New World of Work Solutions

HUMAN
RESONANCE

The answer to leader’s workforce challenges

© Pelzer & Associated Partners e.P. · 21.04.151
Leading
in
the
new
world
of
work
–
Human
Resonance

Industry 4.0 organizations have to envision a “new world of work”

With so many models and approaches – from large ﬁrms to business
schools to boutiques – it is hard for companies to architect the tailored
yet integrated experiences they need.
In our “Human Resonance” approach we oﬀer what is needed.
Next level practice instead of best practice!
In this new world of work, the barriers between work and life are
eliminated. The “new world of work” is one that requires a dramatic
change in strategies for leadership, talent, and human resources.

A new playbook for new times
Growth, volatility, change, and disruptive technology drive companies to
shift their underlying business model. It is time to address this disruption,
transforming the leaders from a transaction-execution function into a
dominant partner who pushes innovative solutions to managers at all
levels. Unless c-level managers embraces this transformation, they will
struggle to solve problems at the pace the business demands.
Today’s challenges require a new playbook – one that makes leaders
more agile, forward thinking, bolder and more pushy in their solutions.
Our goal in this presentation is to give business leaders fresh ideas and
perspectives to shape thinking about priorities for 2015. In a growing,
changing economy, business challenges abound. Yet few can be
addressed successfully without new approaches to solving the people
challenges that accompany them— challenges that have grown in
importance and complexity.
Leading
in
the
new
world
of
work
–
Human
Resonance

Global organizations in I 4.0 ﬁelds must navigate a “new world of work”

10
trends
in
the
2015
Global
Human
Capital
Trends

Report from Deloitte

Global
importance
vs.
readiness

There is a lot to do!

Global
importance
vs.
readiness

There is even more to to with an increasing capability gap in selected areas,
2014 and 2015

© Pelzer & Associated Partners e.P. · 21.04.156 © Pelzer & Associated Partners e.P. · 21.04.15
Topics
you
need
to
address

with
a
new
breed
of
competent
people
architects

TOPIC FAMILIES
Grass-root
Change
Fair Parting
Work Council Strategy
Generation Y,
Resilience
Culture
Reducing
CostsOwnership
Culture
Systemic Career
Management
Cost Cutting
Service Center
Workforce Industry 4.0
Systemic Strategy

!   Driven by ingenuity, experience and a shared vision of a better world
!   Organized in a community crossing borders of company silos and
sharing insights
!   Setting benchmarks in the HR business
!   Servicing the needs of a transformed HR in a joint taskforce managing
complexity, time pressure and integrating all expertise needed
!   Leaders at all levels value-driven
!   Delivering promised results
To
make
real
what
matters

you
will
need
partners
that
are:

!   Grass-root change for your people
!   Peoples workforce industry 4.0
!   Works council interacting strategy
!   Reduction of costs
!   Service centres centralized and locally delivered
!   Fair parting
!   Ownership culture
!   New ways having careers with your company
Leaders
updated
agenda:

Grass-‐root
change
for
your
people

Eﬀective, sustainable, grass-root change for
employees empowerment
The Issue:
Change is not a habit your company was built for.
Current economic climate requires deep attitude
shift to fully embrace change. To be successful
your has to change faster than the market and
competitors.
Attitude of a transformative leader:
We need viral change to get an ownership
culture of our employees
• Leadership as a service
• Participative decision making processes, create
empowerment
• Diversity as an attitude in every unit and each
employee
• Sustainable organization principles, grasroot
and topdown – solve the dilemma
Agenda to be worked out in detail:
Self actuating change is a basic concept of
positive feedback loops. These are induced by
participative processes and methodologies like:
• Large group facilitation, decentralized on global
scale, digitally enhanced, in real time
• Measurement of work related emotional
employee status
• Transformation into low hierarchy family
structures
• Leadership development into servant
leadership
• Systemic change strategy
• Gras-root principals: change from the bottom,
empowerment process,
• How to create a a self propelling sustainable
change process

Workforce
industry
4.0

enhance socio-psychological skills of the employees to
ﬁt for processes of new automated production plants
The Issue:
You are a global leader in your business area.
Developing concepts for employee skills and
motivation in a highly connected interactive and
ﬂexible production line is a challenge very few HR
manager know about. To stay ahead of the
competitors the human part of this new
technology has to be developed. The new
technology needs enhanced socio psychological
skills of the employees
HR has to provide innovational processes for
developing people skills
• Behavioral innovations have to meet the new
technologic levels
• Self directed teams,
• put responsibility where the action is
• Participative decision making processes,
New technology meets new principals of
collaborative working :
• How to create a a self propelling sustainable
process of behavioral innovations
• Leadership development into servant
leadership
• Transformation into low hierarchy family
structures
• Measurement of work related emotional
employee status
• Gras-root principals: change from the bottom,
empowerment process,

Works
council
interacting
strategy

Get the complexity handled with integral methodology
The Issue:
To deal with German Betriebsrat and unions
is a complex mix of power, politics,
economics and emotions. To deal with that
on a global scale a CHRO has to find a
strategy using systemic methodologies that
are capable of operating complexity.
There has to be a possibility to develop
strategy in a secure way off the grid.
After that it should be:
• Transparent, insight driven and
understandable
• Accepted by employees and their
representatives.
• Future-oriented, triggering identification of
your workforce as a whole
Control Portfolio of strategically relevant topics is
a method of the management in charge to make
decisions in complex systems. It serves as a
preparation of investment decisions. It helps a
management team to find consensus when
preparing decisions in multi-dimensional
processes.
• Integral overview of the factors that influence
the work council relationship
• A united position of the management on
correlated topics
• Transparency and consent on the relevancy of
control of strategic topics

Reduction
of
HR
Costs

Develop global standards with local adaption & acceptance
The Issue:
Cultural diversity and more than 200 countries
have developed a costly HR organization.
The high costs can not be accepted any more!
With the new strategic set-up at Siemens it is the
right time and setting to develop OneHR as a
strong, globally consistent organization, aiming
to be a strategic and operative partner meeting
business needs
Use the experience of KPMG doing this job for
many corporate ﬁnancial organization already.
• Future-oriented, providing a model for other
functions
• Global business model for HR
• Global processes
• Interlinked KPI system

Services
centralised
and
locally
delivered

Defining the business case for your HR SCs
The Issue:
With the new strategic set-up at your firm it is
the right time and setting to develop functions
as strong, globally consistent organizations,
aiming to be strategic and operative partners
meeting business needs.
We want a unified HR organization meaning:
• Integrated global business model for the
companies HR function as a whole
• Global set of processes with room for local
and business specifics to provide efficient &
consistently high-quality HR services
• Interlinked KPI system based on a globally
consistent framework to steer the global HR
function into the same direction
• Consolidate highly standardized, high-volume
transactional processes in service or shared
service centers (SSC)
• Definition of the service portfolio, the
structures, and the working groups in the SSCs
and the IT facilities needed for your SSC
operations.
• Support for the definition of a business case for
your HR SSCs.

Fair
Parting

New horizons for employees in outrun parts of your company
The Issue:
Induced by an organizational change to focus
responsibility the function and workplace of
thousands people has outrun. For these people
your company has to find a future that is
accepted by the employees.
There are many ways reducing the workforce
of outrun parts of this Company.
We want to incorporate three principal
attitudes:
• Fair balanced.
• Accepted by every employee.
• Potential-oriented, triggering the motivation
of our workforce as a whole
First we start designing new workplace options.
The motivation and ingenuity of the affected
employees will drive a conversion project that
creates new businesses inside an incubator.
At the same time we initiate a separation process
working with individual needs in a standardized
workflow:
• Profiling and motivational analysis.
• Coaching individuals or teams
• Job research inside or on the market
• Closure with new perspective or job

Align
the
variety
of
local
cultures

with
the
principles
of
ownership
culture

Framing diﬀerent cultures by your culture guidance
The Issue:
Identiﬁcation of globally wanted guidelines
allowing local implementation across multiple
cultures.
• We need an ownership culture driven by every
employee.
• Cultural variety in a set of global rules is our
strength.
• Our people are our secret for success.
Implementation of global culture guidelines by
using locally accepted culture
• Cultural readiness of leaders
• Local cultural variety to learn from
• Global cultural guidance to be accepted in our
companys world

Systemic
Career
Management

New ways having careers with your company
The Issue:
Career Management needs a strategic
approach to integrate an individual’s career
desires and aspirations and the organization’s
business objectives with the intention to drive
engagement and retention.
• Our people are ore secret to success
• Create divers carreers
• Develop leaders who serve
• Make employers own their purpose
How to integrate career management as an
integral part of your companies ownership
culture.
• How to set cross-entrepreneurial framework for
various career opportunities
• How to develop ﬂexible career models as
organizational base
• Create a process for employees to be able
employees to take responsibility for their career
development and to act independently
• Make all the eﬀort measurable

We
want
to
become
your
advisors

We have a shared vision
for a better world
Becoming sustainable, peaceful
and accepting diversity
We set
benchmarks
Empowering people and creating
stakeholder satisfaction
We serve
The people of our
clients and their
integral performance

!   Facilitators
!   First contact with you
Your
partners

Bernhard Pelzer, Hamburg und Isabelle Ziegler, Zurich
As an experienced engineer
and family therapist I develop
people and system capacities
dealing with complexity.
Owning my own consulting
firm for 25 years I was
partner of one of the big four,
CEO of a NGO and
supervising board member.
Born in Aachen 1954. Living
with my family in Hamburg.
Systemic coach and
supervisor. Dipl.-Ing. MSc.
!   Decision makers
!   Operation and finance
As an experienced family
business entrepreneur in Asia
and a global coaching expert,
I have been helping people,
teams and organisations to
actively design transformation
for more than 16 years.
Born in Hamburg 1970.
Living with my family in Zurich,
Singapore and Hamburg.
Dipl. Kauffrau, multinational
certified coach and councellor.
Profile Bernhard Pelzer Profile Isabelle Ziegler

Systemic
skills
and
Human
Resonance
methodologies

German origin
!   Systemic HR strategy, grass-root change, change
engineers, dilemma solving leadership, reconciliation
!   Resiliance coaching and Generation Y expertise
!   Agile leadership, leading self directed teams & virtual
teams, empowerment, solving leadership dilemmata
!   The impact of the emotional state of employees
on proﬁt and productivity

!   Singapore: Leadership development in Asia, team
facilitation, cultural advise, executive coaching
!   Boston, USA:
Strategy – Transformation – Leadership
!   Amsterdam: Intercultural readiness check,
check the cultural competence
!   Mumbai: Creating growth from change,
Indian consulting for global challenges
IBI NL
Systemic
skills
and
Human
Resonance
methodologies

Globally aligned

© Pelzer & Associated Partners e.P. · 21.04.1521 © Pelzer & Associated Partners e.P. · 21.04.15
Our
portfolio

of
methodologies
Our aligned set
of proven methods
Cultural Proﬁle Indicator
Leadership Development
Ocean Action Learning
Cost for Emotion C4E
Systemic cost cutting approach
Resilient Career Management
Intercultural Readiness
Fair parting outplacement
Cybernetic Portfolio
Real Time Global Facilitation
of Large Groups

Input and topics to be
discussed are presented Discussed and
documented
Produces
project ideas
Results made public
in real time
CHRO presents
ﬁrst Ideas on
change and goals
Worldwide decentralized and
simultaneously facilitated
SMALL GROUPS using
prepared formats an laptopsReal time feedback from
the large group uses
group intelligence
Real
Time
Global
Facilitation
(RTGF):

Combining local team paperwork with web-based software to facilitate large groups
worldwide with real time results – discussing strategy globally by grass-root principles
TASK FORCE
designs projekt
jobs for the
implementation
out of the clusters
CLUSTER TEAM
Experts in a closed
group deﬁne clusters
from the decentral
ideas
The result of the large
group conference is visible
for everyone in real time
and enhances group
intelligence
clusters from the
decentral ideas

Cultural
ProTile
Indicator®:
Analyse lived culture and develop desired culture in your team
• Find out what changes have a good chance to be implemented
• You can recognize where support measures are necessary
• You understand your target conflicts and cultural dynamics
that may slow down, or promote, the process of change
• You find the right lever, where small changes are produced
– often with impressive effects

Intercultural
Readiness
Check
IRC®

Check the Cultural Competence
There are many roads to effective intercultural
interaction – just as cultures differ, so do people.
We check topics like:
• Cultural Commitment and active interest in others,
their cultural background, needs and perspectives.
• Intercultural Sensitivity of a person actively influencing
the social environment, concerned with integrating
different people and personalities.
• Intercultural Communication by actively monitoring
one‘s own communicative behaviours.
• Managing Uncertainty by being able to manage
the greater uncertainty of intercultural situations.

Cost
For
Emotion
C4E®

How emotions aﬀect performance by calculating
the costs of emotions in the workplace.
Emotions determine our everyday life – both in private life and in business:
Our concept takes into consideration ten diﬀerent areas:
1.  Appreciation
2.  Time
3.  Quality
4.  Identity
5.  Team
6.  Leadership
7.  Sustainability
8.  Economic success
9.  Commitment
10.  Customers
The C4E results form the basis for precisely targeted measures Capture with C4E
■ Appreciation
■ Working time efficiency
■ Quality of the work
■ Identification
■ Team intelligence
■ Leadership
■ Sustainability
■ Employee participation
in more than 50 separately considered topics
Calculate with C4E
■ Potential of the company
■ Existing stresses
■ Potentials for employee utilization
■ Untapped skills
as a basis for efficient change action
Improved emotional balance
increases the value of the company.
Application questions of C4E
■ How are productivity costs influenced
by a recommendation factor of 3 %?
■ How much is productivity increased
by free meals for employees?
■ How much profit can we generate by a
company kindergarden free of charge?
■ How is the company‘s value increased
with a top ranking by the new hires?
■ How does a tense atmosphere influence
the scrap rate in automotive production
■ How is the case cost affected by
depressed mood in call centers?
You know your financial balance sheets,
which are used to evaluate success.
Financial ratios form only a limited image
of the company‘s value and performance.
Environmental balance and sustainability
are further perspectives for success.
Employee satisfaction and attractiveness
for newcomers become more and more
important every day in terms of profit.
The emotional balance is a complex struc-
ture of all emotionally driven factors.
It determines the company‘s value from
the perspective of the employees.
Motivational research and extensive
consulting experience form the
scientific basis for the analysis tool
Cost for Emotion C4E. We examine
correlations between emotion,
appreciation and performance.
Capture the emotional balance
of your company
Bad mood is the cause
for lack of productivity.

Cybernetic
Portfolio

Strategic decision making in complex systems and
getting team consent in multidimensional processes.
Control Portfolio of strategical relevant topics – Examples
Using databased algorhythms, showing management qualities hidden in topics
Model of a Cybernetic Portfolio
Systemic landscape
Catalogue of questions, problems, topics
job security
employer brand
team spirit
team managers
satisfaction
caste system
generation Y
employee identification
independant frame setters
stabilizers
indicators innovators
0
0,6
0,7
0,8
0,9
1
1,1
1,2
1,3
1,4
supportingsteering
Daily business
Brand image of employer
Bonus payments
Time efficiency of work Work-Life-Balance
Security of workplace
A
D
C
B B1
E
C1Identification
F
G
Vision of the company
Appreciation
Stabilizing innovating
A B C D E F G H I Sum P
A business culture... vision 0,0 7,8 2,3 8,3 4,8 2,0 3,0 3,8 32,0 1.600
B It-platform…leadership-processes 6,3 5,5 3,3 2,0 7,5 5,8 7,0 8,5 45,9 2.130
C staff resources ...ls. strategy 7,3 7,0 6,8 3,5 1,0 2,3 5,7 7,8 41,4 2.472
D strategic goals...core business 5,0 7,3 8,8 7,3 7,3 8,0 3,0 8,3 46,7 1.938
E leadership skills...space...will 8,8 4,0 8,0 6,5 7,3 1,0 7,0 8,8 51,4 2.010
F ls. processes...Org. follows vision 7,0 6,8 7,8 3,8 5,5 2,0 2,0 7,0 41,9 1.982
G internet strategy as ls processes 4,8 8,5 6,5 5,0 1,5 6,3 2,8 8,3 43,7 1.294
H Areas of value adding chain 5,5 7,8 9,0 7,8 7,0 6,8 7,0 8,0 58,9 2.032
I specific risks of ls processes 5,3 5,0 6,3 6,0 4,0 6,3 1,5 4,0 38,4 2.323
Sum 50,0 46,4 59,7 41,5 39,1 47,3 29,6 34,5 60,5
Q 0,6 1,0 0,7 1,1 1,3 0,9 1,5 1,7 0,6

Inspire.
Lead.
Change.

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