WELCOME ! People Management

People Management: Session 1

Prof. Rijamampianina

WELCOME !

By Rasoava Rijamampianina

People Management

SESSION TOPICS

1 • Introduction to People Management: The 21st Century Context & Environment

• People Management as a Business Partner Function

2 Acquiring & Stimulating the Right People

3 Beyond Training & Development: Building a Learning Culture

4 The Ultimate Performance Management

5 Cultural Understanding in Global Business

6 Industrial Relations

Methodology

� Interactive lectures

� Analysis and discussion of actual cases

� Related readings/video clips

� Assignments

Assessment

• Individual Assignment 25%

• Syndicate Assignment 25%

• Final exam 50%

100%

Individual Assignment

=

Industrial Relations

Syndicate Assignment

=

People Management practices investigation



� Layout, structure and style 10

� Description of facts 30

� Analysis & evaluation 30

� Practical recommendations 30

Syndicate Assignment

100%

Session 6 @ 17:30

Introduction

to People Management

The 21st Century & Environment

Learning Outcomes

• Describe the characteristics and dynamics of today’s business environment and the new world of work;

• Motivate the importance of the main asset of today’s organisations: The people.

“The mind is not a vessel to be filled…but a fire to be kindled.”

– Plutarch –

4 – MAT



The World After Midnight

By Dr. Eddie Obeng



Speed

Time0

Pace of change

Obeng, 2014

t

Rate of learning

Are You Learning As Fast AsThe World Is Changing?

By Bill Taylor

HBR Blog Network, January 2012.

"...when the rate of change outside an organization is greater than the change inside, the end is near..."

– Jack Welch –

Peter Drucker

“The main job of business managers and leaders is:to continually scan the environments...

Look what happens when they do not scan the environments

Perceptions/Assumptionsvs.

Reality



Peter Drucker

“The main job of business managers and leaders is:to continually scan the environments...

The main problem in businesses and organisations today is:

they do have lots of bossesbut few of them are in charge!”



Vision

FOCUS

Understanding

SENSE

MAKING

Clarity

COLLECTIVE

INTELLIGENCE

AgilityINNOVATION

& INVENTION

Berinato, 2014; Casey, 2014; Kinsinger & Walch, 2015

Key

ACT Fast

LEARN Fast

PLAN Fast

THINK Fast

DECIDE Fast

How Kodak Failed

By Chunka Mui



5 Factors

1. Speed

2. Complexity

3. Risk

4. Change

5. Surprise

Are WE

Future Ready?

5 Factors

1. Speed

2. Complexity

3. Risk

4. Change

5. Surprise

NEWRules

NEWOpportunities

5 Factors

1. Speed

2. Complexity

3. Risk

4. Change

5. Surprise

Learning= Discovery

Networksof Exchanges& Engagement



Fact

21st Century Context & Environment

21st Century Organisations

21st Century Organisation

• Relentless Innovation

• Being Purposeful

• 21st Century Leader

• Passion for Growth

• Customer Oneness

• Breakthrough Environment

Yeramyan, 2014

???

Fact

21st Century Context & Environment

21st Century Organisations

21st Century Business Models & Strategies

21st Century Concepts & Practices

21st Century People

People Management

As a Business Partner Function

WHY People Management?



Fact

Yesterday Today Tomorrow



VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS

POLICIES, PROCEDURES, PROCESSES

ACTIONS/BEHAVIOURS/TASKS

LEADERSHIP

MANAGEMENT

Research Findings

• Organisational success largely depends on the ability to effectively execute business strategies;

• Effective execution of business strategies largely depends on people’s commitment and people’s right set of talents � employee engagement.

What does this imply?

Russell, 2012; Mwingu, 2013; Hrebiniak, 2013

This Implies…

Businesses need to continuously have the right people for the right position at the right time, with the right complementary talents!

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



Allocate the right people/talents

Personnel ManagementVs.

People Management

Key:Environments

Strategies

Talents

Creating Possibilities



Administrative DoerFunction

PersonnelManagement

Business PartnerFunction

PeopleManagement

Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014

Administrative DoerFunction

PersonnelManagement

PeopleManagement

Henderson, 2011; Doaei, 2012; Nayab, 2013; Grimsley, 2014

• Strategic partner• Administrative expert• People innovator• Employee advocate• Change agent

People Management as Strategic Partner Function

Strategy Execution

• Translates business strategies into actions;

• Integrates and strategically aligns the HR strategies to business strategies.

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Strategies

People Management as Strategic Partner Function

• Concept of centralisation versus decentralisation

• Concept of standardisation versus differentiation

• Concept of conformity/compliance versus commitment



People Management as Administrative Expert Function

• Designing and implementing efficient and effective:

– HR database � HR planning

– HR scorecard: strategic HR measurement

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR DATABASE

CURRENT

REQUIRED

Gap

Analysis

Decision

Development

Implementation

PLAN

ENVIRONMENTS

HR Planning

VISION

MISSION

GOALS/OBJECTIVES

STRATEGIES

STRUCTURES

SYSTEMS



HR Planning

Recruitment

Training, Development,Careers,Succession

Performancemanagement

HR Database

People Management as People Innovator Function

Creates highly innovative and adaptive employees

Participate indaily operations

• Contribute for organisational development;

• Adapt to any changes.



TRAINING & DVPT

Formal Learning Opportunity

Key:Environments

Strategies

Talents



LEARNING CULTURE Key:Environments

Strategies

Talents

Formal & InformalLearning Opportunity



Cournoyer, 2012; Harold, 2012

Cournoyer, 2012; Harold, 2012



Learning Culture

LEARNING is both:

• Formal and informal

• A task and a mind-set

• Self-driven and led

• Directed and free-flow

• Adaptive and generative

• Intentional and incidental

How to Build a Learning Culture ?

So what capabilities do you have access to which you aren’t using?

People Management as Employee Advocate Function

Open Management System

People Management as Employee Advocate Function

• Being the employees’ voice in the mgmt discussions;

• Being fair and principled;

• Assuring that their concerns are being heard;

• Helping them find new ways to:

– improve their performance

– contribute more to the organisation

– be continuously aligned with the roles

• Encouraging teamwork between line managers and HR managers;

• Assuring that problems are made very transparent and employees’ ideas and suggestions are not filtered before reaching the top management.

People Management as Change Agent Function

People Management success depends on recognising the need for change and successfully implementing it.

�� Be more alert to people and situations requiring changes;

�� Be receptive to new ideas and ways of doing things;

�� Be able to lead and support initiatives for change.



People Management as Change Agent Function

Change in business

Change in employee’s behaviour

Change in organisational culture

Fact

Yesterday Today Tomorrow

Case Study

By Wally Bock

Ricardo Semler

WELCOME ! People Management

Documents

Transcript of WELCOME ! People Management