Presentation at the Knowledge Resource conference on: Strategic Positioning of Human Resources in the new world of work. During this one day workshop emphasis was placed on the strategic role that human resource practitioners can play in organisational strategy. In specific, emphasis is placed on the constructing of strategic architecture. Through the use of organisational development methodologies such as world cafe group process facilitation, shared understanding were created and a theoretical base was constructed. Through a process of inclusivity, individual group and organisational dynamics can be optimised that will result in human energy in the system to perform.

1. STRATEGIC POSITIONING OF HR
IN THE NEW WORLD OF WORK
Dr Rica Viljoen
Presented by: Keshia Mohamed-Padayachee

2. Sustainability thorough Inclusivity - energy on all dimensions
OD Interventions
New world of work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The
Individual
The
Team The
Organisation
How individuals
change
How groups
change
The What
Context:
Industry
South Africa
Africa
Global
Leadership
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
Individual
EQ Journey
Dialoguing
World Cafe
Storytelling
Appreciative Inquiry
Organisational Leadership
Trust
Leadership
Work attributes
State Engagement
Trait Engagement
Behavioral Engagement
How organisations
change
The way: How we change
Organisational Transformation through Inclusivity

3. The soil needs the seed and
the seed needs the soil
One only has meaning with the other.
The same thing happens to human beings.
When male knowledge comes together with female transformation, then the great
magical union takes place,
which is called Wisdom.
Paulo Coelho
The Doing and The Being

4. Inclusivity
Strategic
Framework
Strategic architecture
The articulated and clearly understood
concept of the desired future state
Strategy translation into
Operational termsLeadership alignment
Vision
Mission
Core
purpose
Structure
Core
values
Core
capabilities Internal and
External
Branding
Leadership
Framework
Profit
modeling
Shared views of the present
and the future
Leadership
formulates
strategy
Change
resilience
Agreement,
Common
understanding
Renewed energy
and rigour
Understanding
differences
Engagement
Insight
Leadership
Drives and implement
strategy
Strategy
operationalised
Balanced Score Card
And Values
Operational
goals
MeasuresTargets
Strategic
Initiatives
Strategic Goals
Values
Group and
Individual BSC
IDP KPA’sBehaviours
SWOT PESTLE
Design
Thinking
Scenario
planning
Competitor
Analysis
SOAR
EVP
Culture
Leadership
Capacity
Building
Translation
Performance
Management
Process
Optimise
Leadership Talent Attraction,
Retention
Reward
Strategy
Benchmark of
Engagement
The role of Strategic HR

6. Inclusivity benefits on all the different domains:
Individual domain: Personal growth, enhanced EQ, Personal effectiveness
Higher levels of consciousness
Allowing of differences,
Hope, Pride.
Group domain: Enhanced group dynamics
Less unconscious group dynamics,
Innovation, Creativity.
Organisational domain: Trust, Conducive climate and growth,
Sense of Belonging, Commitment,
Retention of Talent
Societal context: Community Building, Localisation of Skill,
Reputable Employer
Engagement
Benefits of Inclusivity

7. 7
•Circular tribal structure.
•Led by elder(s), shaman, or chief who makes decisions.
•Roles determined by kinship, strength, sex, age.
•Ways of the tribe are sacred and rigidly preserved.
•Demands obedience to leader(s)
“Tribe”
•Organisation of equals for mutual benefit.
•Little concern with status or privilege.
•The “people” make decisions as a group.
•Frequent communication in all directions.
•Emphasis on consensus, sensitivity to feelings, and human needs.
“Social
Network”
•Power-orientated – strongest survives best.
•Most powerful person makes decisions.
•Big Boss directs Work Bosses who drives the masses.
•Communication downwards only.
•Strength determines relationships
“Empire”
•Rigid rules for structure and rank.
•Person with appropriate position of power makes decisions.
•Divine authority speaks through secular authority.
•Communication downward and horisontally across classes.
•People stay in their “rightful” places.
“Authority
Structure”
•Bureaucratic and status-orientated.
•Person with the delegated authority makes decisions.
•Distribution of specific amount of responsibility.
•Communication down, up and across.
•Power relates to prestige and position within the structure allows for upward mobility.
“Strategic
Enterprise”
“Systemic
Flow”
•Structure according to task at hand.
•Project-centred with changing “functional” leadership.
•Competent person makes decision.
•Communication only as needed.
•May adopt “Tribe” through “Social Network” if appropriate to situation
Human Niche Organisational Fractals

8. BeQ™ Benchmark of Engagement Quotient
BeQ™ Model
RESPECT
RESILIENCE
REGARD
CORPORATE CITIZENSHIP
IN-FLOW
SUPPORT
TEAMWORK
DIVERSITY
ACCOUNTABILITY
SUPERVISION
TRUST
ETHICS
CARING ORIENTATION
INCLUSION
ALIGNMENT
INDIVIDUAL
GROUP
ORGANISATIONAL
Climate
Assumptions
About
W e
Culture
Assumptions
About
They
W orld View
Assumptions
About
Me
W ithin the context of the industry and the country
HUMAN CAPACITY IN THE SYSTEM TO PERFORM
Viljoen (2008)
L
E
V
E
L
O
F
E
N
G
A
G
N
E
M
E
N
T

9. • The DOING and BEING are equally important and should be dealt with as such.
• Inclusivity is a Radical Transformational Strategy because we release voice.
• Hope is created during this strategy – this energy, if not channeled can have
negative implications.
• Transformational leadership is needed to sponsor the process.
• Leadership strength and ethics on all organisational levels are critical.
• Emotional intelligence development critical in order to deal with mature
system dynamics.
• Each action has a reaction – creating an inclusive system will lead to exclusion
of other systems.
• Behavioural engagement is unleashed through Inclusivity
• Human Resources must reclaim its rightful place on strategic level
Meta-Insights

10. Beck (2005, 2013)
We think think differently . ..

11. 1. Describe the psyche of the organisation and determine ROI of interventions
Through scientific diagnostic cultural sensitive longitudinal validated instruments
2. Release voice
“The most important thing is not the script but the story”
3. Listen with your eyes closed
“The best leader is the one who listens the best to the total organisation”
4. Speak in colours / frequencies
Translate for understanding and human niche
5. Remember what made us successful in the first place
“If you want to move forward, look back, look back…”
6. Position the people agenda as part of any strategic conversation
“Incorporate Safety, HR, Internal Branding and External Positioning strategies in line strategy”
7. Integrate
“I would do anything for the simplicity at the other side of complexity”
An integral, inclusive leader:
7. Integrate, integrate, integrate
“I would do anything for the simplicity at the other side of complexity”
7. Design Inclusivity
Design from yellow

12. If a old person dies, a library burns
down . . .