THE ROLE OF HR IN TRANSFORMING LEADERSHIP

1. THE ROLE OF HR IN TRANSFORMING LEADERSHIP Mahasi J

2. Points to Ponder • AI will transform core organisational functions. Are you prepared for this? • Will you/HR be a shaper or be ‘shaped’? What do you need to do to be a ‘shaper’? • Capability (including leadership, talent, skills) is critical to sustainable performance. What role are you poised to play? • ‘Intelligence’ drives decisions. Have you equipped your organisation with the analytics firepower to ensure they make sound decisions?

3. Points to Ponder • How many HR practitioners do you know who have risen to CEO/MD position?

4. Points to Ponder • How many Finance/Accounting/Operations practitioners do you know who have risen to CEO/MD position?

5. Points to Ponder • Is it possible that HR played a key role?

6. Changing Times, Mutating Roles ? ‘Strategic’ HRM, human capital mgt Organisational impact HR management Personnel dept & Training dept From Welfare Officer to Labour Manager Pre-1945 1945-80s 90s-2000s 2000s-Date 2018-??

7. Changing Times, Mutating Roles Leadership Organisational impact 2018-and beyond

8. Leadership To complete the diagram below we need to define leadership. What is leadership? Examples of leaders?

9. Leadership According to Gartner……… • Unilever • McDonald’s • Inditex • Cisco Systems • H & M

10. Apple. • Amazon. • McDonald's. • Dell. • P&G. Leadership Master Class……… Amazon joined Apple and P&G in the Supply Chain Master Class category

11. Who are these?? 1. Salesforce 2. Tesla 3. Facebook 4. Netflix 5. Intuitive Surgical 6. VMware 7. Edwards Lifesciences 8. Intuit 9. Activision Blizzard 10. RegeneronPharmaceuticals

12. Fortune Future 10 These are the companies which, according to the Fortune Magazine are poised to make industry leadership headlines in future

13. So What is the Point? As HR practitioners, our understanding and view of leadership MUST transcend the traditional understanding of individual leadership to encompass industry leadership for us to shape the future corporate landscape appropriately

14. Industry Leadership The reality of the matter is that the discussion is gravitating towards industry leadership and the most influential HR teams of the future will be as involved in making decisions and taking support actions that will build new profit engines to propel corporations to industry leadership as much as the strategic core does

15. Industry Leadership HR Transformation initially focused on making HR operations more efficient and effective through process standardisation and transactional technology usage. The next generation of HR Transformation is more tightly linked to corporate strategy and creating business value through HR services that address a company’s most pressing strategic challenges.

16. Leadership-The Traditional Understanding Power to Influence Are you in a position of power?? How do you influence? How do you transform?

17. Leadership-The Traditional Understanding Let us look at some of the examples you may have • Martin Luther King • Mother Teresa • Nelson Mandela • Mahatma • Obama from K’Ogalo village • Angela Dorothea • MheshimiwaJohn PombeJoseph Magufuli • Trump • Mugabe • Kim Jong-Il • Adolf Hitler • Mao Zedong

18. Leadership-The HR Role Good ideas for Leadership Transformation • Aspire to lead • Inspire leaders..What do we know?? • Build the corporation to become a talent incubation center • Drive innovation • Talent identification and development • Solid technical core-We can all lead at the same time

19. Leadership-The HR Role • What is your take on Management Development Programmes?

20. Leadership-The HR Role We can all lead at the same time…True?

21. Leadership-The HR Role ………. Do not wake up to the sad day when as a HR practitioner you imagine that there are people who are born leaders and some other people who are born slaves/servants or followers NASA Janitor and President JF Kennedy ..I’m helping put a man on the moon …when the story is told the focus is not on JFK, the president but rather on the janitor…who is leading who here??

22. Leadership-The HR Role The next stage in getting the best out of people, processes and markets Beyond ‘HR’

23. Leadership-The HR Role • Replace ‘control’ with enablement • - foster ideas, maximise talent • - co-creation and involvement • Trust - valued colleagues, not just employees • Customerrelationshipand crowd resourcing methods/systems • Foster collaboration and networking • - break down silos, reward problem-solving & team performance, transparency • Requires unwinding deep-seated power and status beliefs/practices/structures

24. Leadership-The HR Role • Integrated service function - finance, HR, IT etc • - built around internal customer needs, not historical functional silos • - better value, service, convenience, at lower cost • - mission: help employees be as productive as possible • - customer focus, continuous improvement, smart-tech • - insourced or outsourced or a blend – quality counts • Integrated business analytics function • - clear line of sight, front to centre, across functions • - NOT about central control – about sharing, learning

25. Transitioning from HR to OE • i. Higher level of expertise in classic HR areas, and more • -Integrated thinking/practice across all areas • -All underpinned by Employer Brand, OD & relationship mgt-Purchasing and supplier management skills • ii. Combined with understanding of strategy, finance, law, marketing, Ops Mgt, IT etc • iii. Structure – 3 ‘legs’ become two – OE & Services • OE – driver of ‘head office’ design, teamwork and service • - and close involvement with strategic planning

26. Leadership-The HR Role • More equity has been lost through character related corporate failures than through hard economic times

27. The HR “wake up call” is being driven by a number of key factors – all of which are directed towards building or strengthening the strategic partnership role. • Overall business is transforming – HR is an important cog • Pressure to gain the “ People Competitive” advantage which is inextricably linked to industry leadership • Questionable HR service delivery???? • HR’s return on investment-Do you ever crunch the numbers? • Leadership changes in HR-Absolute • Lack of perceived HR value to the organisation-Public Sector and Blue Chip Scenarios…. • Regulatory changes • Global demands…the millennials, generation Y and Z debate

28. Talent/skills shortages increasingly recognised as a critical risk factor • Growing intolerance of poor leader and manager behaviour (egUber) • Wider adoption of integrated and cloud-based, self-service systems • Impact of social media (for better or worse) • New approaches to performance/reward • Business and HR analytics

29. Current research indicates that HR has three key focus areas, however the level of success in these areas varies considerably. • HR Services • Providing the traditional “Hire-to-retire” HR services to line management and employees. The level of “HR maturity” influences the effectiveness of these services • Transactional execution • HR will always be transactional in nature. Record keeping is generally good, but reporting and analysis is generally poor • Partnering • Line partnering and strategic partnering has been on the cards for a number of years. HR tends to rate poorly in this area.

30. Building the strategic Human Capital function requires a broader focus of attention. • HR strategy • Talent management • Leadership development • Change management • Strategic Workforce planning • Mergers & acquisitions-Is HR involved from the word go? • New market penetration • Regulatory & governance • Global mobility & security • Programme management

31. An analysis of the strengths of HR departments shows alignment with the current focus areas. • People skills • 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 • HR is skilled in assessing applicants and conducting applicable assessments – the typical “psychology” profile of HR is still very prevalent • Functional services • HR provides reasonable services in the Hire- to-retire group of activities • Record keeping • Generally good manual recording systems

32. In order for HR to fulfil its new mandate, there are a number of areas that need focus and development. • Businessstrategy • Dataanalysis and reporting • Organisationalassessment • Organisationaldesign • Costanalysis • Measurement • Cross functionalskills • Financialacumen • Vendormanagement • Technologyawareness • Social networkimpacts

33. If HR is going to transform, then it needs to address the critical hurdles it faces. • Business perception of HR’s “value” • Attitude of line managers • HR structures and reporting lines • Business leadership • Business desire for HR strategic activity • Effective use of technology • Understanding difference between ‘HR Best Practice’ and ‘HR Maturity’

34. The new transformed HR model has 4 pillars that support the organisation. • Customers • Customer services is core to HR, but the target is changing to include line customers and vendors • Process • Research indicates that <55% of HR departments that have redesigned processes are seeing the benefits – Why? • Technology • Technologies greatest use in HR still remains access to policies & procedures. Less that 35% of organisations leverage employee and management self service or use technology strategically • Structure • What model best suites the objectives of the business – 60% of HR departments are using SS and COE’s, but lower desire to grow programme specialist and separation of CHRO and HR controller positions

35. Just how much is customer care a HR function?

36. Traditionally HR has been measured in ways that are not aligned to support a strategic focus ~ you need measures that shows HR’s direct contribution to the business objectives. Non Strategic measures typically used by HR departments • HR Cost • HR/ Staff ratio • Customer Satisfaction • HR programme effectiveness • Line effectiveness in dealing with HR matters

37. During the performance evaluation process the HR function is always a buzz with activities …….how much does HR benefit from the performance appraisal process…… More often than not, their appraisal is an afterthought

38. HR functionalleadership • Skills inHR • ValueofHRtobusiness • Businessleadership • Technology • Radical processredesign • Measurement • Accountability

39. THANKSQUESTIONS

40. Integrating the Perspectives HR has to manage an array of critical roles to help their organisations respond to a more complex, and rapidly changing, business environment. • Talent creator • Counsellor & leadership enhancer • Change designer • Organisation structure & environment creator • Performance & rewards programcreator • HR service delivery & vendor manager • Regulatory HR generalist/risk manager • Corporate governance consultant

41. Integrating the Perspectives All organisations are unique corporate life forms with a dual-conjoined identity • The HR component and • The corporate competitive identity The Futuristic approach to HR would encompass an integrated view and approach to managing the people-process-market interface to ensure Sustainable Competitive Advantage or Corporate Competitiveness Remember, people are only relevant to a corporation for as long as it is a going concern-Corporate competitiveness is a precursor to the going concern

42. Contact www.horrizon.co.ke info@horrizon.co.ke +254736133276