welcome ! people management
TRANSCRIPT
People Management: Session 1
Prof. Rijamampianina
WELCOME !
By Rasoava Rijamampianina
People Management
SESSION TOPICS
1 • Introduction to People Management: The 21st Century Context & Environment
• People Management as a Business Partner Function
2 Acquiring & Stimulating the Right People
3 Beyond Training & Development: Building a Learning Culture
4 The Ultimate Performance Management
5 Cultural Understanding in Global Business
6 Industrial Relations
Methodology
� Interactive lectures
� Analysis and discussion of actual cases
� Related readings/video clips
� Assignments
Assessment
• Individual Assignment 25%
• Syndicate Assignment 25%
• Final exam 50%
100%
Individual Assignment
=
Industrial Relations
Syndicate Assignment
=
People Management practices investigation
People Management: Session 1
Prof. Rijamampianina
� Layout, structure and style 10
� Description of facts 30
� Analysis & evaluation 30
� Practical recommendations 30
Syndicate Assignment
100%
Session 6 @ 17:30
Introduction
to People Management
The 21st Century & Environment
Learning Outcomes
• Describe the characteristics and dynamics of today’s business environment and the new world of work;
• Motivate the importance of the main asset of today’s organisations: The people.
“The mind is not a vessel to be filled…but a fire to be kindled.”
– Plutarch –
4 – MAT
People Management: Session 1
Prof. Rijamampianina
Speed
Time0
Pace of change
Obeng, 2014
t
Rate of learning
Are You Learning As Fast AsThe World Is Changing?
By Bill Taylor
HBR Blog Network, January 2012.
"...when the rate of change outside an organization is greater than the change inside, the end is near..."
– Jack Welch –
Peter Drucker
“The main job of business managers and leaders is:to continually scan the environments...
Look what happens when they do not scan the environments
Perceptions/Assumptionsvs.
Reality
People Management: Session 1
Prof. Rijamampianina
Peter Drucker
“The main job of business managers and leaders is:to continually scan the environments...
The main problem in businesses and organisations today is:
they do have lots of bossesbut few of them are in charge!”
People Management: Session 1
Prof. Rijamampianina
Vision
FOCUS
Understanding
SENSE
MAKING
Clarity
COLLECTIVE
INTELLIGENCE
AgilityINNOVATION
& INVENTION
Berinato, 2014; Casey, 2014; Kinsinger & Walch, 2015
Key
ACT Fast
LEARN Fast
PLAN Fast
THINK Fast
DECIDE Fast
How Kodak Failed
By Chunka Mui
People Management: Session 1
Prof. Rijamampianina
5 Factors
1. Speed
2. Complexity
3. Risk
4. Change
5. Surprise
Are WE
Future Ready?
5 Factors
1. Speed
2. Complexity
3. Risk
4. Change
5. Surprise
NEWRules
NEWOpportunities
5 Factors
1. Speed
2. Complexity
3. Risk
4. Change
5. Surprise
Learning= Discovery
Networksof Exchanges& Engagement
People Management: Session 1
Prof. Rijamampianina
Fact
21st Century Context & Environment
21st Century Organisations
21st Century Organisation
• Relentless Innovation
• Being Purposeful
• 21st Century Leader
• Passion for Growth
• Customer Oneness
• Breakthrough Environment
Yeramyan, 2014
???
Fact
21st Century Context & Environment
21st Century Organisations
21st Century Business Models & Strategies
21st Century Concepts & Practices
21st Century People
People Management
As a Business Partner Function
WHY People Management?
People Management: Session 1
Prof. Rijamampianina
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIONS/BEHAVIOURS/TASKS
LEADERSHIP
MANAGEMENT
Research Findings
• Organisational success largely depends on the ability to effectively execute business strategies;
• Effective execution of business strategies largely depends on people’s commitment and people’s right set of talents � employee engagement.
What does this imply?
Russell, 2012; Mwingu, 2013; Hrebiniak, 2013
This Implies…
Businesses need to continuously have the right people for the right position at the right time, with the right complementary talents!
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIONS/BEHAVIOURS/TASKS
Allocate the right people/talents
Personnel ManagementVs.
People Management
Key:Environments
Strategies
Talents
Creating Possibilities
People Management: Session 1
Prof. Rijamampianina
Administrative DoerFunction
PersonnelManagement
Business PartnerFunction
PeopleManagement
Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014
Administrative DoerFunction
PersonnelManagement
PeopleManagement
Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014
• Strategic partner• Administrative expert• People innovator• Employee advocate• Change agent
People Management as Strategic Partner Function
Strategy Execution
• Translates business strategies into actions;
• Integrates and strategically aligns the HR strategies to business strategies.
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIONS/BEHAVIOURS/TASKS
HR Strategies
People Management as Strategic Partner Function
• Concept of centralisation versus decentralisation
• Concept of standardisation versus differentiation
• Concept of conformity/compliance versus commitment
People Management: Session 1
Prof. Rijamampianina
People Management as Administrative Expert Function
• Designing and implementing efficient and effective:
– HR database � HR planning
– HR scorecard: strategic HR measurement
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIONS/BEHAVIOURS/TASKS
HR DATABASE
CURRENT
REQUIRED
Gap
Analysis
Decision
Development
Implementation
PLAN
ENVIRONMENTS
HR Planning
VISION
MISSION
GOALS/OBJECTIVES
STRATEGIES
STRUCTURES
SYSTEMS
POLICIES, PROCEDURES, PROCESSES
ACTIONS/BEHAVIOURS/TASKS
HR Planning
Recruitment
Training, Development,Careers,Succession
Performancemanagement
HR Database
People Management as People Innovator Function
Creates highly innovative and adaptive employees
Participate indaily operations
• Contribute for organisational development;
• Adapt to any changes.
People Management as People Innovator Function
Creates highly innovative and adaptive employees
TRAINING & DVPT
Formal Learning Opportunity
Key:Environments
Strategies
Talents
People Management as People Innovator Function
Creates highly innovative and adaptive employees
LEARNING CULTURE Key:Environments
Strategies
Talents
Formal & InformalLearning Opportunity
People Management: Session 1
Prof. Rijamampianina
Cournoyer, 2012; Harold, 2012
Cournoyer, 2012; Harold, 2012
People Management: Session 1
Prof. Rijamampianina
Learning Culture
LEARNING is both:
• Formal and informal
• A task and a mind-set
• Self-driven and led
• Directed and free-flow
• Adaptive and generative
• Intentional and incidental
How to Build a Learning Culture ?
So what capabilities do you have access to which you aren’t using?
People Management as Employee Advocate Function
Open Management System
People Management as Employee Advocate Function
• Being the employees’ voice in the mgmt discussions;
• Being fair and principled;
• Assuring that their concerns are being heard;
• Helping them find new ways to:
– improve their performance
– contribute more to the organisation
– be continuously aligned with the roles
• Encouraging teamwork between line managers and HR managers;
• Assuring that problems are made very transparent and employees’ ideas and suggestions are not filtered before reaching the top management.
People Management as Change Agent Function
People Management success depends on recognising the need for change and successfully implementing it.
���� Be more alert to people and situations requiring changes;
���� Be receptive to new ideas and ways of doing things;
���� Be able to lead and support initiatives for change.