Human Resources Management (HRM) Value Chain Processes, Organizational Culture and Change Management

HRM PROCESSES, CULTURE AND CHANGE
MANAGEMENT
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
KWA MARITANE BUSH LODGE
3-4; 8-9 AND 15 JUNE 2021

5-DAY TRAINING
PROGRAMME OVERVIEW
• Strategic HRM – best practice principles and
processes
• HRM Business Partnering – roles,
responsibilities, expectations, future
fitness and skills
• HR Planning, Talent Acquisition and Job
Analysis
• Performance Management systems and HRM
metrics

5-DAY TRAINING
PROGRAMME OVERVIEW
• Strategic Total Rewards Management
(STORM), Employee Engagement and
Retention
• (Strategic) Learning and Development
• Transformation, Culture and Change
Management and HRM as custodian of
change
• Organizational Development (OD)

STRATEGIC HUMAN
RESOURCES
MANAGEMENT (SHRM)
• SHRM is defined as an approach to
managing people that deals with how
the organization’s goals will be achieved
through its human resources by means
of integrated HR strategies, policies and
practices (Armstrong, 2016).
• SHRM propositions:
❑ The HR of an organization play a
strategic role in it’s success
❑ Human capital is a major source of
competitive advantage
❑ It is people who implement
business strategy
❑ A systematic approach should be
adopted to planning and
implementing HR strategies
❑ HR strategies and plans should be
integrated with business strategies
and plans

7-POINT HRM TRANSFORMATION
(COTTER PhD, 11 JANUARY 2019)
• "In order to be feasible, to prosper professionally in 2019 and to be
future-fit, HRM will have to exchange the currency in which they trade
from old notes to noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change translates from:
• 1. feelings to facts;
• from 2. anecdotal to analytical;
• from 3. hindsight to foresight;
• from a 4. business tributary to mainstream;
• from 5. intuition to intelligence;
• from 6. best practice (imitation) to next practice (innovation) and
ultimately,
• from 7. a cost to a profit centre.
• Generally, this 7-point transformation means an upgrade to Evidence-
based HRM."

EVIDENCE-BASED HRM
• Evidence-based HR refers to a process in which the
organization evaluates any decision or process
against data, real experience, expert opinions,
and/or other types of information to ensure the
decision is likely to have the desired outcome.
• For this to work best, the “evidence” used should
be purposefully sought out.
• When data is taken from multiple sources, ensure
it’s applicable within your context.

6 HIGH PRIORITY
STRATEGIC HRM
OBJECTIVES AND
RELATED ROLES
• #1: Attract, acquire and select top talent - promote a
competent and competitive workforce i.e. quality of hire;
Role: Cognitive and Intelligent Talent Broker
• #2: Transform to a digitally-enabled HRM operating model
and design an automated Knowledge Management System;
Role: Strategic Performance Advisor (SPA)
• #3: Future-proof the organization, by developing a
measurement culture and generating real-time predictive
business analytics and –intelligence;
Role: Digital Futurist and –Analyst
• #4: Develop an agile High Performance Organization (HIPO)
culture and a high level of employee engagement;
Role: Behavioural Economist
• #5: Mainstream HRM into core business processes, by
offering business valued solutions to key organizational
problems
Role: Innovative solutions architect
• #6: Develop a HRM Governance framework, processes,
principles and promote an ethical organizational culture,
espousing and enacting core company values.
Role: Advocate, Custodian and Steward of governance and
ethics

CURRENT: HRM-BASED ARCHITECTURE

REQUIRED: BUSINESS-BASED ARCHITECTURE

DIAGNOSIS: 10 BEST PRACTICE
GUIDELINES FOR SPA
• https://www.surveymonkey.com/r/VLPJWTN
• #1 Embedding HRM strategy in business strategy and able to translate that
strategy into deliverable actions
• #2 Well-defined, implemented and reported HRM performance and ROI metrics
(creating credibility and accountability)
• #3 Generating business intelligence e.g. predictive and strategic analytics (that
shapes, informs, guides and ultimately, influences strategic business decisions)
• #4 Offering a professional, value-adding business proposition sensitive to and
supportive of business needs, interests and strategic priorities
• #5 Ongoing line management consultation, engagement, coaching and building
trusting, collegial and mutually beneficial business relationships

GUIDELINES FOR SPA
• #6 HR Management and practitioners possess business and industry
knowledge, acumen and insight
• #7 HRM collaborates with line management to broker meaningful and
impactful business solutions
• #8 HRM processes, systems and practices are horizontally integrated
(bundled), agile, responsive and stream-lined (that enhance productivity and
efficiency)
• #9 HRM is a transformational initiator, driver and implementer of business
change
• #10 HRM is technology-savvy innovator, enabling and leveraging best
practices (e.g. CoE; Shared Services and e-HRM)
• https://www.surveymonkey.com/r/VLPJWTN

LEARNING ACTIVITY 1
• Individual Diagnostic Activity:
• As a HR Manager, critically review and evaluate
your organization’s current strategic HRM
processes and function against the ten (10)
best practice criteria. Refer to the link:
https://www.surveymonkey.com/r/VLPJWTN
• Group Discussion:
• In your role as HR Manager, identify areas of
improvement (gaps) and recommend
improvement strategies i.e. identify how the
HR function can enhance performance
(efficiency) and value add (effectiveness).

HRM/L&D Value chain process Number of
respondents (N)
Mean Score Relative
Difficulty
ranking
Standard
deviation
Level of Strategic
Maturity
#1: Strategic HRM 456 62.0% 9 17% Level 2
(Transactional)
#2: Strategic HR Planning 215 60.1% 4 12% Level 2
(Transactional)
#3: HRM Metrics and Analytics 339 55.0% 1 13% Level 2
(Transactional)
#4: Strategic Total Rewards
Management (STORM) – Principles and
Best Practices
218 61.5% 7 16% Level 2
(Transactional)
#5: Skills Auditing 243 57.4% 2 13% Level 2
(Transactional)
#6: Strategic Learning Partner (SLP) 243 64.6% 11 14% Level 2
(Transactional)
#7: Ethics of (outsourced) Africa-based
trainers
100 59.0% 3 11% Level 2
(Transactional)
OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D

#8: HRM Auditing 198 61.9% 8 17% Level 2
(Transactional)
#9: Future fitness of HRM/L&D
professionals
299 66.4% 12 13% Level 3
(Transformational)
#10: Succession Planning 211 67.7% 13 18% Level 3
(Transformational)
#11: Job Analysis and -Profiling 193 61.3% 6 15% Level 2
(Transactional)
#12: Performance Management 422 63.7% 10 14% Level 2
(Transactional)
#13: Employee Engagement 182 60.7% 5 11% Level 2
(Transactional)
OVERALL 3 319
61.6%
Level 2
(Transactional)
OVERALL FINDINGS – THE STRATEGIC VALUE OF HRM/L&D
HRM/L&D Value chain process Number of
respondents
(N)
Mean Score Relative
Difficulty
ranking
Standard
deviation
Level of Strategic
Maturity

STRATEGIC PERFORMANCE ADVISOR (SPA)
– WIDEST COMPLIANCE GAPS
Range Median Mean Standard Deviation
11-100% 61%
62%
17%
BEST PRACTICE CRITERIA RELATIVE DIFFICULTY
RANKING
MEAN SCORE
Q2: Your organization's HRM function has well-defined,
implemented and reported HRM performance scorecards and ROI
metrics (creating credibility and accountability)
1 50%
Q3: Your organization's HRM function generates business
intelligence e.g. predictive and strategic analytics (that shapes,
informs, guides and ultimately, influences strategic business
decisions)
2 50%
Q10: Your organization's HRM function is technology-savvy
innovator, enabling and leveraging best practices (e.g. CoE; Shared
Services and e-HRM)
3 53%

STRATEGIC PERFORMANCE ADVISOR (SPA)
– MOST COMPLIANT CRITERIA
BEST PRACTICE CRITERIA RELATIVE
DIFFICULTY
RANKING
MEAN SCORE
Q4: Your organization's HRM function offers a
professional, value-adding business proposition
sensitive to and supportive of business needs,
interests and strategic priorities
10 65%

DEFINING HR BUSINESS
PARTNERING
• Partnership: A relationship between individuals or groups
characterized by mutual co-operation and responsibility, for the
achievement of a specified shared goal.
• HR business partners are HR professionals who work closely with
an organization’s senior leaders in order to develop an HR agenda
that closely supports the overall aims of the organization. The
process of alignment is known as HR business partnering.
• Strategic business partners: A long-term relationship (alliance) to
achieve defined objectives common to all partners.
• In the context of strategic human resource management, the HR
function and activities are intended to ensure the organization's
financial success and prosperity (business continuity).

HRBP CRITICAL SUCCESS FACTORS
• Strategic focus and thrust (on issues that contribute to business growth and
competitiveness)
• Adopting a “big picture” perspective (regarding the organization’s priorities
and goals)
• Having personal impact and credibility (to influence key decision-makers)
• Adopting a Key Account Management, (internal) client-centric approach
• Possessing a set of value-adding skills and knowledge (customers and
business)
• Being a diplomat and negotiator (in harmonizing the HRM agenda with
business needs)

70% 20%
10%
HR BUSINESS PARTNERING ROLES

TIME ALLOCATION SPEND – LAGGING AND
LEADING (DELOITTE, 2014)

RESPONSIBILITIES OF HRBP
• Analyzing metrics and trends with HRM;
• Resolving complicated issues of employee relations as
well as addressing grievances;
• Providing guidance to HRM on a daily basis and
communicating with line management;
• Watching and reporting plans on workforce and
succession;
• Providing guidance on HRM policy;

RESPONSIBILITIES OF HRBP
• Being able to identify training needs for individuals
and teams;
• Working closely with employees and management in
order to build morale, improve working relationships,
and increase retention rates as well as productivity;
• Evaluating training programs and
• Making suggestions for new HRM strategies

EXPECTATIONS AND PRIORITIES OF
BUSINESS EXECUTIVES
• CEO’s expect the Human Resources function to play a
much more active and participatory role in enabling
business strategies.
• Senior business leaders consider talent to be perhaps
the critical factor in the push for sustainable growth
and the need to manage new opportunities and risks
in a more complex and interdependent world.
• According to The Conference Board CEO Challenge
(2013), Human Capital is rated 10% higher than
operational excellence as a major challenge for
businesses.

BUSINESS EXECUTIVE EXPECTATIONS OF THE SHRBP ROLE IN THE
COVID-19 TALENT MANAGEMENT ERA
(COTTER, 2021)
https://www.surveymonkey.com/r/866X7F8
• #1: Catalytic Driver of organizational Change
• #2: Proactive Business-minded Thinker
• #3: Collaborative business management Consultant
• #4: Purpose-directed Coach (of line managers)
• #5: Delivery (value-adding and results-oriented HRM
practices)
• #6: (Credible and Accountable) Performance Advisor
• #7: Strategic Facilitator and Enabler
• #8: Innovative Solutions Architect (and trouble-
shooter)
• #9: Digital Futurist and -Analyst
• #10: (Future-focused) Organizational Behavioural
Economist

VIDEO CLIP
• The 7 roles that
business executives
expect HRM to
perform
• https://www.youtu
be.com/watch?v=C
ald7kzCgkc&t=3s

BEST PRACTICE GUIDELINES
• According to Deloitte, the skills make the difference. HRBP empowers highly
competent, credible “account managers” operating at senior levels of the
organization to orchestrate solutions designed to solve organizational priorities.
• To achieve this, it is critical that the business recognize the HRBP is a serious
contributor. Only when the business partner can initiate a strategic conversation
with business leaders, armed with potential solutions, will he or she be thought
of as a strategic player.
• A report by Orion Partners states that the best HRBPs:
❑ Believe in their personal capability to make a difference in the organization.
❑ Are confident in expressing their strong views, even if those views are unpopular.
❑ Believe in the HR department’s value.
❑ Are strong role models for their team and make the best use of the entire HR
function.
❑ Build trusting, long-term relationships with HR colleagues as well as clients.
❑ Communicate in effective business terms using their expertise and knowledge of
the company and all its intricacies.

HRBP REQUIREMENTS
• To be a successful HRBP, a person should have:
❑Proven experience in the role;
❑Outstanding skills in people management;
❑Analytic and goal-oriented skills;
❑HRM metrics experience;
❑Complete understanding of labour legislation;
❑A thorough understanding of HRM best practices
and all the functions of the department and
❑A degree in HRM or a related field

ULRICH’S 9 HR COMPETENCIES (2017)
• Core competencies:
❑ Strategic positioner
❑ Credible activist
❑ Paradox navigator
• Organization enablers:
❑ Culture and change champion
❑ Human capital curator
❑ Total reward steward
• Delivery enablers:
❑ Technology and media integrator
❑ Analytics designer and interpreter
❑ Compliance manager
❑ https://www.surveymonkey.com/r/8Z632P9

ULRICH’S HR
COMPETENCIES
(2017)

LEARNING ACTIVITY 2
• Individual activity:
• By referring to Ulrich’s HRBP model (1997), evaluate your current degree of compliance of
the HR Administrative Expert role. Identify gaps.
• Using Ulrich’s HR Competencies model (2017), measure your current degree of competency
in each of the 9 competencies. Identify gaps. Refer to diagnostic survey link:
https://www.surveymonkey.com/r/8Z632P9 Identify gaps.
• Review the 7 business executive expectations, roles and responsibilities of HRBP. Identify
gaps.
• Group discussion:
• Recommend improvement and development strategies for the above three diagnostic
questions.

THE FUTURE-FIT CODE: 10 STRATEGIES TO
FUTURE-PROOF YOUR HRM CAREER
• Future-fit, career-minded HRM consultants will
apply the following strategies:
❑#1: Relevance
❑#2: Differentiation
❑#3: Unique Value Proposition (UVP)
❑#4: Specialization
❑#5: Agility

THE FUTURE-FIT CODE: 10 STRATEGIES TO
FUTURE-PROOF YOUR HRM CAREER
• Future-fit, career-minded HRM consultants will
apply the following strategies:
❑#6: Re-invention
❑#7: Value Amplification
❑#8: Next Dimension Thinking
❑#9: Digital Literacy and -Citizenship
❑#10: Hyperconnected Collaborator

READING
ARTICLE
• Future Fit HRM
Consultants
• Refer to link:
https://www.linkedin.
com/pulse/future-fit-
code-10-strategies-
future-proof-your-
career-charles-cotter/

LEARNING ACTIVITY 3
• In light of the above
Future-fit Code, do you
believe that you are
ready for the future
workplace? Please refer
to the following link:
• https://www.surveymon
key.com/r/VV5RMLY

FUTURE FITNESS OF HRM PROFESSIONALS –
WIDEST COMPLIANCE GAPS
42-100 66%
66.2%
13%
RANKING
MEAN SCORE
Q2: My professional HRM/L&D status and -brand equity is typified by
a high degree of differentiation, therefore I'm compensated at a
premium rate (top dollar).
1 56%
Q9: I'm a responsible and responsive digital citizen, who has
mastered the ability to navigate, curate, analyze and communicate
HRM/L&D messages via digital media sources across an array of
sophisticated technological platforms.
2 61%
Q10: I'm a hyperconnected collaborator, with the analytical ability to
penetrate, mine and harvest the business relationship potential and
exploit mutually-beneficial collaboration opportunities within the
scope of my business network and HRM/L&D community.
3 63%

FUTURE FITNESS OF HRM ADMINISTRATORS –
MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q5: I constantly demonstrate a high degree of
resilience, flexibility and stealth-like agility, especially
during turbulent times of change in the workplace.
10 73%

10 CHARACTERISTICS OF HIGH
PERFORMING HRM TEAMS
(COTTER, 2020)
• https://www.surveymonkey.com/r/V7BFL9D
• 1. Creating a cohesive, mature and high performing
(HIPO) team culture;
• 2. Establishing team norms, values and constructive
role allocation;
• 3. Applying effective and innovative problem-
solving processes and practices;
• 4. Demonstrating effective decision-making
practices and processes and actively promoting
group consensus when engaging with key team
decisions;
• 5. Practicing collaborative communication,
principles of constructive dialogue and critical
conversations;

10 CHARACTERISTICS OF HIGH
PERFORMING HRM TEAMS
(COTTER, 2020)
• 6. Promoting diversity and inclusivity of all team
members as team assets;
• 7. Practicing functional. Constructive and amicable
conflict resolution and -management processes;
• 8. Enhancing team relationships, based on a
foundation of trust, rapport and mutual respect;
• 9. Promoting team competence, high degree of
personal effectiveness and motivation and
• 10. Promoting a high impact learning (HILO) team
culture, generous knowledge sharing and skills
transfer.
• https://www.surveymonkey.com/r/V7BFL9D

STAGES OF HRM TEAM
DEVELOPMENT

VIDEO CLIP
• Creating a High
Performing Team Culture
• https://www.youtube.co
m/watch?v=FVx6M9psdjI
• Debriefing: Extract the
lessons from this video
clip

LEARNING ACTIVITY 4
Group discussion:
• Identify the stage of your HRM
team’s maturity at your organization.
Refer to the
link:https://www.surveymonkey.c
om/r/V7BFL9D Describe the
strategies to actualize to and/or
sustain the most sophisticated stage,
performing.
• By referring to the performance
equation, compute your HRM team’s
PPS. Develop strategies to improve
any of the deficient HR team
performance variables.

HR Planning, Talent
Acquisition and Job Analysis

CLEAR VIEW – LINE OF SIGHT
x5 STRATEGIC HR PLANNING CHECKPOINTS
(Cotter, 2016)
#1: Inventory of available organizational core
competencies and scarce skills (by means of a skills
audit)?
#2: Mission critical organizational jobs (to enable
strategic goals achievement)?
#3: Critical employee segments (to promote business
continuity i.e. - future-proofing of the business
model)?
#4: Identification of organizational talent gaps (e.g. by
means of Succession Planning 9-box matrix)?
#5: Competitivity, maturity and readiness of the
organizational talent pipeline (i.e. number of future-fit
HIPO’s and the talent bench strength, who can
seamlessly ascend into the key positions)?

• https://www.surveymonkey.com/r/VDDX9YW
• #1: Aligned with the organization’s strategic business plans and priorities.
• #2: Future-focused, adopting a strategic, medium to long-term forward-looking
approach.
• #3: Pro-active, sensitive and responsive to (internal and external) environmental
change and trends.
• #4: Provides accurate and reliable (clear view) talent planning/management
information for the organization e.g. available core competencies; scarce skills;
critical jobs and employee segments and talent gaps.
• #5: Collaborative, well coordinated and partnering effort (HRM has co-opted
business partners e.g. line managers to the process).
GUIDELINES FOR EFFECTIVE SWP

• #6: Integrated (bundled) with other HRM value chain processes e.g. Recruitment,
Succession Planning, Retention and Leadership Development.
• #7: Generates meaningful business intelligence for the organization which
shapes, informs and influences business planning and supports strategic decision-
making.
• #8: Integrates both scientific (HRM metrics, predictive analytics and strategy
maps) with artistic (planning) principles.
• #9: Dynamic - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).
• #10: Yields a positive ROI, with tangible/demonstrable outcomes and impact for
the organization i.e. creates sustainable HCM competitive advantages
• https://www.surveymonkey.com/r/VDDX9YW
GUIDELINES FOR EFFECTIVE SWP

STRATEGIC
WORKFORCE/HR
PLANNING
PROCESS
Step 6
Monitoring and Evaluating the
HR Action Plan
Step 5 HR Action Planning
Step 4 Reconciling – gap analysis
Step 3 Analyzing (Current) Supply
Step 2
Forecasting HR Demand
(Futuring)
Step 1 Strategic Environmental Analysis

LEARNING ACTIVITY 5
• Individual Activity:
• Diagnose your current HR/Workforce Planning practices against
the ten (10) best practice criteria. Refer to the link:
https://www.surveymonkey.com/r/VDDX9YW
• Identify gaps and recommend improvement strategies.
• By referring to the illustration of the HR planning process,
evaluate the effectiveness of each process step in your
organization. Compare your organization’s effectiveness with
the findings of the HCI (2014).
• Identify areas of improvement (gaps) and recommend how HR
management can enhance performance and value add.

STRATEGIC HR PLANNING – MOST
COMPLIANT CRITERIA
27-93% 60%
60.1%
12%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: Your HR Plan is aligned with the
organization’s strategic business plans and
priorities.
10 67%

STRATEGIC HR PLANNING – WIDEST
COMPLIANCE GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q10: Your organization's HR plan yields a positive ROI, with
tangible/demonstrable outcomes and impact i.e. creates
sustainable HCM competitive advantages
1 58%
Q8: Your organization's HR plan integrates both scientific
(HRM metrics, predictive analytics and strategy maps) with
artistic (planning) principles.
2 59%
Q4: Your organization's HR Plan provides accurate and
reliable (clear view) talent planning/management
information e.g. available core competencies; scarce skills;
critical jobs and employee segments and talent gaps.
3 59%

RECRUITMENT PROCESS
• Defining the role (Job Analysis)
❑Job Specification
❑Job Description
• Attracting applications
❑Recruitment methods (internal and external)
❑Employee value proposition (EVP)
• Managing the application and selection process
• Making the appointment

10 BEST PRACTICE JOB ANALYSIS CRITERIA
• https://www.surveymonkey.com/r/VY6YVZ7
• #1: Your organization's Role/Job Analysis and -Profiling processes are pro-active, sensitive
and responsive to both internal e.g. Business & HRM Strategy direction and
OD/organizational restructuring and external environmental disruptors, change and trends
e.g. economic, legal and technological.
• #2: Your organization's Role/Job Analysis and -Profiling processes methodically utilize
multiple and diverse sources of data collection i.e. crowdsourced performance intelligence.
• #3: Your organization's Role/Job Analysis and -Profiling processes integrate both scientific,
quantitative (intelligence - 80%) with subjective, qualitative (intuition - 20%) configuration
of methodology and valid tools.
• #4: Your Role/Job Analysis and -Profiling processes efficiently, effectively, economically and
ethically harness Job Analysis Interviews, Questionnaires, Observation and Skills Auditing
as the primary data collection tools and techniques.
• #5: Your organization's Role/Job Analysis and -Profiling processes provide accurate,
comprehensive and reliable Job Data which leads to informative Job Description
documents e.g. tasks, duties and responsibilities.

10 BEST PRACTICE JOB ANALYSIS CRITERIA
• #6: Your organization's Role/Job Analysis and -Profiling processes provide
accurate, comprehensive and reliable Job Data which leads to informative
Job Specification documents e.g. Competency Profile (knowledge; skills,
experience and behavioural competencies).
• #7: Your organization's Role/Job Analysis and -Profiling processes are integrated
(bundled) with other HRM value chain processes e.g. Recruitment, PMS, Learning
and Development, Compensation and Career Development.
• #8: Your organization's Role/Job Analysis and -Profiling processes
are collaborative, well-coordinated and a partnering effort (HRM has co-opted
business partners e.g. line managers to the process).
• #9: Your organization's Role/Job Analysis and -Profiling processes are a systematic
and synergistic precursor to the Job Evaluation/grading process.
• #10: Your organization's Role/Job Analysis and -Profiling processes are dynamic
and agile - regularly and systematically monitored, reviewed, evaluated and
adapted (committed to continuous improvement processes).

LEARNING ACTIVITY 6
• Review the current Job Analysis
practices and processes and indicate the
efficiency and effectiveness. Review
your organization’s Job Analysis
quantitative and qualitative methods
and techniques and indicate their
effectiveness, reliability and validity.
Refer to the link:
https://www.surveymonkey.com/r/
VY6YVZ7
• Identify gaps and recommend
improvement strategies.

JOB ANALYSIS AND –PROFILING – WIDEST
COMPLIANCE GAPS
29-93% 61%
61.3% 15%
RANKING
MEAN SCORE
Q3: Your organization's Role/Job Analysis and -Profiling
processes integrate both scientific, quantitative (intelligence - 80%)
with subjective, qualitative (intuition - 20%) configuration of
methodology and valid tools.
1 48%
Q10: Your organization's Role/Job Analysis and -Profiling processes
are dynamic and agile - regularly and systematically monitored,
reviewed, evaluated and adapted (committed to continuous
improvement processes).
2 50%
Q2: Your organization's Role/Job Analysis and -Profiling processes
methodically utilize multiple and diverse sources of data collection
i.e. crowdsourced performance intelligence.
3 51%

JOB ANALYSIS AND –PROFILING – MOST
COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q9: Your organization's Role/Job
Analysis and -Profiling processes are a
systematic and synergistic precursor to
the Job Evaluation/grading process.
10 63%

• Internal and external sources/methods
• Advantages and disadvantages of Recruitment methods
• Objective: Magnetically attracting the “Cream of the Crop”
• Objective: Facilitating an optimal Person-Environment (P-E) fit
• Strategy: Developing, articulating and advocating of a compelling
Employee Value Proposition (EVP)
• Strategy: Employer Branding – (re) positioning as an “Employer of
Choice”
TALENT ATTRACTION

• A resourcing strategy is concerned with shaping what an organization has to offer to people
to join and stay in the organization. (Armstrong, 2016)
• EVP is a statement of what an organization will provide for people that they will value - why
the total work experience at their organization is superior to that at other organizations.
• The EVP is an employee-centered approach that is aligned to existing, integrated workforce
planning strategies because it has been informed by existing employees and the external
target audience.
• Key Selling Points (KSP): Host of financial and non-financial benefits
• Non-financial benefits:
❖ The attractiveness of the organization
❖ Responsibility – corporate conduct, ethics and CSR/CSI
❖ Respect – diversity and inclusiveness
❖ Work-life balance
❖ Opportunities for personal and professional growth
EMPLOYEE VALUE PROPOSITION (EVP)

MANAGING THE
APPLICATION AND
SELECTION PROCESS
• The Curriculum Vitae (CV)
or
• The application form
• Dealing with applications
• The ‘candidate experience’

VIDEO CLIP
• How Nestlé transformed
recruitment into talent
acquisition
• https://www.youtube.com
/watch?v=5HIlROqdik0
clip

SELECTION PRINCIPLES AND PRACTICE

• Short-listing
• Assessing applicants to decide who should be offered a job
• Making the employment appointment (offer)
❑References
❑Medical examinations
❑Psychometric testing
❑Performance tests
• Employment offer
SELECTION PROCESS AND METHODS

DEFINING COMPETENCY-BASED
INTERVIEWS
• Competency-based interviews (also called structured
interviews) are interviews where each question is
designed to test one or more specific skills.
• The answer is then matched against pre-decided
criteria and marked accordingly.
• For example, the interviewers may want to test the
candidate's ability to deal with stress by asking first
how the candidate generally handles stress and then
asking the candidate to provide an example of a
situation where he worked under pressure.

DIFFERENTIATING BETWEEN COMPETENCY-BASED
INTERVIEWS AND NORMAL INTERVIEWS
• Normal interviews are essentially a conversation where the interviewers
ask a few questions that are relevant to what they are looking for but
without any specific aim in mind other than getting an overall impression of
you as an individual.
• Questions are fairly random and can sometimes be quite open.
• Competency-based interviews are more systematic, with each question
targeting a specific skill or competency.
• Candidates are asked questions relating to their behaviour in specific
circumstances, which they then need to back up with concrete examples.
• The interviewers will then dig further into the examples by asking for
specific explanations about the candidate's behaviour or skills.

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED

HOW COMPETENCY-BASED INTERVIEW
QUESTIONS ARE MARKED
Positive indicators Negative indicators
• Demonstrates a positive approach towards
the problem.
• Considers the wider need of the situation
• Recognises his own limitations
• Is able to compromise
• Is willing to seek help when necessary
• Uses effective strategies to deal with
pressure/stress
• Perceives challenges as problems
• Attempts unsuccessfully to deal with the
situation alone
• Used inappropriate strategies to deal with
pressure/stress

S-T-A-R CBI QUESTIONING PROCESS

• PROBING - It may be necessary to probe with
additional, relevant questions at all stages of the
process.
• “CBI HAS A CLEAR FOCUS ON ESTABLISHING JOB FIT”
CBI INTERVIEW – CRITICAL SUCCESS
FACTOR

LEARNING ACTIVITY 7
• Develop a recruitment Strategy for an
identified specific key position/job. Focus
on the following key components:
• Attracting applicants:
❑ Recruitment methods (internal and/or
external)
❑ Develop an EVP for your organization

LEARNING ACTIVITY 7
• Develop a Selection Strategy for your
organization. Focus on the following
key components:
❑ Process
❑ Selection methods
❑ Conducting a CBI

Performance Management Systems,
Metrics and Employee Relations and
Conflict Resolution

DEFINING PERFORMANCE MANAGEMENT
(PM)
• PM can be seen as a comprehensive management system aimed at constantly
improving and monitoring the performance of others.
• PM concerns itself with improving productivity, delivering a better quality
service/product and is aimed at achieving the goals of both the institution and the
employee.
• PM is a strategic and integrated approach to delivering sustained success to
organizations by improving the performance of people who work in them and by
developing the capabilities of teams and individual contributors.
• PM entails three (3) important components/dimensions, namely:
❑ Evaluation (i.e. appraisal and measurement)
❑ Development (i.e. improving performance through the acquisition of skills)
❑ Relationships (between team leaders and team members)

KPA’s and KPI’s
• Key Performance Areas (KPA) may be
defined as the primary responsibilities of
an individual or the core area(s) which each
employee is accountable.
• KPA’s originate from the organization’s
mission and represent the specific areas
where the organization expects results.
• Key Performance Indicators (KPI’s) define
unit of measure used to assess whether or
not Key Performance Area have been
achieved.
• KPI’s clarify how performance will be
judged against each KPA. They provide the
framework for generating targets, and are
the core of all performance management
systems.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• https://www.surveymonkey.com/r/VCYVV8
Y
• #1: The Performance Management System (PMS) of your organization is
directly linked to the strategic goals of the institution.
• #2: The PMS of your organization is (horizontally) integrated with the
other HRM functions and also the core business processes (finance,
customer & operations) of the institution.
• #3: The PMS of your organization adapts from only management
performance expectations to management, customer and other
(internal and external) stakeholder expectations and is agile and
responsive to environmental change, global best practices and future
trends.
• #4: The PMS of your organization is balanced in terms of focusing on
improving both short-term outputs or results and also in the medium to
long-term future i.e. future-proofing the business/operating model.
• #5: The PMS of your organization encourages full participation and wide
engagement and extensive consultation, focused on measuring quality
standards.

PERFORMANCE
MANAGEMENT BEST
PRACTICES
• https://www.surveymonkey.com/r/VCYVV
8Y
• #6: The PMS of your organization is user-friendly, simple and
understandable for all users.
• #7: The PMS of your organization provides an opportunity to recognize
performance excellence.
• #8: The PMS of your organization is vigilant and efficient in identifying
and correcting poor performance levels and under achievement of
performance goals and standards.
• #9: The PMS of your organization is line management-driven with
active support and business partnering from the human resources
department.
• #10: The PMS is a continuous process that accurately identifies multi-
level (individual, team and organizational) performance and skills gaps
i.e. generates crowd-sourced (360-degree) performance intelligence
and –analytics, which is effectively leveraged as a performance
development and -improvement management tool.

LEARNING ACTIVITY 8
• Individual diagnosis:
• Review and rate the efficiency and effectiveness
of the current performance management process
at your organization. Refer to the above Best
Practice criteria checklist. Refer to the
SurveyMonkey link for the online survey:
https://www.surveymonkey.com/r/VCYVV8Y
• Identify gaps and recommend improvement
strategies.

PERFORMANCE MANAGEMENT SYSTEMS
– WIDEST COMPLIANCE GAPS
22-100% 61% 62% 14%
RANKING
MEAN SCORE
Q6: The PMS of your organization is user-friendly, simple and
understandable for all users.
1 56%
Q10: The PMS is a continuous process that accurately identifies multi-
level (individual, team & organizational) performance & skills gaps i.e.
generates crowd-sourced (360-degree) performance intelligence & -
analytics, which is effectively leveraged as a performance
development & -improvement management tool.
2 57%
Q8: The PMS of your organization is vigilant and efficient in
identifying and correcting poor performance levels and under
achievement of performance goals and -standards.
3 58%

PERFORMANCE MANAGEMENT SYSTEMS
– MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: The PMS of your organization provides an
opportunity to recognize and (financially and non-
financially) reward performance excellence.
10 69%

VIDEO CLIP
• Reinventing
Performance
Management at
Deloitte (HBR)
• https://hbr.org/video/5
122969232001/reinventi
ng-performance-
management

STEP 1: PERFORMANCE MANAGEMENT CYCLE

STEP 1: PERFORMANCE
PLANNING
Clarifying
expectations
1
Setting of
goal/objectives,
performance
standards and
criteria
2
Action Planning
3
Contracting
Performance
Agreements
4

PERFORMANCE
REVIEW/APPRAISAL
• Monitoring,
Measuring/Evaluati
ng performance
against the pre-
determined
performance
goals/objectives
and standards and
criteria.

PERFORMANCE
FEEDBACK/INTERVIEW
• Conducting of the 8 step,
Human Touch
interview/discussion –
formally/informally
• implementing Positive and
Corrective performance
feedback.

PERFORMANCE DEVELOPMENT
❑ Implementing training
and development and
other people
performance
improvement initiatives
❑ The adoption of the 5
pivotal roles of people
development-focused
managers (people
capitalism).

PERFORMANCE
REWARD
• Offering of host of
customized and
personalized intrinsic and
extrinsic performance
reward options and
recognition.
• Ensure compliance with
best practice principles

CAUSES OF POOR
PERFORMANCE
❑Skills/competence
❑Personal problems
❑Lack of resources
❑Organizational factors

PERFORMANCE MATRIX –
APPLYING COTTER’S 4 C’s (2018)
CAREER
FLUIDITY
COUNSELING
CAPITALIZING
COACHING

THE FUTURE OF HRM METRICS &
ANALYTICS?
“HRM will have to migrate from the
fundamentals of people science to the
complexities of data science.”
(Cotter, 2017)

10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM
METRICS
https://www.surveymonkey.com/r/VCZYBWQ
#1: Adopt a strategic
mindset
#2:Change
management must
run parallel to HRM
Metrics in “business
unusual”
environment
#3: Streamline and
systematic HRM
metrics process
#4: HRM Metrics is
not a “desktop”
exercise
#5: Adopt a
measurement
culture & build
capacity & skills
for digital literacy

10-POINT FOUNDATION AND “STARTER-PACK” FOR STRATEGIC HRM
METRICS
https://www.surveymonkey.com/r/VCZYBWQ
#6: Re-inject
scientific principles,
processes and tools
& credibility into
HRM Metrics
e.g. 3 E’s
#7: Drill down &
segment HRM
metrics
#8: Apply the 4 C’s
to HRM Metrics
Reporting
#9: Don’t adopt a “Big
Bang” approach –
start small, think big
and scale up
#10: Automation -
utilize a 4-G digital
data analysis solution

LEARNING
ACTIVITY 9
• https://www.surveymonkey.c
om/r/VCZYBWQ
• Please rate your organization’s
current degree of compliance on
a 10-point scale (with range of 1
= absolutely non-compliant and
10 = 100% compliant)
• Identify gaps and recommend
improvement strategies.

HRM METRICS AND ANALYTICS – WIDEST
COMPLIANCE GAPS
22-100% 54%
55%
13%
RANKING
MEAN SCORE
Q6: Your organization has re-injected scientific principles, processes and
tools and credibility into HRM Metrics e.g. 3 E’s - evidentiary, empirical
and ethical.
1 46%
Q10: Your organization harnesses automation, utilizing a 4-G HRM digital
data analysis solution.
2 50%
Q3: Your organization has streamlined and systematic HRM metrics
processes
3 52%

HRM METRICS AND ANALYTICS – MOST
COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q9: Your organization starts small, thinks big and
systemically scales up over time, as opposed to
adopting a large-scale “Big Bang” HRM Metrics
approach.
10 58%

STRATEGIC TOTAL REWARDS MANAGEMENT (STORM)

• Reward management is concerned with the formulation and
implementation of strategies and policies that aim to reward
people fairly, equitably and consistently in accordance with
their value to the organization.
• Reward management consists of analyzing and controlling
employee remuneration, compensation and all of the
other benefits for the employees.
• Reward structure usually consists of pay policy and practices,
salary and payroll administration, total reward, minimum
wage, executive pay and team reward.
DEFINITION OF REWARD
MANAGEMENT

COMPONENTS OF TOTAL REWARD
STRATEGY

OBJECTIVES OF A REMUNERATION
SYSTEM

THE EVOLUTION OF REWARD
MANAGEMENT

BEST PRACTICE REWARD
MANAGEMENT PRINCIPLES

• https://www.surveymonkey.com/r/VQN9RZY
• #1 Your organization offers competitive and market-related/above market-related remuneration
packages to employees (prospective employees).
• #2 Your organization adequately and accurately recognizes the knowledge, skills, competencies and
experience of employees and rewards are sufficiently flexible and variable.
• #3 Your organization applies fairness in methods, procedures and practices for compensating,
recognizing and rewarding employee contributions.
• #4 Your organization applies equitable methods, procedures and practices for compensating,
recognizing and rewarding employee contributions.
• #5 Your organization promotes transparency through sharing information about their compensation
practices, pay rates criteria and how they are determined – especially at the managerial and executive
levels.
DIAGNOSIS OF 10 REWARD MANAGEMENT
BEST PRACTICES

• #6 Your organization applies consistency (standardization) in the allocation of
remuneration and rewards e.g. performance bonuses and incentives etc., thereby
serving as a retention and motivation mechanism.
• #7 Your organization applies objectivity throughout the performance management
process, as the pre-cursor and chief determinant of performance bonuses.
• #8 Your organization has an efficient, user-friendly and stream-lined job
evaluation and job grading process.
• #9 The value of remuneration and rewards offered by your organization is
affordable (feasible) promoting business sustainability and continuity.
• #10 Your organization’s reward system is effective in that it directly contributes to
and enables the achievement of business management goals e.g. higher levels of
productivity and performance.
• https://www.surveymonkey.com/r/VQN9RZY
DIAGNOSIS OF 10 REWARD MANAGEMENT BEST
PRACTICES

• https://www.surveymonkey.com/r/VWJC8FG
• #1: (Vertical) Alignment with business strategy, goals and objectives
• #2: (Horizontal) integration of HRM value chain functions (bundling)
• #3: Rewards Management conducts environmental scanning and is highly attuned, sensitive to and
pro-actively responsive of change
• #4: Rewards Management is future-focused (ensuring that the organization is future-proof)
• #5: Reward management adopts a measurement culture e.g. scorecards, dashboards, metrics, risk
analysis and audits etc.
• #6: Reward management generates business intelligence, enabling smarter business decision making
(operationally and strategically)
• #7: Enables the organization to gain a sustainable, strategic competitive advantage
• #8: Reward management practices contribute to a positive organizational climate, culture and higher
levels of employee engagement.
DIAGNOSIS OF 8 REWARD MANAGEMENT
PRINCIPLES

LEARNING ACTIVITY 10
• Individual (Diagnosis): Critically evaluate your
organization’s current rewards management structure
against the 10 best practice criteria. Complete the
online survey
https://www.surveymonkey.com/r/VQN9RZY
• Critically evaluate your organization’s current rewards
management principles against the 8 best practice
criteria
https://www.surveymonkey.com/r/VWJC8FG
• Group (Analysis): Identify gaps and recommend
improvement strategies for these gaps.

TOTAL REWARDS STRATEGY - PROCESS
FLOW

• To attract, motivate and retain employees.
• Differentiation: To reinforce employer brand and set
the employer apart from other organizations.
• Raise awareness and appreciation by focusing
attention on the benefits the organization offers.
• To reduce the cost of benefits administration by
providing an employee self-service tool that results in
fewer phone calls thereby enabling HR to focus on
more strategic initiatives.
OBJECTIVES OF TRS

VIDEO CLIP
• What Great Employee
Engagement looks like?
• https://www.youtube.
com/watch?v=uan2fH
Q51zg
clip

EMPLOYEE ENGAGEMENT STRATEGIES
(COTTER, 2019)
• https://www.surveymonkey.com/r/VSTPYNY
1. Your organization's employees have clarity regarding their respective roles/jobs
and performance expectations; there is role/job optimization as well as
perceived task/job identity and -significance.
2. Your organization's employees receive an abundance of recognition and praise as
well as demonstrable care and interest from their managers.
3. Your organization's employees receive encouragement of their personal and
professional development and there is significant managerial interest in career
progression and development.
4. There is collegial and harmonious working relationships amongst team members
and peers at your organization.
5. Your organization's employees have sufficient workplace resources, materials and
equipment to perform their jobs satisfactorily and they have reasonable autonomy
to plan/schedule daily tasks and to make routine decisions.

EMPLOYEE ENGAGEMENT STRATEGIES
(COTTER, 2019)
6. Your organization's employee opinions and inputs are valued by management and there is
significant organizational platforms and opportunities for them to exercise their employee
voice.
7. Your organization's employees have meaningful levels of trust in the organizational
leadership team and are regarded as exemplary role models.
8. There is a culture of performance excellence at your organization and the majority of
employees are prepared to go the extra mile and are committed to sustaining high quality and
performance standards.
9. Your organization has a conducive work environment, culture and climate that promotes a
strengths-based leadership culture; offers work-life balance, employee well-being and fair
remuneration and other employment practices and -policies.
10. Your organization has a significant training investment factor, advocates and employs talent
management and -development strategies and there are ample opportunities for employees to
learn and grow.
• https://www.surveymonkey.com/r/VSTPYNY

• Craft and develop Total Rewards Statement (TRS)
as a form of attracting top talent at your
organization.
• Evaluate the current degree of your organization’s
employee retention by gauging against the
Irresistible Organization.
• Diagnose your organization’s current employee
engagement levels against the ten (10) best
practice criteria. Refer to the link:
https://www.surveymonkey.com/r/VSTPYNY

DEFINING HRM AUDIT
• An HR Audit as “an intensely objective look at the company’s HR policies,
practices, procedures and strategies in order to protect the company,
establish best practices and identify opportunities for improvement.”
(SHRM)
• A Human Resources Audit is a review of current Human Resources
practices, policies, procedures, documentation and systems and will assist
you to identify strengths and needs for improvement.
• It will provide direction and recommend the courses of action to be taken
to ensure compliance with ever-changing laws, rules and regulations.
• A HR audit is a way to diagnose problems in a company’s HR department.
• Auditing is evidence based.

8 CRITICAL SUCCESS FACTORS OF HRM
AUDITING
• #1: Organizational readiness for HRM Auditing
• #2: Adequate resources
• #3: The right people
• #4: The audit requires the support of all trade unions and key role players in the SBU
• #5: Guided by a policy
• #6: Under the supervision of a subject matter expert.
• #7: The auditing of HR should be put in the HR calendar and should synchronise properly
with other business processes in the organization
• #8: Senior management commitment and support and the general co-operation of key
stakeholders

10 KEY PRINCIPLES OF HRM AUDITING
• https://www.surveymonkey.com/r/VR223PT
• #1: Need for independence;
• #2: Audit activities should be budgeted for properly;
• #3: Acknowledgement that there are many types of audits;
• #4: Each type of an HR audit has its own purpose and objectives;
• #5: Establish timeframes for every phase/step of the audit;

10 KEY PRINCIPLES OF HRM AUDITING
• #6: Training of auditors is a must;
• #7: Set standards for the HR Audits;
• #8: Agreement on reporting template;
• #9: Auditors should sign a confidentiality agreement; and
• #10: Auditors should agree beforehand on communication strategy.
• https://www.surveymonkey.com/r/VR223PT

HRM AUDIT ACTION
PLAN
• Phase 1:
Foundational/Initiation
• Phase 2: Assessment
• Phase 3: Concluding and
Reporting

• Review the degree of compliance of your current
HR Auditing practices measured against:
• X8 Critical success factors
• X10 Key Principles. Refer to the link:
https://www.surveymonkey.com/r/VR223PT
strategies.

HRM AUDITING – WIDEST COMPLIANCE
GAPS
DIFFICULTY
RANKING
MEAN SCORE
Q3: The scope of and the HRM Audit measures are adequate and
comprehensive i.e. the 70-20-10 principle is consistently applied.
1 55%
Q8: All stakeholders have agreed on the HRM Audit reporting template and
there is general buy-in and support from the key stakeholders, especially
senior management and the labour unions.
2 59%
Q6: All HRM Auditors are properly trained and competent in performing
their auditing role and the appropriate and relevant use of HRM Auditing
tools.
3 59%

HRM AUDITING – MOST COMPLIANT
CRITERIA
22-100% 60% 61.9% 17%
BEST PRACTICE CRITERIA DIFFICULTY
RANKING
MEAN SCORE
Q1: The HRM Audit is objective and independent from
other HRM governance processes.
10 67%

SKILLS AUDITING PROCESS – ILLUSTRATED

BEST PRACTICE CRITERIA: SKILLS
AUDITING
• https://www.surveymonkey.com/r/VTW6VWF
• #1: A job analysis must be used as a basis for the skills audit
• #2: Definitive performance standards must be developed, written, and
provided to all stakeholders, regardless of the type of rating
• #3: Raters are trained to use the rating instrument properly
• #4: Formal appeal mechanisms must be in place and assessment results need
to be reviewed to ensure fairness and reliability
• #5: Multiple techniques/approaches are utilized and ratings are supported
with documented examples of behaviour

BEST PRACTICE CRITERIA: SKILLS
AUDITING
• #6: Employees are given a chance to improve their skills through targeted development opportunities
• #7: The 7 E’s - the Skills Auditing process is efficient, effective, economical, educational, ethical, empirical and
evidentiary
• #8: Compliance with the following principles of Skills Audits:
❑ Fairness
❑ Validity
❑ Reliability
❑ Transparency/ Openness
❑ Constructive feedback
❑ Objectivity
• #9: The outcome of the skills audit generates predictive analytics and business intelligence, providing the organization
with a strategic competitive advantage
• #10: Skills Auditing must be a holistic, systematic, integrated and aligned approach
• https://www.surveymonkey.com/r/VTW6VWF

• Review and evaluate your organization’s
current skills audit process against the ten
(10) best practice criteria.
• https://www.surveymonkey.com/r/VTW
6VWF
strategies to address these process gaps.

SKILLS AUDITING - WIDEST COMPLIANCE
GAPS
22-100% 57%
57,4%
13%
RANKING
MEAN SCORE
Q3: Your organization trains skills auditors and -raters to use
the skills rating instrument properly.
1 51%
Q4: Formal appeal mechanisms are in place in your
organization and skills assessment results are regularly
moderated and reviewed.
2 51%
Q9: The outcome of the skills audit generates predictive
analytics and business intelligence, providing your organization
with a strategic competitive advantage.
3 54%

SKILLS AUDITING - MOST COMPLIANT
CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: Your organization's skills auditing process
complies with the 7 E’s i.e. efficient, effective,
economical, educational, ethical, empirical and
evidentiary.
10 77%

TRAINING EVALUATION – KIRKPATRICK (4-
LEVELS) AND PHILLIPS (5-LEVELS)

DEFINING TRAINING ROI FORMULA
ROI is a key financial metric of the value of training investments and costs. It is a ratio of net benefits to costs,
expressed as a percentage.
The formula can be expressed as:
[(monetary benefits – cost of the training) / cost of the training] x 100

ILLUSTRATION: TRAINING ROI
PROCESS

THE FUTURE OF LEARNING AND
DEVELOPMENT (COTTER, 2018)
• #1: Transition from e-learning to mobile (m)-learning
• #2: More video-based, on-demand micro-learning
• #3: Learners taking more ownership and responsibility for their learning
• #4: More use of Virtual Reality in the traditional learning space
• #5: Technology-enabled and digital learning devices
• #6: Transition from training facilitators to Learning Navigators
• #7: Less focus on learning content and more focus on the learner
experience
• #8: Less focus on learner assessment and qualifications and more focus on
holistic application and transfer of learning
• #9: Less formal training and more focus on social and experiential learning
(refer to the 70-20-10 model of learning)
• #10: Transition from books to MOOC’s
• #11: Use of a Strategic L&D Scorecard and
• #12: Adoption and implementation of the Strategic L&D Conceptual
Framework.

IMPROVEMENT RECOMMENDATIONS -
SLP

10-STEP CHANGE PROCESS CYCLE
• Step 1: Conduct a gap analysis (by means of the Weighted, 74
item Strategic L&D scorecard);
• Step 2: Formulate and implement change management and
improvement interventions;
• Step 3: Ensure the horizontal integration (bundling) across the
L&D value chain;
• Step 4: Formulate 3-year L&D strategy and facilitate vertical
alignment of this L&D strategy with the organisational business
strategy (KPI #1);
• Step 5: Foundational work – invest heavily in the input factors
(refer to KPI #6 and #7);

10-STEP CHANGE PROCESS CYCLE
• Step 6: Initiation work – roll out the transformation process
(refer to KPI #3, 5, 8 and 10);
• Step 7: Periodically monitor, track, measure and report on
strategic L&D metrics (refer to KPI #2);
• Step 8: Conduct an annual audit to evaluate the strategic impact
of L&D, with KPI #4 and #7 as the yardstick;
• Step 9: Generate business and performance management
intelligence and
• Step 10: Feed this business intelligence back into the system,
make the necessary revisions and re-initiate new 3-year L&D
cycle/process.

VIDEO CLIP
• VIDEO CLIP
• Strategic Learning and
Development 10 Best
Practices
(Dr Charles Cotter)
• https://www.youtube.
com/watch?v=I4h390B
DQqM

FUTURE-FIT L&D:
10 CRITICAL
SUCCESS FACTORS
FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
• https://www.surveymonkey.com/r/VMM
J9WL
• #1: L&D can count on top management support
and ownership of L&D strategies and –processes
• #2: A vibrant and effective Performance
Management System (PMS) is the
bedrock/foundation of L&D processes
• #3: There is direct and active engagement,
consultation and participation of line management
in all learning processes
• #4: L&D Managers and -professionals adopt and
apply a strategic mind-set (conceptual thinking)
• #5: L&D have established a learning organizational
culture and developed a Knowledge Management
System

FUTURE-FIT L&D:
10 CRITICAL SUCCESS
FACTORS FOR THE
TRANSFORMATION
OF TRAINING TO A
STRATEGIC
LEARNING PARTNER
• #6: L&D hold individuals accountable for
application of learning by means of e.g. learner
contracts/agreements
• #7: When utilizing outsourced training providers,
L&D ensures performance-directed, Service Level
Agreements are in place
• #8: Learning and Development strategy is
embedded in the business strategy
• #9: Learning and Development proactively
anticipates and prepares employees to be future-
fit and the organization to be future-proof.
• #10: There is top management commitment to L&D
as an investment and not as a cost item
• https://www.surveymonkey.com/r/VMM
J9WL

• Evaluate (on a 10-point scale) the current
degree of compliance to the following 10 best
practice criteria. Refer to the Survey Monkey
link:
https://www.surveymonkey.com/r/VMMJ
9WL
strategies to address these process gaps.
• Critically review your organization against the
x12 characteristics of a HILO (Bersin). Identify
gaps and describe the improvement strategies
of how you can create a HILO culture in your
organization.

SLP – WIDEST COMPLIANCE GAPS
40-100% 64%
64,6% 14%
RANKING
MEAN SCORE
Q5: L&D have established a high impact learning organizational
(HILO) culture and developed a Knowledge Management System
1 59%
Q9: Learning and Development proactively anticipates and
prepares employees to be future-fit and the organization to be
future-proof
2 63%
Q3: There is direct and active engagement, consultation and
participation of line management in all learning processes
3 64%

SLP – MOST COMPLIANT CRITERIA
DIFFICULTY
RANKING
MEAN SCORE
Q7: When utilizing outsourced
training providers, L&D ensures
performance-directed, Service Level
Agreements are in place
10 73%

Culture change and transformation of HRM

STRATEGIC CHANGE AGENDA - IMPROVEMENT
RECOMMENDATIONS – SPA (COTTER, 2017)
• #1: Transition from transactional to transformational HRM;
• #2: Transition from a cost to a profit centre;
• #3: Acquisition of more advanced, business relevant skills by HR
Professionals;
• #4: Migration from manual to automated/digital HRM – 1G to 5G
technology;
• #5: Migration from fundamentals of people science to the
complexities of data science and
• #6: Transition from administrative expert to strategic
performance advisor.

ACTION
STEPS/PLAN TO
TRANSFORM HR
INTO A SHRBP
• Step 1: Strategic Review and
Analysis
• Step 2: Strategic Role Clarification
and Contracting
• Step 3: Formulation and
Development of
Transformational Strategies
• Step 4: Implementation of
Transformational Strategies
• Step 5: Measure and evaluate
business impact and results

STEP 1: STRATEGIC
REVIEW AND
ANALYSIS
• Objective: The focus of the analysis should be on
understanding the needs of the business as a
sustainable entity, its strategic direction and
identifying initiatives that will help your business
grow.
• Review of current HRM and business strategies
• Identification of resources and capabilities
• Tools:
❑ Environmental scan (PESTEL)
❑ Gap Analysis
❑ S-W-O-T Analysis

STEP 2:
STRATEGIC
ROLE
CLARIFICATION
AND
CONTRACTING
Objective: The concluding of Service
Delivery Agreements with line/operational
and senior/executive management
Consultation, engagement and
communication with operational
management
Clarification of expectations, needs and
value-adding roles of HRBP
Contracting agreements

STEP 3: FORMULATION
AND DEVELOPMENT OF
TRANSFORMATIONAL
STRATEGIES
Objective: Development of
HRBP transformation
strategic plan
Formulation of goals and
objectives
Development of alternative
transformational strategies
Choice of most
appropriate
strategies
Viability
Feasibility
Sustainability

STEP 4:
IMPLEMENTATION OF
TRANSFORMATIONAL
STRATEGIES
Monitoring and Controlling
Leading and directing (the
implementation process)
Organizing, assigning and
deploying resources
Project-based, cross-functional
team approach

STEP 5: MEASURE
AND EVALUATE
BUSINESS IMPACT
AND RESULTS
• Measure and calculate the ROI
• Amend and review strategies
(remediation action)
• Report back to business partners
(to demonstrate transparency and
accountability)
• Aspire to continuous improvement
processes

DEFINING A HIGH PERFORMANCE
ORGANIZATION (HiPO) CULTURE
• A high-performance organization is characterized by clarity
and coordination.
• Everyone plays a crucial role in driving the company forward, and
everything that happens at the individual, group or departmental
level contributes to the organization's goals.
• People understand their roles and how their efforts contribute to
producing the desired results.
• Andre de Waal of the HPO Center offers this more formal
definition: "A High Performance Organization is an organization
that achieves financial and non-financial results that are
exceedingly better than those of its peer group over a period of
time of five years or more, by focusing in a disciplined way on that
which really matters to the organization."

• Measured against the 5 strands of success,
would you regard your organization as a HiPO.
Motivate your answer. Identify gaps and
recommend improvement strategies.
• In light of the preceding learning activities,
identify a list of six (6) high priority change
agenda items, for the transformation and
actualization to HRM to a level 4 of strategic
HRM maturity. Apply step 3 of the action
steps/plan of transforming HR to a strategic HR
Business Partner at your organization.

INTEGRATED MANAGEMENT APPROACH

THE NATURE OF THE BUSINESS
ENVIRONMENT – V-U-C-A

CHARACTERISTICS
OF CHANGE-
CAPABLE/FRIENDLY
ORGANIZATIONS
• #1: Linking the present and the future
• #2: Make learning a way of life
(learning organization)
• #3: Actively supporting and
encouraging day-to-day
improvements and changes
(continuous improvement processes)
• #4: Ensuring diverse teams
• #5: Encourage out-of-the-box
thinking (innovation)

CHARACTERISTICS
OF CHANGE-
CAPABLE/FRIENDLY
ORGANIZATIONS
• #6: Protect and shelter breakthrough
ideas (intellectual property)
• #7: Integrate technology to
implement changes
• #8: Build and deepen trust (creating
an organizational culture of
management credibility and integrity)
• #9: Streamline and align processes,
systems and structures
• #10: Leadership have the will and
conviction to change

CHANGE TRANSITION CURVE AND APPROPRIATE LEADERSHIP ACTIONS

CHANGE AGENTS – INTERNAL VS
EXTERNAL
• Instead of trying to eliminate change, managers
must realize that change is always present and
that they should seek ways to manage change
successfully.
• Change agents are defined as people who act as
catalysts and assume the responsibility for
managing the change process.
• Change agents can also be non-managers e.g.
outside consultants or internal managers who act
as change agent.
• The advantages of outside consultants are the
fact that because they’re from the outside, they
can offer an objective perspective which insiders
may lack, whereas the disadvantages of outside
consultants are that they have an extremely
limited understanding of the organization’s
culture, history, operating procedure and people.
• They are prone to initiate more drastic change
than insiders would because they don’t have to
live with the repercussions after the changes are
implemented.

MANAGING
RESISTANCE
TO CHANGE
• Why people resist change?
• Why it is so challenging to reduce
resistance to change?
• Managerial techniques to reduce
resistance to change

WHY PEOPLE RESIST CHANGE?
• Uncertainty (i.e. fear of the unknown)
• People’s self-interest is threatened
• A lack of trust and misunderstanding
• Belief that change is incompatible with the goals and the
interest of the organization
• A low tolerance for change is also a barrier to organizational
change
• Other general reasons (e.g. include inertia where people do
not want to change the status quo/comfort zone, poor
timing, and unexpected, extreme or sudden change and peer
pressure)

MANAGERIAL
TECHNIQUES TO
REDUCE
RESISTANCE TO
CHANGE

• In the custodial role of HRM
(change champion), describe
your role and contribution during
the 5 types of change.
• In the custodial role of HRM
(change champion), describe
how you facilitate and promote
successful and sustainable
change in your organization and
create change-capability.

• In the custodial role of HRM (change
champion), describe how you can
accelerate and guide employees through
the change transition cycle for the most
sophisticated/mature stage,
commitment.
• By referring to each of the 6 techniques
to manage employee resistance to
change, describe how you as a HR
manager can apply these techniques in
your work context. Provide practical
examples. Also indicate at which stage of
the change process, each of these
techniques is most appropriate.

HIGH-LEVEL
OVERVIEW OF
PROSCI’S
METHODOLOGY
• Point 1: Change management
requires both an individual
and an organisational
perspective.
• Point 2: A-D-K-A-R (awareness,
desire, knowledge, ability and
reinforcement) presents an
easy-to-use model for
individual change.
• Point 3: The 3-phase process
gives structure to the steps
project teams should take.

PROSCI’S
CHANGE
MANAGEMENT
METHODOLOGY
PROSCI ADKAR MODEL

• Evaluate the merits and
application and utility value
of Prosci’s Change
Management methodology
at your organization. Is there
a viable, feasible and
sustainable business case for
its implementation value at
your organization? Justify
your response.

Organizational Development
(OD)

DEFINING OD
• OD is a field of research, theory, and practice dedicated to expanding the
knowledge and effectiveness of people to accomplish more successful
organizational change and performance.
• OD is a process of continuous diagnosis, action planning, implementation and
evaluation, with the goal of transferring knowledge and skills to organizations to
improve their capacity for solving problems and managing future change.
• Organization development is an ongoing, systematic process of implementing
effective organizational change.
• OD is known as both a field of science focused on understanding and managing
organizational change and as a field of scientific study and inquiry.
• It is interdisciplinary in nature and draws on sociology, psychology,
particularly industrial and organizational psychology, and theories of motivation,
learning, and personality.

KEY CONCEPTS OF ORGANIZATIONAL
DEVELOPMENT THEORY
• Organizational Climate
• Organizational Culture
• The five basic elements of culture in organizations include:
❑Assumptions
❑Values
❑Behavioural norms
❑Behavioural patterns
❑Artifacts
• Core Values

OBJECTIVES OF OD
• To increase the level of inter-personal trust among employees.
• To increase employees' level of satisfaction and commitment.
• To confront problems instead of neglecting them.
• To effectively manage conflict.
• To increase cooperation and collaboration among the employees.
• To increase the organization's problem solving.
• To put in place processes that will help improve the ongoing
operation of the organization on a continuous basis.

THE ZONE OF SYNERGY (ZoS) BETWEEN
OD AND SHRM
OD SHRM
ZONE OF SYNERGY –
FUTURE-PROOFING
ORGANIZATIONS
❑1. Data collection
❑2. Diagnosis & Analysis
❑3. Action Planning
❑4. Targeted & customized
Interventions
❑5. Monitoring, Evaluation
& Reporting
❑Sustainable competitive
advantage
❑Proactive, responsive & agile
environmental scanning
❑Future-focused
❑Full-fledged & legitimate
Governance Framework
❑(Vertical) Alignment &
(horizontal) integration
TRANSFORMATIONAL GOAL:
ORGANIZATIONAL EFFECTIVENESS
TRANSFORMATIONAL GOAL:
ORGANIZATIONAL COMPETITIVITY

THE ZONE OF SYNERGY BETWEEN OD AND
SHRM
• OD:
❑ 1. Data collection
❑ 2. Diagnosis and Analysis
❑ 3. Action Planning
❑ 4. Targeted and customized Interventions
❑ 5. Monitoring, Evaluation and Reporting
• SHRM:
❑ Sustainable competitive advantage
❑ Proactive, responsive and agile environmental scanning
❑ Future-focused
❑ Full-fledged and legitimate Governance Framework
❑ (Vertical) Alignment and (horizontal) integration
• Transformational Goals:
• Organizational Effectiveness and Competitivity
• Zone of Synergy:
• Future-proofing

THE SYNERGY BETWEEN OD AND SHRM –
OD FOCAL POINTS (Cotter, 2019)
• Culture –
❑ HIPO
• Structure –
❑ Lean
• Processes –
❑ Agile
• Systems –
❑ Digital Intelligent
• People –
❑ Future-fit and Engaged Brand Ambassadors

MATURITY LEVELS OF OD/SHRM
CO-OPERATION – APPLYING THE 4 C’s
(Cotter, 2019)
Level 4: COLLABORATE
Level 3: COMPLEMENT
Level 2: CO-EXIST
Level 1: CONTRADICT
DIVERGENCE

10 LESSONS THAT SHRM CAN LEARN
FROM OD PRACTICES (Cotter, 2019)
• #1: Scientific methodology
• #2: Measurement culture
• #3: Behavioural Economists
• #4: Solutions-focused
• #5: Apply Systems Thinking
• #6: Specialization – “Multi-taskers to Task Masters”
• #7: Change Advocates and –Champions
• #8: Collaborative Consultant (Strategic Facilitator)
• #9: Evidence-based HRM
• #10: Cutting-edge Operating Model

ORGANIZATIONAL DEVELOPMENT (OD)
STRATEGIES
• Diagnosis
• Action planning
• Intervention
• Evaluation

• Apply the 4-step OD
strategy process to
your organization, as a
means of enhancing
organizational
productivity and
performance.

OD INTERVENTIONS
• "Interventions" are principal learning processes in the "action" stage (see Figure 1)
of OD
• Interventions are structured activities used individually or in combination by the
members of a client system to improve their social or task performance
• They may be introduced by a change agent as part of an improvement program, or
they may be used by the client following a program to check on the state of the
organization's health, or to effect necessary changes in its own behaviour.
• "Structured activities" mean such diverse procedures as experiential exercises,
questionnaires, attitude surveys, interviews, relevant group discussions, and even
lunchtime meetings between the change agent and a member of the
client organization.
• Every action that influences an organization's improvement program in a change
agent-client system relationship can be said to be an intervention.
• Refer to assumptions and hazards and obstacles

EXAMPLES OF OD
INTERVENTIONS
• Team building
• Coaching
• Large Group
Interventions
• Mentoring
• Performance appraisal
• Downsizing
• TQM
• Leadership
development

• Review Action Research and some of
the other prominent OD
interventions/strategies and
determine which are the most
viable, feasible and sustainable for
your organization. Justify your
response.

STRATEGIC
CHANGE
AGENDA
ITEMS
(GOALS)
#1: DEVELOP A FULLY-FLEDGED AND
LEGITIMATE HRM/L&D GOVERNANCE
FRAMEWORK
#2: CULTIVATE AND NURTURE A HIGH
PERFORMANCE ORGANIZATION (HIPO)
CULTURE
#3: RE-ENGINEER THE STRATEGIC HR AND
SUCCESSION PLANNING PROCESSES
#4: CULTIVATE AND NURTURE A HIGH IMPACT
LEARNING ORGANIZATION CULTURE
#5: FUTURE-PROOFING THE HRM OPERATING
MODEL AND ENHANCING THE FUTURE
FITNESS OF HRM PRACTITIONERS
#6: TRANSFORM FROM TRANSACTIONAL
(LEVEL 2) TO STRATEGIC HRM (LEVEL 4)
MATURITY

Refer to the Organizational Change Readiness criteria
(pages 141-142 in the Learner Manual)

CONCLUSION
• Key points
• Summary
• Questions
• Training Administration
• Certification

DR CHARLES COTTER’S CONTACT DETAILS AND SOCIAL MEDIA
PRESENCE
• Mobile number: +2784 562 9446
• Email address: charlescotterhrdconsultant@gmail.com
• YouTube: https://www.youtube.com/channel/UCMtDro7N29l3KTat-rtRuGQ
• LinkedIn: https://www.linkedin.com/in/charlescotter/ and
https://www.linkedin.com/company/dr-charles-cotter-and-associates
• Twitter: @Charles_Cotter
• Facebook: https://www.facebook.com/CharlesACotter/
• SlideShare: www.slideshare.net/CharlesCotter

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