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IPM Presentation NamibiaTRANSCRIPT
Over 65 Years of HeritageTHE FUTURE OF AFRICAN HR MANAGEMENT THE FUTURE OF AFRICAN HR MANAGEMENT
AND GLOBAL HR NETWORKS
Presented by Rre Elijah Litheko (CEO & Executive Director IPM)
ContextGlobalGlobalLocal
OrganisationalProfessional
Individual
M
3Over 65 Years of Heritage
Africa’s 50-plus economies are growing at aremarkable pace... a number of Africangovernments have undertaken structural reformsin recent years that are making their economiesmore attractive to investors. Indeed, the annualflow of foreign direct investment (FDI) into Africa in2008 increased to $62 billion, from $9 billion in2008 increased to $62 billion, from $9 billion in2000.Relative to GDP, that is almost as large as theflow into China.
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(Africa’s path to growth: McKinsey Quarterly, June 2010)
Africa’s path to growth: Sector by sector, McKinsey Quarterly, June 2010
� As many as 200 million Africans will enter the consumer goods market by 2015
� Banking and telecommunications are growing rapidly, infrastructure expenditures are rising significantly faster in Africa than in the world as a whole
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in Africa than in the world as a whole � Sub-Saharan Africa has become a substantial player in
emerging-market banking� The continent has more than one-quarter of the world’s
arable land, and eleven of its countries rank among the top ten sources for at least one major mineral
� Africa will produce 13 percent of global oil by 2015, up from 9 percent in 1998. In recent years, oil production has grown more rapidly in Africa than in any other region
� Production of gas increased more rapidly in Africa than anywhere but the Middle East
� Africa’s growth story is not limited to the extractive industries
Africa’s path to growth: McKinsey Quarterly, June 2010 cont’d…
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� Africa’s growth story is not limited to the extractive industries� There are fast urbanisation rates, expanding labour forces
and growing middle classes in many African economies� The African mobile-phone market has surpassed the 400-
million-subscription mark� For many companies, this is a future worth investin g in!
Shifts in the Global Economy
�Shift of economic activity� Increasing awareness of untapped markets� Free-flow of information�Global labour markets
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�Global labour markets�Shortage of talent globally
McKinsey Survey 1418 Exec’s around the world, Mar 2010
Over 65 Years of Heritage
How can HR facilitate this positive outlook going
forward?
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forward?
Over 65 Years of Heritage
HR as a Lever
• “Human Resources is a crucial point of interaction between the broader society and Business/Government.
• Its actions have a profound effect on the lives of
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• Its actions have a profound effect on the lives of employees, and their next of kin”.
Excerpt from Who gets the top Job? By Dr Peter Cappelli and Yang Yang (Oxfords Said School of Business – Sponsored by PwC)
Over 65 Years of Heritage
The World – A Global Village
� Living in the new normal� Continuous change and complexity� Innovation to compete
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� Innovation to compete� High demand for the right talent
Over 65 Years of Heritage
Welcome to the age of the customer
http://wearesocial.net/blog/2011/06/age-customer/
• ‘Age of the customer’
• Competitive advantage = engaging with
Business has already changed
empowered customer
The only sustainable source of competitive
advantage, the only defensible position, is
to concentrate on knowledge of and to concentrate on knowledge of and
engagement with customers.
Global Challenges: What can Organisations do?
• Maximise growth and unlock potential of the workforce• Develop future leaders, enhance workforce skills and
capabilities, foster knowledge sharing and collaboration (IBM 2010 survey)
• Talent key lever to innovation: (McKinsey 2010)
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• Talent key lever to innovation: (McKinsey 2010)• Engagement: Engagement levels have dropped
globally over the course of the economic crisis
Citizenship behaviour, or ‘going the extra mile’ for the employer has dropped by over 50%. (Corporate Leadership Council, Engagement monitoring
survey)
Over 65 Years of Heritage
Challenges Facing Africa
• Infrastructure• Education• Health• Poverty• Capacity & Critical Skills
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• Capacity & Critical Skills• High unemployment• Productivity• Competiveness• Corruption• Violence
Over 65 Years of Heritage
Organising HR for Effectiveness
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Over 65 Years of Heritage
Global HR Competencies: Dave Ulrich’s Model
Global HR Competencies
Credible Activist
Strategic Positioner
Technology Exponent
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Over 65 Years of Heritage
HR IntegratorChange Champion
CapabilityBuilder
Credible Activist
�Earns trust through results
� Influences and relates to others
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� Is self aware
�Shapes your professionOver 65 Years of Heritage
Strategic Positioner
� Interprets business context
�Decodes customer expectations
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expectations
�Co-crafts strategic response
Over 65 Years of Heritage
HR Integrator
�Engages today & tomorrow’s talent
�Develops talent
�Shapes work
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�Shapes work and organisation
�Delivers performance management
�Builds leadership brand
Capacity Builder
�Audits organisational capability
�Aligns strategy, capability & employee behaviour
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�Creates a positive, meaningful work environment
Over 65 Years of Heritage
Change Champion
� Initiates Change
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�Sustains change
February 24, 1955 – October 5, 2011
Technology• Improving efficiency of HR Systems • Connecting and collaborating• Leveraging social media for business• Embracing social media to increase HR impact
and manage risk
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and manage risk
ContextualizingHR Management
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HR Management
Over 65 Years of Heritage
HR Management in Africa• Global / Local• Appreciation of Regional Dynamics• Social responsibility consciousness• Developmental/Growth mindset (Induction, targeted
training, value chain, mentorship, coaching, exposure, growth assignments etc.
• Investment in people
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• Investment in people• Adopt design thinking-encourages consideration of a
wide array of solutions• Adopt the principles of Ubuntu/Botho• Celebrate success
Remember that “a chain is as strong as its weakest link”
Positioning for Success
How do you sell yourself
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What doyou have
to sell Building your brand
Quality
Service
Value for money Reliability
Visibility
The value of a brand
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AvailabilityReputation
Distinctiveness
Over 65 Years of Heritage
The 9 Box Talent Grid
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Value Creation & Break -even Point
Valueconsumed
Valuecreated
Con
trib
utio
n
Time
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consumed
Con
trib
utio
n
Breakeven point where net
contribution = 0
Over 65 Years of Heritage
The Four Seasons of a CareerSpring Summer Autumn Winter
A time of new beginnings. Horizons beckon. No challenge is too big. You feel
You’re at the top of your game. You’re racking up victory after victory. Life is
You feel the first stirrings of dissatisfaction. Things don’t hold the challenge they
You feel stuck. Nothing’s moving. Work is no longer challenging. That old feeling
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big. You feel fresh and energised.
victory. Life is good. It’s almost too easy.
challenge they once did. Perhaps a change might be good.
That old feeling is gone, and you want it back.
ReflectionExperience Stop
ReflectSo what actions will you take?
WISDOM
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Over 65 Years of Heritage
What didyou learn?
How and what will you do differently
HR Maturity: Cause for ConflictHuman Resources not truly
regarded by the board as a source of competitive advantage
Executive Mindset
Personnel Administration
Personnel Management HRM Strategic HCM
“Nobody Understands US” syndrome
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Stage 4
HR becomes integral to Business
operations
Stage 5
Transition – from operational HR
to Strategic focus
Stage 6
Organisation Becomes a Whole
System
Human Resources Mindset
Stage 0
No ConsciousPersonnel
Management
Stage 1
Personnel Administration
Stage 2
Good Professional
Practice
Stage 3
Effective HR Management
HR Maturity: Cause for ConflictHuman Resources not truly
regarded by the board as a source of competitive advantage
Executive Mindset
Personnel Administration
Personnel Management HRM Strategic HCM
“Just as I thought… HR
is useless
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Stage 4HR becomes
integral to Business
operations
Stage 5Transition – from operational HR
to Strategic focus
Stage 6Organisation Becomes a
Whole System
Human Resources Mindset or ability
Stage 0No Conscious
Personnel Management
Stage 1Personnel
Administration
Stage 2Good
Professional Practice
Stage 3Effective HR Management
HR Maturity-Challenge for HR
• Seamless HR experience
• Integrate HR with business strategy
• Address gaps between current and future HR practices
• Prioritise value adding HR initiatives34
How do you Recognise a Great HR Professional?• Understands business, is adaptable• Can talk and think the language of business »• Wears a hat bigger than an HR hat• Keeps executives honest; helps them step back from
their day to day operations and reflect on business challenges
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challenges• Knows how to question, challenge and coach• Applies HR expertise to business issues• Offers insights and independent advice
(results of VPsHR Round table: 13th World Human Resources Congress: Montreal Canada 2010)
IPM HR Directors Survey 2011
�HR is the ‘life-blood of the organization’
�People are the most important asset of the organization
�Offer the organization an integrated business solution by having business acumen and a
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solution by having business acumen and a functional knowledge of production , logistics , marketing , legal
�Converse intelligently on business matters
�Align HR strategy with business strategy
IPM HR Directors Survey 2011 cont’d…
�Show credibility with a ‘total tool-box of HR skills’�Get the basic efficiency measures right�Know the skills pipeline for the whole organization� Indicate where there are policies which are flouted
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� Indicate where there are policies which are flouted which will hit the organization in the pocket
�Provide insights from what you scanned in the environment
HR Global Networks
WFPMA
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EAPM
European Association for
Personnel Management
APFHRM
Asia Pacific Federation of
Human Resource Management
AFHRMA
Africa Federation of Human
Resource Management Associations
IPM Mauritius IPM SA IPM Namibia IPM Zimbabwe IPM Zambia
FIDAGH
Inter-American Federation of
HR Management Associations
NAHRMA
North American Human
Resource Management Association
Over 65 Years of Heritage
Benefits of Global HR Networks
WFPMA• Umbrella body for all continental HR Federations
• Organises World Congress every two years: 2008 CIPD (UK), 2010 CCHRA (Canada), 2012 AHRI (Australia), 2014 perhaps IPM South Africa?
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(Australia), 2014 perhaps IPM South Africa?
• Responsible for Pettipas Award
• Fosters collaboration amongst continental Federations and National Associations
Over 65 Years of Heritage
Benefits of Global HR Networks cont’d...
AFRHMA• Umbrella body for National HR Associations
• Fosters collaboration amongst National Associations
• Exposes National Associations to Global HR Research
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• Exposes National Associations to Global HR Research Studies: Creating People Advantage: Boston Consulting Group; Human Resource Competency Study: Ross School of Business, University of Michigan; and The RBL Group Michigan University (Dave Ulrich, Wayne Brockbank, Jon Younger)
Over 65 Years of Heritage
Success
“ Right motives, persistence and determination, not ideal conditions are the primary elements essential to success whether in a sport or any
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the primary elements essential to success whether in a sport or any other worthwhile endeavour”
(Christian Science Journal. Feb 2010)
“Your attitude more than your aptitude will determine your altitude”(Failing Forward: John Maxwell)
Over 65 Years of Heritage
THANK-YOU
Rre Elijah Litheko.IPM CEO & Executive Director
E-mail address: [email protected]
65 Years of Heritage