think diffehrently - opportunities for hr innovation 2015

Think DiffeHRently: Opportunities for HR InnovationJon Ingham ( @joningham )

www.businessinternational.it www.fieramilanomedia.it

Fiera Milano Media S.p.A. - Divisione Business International 1


Competitive Positioning

Core Competencies

Organisational Capabilities

See: http://www.joningham.com/advice/competitive-positioning-core-competencies-and-organisational-capabilities

Product / service innovation

Process / business model innovation

Management innovation


Ulrich: ‘For any organisation to compete successfully in today's market, it must focus on building not only from the outside but from the inside as well.’

• Talent

• Speed

• Shared mindset

• Accountability

• Collaboration

• Learning

• Quality of leadership

Source: Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t, 2003

•  Customer connectivity

•  Strategic unity

•  Innovation

•  Strategic unity

•  Efficiency

•  Social responsibility

•  Agility

Organisation Capabilities


§ Accountability

§ Capabilities

§ Co-ordination and control

§ Culture and climate

§ Direction

§ External orientation

§ Innovation and learning

§ Leadership

§ Motivation

Source: Keller and Price, Beyond Performance, 2011

Organisation Health


Input Activity Outcome Business impact HC

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© Jon Ingham, 2015

Aligned (innovated) HR activities!

More / better business innovation

Organisational Capability in Innovation

HR Value Chain – Innovated Outcomes


•  Health, capability and engagement of people working for the organisation

•  Is owned by the individual not the organisation

•  Will only be invested for as long as the investor is well cared for and receives an appropriate return

•  Creative people and leaders, all employees acting creatively and being motivated to innovate, external advisors providing insight, diversity in experience and perspective

Human Capital


Organisation Capital

• Organisation structure, business processes, cultural attributes

• Do not usually result in an effective organisation on their own, but severely constrain performance if they are not effectively aligned

•  Innovation processes, funding mechanisms, flat hierarchies, co-ordination structures, tools and technologies, measurement systems

•  Jobs providing space and time to innovate


Social Capital

•  Based on networks and relationships between people working in the organisation

•  Not owned just by people or the organisation

•  Can be influenced but not managed

•  Communications, serendipitous connections, relationships, conversations between people with different perspectives. Innovative culture.


HCL-Technologies – Upside Down Organisation

Source: Vineet Nayar, Employees First, Customers Second


HR Value Chain – Innovated Activities

Input Activity Outcome Business impact HC

M

stra

tegy

map

Aligned (innovated) HR activities!

More / better business innovation

A particular Organisational Capability

© Jon Ingham, 2015


Research on Alignment

Source: Edward Lawler and John Boudreau, Global Trends in Human Resource Management, 2015

Growth Information Based

Knowledge Based

Sustainability Innovation

OD&D .08 .09 .29 .10 .21

Reward .02 -.05 .20 .16 -.01

Development .14 .16 .33 .22 .17

Recruitment .19 .12 .24 .11 .20

ER -.04 -.16 .02 .11 -.16

Analytics -.05 .09 .10 -.05 .20

Technology .16 .12 .10 .10 .07

Social Networks

.04 .29 .38 .18 .33


Eg Recruiting

•  Linked to human capital / workforce planning

• Differentiated approaches to talent / others

• Acting as talent scout for ‘never out’ jobs (not waiting for the requisition)

•  Innovating sources of unconventional talent

•  Social recruiting and building external talent communities

• Design an outstanding candidate experience

• Measuring success in terms of quality vs time/cost

•  Integrated into other HR processes to deliver on the deal


Head Farming at EY


Coca Cola Talent Acquisition


Zappos Insiders

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