Suggests an HR solution to the current global unrest that is able to create a migration from the 99% to the 1%

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2. Changing Role of
the Human
Resource Function:
Toward a Precise HR
By
Peter Anyebe

3. Trace the path to a precise HR
Flash the light on the enormity of the
responsibility that HR practitioners have to
humanity
Link the global labour unrest to the current
limitations of HR, that has stagnated as
administrative partners; and is yet to make a
clear shift to strategic partners, and
subsequently precise executives
Present the value creation model as an
objective conceptual basis for the shift
3

4. Precise Executive
Strategic Partner
Administrative
Associated With:
Partner Skills
Competencies
Maintenance
4

5. Competencies are a critical tool in workforce
and succession planning.
At a minimum, they are a means to:
Identify capabilities, attitudes, and
attributes needed to meet current and
future staffing needs as organizational
priorities and strategies shift, and
Focus employee development efforts to
eliminate the gap between capabilities
needed and those available.
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6. A list of competencies, often organized
into five or more groupings or
clusters, attributable to satisfactory or
exceptional employee performance for
an occupation (e.g.
managers, auditors, etc.) or group of
titles.
Basis for Appraisal Forms:
Competencies +
6

7. Competencies Ratings:
EX - Exceeds Expectations
Leadership M - Meets Expectations
M- - Meets Expectations (-)
Accountability ND - Needs Improvement
- Developing
Decisiveness NP - Needs Improvement
Change Management - Performance Issue
U - Unacceptable.
Innovative Thinking
Encouraging Customer Focus
Productivity
Managing Employee Performance
Ethics and Business Conduct
7

8. Competencies
Member Focus
Committed to Organization
Integrity / Trust
Action-Oriented / Empowered
Highly Efficient / Resourceful
Communication Skills
Ratings:
Technical Skills Far Exceeds Performance Standards
Exceeds Performance Standards
Employee Strengths Meets Performance Standards
Needs Improvement
and Accomplishments 8

9. Leadership
Functional
Core
Competencies are at the heart of
strategic HR
9

10. The capacity to
Perform at Task
by the
Standard Procedure
The standard procedure is the
kernel of the value creation model 10

11. Performance Management is about:
The right work force, C
In the right environment, EB
Delivering profitable business growth, ROI
Ralph Christensen
Equivalently, Value Creation concerns:
People Value, C
Value of the Business Environment, EB
Organisational Value, ROI
Agape Consultants
11

12. People are valuable
to the extent that:
The Link between they turn what they
People Value, C & Organisational know
1 Value, ROI C ROI
into what they do
1.02 100
C = 1.04 50
1.07 30
1 – 1/X, 1.11 20
1.22 10
ROI = 2X – 1 2.0 3 Organisations
3.0 2
C = Character of Consistency 5.0 1.5 are valuable to
ROI = Return on Investment
the extent that:
they turn the
Given the factor-C, Factor-C into
ROI would be determined automatically; ROI
subject to the Business Environment, EB
12

13. MI = √(PfI x EB), Pf = 1 / (1 – 1/FP),
PfI = 1 – 1/Pf, Fp = (FA x FC)
EB = Rw/2, FC = √n / √n’,
MI = Maturation Index FC > 1
PfI = Performance Index
EB = Value Business Environment FC = 1/ FC + 1,
Rw = Reward Index FC < 1
Nu = Number of Essentials Identifiable
f0 = The Personal Order FA = 1/(RES x RGT),
Po = Power Index 1 ≤ FA ≤ 2
RES = Response Ability
RGT = Appropriateness of Response FA = 1/ FA + 2,
FA < 1
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14. The Business
Rgt = (%Nd/100)/S
Environment Res = (1 – S)/(%Wk/100)
%Wk = 100(CWk/C’)
Res = Rgt, %Nd = 100(CNd/C’)
Po → 1
CNd = LogC/Log(1/S)
CWk = 1 – 1/3 S C/C’: r = 0.99
Res = Responses to Stimuli, Performance?
Rgt = Quality (appropriateness) of Responses
CWk = Energy Expended on the Reconstruction of the Standard Procedure
CNd = Energy Expended on Overcoming Obstacles, EB?
C’ = Motive Strength (C’ = CWk + CNd)
S = Index of Soul
14

15. Rw = √(Nu2/Nu’), Rw ≤ 2.00
Nu’ = f1, Derived on the PMM
f0 = Po
Po = RES / RGT
f0 = 4(1 – 1/√Z).
z = ½ (4 – 1/√f1)
f1 = Perception Index, N = 5
f0 = Sensation Index N = 1 The Perception Model of Mind, PMM
15

16. NI = 2(ϕx – 0.5),
x = Nu,
ϕx = 1 – Qt(C1t + C2t + C3t + C4t +
C5t)
t = 1 / (1 + Px)
(-(X2/2)) 0.2316419
C = ϕt = 1 / √(2π) x e
P=
1 0.31938153
C2 = 0.356563782 e = 2.7183
C3 = 1.78147837 π = 3.141
C4 = -1.821255978 Hastings’ Approximation of the
C5 = 1.330274429 Normal Distribution Function
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17. Given Pc, Rn, Vc, and √n therefore;
The factors S, F, and C are determined,
for L = 1/C F2 ; S = 1/√L
Which form the basis for deriving the other factors.
Pc, Rn, Vc, and √n are measured on their various kits
CWk and CNd are derived from the factors C and S;
They define the expenditure of motive
strength or commitment, C’
Nu, Po, and Ps are derived from the factor-F
17

18. RES and RGT quantify the consistency
of the performance at task
MI and NI are correlated at r = 0.9962;
They establish the factors CWk, CNd,
RES, RGT and PfI in fact
Then ROI, Rw, Nu, Po, and Ps are
also established
The calibration of the Pc, Rn, Vc, and √n
kits is based on the standard procedure
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19. 1. Reward Systems
2. Training Systems
3. Work Processes
4. Talent Systems
Talent is the engine behind
the creation of all value
Leverage on talent to win in
the market place
Talent can be Talent is when tasks
are performed by the
learned standard procedure
Recall the 10,000hr Rule by Malcolm Gladwell
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20. Only about 1%
of people responsibility
It is the
of HR to create
attain thisthe growthof
this %age
in
capacity wealth creators
20

21. T-AID Retention:
Performance Planning Employment
Appraisal and Review Appraisal
Skill Gap
Feedback Reward
Reward Succession
Planning
Improvement Plans Capacity
Appraisal of Potential Assessment
21

22. Business performance
objectives for individuals
and teams
Personal performance
Salary and compensation
review
Employee development 22

23. Keep track of
(growth) improved
performance on the
80 – 20 continuum
Recall the Pareto Principle 23

24. Integration, Nu ≥ 4.00
Adjustment, 2.00 < Nu < 4.00
Adaptation, Nu ≥ 2.00
f0 = 4(1 – 1/√Z).
z = ½ (4 – 1/√f1), Nu = f1
f1 = Perception Index, N = 5
f0 = Sensation Index N = 1
The Perception Model of Mind, PMM
24

25. The Character Model
Stimulus F, f0
Attitude F1 F2
Motivation Rn
Pc
Ability Pc Rn √n
Personality, F
C1 C2
Response
C, ROI
√n
Links Sensation, f0 to the creation of Value, ROI
for economic Decisions and Actions
25

26. The Model of Learning
Will:
Motive Strength,
C’ (A) Emotion (Heart?):
Purpose (Desire?)
Process
(L)
Desire and Process
are both stored in
Heart Memory,
Intellect: Process, f0 L = F2 (Émile Coué)
Thought, (F)
Learning is rooted in Desire Leadership (Fulfilment):
The strength available for accomplishment is
determined when desire registers in the will
Vision
Motive strength is expended by the intellect, Drive/Commitment
in process derivation Skill 26

27. Character of Consistency, C
Vagaries of the Environment, EB
Standard Procedure, MI
Process, f0
10. Vision Labour
Purpose, F 9. Skill 12. Management
8. Commitment 11. Entrepreneur
1. Standard Procedure Leadership
2. Process 6. Performance
3. Purpose 5. Character of Consistency
4. Vagaries of Environment
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28. The HR Hierarchy
Path of growth:
Entrepreneur, Rn
Management, Pc
Leadership, Vc
Labour, √n
28

29. Performance would be optimum when the following are clarified:
What, Purpose Definition Vagaries of the Environment, EB
How, Process Maturation Character of Consistency, C
Standard Procedure, MI ≥ 0.99.96
This is achieved when the following analysis are The following hierarchy
done objectively and on the same scale of also needs be installed:
measurement:
Entrepreneur, Rn
Employment, C Management, Pc
Appraisal, PfI Leadership, Vc
Skill Gap, f0 Labour, √n
Reward, Rw In the end, the following would be aligned:
Succession Planning, MI Talent
Profession
Capacity Assessment, Org-K
Job 29