things and doing things right. IT Must ensure the capabilities are in place to be a key player in digital transformation. E.g. Moocs Teltra from gov to private Gov hospital to private Having service level agreements Very slick talent solutions for the first time, we are seeing a lot of interest in talent – Rapid implementation / pre-configures – link to agility Sothern QLD for e-performance Question for day 2: want to talk about agility POIT have invested in pre-configured – People express, can you tell me more about it ? Public private partnership – co-fund certain functions, e.g. leasing hardware
- Messages; The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification.
- Messages; The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification.
- Messages; The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification.
- Messages; The Architect Stop owning the people processes. Instead become the architect. By creating the right context in which people can be successful, HR will deliver its greatest contribution. The Data-Strategist HR will work on becoming evidence-based. That entails not only looking for data to assess HR interventions, but also planning interventions based on available scientific insights. The Coach HR should be aware of reification of people. In the quest for a spot at the board table we might have lost the contact to people. HR needs to be(come) more empathic. Digitally Savvy HR will have to master the digital know-how: social tools, HRIS, self service, analytics, mobility, and gamification.
- Messages: Knowledge Partner Taking a more proactive role in ensuring organisations reach data and digital optimisation. Providing the right skills at the right time. Owners & Maintainers Vendors and outsource partners will own the platforms and in some cases the software. Their responsibility has shifted from process efficiency to accountable partner Technical Specialist Absorbing the need for organisations to build their own technical capability for hardware, software and platforms
- Messages: Knowledge Partner Taking a more proactive role in ensuring organisations reach data and digital optimisation. Providing the right skills at the right time. Owners & Maintainers Vendors and outsource partners will own the platforms and in some cases the software. Their responsibility has shifted from process efficiency to accountable partner Technical Specialist Absorbing the need for organisations to build their own technical capability for hardware, software and platforms
- Messages: Knowledge Partner Taking a more proactive role in ensuring organisations reach data and digital optimisation. Providing the right skills at the right time. Owners & Maintainers Vendors and outsource partners will own the platforms and in some cases the software. Their responsibility has shifted from process efficiency to accountable partner Technical Specialist Absorbing the need for organisations to build their own technical capability for hardware, software and platforms
- All the members of a group support each of the individual members, and the individual members pledge to support the group