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The Human Asset The Future Return on Today’s Investment

The Human Asset The Future Return on Today’s Investment. Start with the Fundamentals. High performance is not an option. It’s about RESULTS (Achievement) It’s about HOW (Reputation) It’s about SUSTAINABILITY (Long Haul). Resources Systems Technology.

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The Human Asset The Future Return on Today’s Investment

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  1. The Human AssetThe Future Return on Today’s Investment

  2. Start with the Fundamentals • High performance is not an option It’s about RESULTS (Achievement) It’s about HOW (Reputation) It’s about SUSTAINABILITY(Long Haul)

  3. Resources • Systems • Technology High Performance (H.R. Perspective) • Mindset • What Really Matters • Behavioral Norms • Execution • Processes • Practices • Discipline • People • Competence • Commitment • Focus • Mission — Vision — Values • Expectations (Alignment)

  4. Start with the Fundamentals • High performance is not an option • People are a key driver of High performance People are also a key driver of something else…..

  5. What Is N o r m a l ?

  6. What is Normal? Peter Drucker once said: “The only things that happen naturally in an organization are: • Confusion • Friction • Mal-performance

  7. What is Normal? Peter Drucker once said: “The only things that happen naturally in an organization are: • Confusion • Friction • Mal-performance Human nature is inevitable and it will bring out the best and the worst in people. Everything else is the result of leadership.”

  8. Start with the Fundamentals • High performance is not an option • People are a key driver of High performance People are also a key driver of DYSFUNCTION !

  9. Start with the Fundamentals • High performance is not an option • People are a key driver of High performance • Change is inevitable Jack Welch “I’m convinced that if the rate of change inside an institution is less than the rate of change outside, the end is in sight.”

  10. Start with the Fundamentals • High performance is not an option • People are a key driver of High performance • Change is inevitable • No matter what is done it better emphasize: Quality of Leadership Quality of Relationships Quality of Conversations If you do not believe these fundamentals, you might as well leave now.

  11. What can H.R target to invest in today in order to impact these “fundamentals” and the many other challenges faced by an organization as it strives to be high performing in the future?

  12. The Role of H.R. in Creating the Future • What can H.R target to invest in today in order to impact these “fundamentals” and the many other challenges faced by an organization as it strives to be high performing in the future? • Leadership vs. management; target both but understand the difference.

  13. Leading - - - - - - - - - Managing Future Change Followers Present Control Actions Both Focus On: Who You Are Relationships Communicating

  14. The Role of H.R. in Creating the Future • Make sure there is Clarity about expectations

  15. The Role of H.R. in Creating the Future • What can H.R invest in today in order to impact these critical success factors and the many other challenges faced by an organization as it strives to be high performing in the future? • Leadership vs. management; target both but understand the difference. • Make sure there is Clarity about expectations • Make sure managers are Credible

  16. Credibility • Being consistent – DWYSYWD – Respectful • TRUSTWORTHY • Demonstrating you know what you are doing • COMPETENT • Being accountable – Not blaming – Action • OWNERSHIP • Showing enthusiasm – Positive mindset • INSPIRING

  17. The Role of H.R. in Creating the Future • A key catalyst of individual improvement is Self Knowledge You can’t act on what you don’t know

  18. The Role of H.R. in Creating the Future • A key catalyst of individual improvement is Self Knowledge • When people are mindless they are dangerous; Be Intentional

  19. The Role of H.R. in Creating the Future • A key catalyst of individual improvement is Self Knowledge • When people are mindless they are dangerous; Be Intentional • It is not about training it is about Application

  20. The Role of H.R. in Creating the Future • A key catalyst of individual improvement is Self Knowledge • When people are mindless they are dangerous; Be Intentional • It is not about training it is about Application • A core principle of the culture needs to be Valuing Differences …… and that requires intense focus on Engagement

  21. Effective Utilization of Team Members Synergy • Developing the broadest perspective possible about the issue at hand • Requires: Differences and Mindset • Killed by: Fear – Ego – Sameness

  22. Why Bother? • Worth it: Better decisions = Better performance If no innovation Stagnation = Extinction

  23. Engagement How we talk to people Balancing inquiring with advocating Creates the forum for differences to be aired Promotes learning Sends the message if valued or unwanted The enabler of synergy What is the primary tool to build such a culture?

  24. Side Note on Engagement Gallop findings: • There is a clear correlation between business growth and an engaged workforce • Only 28% of employees are engaged • Famous 12 questions (frames of mind) directly linked to performance (virtually all jobs)

  25. The Role of H.R. in Creating the Future • Managers must be skilled to Coach in the moment

  26. The Role of H.R. in Creating the Future • Managers must be skilled to Coach in the moment • Everyone will Make Mistakes; so prepare employees to be able to Recover

  27. The Role of H.R. in Creating the Future • Managers must be skilled to Coach in the moment • Everyone will Make Mistakes; so prepare employees to be able to Recover • Be thoughtful and careful about what you Measure

  28. Measuring Results Leading Indicators • Following Through on Application Plans • Feedback (including survey work) • Quality of Conversations Lagging Indicators • Key Performance Areas • Revenue • Turnover

  29. The Role of H.R. in Creating the Future • How does H.R. get more of a voice: • Gorilla O.D. • Results • Patrick Lencioni’s “Biases” • It sounds too simple • You can’t measure it • Problem solvers

  30. Going from Good To Great “We can find pockets of greatness in nearly every difficult environment.  Every institution has its unique set of irrational and difficult constraints, yet some make a leap while others facing the same environmental challenges do not.  This is perhaps the single most important point in all of Good To Great.  Greatness is not a function of circumstances.  Greatness, it turns out, is largely a matter of conscious choice, and discipline.” Jim Collins

  31. The Human AssetThe Future Return on Today’s Investment

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