Knowledge Resources

Strategic Positioning of

L and D in the future world of work

Dr Rica Viljoen

Part 2

Congruence

Graves: “the best leader is the congruent one”

Architecture should fit systemic dynamics

3

BeQ™ Laubscher’s Human NichesRemember that identity is defined differently: Purple

Family Relations

Rules of Behaviour

Ceremonial/Ritual

Time Orientation

Stories

Ancestors

White/Black MagicLand

Sky

Animals

People Relations Human

Domain

Physical Domain

Sacred/Spiritual Domain

SecrecySocial Structure

CopyingRelationships

EldersOld ways

Drumming, Dancing, Art, Storytelling

Exists outside past or future

Storytelling and Metaphors

Honoring and Protection

SangomasForesightHealingGift of gods

Sacred earth

Sun, Moon, Stars and Wind

Animal Spirit

Consultation Communication

Harmony

Appoint a chief learning officer!

Part of strategic HR, separately positioned?

StrategicFramework

Strategic architecture The articulated and clearly understood concept of the desired future state

Strategy translation into Operational termsLeadership alignment

Vision

Mission

Core purpose

StructureCore

values

Core capabilities Internal and

ExternalBranding

Leadership Framework

Profit modeling

Shared views of the present and the future

Leadership formulates strategy

Change resilience

Agreement, Common

understanding

Renewed energy and rigour

Understandingdifferences

Engagement

Insight

Leadership Drives and implement

strategy

Strategy operationalised

Balanced Score Card And Values

Operational goals

MeasuresTargets

Strategic Initiatives

Strategic Goals

ValuesGroup and

Individual BSC

IDP KPA’sBehaviours

SWOT PESTLE

DesignThinking

Scenarioplanning

Competitor Analysis

SOAR

Learning architecture

Culture

LeadershipCapacityBuilding

Translation

PerformanceManagement

Process

OptimiseLeadership

Talent Attraction,Retention

Reward Strategy

Benchmark of Engagement

THE STRATEGIC PROCESS

Viljoen, 2015

EVP

Yellow bubblesThe role of strategic L&D

Strategy and role of HR

Viljoen, 2015

Multi-level Study on Leadership• 3 decades• Leadership theories• 18 experts asked to identify 12 concepts associated

with leadership today.• In-depth literature study• Themes and Codes, Clusters• Meta-insights

80’s: • Transactional and Transformational Leadership• Boards of Directors and Governance• Competitive advantage

Multi-level Study on Leadership90’s• Creativity• Organisational Capacities• Emotional Intelligence• Trust• Board Performance

2000’s • Emotions and Emotional Intelligence• Authentic Leadership• Shared Leadership

Early 2010’s• Complexity and chaos• Context management• Ethical leadership

Strategic HR• 18 experts asked to identify 12 concepts associated

with organisational change and development today.• Themes and Codes, Clusters• Meta-insights

80’s: • Total Quality Management• Quality Circles• Psychometrics – High level classification test and

16PF• Work studies / productivity

Strategic HR90’s• Systems Thinking• Design Thinking (Ackoff)• Value Engineering • Personal Purpose and Self Mastery (Senge)• Activity based teambuilding and adventure training• Employee satisfaction

2000’s• Change Resilience• Psycho-analytical events• Diversity Management• Linking personal values to organisational values• Multi-disciplinary teams, virtual teams• Globalisation• Mergers and Acquisitions• Trust, employee engagement, commitment• Coaching

Strategic HR2010’s• Work Engagement studies• Strategic intent and translation• Culture as strategic architecture• Multi-cultural dynamics• Corporate Citizenship Behaviour• Wellness• Sustainability• Contextual intelligence• Ecological understanding• Spiritual Intelligence• Mindfulness and finding meaning

Strategic HRNow• Big Data• Future Workplace. Transparency. Transparency.

Transparency• Social Enterprise• Talent Management

Six New Workplace Leadership Roles:

Strategic HRBoudreau

(after Ulrich)The Organizational Engineer is an expert in facilitating virtual teams,

developing leadership wherever it exists, and talent transitions.  She is an expert at talent and task optimization.  She is the knowledge resource on

principles such as agility, networks, power and trust.

The Virtual Culture Architect is a culture expert, advocate and brand builder.  He connects current and potential workers’ purpose to the

organization’s mission and goals.  He is adept at principles of values, norms, and beliefs, articulated virtually and personally.

The Global Talent Scout, Convener, and Coach masters new talent platforms and optimizes the relationships between workers, work and the organization, using whatever platform is best (e.g., free agent, contractor, regular employee, etc.).  She is a talent contract manager, talent platform

manager, and career/life coach.

The Data, Talent & Technology Integrator is an expert at finding meaning in big data and algorithms, and how to design work that optimally combines

technology, automation and humans.

The Social Policy & Community Activist creates optimal synergy between goals that include economic returns, social purpose, ethics, sustainability, and worker well-being.  She influences beyond the organization, shaping policies,

regulations and laws that support the new.

Strategic HRToday in South Africa – a dispersed view

• Ensuring stakeholder value• Organisational Effectiveness (OE)• Community development• Compliance to legislative requirements and

regulations• Overwhelmed• Numb to change• Talent, Salary, discipline, staffing and BEE• OD incorporated in strategic HR, line management

and OE• External OD capacity• Everybody does OD• Change management = communication

Definition:Optimising individual, group, organisational performance in the context of society – positioned at a level where it can impact the whole organisation in a

systemic manner.

In response: