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Dave Ulrich
Rensis Likert Professor, Ross School of Business,
University of Michigan; Partner at The RBL Group
dou@umich.edu
www.rbl.net
2
Begin with the end in mind … let’s stay connected
www.rbl.net/webinars/hr-future-5-principles-3-outcomes-and-2-hr-actions
Also, please follow Dave Ulrich on LinkedIn to view my regular posts with insights and tips.
Overall Goals and Agenda 3
5 Principles in HR
•
•
•
•
•
•
•
Value Creation Logic: Question 5
•
•
•
• An organization that
• succeeds in the
• marketplace
•
Who are HR stakeholders? Think HR Outside-In 7
Reputational value
• Social responsibility (CSR)
Market value • Planet
Social
• Financial Investors/ • Political setting
Citizenship
performance Owners • Philanthropy
Responsibility
• Intangibles
• Risk
5 Principles in HR
Context:
Content is king; Context is kingdom
How to respond to the Corona (or other) crisis, as individuals, leaders, and organizations?
THREAT OPPORUTNITY
Focus on weakness and what’s wrong Focus on strengths and what’s right
• Individual emotions of fear, anxiety, • Individual emotions of hope, control,
hopelessness, despair, cynicism, loss anticipation, optimism, resilience,
• Organizational conditions of DISCOVER • Organizational conditions of
psychological risk/low morale, strategic emotional well being, strategic focus,
haze, cultural malaise, brand ambiguity, “right” culture/brand, financial discipline
financial freefall • Leadership actions of empowering
• Leadership actions of disorientation, others, offering guidance, getting things
agitation, desperation, frustration done, instilling confidence
HR Next Steps Comes from Theory, Research, and Experience 12
5 Principles in HR
1. Personalize/customize
2. Redefine Boundaries of work
3. Navigate paradox
4. Harness Uncertainty
5. Provide guidance
Principles
in Progress
Principle 1: 15
Definition/behavior Rate
What are specific behaviors associated with skill… (1 to 10)
• See different sides of an issue
1
• Respect someone else’s point of view
Deal with cognitive
• Learn new ideas (20 to 25% every 2 years)
complexity
• See patterns in events
• Disagree without being disagreeable
2 • Allow for tension without having contention
Be socially endearing • Listen to understand
• Help others feel better about themselves after meeting with me
• Spend time with people who are not like me (e.g., visit shop floor)
3
• Observe and learn from those not in your zone of influence (competitors,
Be socially connected
customers, leading players)
• Know my predispositions (e.g., introvert vs. extrovert; judging vs. perceiving)
4 or style
Be personally aware • Not be bound by my predispositions and see beyond my biases
• Judge myself less by intent and more by my behavior
5
• Know my core values and act consistently with them even if behaviors vary
Be grounded in a strong
• Avoid pandering to different groups, while respecting their requirements
set of values
Principle 4: 20
“Harness” Uncertainty
• Have realistic optimism about
what can happen looking
forward
• Use the uncertainty as an
inflection point for reinvention,
transformation or reimagination
• Co-discover and co-create a
more positive future
Principles to Harness Uncertainty 21
Turn mindset from threat
into opportunity
Tame
Apprehensions
Affiliate with a
en te
En fut
community to share Anticipate future success
qu ora
tly
and what can be
vis ure
process and insights
fre llab
io
n
Co
th
e
Harness
Uncertainty
s
at te
ion
Gu ice
pe ula
ch
ex Reg
e
realistic expectations
ct
Make better choices and
decisions based on Experiment
information
nimbly
Discover innovative
ideas and solutions
Principle 5: 22
ORGANIZATION
Talent, Leadership, Capability, HR
5 Principles in HR
• Personalize/customize
• Redefine Boundaries of work
• Navigate paradox
• Harness Uncertainty
• Provide guidance
• Talent (workforce,
competence, people)
Principles • Organization
in Progress (workplace, capability,
culture)
• Leadership at all
levels
HR
deliverables
Outcomes of HR 26
High
INDIVIDUAL
LEADERS
Talent
Leadership at all levels
Workforce
People
Individual
Ability ORGANIZATION
Culture
Workplace
Systems
Low
Low High
Organization Capability
Relative impact of individual vs. organization 27
Individual
(talent, competence, workforce,
people)
Organizational
(culture, capability, workplace,
process)
10
INDIVIDUAL
Talent, Workforce Talent Innovations 28
People
Competence
Bringing people into, moving them through, removing them from organization
A B C
Bringing people IN Moving people THROUGH Removing and retaining key
• WorkTask planning • Learning innovations people
• Types of employees • Performance conversations • Removing the right people
• Hire for culture • Career mobility • Retaining the best
Commitment D
How do we keep our employees engaged to give their best efforts?
Employee experience connected to customer and investor outcomes
Contribution E
How do we help employees find meaning at work?
Believe, become, belong
ORGANIZATION
Culture, Workplace Organization Logic 29
Systems
https://www.youtube.com/watch?v=jY
CWT3CU0RE
30
Evolution of organization form
Hierarchy/ Systems Capability Market-oriented
Bureaucracy Ecosystem (MOE)
(Roles, rules) (Alignment) (Identity) (Reinvent)
Principles of Market Oriented Ecosystem (MOE) 31
Leadership brand combines inside/outside and 32
To address business
issues, the best companies
for building results based
leadership capability
integrate these six
elements of a leadership
brand
Dimensions of Opportunities of Coronavirus Crisis 34
• Personalize/customize
• Redefine Boundaries of work
• Navigate paradox
• Harness Uncertainty
• Provide guidance
• Talent (workforce,
competence, people)
Principles • Organization
in Progress (workplace, capability,
culture)
• Leadership at all
levels
• HR Department: HR HR
• 9 dimensions *
• 4 levels of maturity implications deliverables
• HR Competencies
• Looking back
• Looking ahead
Overall Goals and Agenda 35
5 Principles in HR
HR Domains Question
1: HR Reputation What is the HR department known for by stakeholders?
Strategic
enablers
Core
drivers
Foundational
enablers
Emerging … NEW … HR Competencies 39
www.rbl.net/webinars/hr-future-5-principles-3-outcomes-and-2-hr-actions