Presentation at Human Resource Business Partner Strategy Masterclass 2015.

1. Taking HR to a strategic business
partnering role in the public, private
and state owned sectors
Dr Rica Viljoen
CASI

2. Sustainability thorough Inclusivity - energy on all dimensions
OD Interventions
New
world of
work
Nature of the world
Why we change Essence of Change
New
Sciences
We change differently
Consciousness
The
Individual
The
Team The
Organisation
How individuals
change
How groups
change
The What
Context:
Industry
South Africa
Africa
GlobalStrategic
HR
business
partnering
Doing
Being Disconnect
Apathy
Engagement
Inclusivity
Organisation
Group
IndividualEQ Journey
Dialoguing
World CafeStorytellin
g
Appreciative Inquiry
Organisational Leadership
Trust
Leadership
Work attributes
State Engagement
Trait Engagement
Behavioral Engagement
How organisations
change
The way: How we change
Organisational Transformation through Inclusivity

3. The soil needs the seed and
the seed needs the soil
One only has meaning with the other.
The same thing happens to human beings.
When male knowledge comes together with female transformation, then the
great magical union takes place,
which is called Wisdom.
Paulo Coelho
The Doing and The Being

4. Inclusivity
Strategic
Framework
Strategic architecture
The articulated and clearly understood
concept of the desired future state
Strategy translation into
Operational termsLeadership alignment
Vision
Mission
Core
purpose
Structure
Core
values
Core
capabilities Internal and
External
Branding
Leadership
Framework
Profit
modeling
Shared views of the present
and the future
Leadership
formulates
strategy
Change
resilience
Agreement,
Common
understanding
Renewed energy
and rigour
Understanding
differences
Engagement
Insight
Leadership
Drives and implement
strategy
Strategy
operationalised
Balanced Score Card
And Values
Operational
goals
MeasuresTargets
Strategic
Initiatives
Strategic Goals
Values
Group and
Individual BSC
IDP KPA’sBehaviours
SWOT PESTLE
Design
Thinking
Scenario
planning
Competitor
Analysis
SOAR
EVP
Culture
Leadership
Capacity
Building
Translation
Performance
Management
Process
Optimise
Leadership Talent Attraction,
Retention
Reward
Strategy
Benchmark of
Engagement
The role of Strategic HR

6. Presencing
Transforming
self and will
SUSPENDING
REDIRECTING
LETTING
GO
LETTING COME
INSTITUTIONALIZING
PROTOTYPING
CRYSTALLIZING
Realizing
Transforming action
Sensing
Transforming
perception
seeing
our seeing
seeing
from the whole
embodying
the new
enacting
living
microcosms
envisioning
what seeks to emerge
Scharmar
U-curve of change

7. Oscillating Spiral
Sacrificial
Expressive
Sacrificial
Expressive
Sacrificial
Expressive
Expressive
Sacrificial
First tier
Driven by fear
Second tier
Driven by hope
PURPLE
RED
BLUE
ORANGE
GREEN
BEIGE
TURQUOISE
YELLOW

8. 8
•Circular tribal structure.
•Led by elder(s), shaman, or chief who makes decisions.
•Roles determined by kinship, strength, sex, age.
•Ways of the tribe are sacred and rigidly preserved.
•Demands obedience to leader(s)
“Tribe”
•Organisation of equals for mutual benefit.
•Little concern with status or privilege.
•The “people” make decisions as a group.
•Frequent communication in all directions.
•Emphasis on consensus, sensitivity to feelings, and human needs.
“Social
Network”
•Power-orientated – strongest survives best.
•Most powerful person makes decisions.
•Big Boss directs Work Bosses who drives the masses.
•Communication downwards only.
•Strength determines relationships
“Empire”
•Rigid rules for structure and rank.
•Person with appropriate position of power makes decisions.
•Divine authority speaks through secular authority.
•Communication downward and horisontally across classes.
•People stay in their “rightful” places.
“Authority
Structure”
•Bureaucratic and status-orientated.
•Person with the delegated authority makes decisions.
•Distribution of specific amount of responsibility.
•Communication down, up and across.
•Power relates to prestige and position within the structure allows for upward mobility.
“Strategic
Enterprise”
“Systemic
Flow”
•Structure according to task at hand.
•Project-centred with changing “functional” leadership.
•Competent person makes decision.
•Communication only as needed.
•May adopt “Tribe” through “Social Network” if appropriate to situation
Human Niche Organisational Fractals

9. 9
Spiral Dynamics
I am not saying in this conception of adult
behaviour that one style of being, one form of
human existence, is inevitably and in all
circumstances superior to or better than another
form of human existence, another style of being.
What I am saying is that when one form of being
is more congruent with the realities of existence,
then it is the better form of living for those
realities.
Clare Graves

10. BeQ™ Benchmark of Engagement Quotient
BeQ™ Model
RESPECT
RESILIENCE
REGARD
CORPORATE CITIZENSHIP
IN-FLOW
SUPPORT
TEAMWORK
DIVERSITY
ACCOUNTABILITY
SUPERVISION
TRUST
ETHICS
CARING ORIENTATION
INCLUSION
ALIGNMENT
INDIVIDUAL
GROUP
ORGANISATIONAL
Climate
Assumptions
About
W e
Culture
Assumptions
About
They
W orld View
Assumptions
About
Me
W ithin the context of the industry and the country
HUMAN CAPACITY IN THE SYSTEM TO PERFORM
Viljoen (2008)
L
E
V
E
L
O
F
E
N
G
A
G
N
E
M
E
N
T

11. BeQ™ Benchmark of Engagement Quotient
National Cultural Dynamics

12. Inclusivity benefits on all the different domains:
Individual domain: Personal growth, enhanced EQ, Personal effectiveness
Higher levels of consciousness
Allowing of differences,
Hope, Pride.
Group domain: Enhanced group dynamics
Less unconscious group dynamics,
Innovation, Creativity.
Organiaational domain: Trust, Conducive climate and growth,
Sense of Belonging, Commitment,
Retention of Talent
Societal context: Community Building, Localisation of Skill,
Reputable Employer
Engagement
Benefits of Inclusivity

13. • The DOING and BEING are equally important and should be dealt with as such.
• Inclusivity is a Radical Transformational Strategy.
• Hope is created during this strategy – this energy, if not channeled can have
negative implications.
• Transformational leadership is needed to sponsor the process.
• Leadership strength and ethics on all organsational levels are critical.
• Emotional intelligence development critical in order to deal with mature
system dynamics.
• Each action has a reaction – creating an inclusive system will lead to exclusion
of other systems.
• Behavioural engagement is unleashed through Inclusivity
• Human Resources must reclaim its rightful place on strategic level
Meta-Insights

14. 1. Describe the psyche of the organisation and determine ROI of
interventions
Through scientific diagnostic cultural sensitive longitudinal validated instruments
2. Release voice
“The most important thing is not the script but the story”
3. Listen with your eyes closed
“The best leader is the one who listens the best to the total organisation”
4. Speak in colours / frequencies
Translate for understanding and human niche
5. Remember what made us successful in the first place
“If you want to move forward, look back, look back…”
6. Position the people agenda as part of any strategic conversation
“Incorporate Safety, HR, Internal Branding and External Positioning strategies in line strategy”
7. Integrate
“I would do anything for the simplicity at the other side of complexity”
An integral, inclusive leader:
7. Integrate
“I would do anything for the simplicity at the other side of complexity”
7. Design Inclusivity
Design from yellow

15. If a old person dies, a library burns
down . . .

16. ?
Mandala Consulting
www:mandalaconsulting.co.za
rica@mandalaconsulting.co.za
Questions