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Transformational HR Leadership Thinking : Creating a High Performing Organisation
The document discusses transformational HR leadership and the evolution of HR practices towards creating high-performing organizations, addressing philosophical questions about the roles of business and HR. It highlights key shifts in technology, talent, and culture, emphasizing the collaboration with machines rather than competition against them. Additionally, it explores the importance of nurturing unconventional talent and adapting HR strategies in response to rapid changes in the business environment.
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Transformational HR Leadership Thinking : Creating a High Performing Organisation
- 1. Transformational HR LeadershipThinking : Creating a High Performing Organisation JAYESH MENON THE HR AGENDA, 22-24TH AUGUST 2016, SUNTECH, SINGAPORE
- 2. Contents The two philosophicalquestions Why do we take so much of flak? The three fundamental shifts HR Disrupted- DESTEP How you can lead the change
- 3. Why does businessexist? Profit? Share holder value? OR Social Cause!
- 4. Why does HRexist?
- 5. Why does HRtake so much of flak? Are we too slow??
- 6. Transition of skills Transitionof skills Third wave: Alvin Toffler Third wave: Steve Case The HR Transformation Gap
- 7. Evolution of HRCompetency 2006 20012
- 8. HR Competency model-2015 Source: RBL https://youtu.be/9BdjdgySzxE
- 9. HR transformational thinking-Focus on three tectonic shifts Technology Talent Culture
- 10. Technological advancement –How future ready are you?
- 11.
- 12. “ This isnot a race against the machines . If we race against them we lose. This is a race with the machines. You will be paid in the future based on how well you work with robots”-Kevin Kelly (former editor of wired magazine) ,
- 13. THE SMELL OFTHE PLACE https://www.youtube.com/watch?v=UUddgE8rI0E – Video of Prof. Sumantra Ghoshal Inspired by Christian Chao, CSC, Singapore
- 14. SUPER IMPOSING ORGCULTURE WITH NATIONAL CULTURES LEWIS MODEL OF NATIONAL CULTURES 1 4
- 15. Talent Physical Strength High IQ Competencies Potential Inspired by:ClaudioFernandez Araoz EgonZehnder
- 16. Taping and nurturingunconventional Talent
- 18. The power ofpotential Experience/Fit Project Manger- Brewer CEO- Electronic Retail Sector None Excellent Function None Excellent Geography None Excellent Competency Unknown Excellent Source: Claudio Fernandez Araoz EgonZehnder Performance on the job Outstanding Poor Career Evolution Promoted twice in a short Asked to Leave
- 19. Staying with &ahead of business Iteration Innovation Disruption
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Editor's Notes
- #6 Ok !. So how does it feel to be in HR.. Lets take a count .. How many feels great to be in HR and How many feels I should have taken a better option. If you think its been only recently that we have been taking this beating you are wrong…In 1981 Skinnner wrote an article n HR ““ BIG HATS, NO CATTLE. STEAWART ( 1986)-PEOPLE DO NEED PEOPLE BUT DO THEY NEED PERSONNEL- IT IS TIME FOR HR DEPT TO PUT UP OR SHUT UP ( FORTUNE). I Recently read a book called “ Disrupted”. Though I wont go into the merits of the book is the number of times HR/ people operations was mentioned in the book and mind you the book was entirely about employee grievance… This is another recent case of how people pericieve the value of HR to be an are we that bad?
- #7 Let us look at how society has evolved. The well known futurist Alvin Toffler in his third world explained the three ways . The biggest hurdle HR faced was to be ready on time with massive change between 2nd and 3rd wave. This is not just for HR but also for business. If you read the book “Innovators Dilemma” by Clayton you will see how companies struggled to stay with current customer needs to future customer need. That anticipation and careful balance is what a lot of HR folks got caught into!. We got caught into what our customers wanted us to do at that time – mostly administrative. It was not wrong to do it, but did we see the future. May be yes!. Did we innovate fast!- may be no. The same is what is the transition that you would see as companies move from the 1st wave of information age to 3rd way of information age. Are our skills ready?. I am not going intohow the future of HR will look like because itmay be covered by other speakers
- #8 The 2012 study moved to focused on elements like context , organization and individual. Do you notice any other major differences between the two ?. Did you see that from operational executor you have become a change champpio?. What were the business changes that happened during that time that called for these changes.? How about technology proponent?
- #9 Now the latest study which is considered to be one of the largest ever study on competencies. What do you see as some key changes between all these models. Expectations on HR has become even more strategic?. Yes!, but HR also needs to make sure we don’t forget our compliance roles too. In a craze to make HR sound cool! a lot of companies forget about some of the founding blocks. This is something I have adviced some of my HR friends in start ups to be careful about. Their challenges are different from highly set up companies , but careful needs to blend both. HR is always not cool!. It is managing these “paradox” that is going to e the catch. Let us hear from Dave Ulrich itself about how they come up with competencies and then you may know why it is essential to look at each of these competencies for your own organisation and yourself too.
- #22 As Gandhi said you have to be the change that you want to see in this world. I will present across a simple change management tool from PROSCI which you can use if you want to bring the change in you. It all starts with awareness. How aware are you with the change. Most of the time any upgrading of capability falls because of awareness. How do you create awareness?. I will take you through a model on that later. The second part is desire. Have you given u?. Have you got the passion to change?.