This was the presentation slides on the Future of HR and how it is being disrupted and needs to transform for the 21st century. This presentation was by Roshan Thiran to HRDF Leaders

1. Growing People into Leaders . Building Communities of Love . Transforming the Nation
HR For the 21st century
The Future of HR
Roshan Thiran
roshan.thiran@leaderonomics.com
www.leaderonomics.com
www.facebook.com/roshanthiran.leaderonomics
www.linkedin.com/in/roshanthiran

2. Growing People into Leaders . Building Communities of Love . Transforming the Nation
Growth
Time
My Evolution into the world of HR
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

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Taking the worst
in the world

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To becoming . . . The Best Overhaul
Shop in the World #1

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Learnt some amazing Lessons

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The World is changing at Unprecedented levels

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1st Industrial Revolution
Steam Electricity & Mass
Production
Electronics
& IT
2nd Industrial Revolution 3rd Industrial Revolution
3 industrial Revolutions thus far

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Physical Biological Digital
The Fourth Industrial Revolution

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Digital Transformation
ENGAGING
CUSTOMERS
Give them new
experiences
they love
EMPOWERING
EMPLOYEES
Reinvent
productivity and
enable a data-
driven culture
TRANSFORMING
PRODUCTS
Innovate products
and business models
OPTIMIZING
OPERATIONS
Modernize
portfolio,
transform
processes and
skills
Security

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How is HR Transforming these areas digitally,
physically & biologically

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Why Does HR Need To Change
Factors Driving 21st Century HR
VUCA
environment
Technology &
analytics
Workforce &
nature of work
Cost-effectiveness
& innovation
HR’s purpose,
staffing and
structure
HR must address organisation-critical issues or become irrelevant
‘People’ are central to strategic and operational challenges

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Technology creating a ‘tipping point’
• Self-service – a game-changer
- replaces HR-generated reports
- makes HR admin redundant
• BPs need to ‘up their game’
- basic advice automated or
outsourced
- No real value in gig economy
• Specialists – real ‘experts’ in
organisations or better to be
outsourced?
All 3 ‘legs’ of HR under pressure to demonstrate value add
Death-knell for the ‘old’ HR

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Addressing HR’s Purpose and Role
What is HR for?
• Performance & capability enabler/coach (at every level?)
• Sharpen Organisational strategy ?
- Answering critical strategic questions
- People Strategy crafter
• Change expert and change
facilitator?
OR
• Order taker and implementer?
• Process manager?
• Prop for poor managers?
Increasingly replaceable by technology

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25 years of negative reports about HR
• Main criticisms
• Poor ‘business’/strategic understanding
• Numbers-shy, weak ‘business cases’
• Prone to jargon, fashions, not evidence
• Rule and process-fixated (not outcomes)
• Not a function for high achievers
• Technologically challenged & unsavvy
• Lack courage to challenge/eliminate bad behaviour
• Focus on individuals, not organisation or teams
Can HR really transform itself?
The HR Function is Under Intense Pressure

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But
transform
to what?

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Pre-1945
From
Welfare
Officer to
Labour
Manager
Personnel
dept &
Training
dept
Functional
Expert
‘Strategic’
HR
Outside-In
HR (HR as
business
leader)
Organisationalimpact
1945-80s 1990-2000s 2000s 2018-??
(based on Time)

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Being an Outside-In HR Leader

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Typical Stakeholders in a Business
The CEO works
very hard to create
value for these
stakeholders

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Typical Stakeholders in a Business

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And be Value Creators for all constituencies?

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Value creation for employees

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How Can HR truly Contribute?
The 4 Constraints Theory
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 to him
and has been used in many successful
organisational growth, transformation and scaling
projects

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How Can HR truly Contribute?
Adding Value to Your Organisation
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 to him and has been used in
many successful organisational growth, transformation and scaling
projects

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CULTURE WILL BE AN IMPORTANT
HR AND BUSINESS AGENDAC

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The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE IS A RESULT OF BELIEFS IN AN
ORGANISATION1
BELIEFS/MINDSETS Are Driven by
EXPERIENCES & RITUALS

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Root of many issues
Culture is the
Has to be
intentional
Beliefs &
experiences
determine results

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New York city in 90s …
The broken window theory

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MINDSET
Model Extracted from PIL Results Pyramid
The Science of Culture
Rituals/Experiences Have A Direct Correlation to Results

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The Science of Culture
Leaderonomics Beliefs of Sharing, Giving, Helping Each Other is a Direct Result
of ‘Weird’ Rituals We Practice
Friendship is prioritized
over goals. Many rituals
at Leaderonomics is
designed to enhance
friendships and to
ensure that work is
about working hard
together as friends
Significant Direct
interactions & Rituals
(Huddles, Employee
Meetings, Pranks,
Birthdays, Customer Tours,
Retreats etc) that promote
social interactions and
cultivate social hormones
that drive trust and bonding
In 10 years we have never fired
anyone for making a mistake.
Mistakes are OK and celebrated.
We share mistakes and talk
about them so everyone can
learn from each other. No need
to cover up and blame other
people. At the end of the day, all
mistakes made is Roshan’s fault
Bonus is not for
individual achievements
but for team results.
60% of our bonus is for
company achievement
and 40% is for your
team achievement. No
bonus is ever given for
individual achievement

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A Culture that has a good
blend of:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Serotonin: the leadership chemical
4.Oxytocin: the chemical of love
The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE = RITUALS THAT PRODUCE
CHEMICALS2
Good Culture Bad Culture
A Culture that is driven by:
1.Endorphin: the pain-masking chemical
2.Dopamine: the goal achieving chemical
3.Cortisol : the stress, anxiety and fear
chemical

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The Science of Culture
HR Leaders Need to Understand the Science Behind Culture
CULTURE SHAPED BY OUR VALUES &
KEY BEHAVIOURS IN ORGANISATIONS3

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The Science of Culture
Leaderonomics Values Directly Connected with Selfish & Selfless Chemicals
Drives Selfless/Social Chemicals:
1.Serotonin: Pride in Team and People
2.Oxytocin: the chemical of love & Bonding
Relationships
Oxytocin: When we give and see others giving, we
get huge doses of Oxytocin into our systemGiving
Drives Selfless/Social Chemicals:
1.Endorphin: growth is painful
2.Dopamine: the goal achieving chemicalGrowth
1. Dopamine: When we help other succeed and
achieve our goals, we get huge dopamine kicks
2.Oxytocin: When we empower others, we get huge
doses of Oxytocin into our system
Empowering
Build The Future Oxytocin (collaborating and building together),
Dopamine (for achievement), Endorphins (delay
gratification) & Serotonin (pride in doing it together)

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The Science of
CultureHow Leaderonomics BE Traits is Directly
Related to Science of Happiness

41. My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
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 to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

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Principle
Talent needs to be MANAGED
& DEVELOPED. This includes
enabling talents to maximize
potential and grow
Process and Tools
Succession Planning
Performance Mgmt
Career Paths
Talent Pools
Leadership Development
Programmes
Learning Curriculum
Talent Acceleration
Programmes
Feedback & Reflection
Principle
Identify & select leaders that
have the passion, desire and
ability to make a difference
in your organisation
Process and Tools
Entry Level Leadership
Program
Competency Model/Values
Enterprise Assessment
System
Interviews & Assessments
On-boarding
Cultural Assimilation
Principle
To retain talent, 2 key factors:
1. Internal motivations (comp/ben,
engagement
2. External factors (company brand
& mktg perception)
Process and Tools
External Branding initiatives
Mentoring Programmes
Engagement Programmes
Total Rewards Structure (Comp &
Ben)
External Perception of the
Organisation & Leadership
Culture of Organisation
Process will be Key– Are we building great
processes in our organization?
Talent
Acquisition
Talent
Development
Talent
Retention
An Infrastructure to Enable
Leadership Development

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HR WILL RADICALLY UPSKILL FOR THE
FUTURE AS WORK CONTINUES TO EVOLVES

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Output-Based work
vs
Time-Based work

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My Research on Organisational Constraints
THE 4 CONSTRAINTS SUFFOCATING MOST ORGANISATIONS
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 to him and has been used in many successful
organisational growth, transformation and scaling projects
• Clarity

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HR WILL FOCUS ON TEAMS RATHER
THAN INDIVIDUALSBM

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Project Aristotle

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HR WILL START FOCUSING ON THE
EMPLOYEE EXPERIENCEBM

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EMPLOYEE EXPERIENCES
Like marketers who focus on ‘customer experience’
HR Leaders need
to map ‘employee
experiences’
Just like
marketers work
on ‘touch-points’
Enable each
employee
interaction to be
a ‘wow’
experience
From on-boarding
till exit, every
experience is a
wow – but can be
tough & Bad

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HR WILL BEGIN MANAGING THE
“REJECTED CANDIDATES EXPERIENCE”

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EMPLOYEE EXPERIENCES
Engagement at points of disillusion and disengagement

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Virgin - $7 Mil new business Launched by
managing rejected candidate experiences

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