1. STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK
Dr Rica Viljoen
Presented by: Keshia Mohamed-Padayachee

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

3. The Doing and The Being
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

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

6. Benefits of Inclusivity
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.
Organisational domain: Trust, Conducive climate and growth,
Sense of Belonging, Commitment,
Retention of Talent
Societal context: Community Building, Localisation of Skill ,
Reputable Employer
Engagement

7. Human Niche Organisational Fractals
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”
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”
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”
“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

8. BeQ™ Model

9. Meta-Insights
The DOING and BEING are equally important and should be dealt with as such.
Inclusivity is a Radical Transformational Strategy because we release voice.
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 organisational 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

10. We think think differently . ..
Beck (2005, 2013)

11. An integral, inclusive leader:
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”
Integrate
“I would do anything for the simplicity at the other side of complexity”
Integrate, integrate, integrate
“I would do anything for the simplicity at the other side of complexity”
Design Inclusivity
Design from yellow

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