1.
Human Resources Leadership
June 2015
Graham Hart

2.
“There is nothing more
difficult to take in hand,
more perilous to conduct, or
more uncertain in its success,
than to take the lead in the
introduction of a new order
of things.”
—Niccolo Machiavelli, The Prince
(1532)

3.
Overview
5. A New Theory of Motivation and
Change
1. It’s not working Doc!
2. Getting Strategic about People
3. The HR Leader
4. HR Strategy Approach

4.
It’s a VUCA world

5.
“We trained hard ... but it seemed that every time we were
beginning to form up into teams we would be reorganized. I
was to learn later in life that we tend to meet any new
situation by reorganizing; and a wonderful method it can be
for creating the illusion of progress while producing
confusion, inefficiency, and demoralization.”
Charlton Ogburn (Writer)

6.
HR strategy must be agile in order to pivot around these challenges
The population aged 45-64 will
increase by 42% in the next 20 years.
By comparison, youth groupings
have barely increased in size since
2005.
Source: PewResearchCenter and the
Berkman Center at Harvard University
Demographics
64% of global CEOs are cutting
costs in FY2014.
25% plan to outsource parts of
their processes or functions to save
money.
Source: PwC 2014 Global CEO
Trends Survey
Cost-Cutting
48% of teens have a smartphone.
69% of employees in a survey said that
new technology will enhance
productivity and facilitate
employee/manager communication.
Source: PewResearchCenter and the
Berkman Center at Harvard University
Technological Shifts
McLean & Company’s HR Trends
Survey identified that addressing
looming skill gaps is a top
priority both for HR and for
business leaders.
Source: McLean & Company 2015
HR Trends and Priorities Survey
Skill Gaps
Learning & Development ranked
first in spend by the HR
department.
60% of HR respondents say L&D
is outsourced to a third party.
Source: McLean & Company 2015
HR Trends and Priorities Survey
Learning &
Development
There is an estimated 72% increase in
the world’s urban population by
2050.
Growth in developed countries is
stalling or reversing for 83% of global
CEOs.
Source: PwC 2014 Global CEO Trends
Survey
Population Power Shifts

7.
4 Leadership Trends (CCL)

8.
Historically 2 main Options Employed

9.
Business leaders are challenging HR to step up its game
Transaction Management to delivering business value
• 16% of business respondents viewed HR as very effective
overall.
• 14% of business respondents thought HR strategy in
specific was effective, as opposed to 38% of HR
respondents.
• 73% of business leaders want increased HR
efficiency.
• 53% of business leaders want HR’s quality to
improve.
• 34% of business leaders want HR to cut costs.
Business leaders are dissatisfied with HR’s performance
Source: McLean & Company
2015 HR Trends and Priorities
Survey

10.
Perceptions define our reality!
McClean and Company HR Trends 2015

11.
Does HR deliver competitive advantage
through people?
CIPD Survey 2014

12.
HR FOCUS AREAS

13.
Critical HR Strengths
An analysis of the strengths of HR departments
shows alignment with the current focus areas.
People skills
o HR is still regarded as the custodian of
people matters in organisations, and are
regarded as competent in dealing with
employee relationship matters
Interviewing and assessment
o HR is skilled in assessing applicants and
conducting applicable assessments – the
typical “psychology” profile of HR is still
very prevalent
Functional services
o HR provides reasonable services in the
Hire-to-retire group of activities
Record keeping
o Generally good manual recording systems

14.
Getting Strategic About People

15.
Scarce Resources
Industrial Age
Money
Physical Assets
Management
Competence
Information Age
Time
Talent
Management
Attention

16.
It depends on how you see the
world
Industrial Mindset Emerging Mindset
“Reality as a Great
Machine”
Separate Parts
Power and Control
Certainty / Predictability
Objective / Knowable
Discrete Events
Entropy
Order into Chaos
“Reality as a Living System”
Wholeness / Relationship
Co-create and Participate
Uncertainty / Probability
Subjective / Mysterious
Continuous Process
Self-organization
Order out of Chaos

17.
HR strategy is about driving business
results and helping the business strategy
cascade to other departments.
- Director of HR, Insurance Industry.

18.
Identified HR 2015 Priorities

19.
Make the Case: Align HR strategy with organisational goals and objectives
How HR Strategy Impacts HR How HR Strategy Impacts the
Business
Defining an HR strategy means
organising HR's numerous strategies
and plans around providing business
value.
HR initiatives are prioritized and
ordered to recognize dependencies
and synergies, leading to increased
efficiency in the HR function.
An HR strategy ensures the wise
investment of business dollars for HR
initiatives to help the business
achieve its goals and objectives.
The HR strategy drives lower costs,
increased output, and competitive
advantage when HR activities are
aligned with business drivers.

20.
What CEO’s want from HR

21.
.
HR Transformation

22.
A theory isn’t much when it breaks down in practice

23.
Still a Huge gap between theory and practice
Like to be strategic but don’t know how
Too much time discussing HR details that don’t relate to the business
They seek line manager approval and leadership and don’t provide it
themselves enough
Lack detailed business knowledge to discuss it in the business
Don’t tie HR initiatives to bottom line enough
The use jargon that doesn’t appeal to Management or staff
Don't bring enough to the strategic conversation
Haven't helped other see why HR is at the top table

24.
We too often lack the Iterative Process
Revise the
theory

25.
Evolving HR Models

26.
We find that HR professionals deliver the most value when they
focus on: (BERSIN)
Perspective of outside in
Good outcomes of talent, leadership and capability
building
Fit for purpose HR practices
Growing HR professionals

27.
The HR Leader

28.
TWO POWERFUL PARADIGMS
DIRECT US: Stephen Covey

29.
Leadership Management
Definition
The art of influencing
others to achieve their
maximum performance,
and to accomplish any
task or objective
The science of
obtaining results
through the efforts
of others
Objective
Produce constructive or
adaptive change
Produce
consistency and
order
Influence
Control
MANY ORGANISATIONS ARE
UNDER MANAGED AND UNDER LED

30.
The qualities of a transformational HR Leader
Mindset
Becoming a true "player" on
strategic business issues
Able to challenge business leaders
on their own ground
 Architect who can synthesize
best practices e.g. Total Reward,
Talent Management, OD, etc into
integrated solutions and
implement at speed
 Shifting from advising and
consulting to challenging,
provoking, confronting business
leaders
 Letting go of the past and
engaging with the future

31.
It’s about where you focus !

32.
Do we know where we are going?

33.
We need an Organisational Architect
Role

34.
Becoming A Strategic Partner

35.
A Blueprint for Strategy Development
1. Assess change readiness
2. Develop an understood framework of HR
3. Clarify Senior HR Leader’s role as Organisational
Architect
4. Clarify line management role and Executive
ownership of HR strategy
5. Create a HR and Organisational People Plan
6. Look strategically at 5 main HR processes
7. Get your HR Talent deployed
8. Understand and act on the politics and roadblocks

36.
Wait: Before you book that Strategy Day
•Has your organisation run out of options
for easy improvements and acknowledges
they see tough times ahead unless they
start to think differently on how the
manage people?
•Do you have a visionary leader that can
really see the importance of developing the
long term value of human capital ?

37.
Change Readiness
Do the leaders say and behave in a way that is congruent with people being critical to our
success?
How is HR currently valued how strategic is it?
How does HR support strategy?
What impact does HR have on our business results?
Who owns the HR Plan? (if there is one)
What is managements role in implementing the HR Plan?
How well does HR balance Employee and Organisational advocacy
What is the political readiness in our organisation in transforming to Strategic HR?
Who would sponsor the HR change and why?
How do we leverage the sponsors?
Who would be the detractors and why?
How do we work with the detractors?
Get a free HR change readiness questionnaire here
www.mantle.co.nz/hrchange

38.
HR Framework: Underlying Principles
Talent is the engine behind the creation of all value
Every business issue is a symptom of deeper human or organisational
issues
Talent will the resource of scarcity in the future
All HR work must be connected to business Strategy and customers needs
Line management is responsible for Human resources work in the
organisation

39.
Putting a strategic lens on 5 fundamentals
Business environment
Vision and Goals
Core Capabilities
TACTICS STRATEGIES

40.
A More Strategic ER Approach

41.
Employee
commitment
and
competence

42.
We need more joined up thinking on Learning and Development
Learning and
Development

43.
A Strategy Development Process

44.
Where are we on Vision Formulation?
Internal and External Influences
Vision timeline 10 Years

45.
We identified key influencers

46.
We have organised trends risks
and change drivers
Constant No Choice Stakeholders Expect
Certain Worth
considering
Important trend Critical trend
Probable Worth
monitoring
Worth
considering
Important trend
Possible Can probably
ignore
Worth
monitoring
Important
uncertainty
Will it occur? Minimal impact Significant impact Earth –shattering
impact

47.
Our most significant change
drivers
SIGNIFICANT
CHANGE
DRIVERS

48.
1. Vision Formulation What, where and when √
2. Strategy Clarification How, interrelationships , same page? √
3. Targets KPI’s What value , what targets? June
4. Cascade Strategy 4. Roll out how to contribute? 4. June
5. Project Portfolio 4. What will we do, stop, prioritise? 4. July
6. Implementation 4. How do we organise ourselves? 4. August
7. Resource and
Accountability
4. Who and what 4. August
8. Project Planning 4. How will we manage projects? 4. August
9. Team Mobilisation 4. Getting everyone on board 4. From June
10. Project execution and
feedback
4. Progress , issues problems 4. From
September
11. Measuring results 4. How, what results?, what progress? 4. From
October
12. Feedback and
learning
4. Impact, learning, improvement 4. From
October
Next Steps: Successful Strategy is About Thinking and Doing

49.
A New Theory of Motivation and change

50.
Our Brain builds hypotheses on the world

51.
THE BRAIN TRIES TO HARDWARE
WHATEVER IT CAN

52.
LEADERSHIP IS DRIVEN BY
YOUR MIND SET
1.Optimistic rather than pessimistic
2.Solutions rather than
problem based
3.Agile rather than fixed
4.Inquisitive rather than accepting
5.Courageous rather than timid
6.Self aware rather than self-denial
7.Comfortable with ambiguity

53.
Human Dynamics in Transformation

54.
HR needs to be a better business collaborator
Working with stakeholders in
every department in the business
is a necessity, to be very honest.
The key is to look for who owns the
information you want, and then
partner with them to figure out
how to improve.
– Jessica Phinn. VP of People and
Engagement, Nelson Education Ltd.
Technology
Strategic Plan
Sales &
Marketing
Strategic Plan
Finance
Strategic
Plan
Business StrategyBusiness Strategy
Operations
Strategic Plan
HR Strategy

55.
What Should HR seek to Advance?
Cleaning up the HR house will
require focus in the following
areas.
HR functional leadership
Skills in HR
Value of HR to business
Business leadership
Technology
Radical process redesign
Measurement
Accountability

56.
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these overheads plus
• Our Key Steps to Building your
Leadership Development Strategy,
• Change readiness tool
• Key report references and links
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