Module 6: Assignment 6: Technical Innovations Assignment
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OBD533-633TranscriptforModule6Presentation.docxOBD533/633 – Transcript for Module 6 Presentation: How to Change the Game
Slide 1:
This week we look at how to change the game. Our focus will be on Chapters 10 and 11.
Slide 2:
When we think about real change agents – innovators in the business world we think of companies like Amazon, Southwest, Polaroid, Apple, and McDonald’s.
Slide 3:
According to Christensen, companies that bring innovative ideas to the market and transform industries are our disruptors if you will - or game changers.
From the CEO’s perspective, there is a shift in our focus from cost-reduction through process improvement to sustaining top-line growth, leading excellence in execution, and finding and retaining top talent. in the market, from the CEO’s perspective. And again notice that that talent is a key part of this now and we’ve been looking at this through our course.
As we face drastic market transformations and new personnel challenges, we as HR professionals, must change our management model.
Slide 4:
So we are going to take a look at a couple of concepts. Disruptive technology for HR - the HCM: 21 – Human capital management for the 21st century. Also known as predictive management, it is both a strategic model and operating system. It is constructed on three principles:
1. Circular rather than linear alignment
2. Integration of service delivery and
3. Future-facing measurement.
Slide 5:
Alignment - is circular in that everyone is on the same page and committed to moving ahead as one cohesive organization, rather than everybody working in silos. When we work in silos, often the information is not disseminated accurately and we vie for the financials and the different resources. In this way, we are working in a much more cohesive manner.
Integration – All HR functions must be integrated so that we build on each function and maximize effectiveness.
Measurement – This is key. Our focus shifts from using data to look back and report on what has happened we spend more time on leading indicators and measures of intangibles that are the drivers of tomorrow. So rather than focus what is in the past, we are looking at those leading indicators and what we do – we are looking more towards the future.
Slide 6:
There are eleven principles – so let’s take at look at 1 through 7.
Principle 1: People Plus Information Drive the Knowledge Economy
Principle 2: Management Demands Data; Data Helps Us Manage
Principle 3: Human Capital Data Shows the How, the Why, and the Where
Principle 4: Validity Demands Consistency; Being Consistent Promotes Validity
Principle 5: The Value Path is Often Covered; Analysis Uncovers the Pathway
Principle 6: Coincidence May Look Like Correlation but is Often Just Coincidence
Principle 7: Human Capital Leverages Other Capital Value
Slide 7:
Principle 8: Success Requires Commitment; Commitment breeds success
Principle 9: Volatility Demands Leading Indicators, Leading Indicators Reduce Volatility
Principle 10: The Key is to Supervise; the Supervisor is the Key
Principle 11: To Know the Future, Study the Past- but Don’t Relive it
Slide 8:
This is not saying not to look at the past. It’s that we understand what was in the past, what we can learn from it and move forward. We want to be able to:
1. Widen the view. So we have to think strategic, remember there is more to an organization than the labor supply. Be prepared to deal with globalization, emerging technology, economic trends and so many things in this ever-changing environment.
2. Link people to results. Explain why we do what we do. Describe in detail the jobs, roles, and linkage to all stakeholders and competitive advantage.
3. Plan to win. Believe and plan to be number one in human resources and human capital management.
4. Optimize our efficiency. Analyze your process sources, methods, and results. What needs to be done to optimize systems, processes, and performance?
5. Integrate delivery. We have to eliminate those silos. We have to eliminate silos to develop synchronize HR functions and seamlessly serve all stakeholders.
6. Focus on the future. Looking at strategic indicators instead of spending all of your time on the data that shows us transactional lagging indicators.
7. Predict investment ROI’s. Design, develop, and deliver everything based on its effect on future market share.
Slide 9:
Now, there is so much we talked about. This could keep us busy – all these concepts, all these changes could keep us busy for a very long time. But the author also puts in a philosophy of five metrics of life and this is what he calls the Nickel Philosophy and it’s helpful to make decisions about what is important and responding reasonably. When all these things arise, if you have some kind of philosophy about how you feel and how life works. And he says he does it by:
1. Knowing what you believe in and sticking to it. Know your value system, your ethics, and your god.
2. Take care of yourself. Your health is essential for you to be effective. If we are not healthy, we can not truly work and give what we need to life, to our family, and for the workplace.
3. Take care of your family. Investing in family and your circle of friends is essential to well-being.
4. Love your job. We actually spend more time at work than we do with our families. Make sure you have the right fit!
5. Everything else is of secondary – of secondary importance.
