The document discusses the transitionary times facing HR professionals and provides advice on how HR can reinvent itself. It notes that the current era is one of unprecedented innovation and change that requires understanding the context of this age. HR must leverage technology to gain insights into employees and craft memorable experiences. Case studies are presented of organizations using tools to improve culture, engagement and alignment through data-driven insights. The document concludes with short advice for HR professionals, emphasizing understanding the current context, growing the function towards employee intelligence through technology, and focusing on rewards and recognition.

1. Reinventing HR:
The Future of HR in these
Transitionary Times
Roshan Thiran
roshan.thiran@leaderonomics.com
National Human Capital Conference & Exhibition
(NHCCE) 2023 Northern Region | MAY 31, 2023
fb.com/roshanthiran.leaderonomics
linkedin.com/in/roshanthiran

2. MY EVOLUTION INTO
THE WORLD OF HR
Growth
Time
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. Transitionary Times

4. Let’s Take A Step Back to 1890-1920s
(Quick History Session before we explore our current age)

5. An Era of Hyper-Growth, Innovation & Incredible Achievements
Airplanes Wireless & Radio
Telephone
Light-bulb
Cars
Mass Manufacturing, Banking etc
Electricity
1890-1920s… But

6. It Was:
• A time of great displacement and confusion – people confused
about jobs, roles and environment due to numerous changes
• A time of destruction and reconstruction – cities reconstructed
from horse lanes to cars, new highways, new cables for telco etc
Spanish
Flu
World War 1
World War 2
The Great
Depression
1890-1920s… But

7. Friedrich Nietzsche
1890’s – Time of
Growth & Innovation
to navigate the age…
Or there will be turbulence,
crisis and war
The Sixth Sense was Nietzsche’s idea of
developing a feel for the currents of history, and
of placing the present moment within a larger
historical story.
We cannot lead, coach, teach,
inspire people unless we
understand the context of this age
Lack of Understanding the Context of the Age

8. The World is changing at Unprecedented levels
Today: 1990s-2020s – innovation/hypergrowth
We cannot LEAD, DRIVE, DEVELOP people or be an effective HR
Leader unless we understand the context of this age

9. A World In Transition
– With No Standards

10. Physical
Autonomous vehicles, robotics,
3D printing, new materials
Biological
Genomic diagnostics,
treatment, engineering
Digital
IoT, Blockchain,
disruptive business models
The Fourth Industrial Revolution
What is the Context of this Age?

11. ENGAGING
CUSTOMERS
Buy, sell, manage,
acquire & engaging
digitally
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a digital
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
WFH, technology
to accomplish all
work and
operations
Security
And now a COVID Accelerated Digital World

12. ORDERED UNORDERED
SIMPLE COMPLICATED COMPLEX CHAOTIC
• Known knowns
• Facts
• 1 right answer
• Domain of best
practices & rules
• Known unknowns
• Facts
• More than 1 right
answer
• Domain of experts
• Unknown unknowns
• Patterns (not facts)
• Many competing ideas
• Domain of emergence
• Unknowables
• High turbulence
• No right answer
• Domain of rapid
response
“Change a
wheel on a car”
“Build a car” “Design a new
car”
“Deal with a multiple car
crash on the highway”
The VUCA Workplace Evolution Rapid rate of
change
Unclear about
the present
Multiple key
decision factors
Existence of
unknowns

13. • Smartphones/ Laptops
• Access to data & knowledge
• Time & resources to be healthy
• Financial security
• Part of team with active
contributions
• Colleagues who are also friends
• Growth in self and career
• Validation & recognition of skills/
knowledge
• Peer respect
• Passion-driven and meaningful career
• Goals achievement
Why is this happening?
Different Employee Needs Today

14. Gig Economy Drives New Structures in Organisations
Learning to Navigate “Matrix” Organisations
Networks or Matrix Organisations will be the
norm going forward to support the Gig
economy. The Gig Economy will be
replicated into our organisational structure

15. Growing People into Leaders . Building Communities of Love . Transforming the Nation
# HR PROFESSIONALS MUST CONNECT THE DOTS &
HELP EMPLOYEES TO TRANSITION TO THIS NEW WORLD
What Does This all Mean for the HR Function?
We Must be A Relevant & Contextual Function

16. AI generated image
HRTechStack – AI Developed this image below

17. Human Capital Leaders Cannot Be Successful Unless
They Connect the Dots & Understand Today’s Context
No. 1 reason Why People &
companies Cannot Succeed
They Cannot Connect The Dots.
“While each company had its own unique
circumstances, they all failed to catch one thing: a
market transition. Some were so focused on
winning the game they were playing they didn’t
notice a new game was starting on the next field…
they did the right thing for too long”
# HR Is Key to Helping Your Leaders and Employees Connect the Dots

19. Current
Focus

20. Culture
- Beliefs in organisations
- Experiences reinforce wrong
beliefs
- Beliefs changed by rituals
- Intentionally designed culture
vs default country culture
Business Model
- Wrong business model
- Bad strategy and execution
- Inferior or obsolete
products/services
- Lack of future pipeline
- Lack of technology
& innovation
Structure
Systems / Tech
- Structure drives behaviour
- Process/structure does not support
business model
- Misalignment of
processes versus culture
Alignment
- Clarity across the organisation
– both meaning and
expectations
- Are leaders aligned on vision,
mission and key goals of the
organisation?
SCIENCE
OF BUILDING
LEADERS
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 and has been used in many
successful organisational growth, transformation and
scaling projects
How Can HR Be Biz Partners…

21. THE NEW GAME - EMPLOYEE
INTELLIGENCE BUSINESS OWNERS
HR

22. The True Nature of HR
INTELLIGENCE ALLOWS HR TO GAIN INSIGHTS & CREATE
MEMORABLE EXPERIENCES
Only Way To Do That Well Is Through Technology
EXPERIENCES
INSIGHTS
How Do I Understand My
Employees Better
From My Insights, How Do I
Serve My Employees Better

23. BRIDGING THE GAP BETWEEN TECH & BUSINESS
THRU INSIGHTS

24. INSIGHTS
Integration
Data Analytics
Predictive

25. CRAFTING EXPERIENCES THROUGH INSIGHTS
Automation
Personalisation
Asynchronous

26. HR TECH STACK & EMPLOYEE LIFECYCLE

27. CRAFTING EXPERIENCES ACROSS AN EMPLOYEE’S LIFE CYCLE

28. Best Practices from Other Organisations
Microsoft HR Leaders Session
How are Other Businesses Implementing
Technology and Becoming an Employee
Intelligence Player?
Some key best practices from the Region

29. LARGE S’PORE OWNED BANKING GROUP: REVAMPING HR
INITIATIVES TO ALIGN WITH BUSINESS OBJECTIVES THRU
INSIGHTS
Your Business
Vision & Goals
R1
R2
R3
Alignment
to Strategic
Priority
Work
Streams
The Reality Today
What are the gaps in terms of skills
and people capability?
What are the gaps in terms of new
behaviours required to achieve KR 2?
What are the new mindsets required to
achieve Key Results 2?

30. Happiness Relationship with Manager Feedback
Recognition Company Alignment Satisfaction
Wellness Personal Growth
Introspection
Ambassadorship
Identified and developed
from leading research in
people science,
management science &
employee engagement
EMPLOYEE ENGAGEMENT AS A FUNCTION OF 11 WORK DIMENSIONS
Relationship with colleagues
Regional Company – Leveraging Budaya.app to drive
deep employee engagement practices through insights

31. How does it work?
A positive powerful and productive 1-min a day
interaction that drives continuous
improvement, constant touchpoints, and rich
intelligence gathering
Daily check-ins become a habit, making feedback
and conversations reliable, honest, and insightful
Daily check-in
Better
conversations
Peer Feedback
Peer Recognition
Nudges
Real-time
Insights
Community
Building
Learning and
Growth
Bonding, fun and
competitions
Regional MNC – Creating EXPERIENCES to drive culture change

32. German MNC – Transforming the HR Function
Prior to 2021
2021
2022 &
BEYOND
CUTTING EDGE HR ORGANISATION & PEOPLE SERVICES
Revamp all HR Processes and services to ensure it is fully automated
and fully digitised.and introduce a more HRTech systems to create
end-to-end HR services and processes .
DEEP EMPLOYEE INTELLIGENCE ABILITY
HR team to begin implementing
systems that allow deep
employee intelligence insights
for line managers and allow
HRBPs to be able to provide
Just-in-time people data to their
business units
UPSKILL HR TEAM IN LEVERAGING TECHNOLOGY
✓ Upskillig HR team to understand business
strategy and how to aligned to business
needs
✓ Upskill digital capabilities of HR team
✓ Use engagement tools to measure day to
day engagement levels
✓ Drive HR analytics as norm across HR
PIONEERING STAGES
Crafting a strong vision and mission
statement for the organisation to
leverage throughout the employee
base. Revamping TownHall sessions
to be interactive and inclusive and
more digitally based. Leveraging
Necole’s LIVE feature for usage for
important communications
PHASE 3 : 2023 onwards
PHASE 2 : 2021-2022
PHASE 1 : 2020 - 2021
• Enable Engagement as a seamless process
• Provide intelligence to managers on their
employees
• Enable employees to get instant feedback
and daily updates from bosses – build a
culture of feedback and openness
• Enable mentoring & Coaching to become a
normal habit/behaviour
• Introduce tech-based mentoring platform to
ensure tacit-information sharing.
• Continue re-alignment of all HR imperatives to
business objectives
• Full Microsoft Suite including 365, Teams integration
into business and wing-to wing MS suiteN
• Necole for all leaders as a communications and self-
portal
• Leverage technology in all interactions

33. Deploy Compelling
CULTURE &
EXPERIENCES
using INSIGHTS
Clear STRATEGY
Malaysian MNC: Driving Culture Change

34. KEY
RESULTS
RECOGNITION
REINFORCEMENT
ROUTINES
How we reward those
who exhibit the
desired
key behaviors.
How we strengthen
existing processes,
policies and
practices.
How we create new individual
and team habits/routines that will
improve the quality of communication.
Malaysian MNC: Steps Implemented to
Drive New Culture

35. ● Understand the current age and its CONTEXT:
○ Are you as a HR leader connecting dots and seeing the age as what it is?
○ Do you understand Business & Strategy and implications on your org?
○ Focus on self-confidence and minimize content-based learning
● Leverage Technology & grow towards EMPLOYEE INTELLIGENCE:
○ Technology is the only way to get true intelligence
○ Technology enables you to stop “wasting time” & getting to the heart of the matter. Technology will
replace all physical & cognitive processes
○ Numerous apps/tech will help you scale your presence
● Focus some of your effort on REWARDS & RECOGNITION:
○ People learn and perform when they are motivated
○ Institutionalize rewards & recognition via technology (i.e Budaya/Happily)
○ Build rituals in your organization to drive the behaviour & culture that will support your business
imperatives
3 Short Advice to HR Professionals & Leaders:

36. The GLN is a community of curious, growth-minded, change-driven people committed to developing their
leadership skills to maximize their influence for the purpose of igniting positive transformation.
thank you.
info@leaderonomics.com
info@glnmalaysia.org