Crucial Topics within HRM or: how to explain the ‘Investors in People’ framework to American students.

Crucial Topics within
HRM
or: how to explain the ‘Investors in People’
framework to American students
Willem E.A.J. Scheepers MBA
Date: 04 June 2018 / Summer School
Mail: willem@willemscheepers.eu
Linkedin:
https://www.linkedin.com/in/willemscheepers/

Today’s Topics
• Talent Management
• High Performance Organisation
• Recruitment and Selection
• Learning and Development
• Management & Leadership
http://www.willemscheepers.eu/

First: Strategy @ Disney 1957……

Strategy Development @ Disney
• Phase of the Dreamer: 'Nothing is too Weird'.
• Phase of the Realist: 'Dreams are worked out, cleared and specified so that they
can be realized and achieved'.
• Phase of the Critic: 'Quality is the key word here. If the quality is lacking, the Plan
will disappear in the trash bin ‘.

Working…..
• HPW => High Performance Working
• HPO => High Performance Organization
• HPWO => High Performance Working Organization
• HPWS => High Performance Working Systems
• HIWS => High-Involvement Work Systems: “Higher involvement in
work decision making implies higher skill. A ‘high-involvement work
system’ will need to incorporate more highly involving work
processes (either online or offline or both) and the kind of hiring,
performance appraisal and development practices that foster
greater skill.”
• HCM => High Commitment Management: “We argue that the high-
commitment or high-involvement terminology is the one best
connected to critical workplace changes in high-wage countries and
the one most useful for constructing theoretical models of HPWSs.”
• AWP=> Alternative Working Practices (e.g. disruption)

Talentmanagement
The acquisition, development and retention of talent is key to
succes. Talentmanagement:
Needs to be embedded in the organization;
Activities regarding TM need to be integrated with each other;
Needs to support the strategic objectives for the organization;
Needs to fit more generally with the organization, its values and
other activities.
Human Resources Strategy pg. 398

Competition from the Beginning
From the moment that the Red Bull Junior Team was founded in 2001
the objectives were clear and the search for future Formula One World
Champions had begun. Hand picked international talents would receive
professional and continuous training in all relevant areas of motorsport
following the credo: 'competition from the beginning'.
Source: http://www.redbulljuniorteam.com/article/about

Competition from the Beginning
“The way a team plays as a whole determines its success. You may have
the greatest bunch of individual stars in the world, but if they don’t
play together, your club won’t be worth a dime.”
Source: working for SCUDERIA TORO ROSSO.

Talent Management = Continuous
Development
Source: http://www.investorsinpeople.com

Investors in People V6: High Performing

IiP is a Progression model
Level 1
Initial
Inconsistent
Management
Level 2
Developed
Level 3
Established
Level 4
Advanced
Level 5
High Performing
People
Management
Competence
Management
Skills
Management
Change-
/Development
Management

Preferred Employer as a High Performance Organization
“A High Performance Organization is an organization that achieves
financial and non-financial results that are exceedingly better than those
of its peer group over a period of time of five years or more, by focusing
in a disciplined way on that which really matters to the organization.”
André de Waal – HPO Center
The 5 success factors of a High Performance Organization
Quality of Management
Openness & Action Orientation
Long-Term Orientation
Continuous Improvement & Renewal
Quality of Employees

Recruitment and Selection: Building
Capability
“People’s capabilities are actively managed and developed. This allows
people to realize their full potential and ensures the organization has
the right people at the right time, for the right roles.”
Investorsinpeople.com

Recruitment and Selection
• Plan: job and competency analysis determine the requirements of a
vacancy and support the drawing up of job descriptions and person
specifications;
• Do: effective recruitment methods are changing over time. It’s a
combination of traditional methods, e-recruitment, informal
recruitment;
• Evaluate: evaluation of recruitment is essential (but often poorly
done).
Human Resources Management; pg. 176

Recruitment and Selection
1. Developed: Recruitment and selection is fair, efficient and effective and fits
with the organization's objectives;
2. Established: Resource planning is actively managed to support the
organization’s objectives;
3. Advanced: The organization uses succession planning to ensure critical roles
are filled and people can progress;
4. High Performing: Leaders continually look to the future to identify and plan
the capabilities people will need to deliver success.
Investorsinpeople.com / Human Resources Management pg. 353

Who do we hire:
the Nicest or the Best?
“You don’t need nice people. You need good people.
Good and nice are not the same thing. The opposite of good is bad. The
opposite of nice is unlikeable.
Nice people care if you like them; good people care about you. Nice people
stretch the truth; good people don’t. If you tell a nice person to do something
evil, they might do it because they do not want to upset you; a good person
will refuse to do it.”
Source: http://qz.com/88168/how-to-hire-good-people-instead-of-nice-people/

Recruiting @TESLA

• Why do people apply for an organization?
• Why do employees leave organizations?

Human Resources Development
‘Human Resources Development: organized learning experiences provided by
employers, within a specified period of time, to bring about the possibility of
performance improvement and/or personal growth.’ Nadler & Nadler (1989)
So there are 2 purposes attached to HRD:
The possibilty of improving performance (organization);
Bringing about personal growth (education).

Learning and Development: Building Capability,
Understanding people’s potential
1. Developed: Line managers have development conversations with people to
identify their potential and ensure learning and development needs are met;
2. Established: Learning and development opportunities are provided in line with
the organization’s objectives and enable people to achieve their full potential;
3. Advanced: The organization is flexible in the way it develops people, using
innovative solutions that meet learning and development needs;
4. High Performing: People take ownership of their own learning and
development to effectively support the organization’s objective.

Learning and Development: Building Capability,
Supporting Learning and Development
1. Developed: Development advice and guidance is well communicated
throughout the organization;
2. Established: People have the opportunity and support to put new skills
and knowledge into practice;
3. Advanced: Investment in learning and development is evaluated to
understand the impact on people’s progression opportunities;
4. High Performing: continuous learning is part of the culture of the
organization.

HRD, starts with a training needs analysis
“When you conduct a training needs analysis, it should be closely linked to the
roles and responsibilities of your employee’s position. It should be revisited
regularly as the needs of any role – and requirements of an organization – change.”

Next you’ll need a Individual Development Plan

Build: HR3P Matrix (Human Resources Potential Portfolio)
With help of the HR3P matrix one can chart the available capabilities. It’s a 4 step
approach:
1. Assessment of the performance levels;
2. Assessment of the potential of the employee;
3. Portfolio analysis;
4. Determining solutions

HR3P
Present performance
Inadequate Sufficient Good Excellent
Potential
Reached potential limits
Development
opportunities within
the present position.
Development
opportunities within
the function domain
Promotable in the short
term 2-3 years
Already promotable
They can play a leading role.
Keep ‘m!
With help of adequate training and
development, they can stay.
Do not go along: training and
development, transfer or exit.

An addition to HR3P is the
‘Retention Matrix’
McKinsey Quarterly, Retaining key employees in times of change (08/10)

Life Long Learning?!
“You are good at developing new knowledge. Knowledge is power. Therefore sometimes knowledge isn’t
shared. Earlier this mechanism worked reasonably well. But the half-time value of knowledge is getting shorter.
Knowledge nowadays ages more quickly. This means that you have to develop and remember more and more
new knowledge. Usually in developing new knowledge people are pretty good. But remembering (volume)
knowledge that’s something most people are not good at. "
Source: Mathieu Weggeman, “Leidinggeven aan professionals? Niet doen!” http://www.wikiation.nl/Communicatie_matrix_halfwaardetijd_van_kennis

Management versus Leadership
“Management is efficiency in climbing the ladder of success; leadership determines
whether the ladder is leaning against the right wall.”
Stephen Covey

To be a great manager
Improve feedback & communication loop
Improve happiness & wellbeing
Sustain/improve engagement & motivation
Social responsibility
Strong team/company culture
To make day to day work easier
Create capacity
Improve business performance
Retain staff

Best Bosses achieve a 9 Employee Productivity
where another needs 10.
‘The Value of Bosses’
“Measuring daily productivity of 23,878 workers and 1,940 of their supervisors at a large
services firm over five years, researchers from Stanford and the University of Utah found that
the best bosses increased their work group’s productivity so much that nine people were
doing the work of 10. In other words, the boss’s efforts represented the work of two. And
even the average boss was 1.75 times as productive as the average worker — which, they
also note, was in line with the average pay differential.
What made the best bosses so effective was their ability to teach their teams skills that
persist. That may be why the researchers also found that good bosses increased the
productivity of high performers more than poor workers, leading them to recommend that
the best bosses be reserved for the best teams. Bad news for the slackers.”
Source: http://www.managementpro.nl/human-resources/beste-bazen-halen-met-9-medewerkers-de-productiviteit-waar-een-ander-er-10-voor-nodig-heeft/

Best Bosses achieve a 9 Employee Productivity
where another needs 10.
‘The Value of Bosses’
First, the choice of boss matters. There is substantial variation in boss quality
as measured by the effect on worker productivity. Replacing a boss who is in
the lower 10% of boss quality with one who is in the upper 10% of boss quality
increases a team’s total output by about the same amount as would adding
one worker to a nine member team. Using a normalization, this implies that
the average boss is about 1.75 times as productive as the average worker.
Second, boss’s primary activity is teaching skills that persist.
Third, efficient assignment allocates the better bosses to the better workers
because good bosses increase the productivity of high quality workers by more
than that of low quality workers.”
Source: http://www.nber.org/papers/w18317.pdf?new_window=1

A Leaders’ Mission Statement
“Have invincible faith, have invincible hope in the invincible dignity of man.”
Nelson Mandela

Extraordinary Authenticity
“Extraordinary Authenticity means having the ability to be yourself even in the toughest situations.
This requires living in a paradox: to inspire as a leader, you need to know your stuff, but you also need to be able to admit when you don’t
know your stuff.”
David Novak (CEO YUM!) in ‘Taking People with You’.

What is Authenticity?
“An important part of growing as a leader is viewing authenticity not as an intrinsic state but as the ability to take elements
you have learned from others’ styles and behaviors and make them your own.”
Bron: The Authenticity Paradox; Herminia Ibarra HBR 01/15

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
Maya Angelou

Willem E.A.J. Scheepers MBA
04 June 2018
Summer School, University Maastricht / Baylor University
Linkedin: https://www.linkedin.com/in/willemscheepers/
Website: http://www.willemscheepers.eu/
Blogs: https://willemscheeperss.wordpress.com/ en http://www.managementpro.nl/
Twitter: @DAMIES / @ManagementPro / @IiPinNL

Crucial Topics within HRM or: how to explain the ‘Investors in People’ framework to American students.

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Crucial Topics within HRM or: how to explain the ‘Investors in People’ framework to American students.