Taking HR to a strategic business partnering role in the public, private

and state owned sectors

Dr Rica Viljoen

CASI

Sustainability thorough Inclusivity - energy on all dimensions

OD Interventions

New world of

work

Nature of the world

Why we change Essence of Change

New

Sciences

We change differently

Consciousness

The Individual

The

Team

The Organisation

How individuals change

How groups change

The What

Context:Industry

South AfricaAfricaGlobal

Strategic HR business partnering

Doing

Being

Disconnect

Apathy

Engagement

Inclusivity

Organisation

Group

IndividualEQ Journey

Dialoguing

World CafeStorytelling

Appreciative InquiryOrganisational Leadership

Trust

LeadershipWork attributes

State EngagementTrait Engagement

Behavioral Engagement

How organisations change

The way: How we change

Organisational Transformation through Inclusivity

The soil needs the seed andthe seed needs the soil

One only has meaning with the other.The same thing happens to human beings.

When male knowledge comes together with female transformation, then the great magical union takes

place,

which is called Wisdom.

Paulo Coelho

The Doing and The Being

Inclusivity

StrategicFramework

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

Strategy translation into Operational termsLeadership alignment

Vision

Mission

Core purpose

Structure

Core values

Core capabilities Internal and

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

EVP

Culture

LeadershipCapacityBuilding

Translation

PerformanceManagement

Process

OptimiseLeadership Talent Attraction,

RetentionReward Strategy

Benchmark of Engagement

The role of Strategic HR

Presencing

Transforming self and will

SUSPENDING

REDIRECTING

LETTING GO LETTING COME

INSTITUTIONALIZING

PROTOTYPING

CRYSTALLIZING

Realizing

Transforming action

Sensing

Transforming perception

seeing

our seeing

seeing

from the whole

embodying

the new

enacting

living microcosms

envisioning

what seeks to emerge

Scharmar

U-curve of change

Oscillating Spiral

Sacrificial

Expressive

Sacrificial

Expressive

Sacrificial

Expressive

Expressive

Sacrificial

First tierDriven by fear

Second tierDriven by hope

PURPLE

RED

BLUE

ORANGE

GREEN

BEIGE

TURQUOISE

YELLOW

8

•Circular tribal structure.•Led by elder(s), shaman, or chief who makes decisions.•Roles determined by kinship, strength, sex, age.•Ways of the tribe are sacred and rigidly preserved.•Demands obedience to leader(s)

“Tribe”

•Organisation of equals for mutual benefit.•Little concern with status or privilege.•The “people” make decisions as a group.•Frequent communication in all directions.•Emphasis on consensus, sensitivity to feelings, and human needs.

“Social Network”

•Power-orientated – strongest survives best.•Most powerful person makes decisions.•Big Boss directs Work Bosses who drives the masses.•Communication downwards only.•Strength determines relationships

“Empire”

•Rigid rules for structure and rank.•Person with appropriate position of power makes decisions.•Divine authority speaks through secular authority.•Communication downward and horisontally across classes.•People stay in their “rightful” places.

“Authority Structure”

•Bureaucratic and status-orientated.•Person with the delegated authority makes decisions.•Distribution of specific amount of responsibility.•Communication down, up and across.•Power relates to prestige and position within the structure allows for upward mobility.

“StrategicEnterprise”

“Systemic Flow”

•Structure according to task at hand.•Project-centred with changing “functional” leadership.•Competent person makes decision.•Communication only as needed.•May adopt “Tribe” through “Social Network” if appropriate to situation

Human Niche Organisational Fractals

9

Spiral Dynamics

I am not saying in this conception of adult behaviour that one style

of being, one form of human existence, is inevitably and in all

circumstances superior to or better than another form of human existence, another style of being.

What I am saying is that when one form of being is more

congruent with the realities of existence, then it is the better

form of living for those realities.

Clare Graves

BeQ™ Benchmark of Engagement Quotient

BeQ™ Model

BeQ™ Benchmark of Engagement Quotient

National Cultural Dynamics

Inclusivity benefits on all the different domains:

Individual domain: Personal growth, enhanced EQ, Personal effectivenessHigher levels of consciousnessAllowing of differences, Hope, Pride.

Group domain: Enhanced group dynamics Less unconscious group dynamics,

Innovation, Creativity.

Organiaational domain: Trust, Conducive climate and growth,Sense of Belonging, Commitment,Retention of Talent

Societal context: Community Building, Localisation of Skill,Reputable Employer

Engagement

Benefits of Inclusivity

• The DOING and BEING are equally important and should be dealt with as such.

• Inclusivity is a Radical Transformational Strategy.

• Hope is created during this strategy – this energy, if not channeled can have negative implications.

• Transformational leadership is needed to sponsor the process.

• Leadership strength and ethics on all organsational levels are critical.

• Emotional intelligence development critical in order to deal with mature system dynamics.

• Each action has a reaction – creating an inclusive system will lead to exclusion of other systems.

• Behavioural engagement is unleashed through Inclusivity

• Human Resources must reclaim its rightful place on strategic level

Meta-Insights

1. Describe the psyche of the organisation and determine ROI of interventions

Through scientific diagnostic cultural sensitive longitudinal validated instruments

2. Release voice“The most important thing is not the script but the story”

3. Listen with your eyes closed“The best leader is the one who listens the best to the total organisation”

4. Speak in colours / frequencies Translate for understanding and human niche

5. Remember what made us successful in the first place “If you want to move forward, look back, look back…”

6. Position the people agenda as part of any strategic conversation“Incorporate Safety, HR, Internal Branding and External Positioning

strategies in line strategy” 7. Integrate

“I would do anything for the simplicity at the other side of complexity”

An integral, inclusive leader:

7. Integrate “I would do anything for the simplicity at the other side of

complexity”7. Design Inclusivity

Design from yellow

If a old person dies, a library burns

down . . .

?

Mandala Consultingwww:mandalaconsulting.co.zarica@mandalaconsulting.co.za

Questions