Is the human resource function geared to meet the disruptive challenges of Industry 4.0???

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With Best Wishes

Dr Wilfred Monteiro

A QUICK REVIEW OF MY BOOK # HCM4.0 BUSINESS CENTRIC HUMAN CAPITAL STRATEGY FOR INDUSTRY 4.0

  

 

We often hear generic statement like "HR MUST ADD VALUE TO THE BUSINESS..." The aim of this book is to highlight the value of 'human capital' as a strategic tool for business competitiveness. In the era of the fourth Industrial Revolution (also known as Industry 4.0), the Human Capital Function needs to secure an acclaimed role as an agile function; overstepping operational hurdles to become a strategic partner… thus a recognized contributor to the business bottom-line.

 

Some companies attempt the HCM function's turnaround in a piecemeal or sporadic manner; by adopting myriad ideas or fads. This trial and error approach needs to be replaced with (what this book elucidates) – the HCM 4.0 BUSINESS CENTRIC MODEL; which structures disconnected ideas into a cogent model; to dovetail seamlessly with the business strategy.

 

This book gives a practical framework which enmeshes the discordant HCM processes and practices into an holistic HCM Master Plan. The Model guides the way to the HCM function becoming business centric – first by being outward-looking to be in touch of the market conditions; and then inward-centred to gauge the organization readiness level to address hardcore business issues. All this can become real only if functional/business managers are co-opted as stakeholders. HCM needs to revamp the function and embrace the norm of "management-by- measurement" and acquire the new competencies and mindset HCM professionals need to be abreast with changing times

 

THE AIM OF THIS BOOK

 

In the last decade some companies have attempted partially and piecemeal  to  adapt myriad   ideas  about  strategic  HR.  Some companies through trial and error have found some byways to  implement them. The breakthrough needed is found in the HCM 4.0 BUSINESS CENTRIC MODEL espoused in this book.

 

It aims to   take  the human  dimension  of organizations to a holistic strategic  level. This book has a practical roadmap to transform clichés like ‘people matters’  and  ‘people are our  #1 asset’ into  a tangible business plan,  make talent a competitive  advantage, and significantly make contribution to the strategic growth  of their organization. Many authors and practitioners have espoused  individual   elements but the key is to these disconnected  ideas into a cogent model.

 

KEY FEATURES OF THE BOOK

I have drawn many lessons from my consulting experience.  I got the opportunity to work with   company directors and owners of diverse business sectors. They are all street-smart businessmen from whom I learnt several  business ideas  from them. I in turn had to debate and discuss my big idea that the LAST  competitive  advantage in a rapidly changing business world IS THE HUMAN RESOURCE EDGE.  I owe them a ton of gratitude for getting the chance to implement my ideas in their enterprise; and refine my own learning. 

 

HCM 4.0 is a robust framework, which takes us to  the strategy journey from concept- development of the master plan; alignment to business strategy. It interlinks environmental analysis with analysis of the firm - the two hemispheres of strategic management. It guides  moving away from the traditional inward looking approach - at operations and best practices and crossing the chasm to be  outbound looking at the markets and external challenges in the changing business environment.

 

CEOs in todays scenario of cost crunching; are compelled to ask for more measurement and accountability. Consequently  the HCM function is  under pressure, internally, to show REAL VALUE. In response HCM  leaders are on a sticky wicket.  A  probable reason could the HCM function has never highlighted its  contribution to creating business value;  added except in trendy, unquantifiable, and wannabe terms. the model  directs to Management-By-Measurement - to give it a real-time base sing principles of evaluation.

 

 Finally HCM 4.0 MODEL  hits upon the tricks and tactics of execution.. Each part of this book gives steps to design, manage, and implement the model. The aim of this  model is to approach the subject from a practical  angle. . Each segment of the model involves a roadmap for ‘’getting things done’’  this book is  most application based every concept is linked to practical application. I  have  tried to share  experiences  and  insights into  how every HCM manager needs to  wrestle  with complex  issues  and  helped  turn  ideas  into action Numerous examples of human resource practices are provided throughout the book, which can be practiced across the spectrum of industry; by companies both small and large. 

 

BENEFITS TO THE READER

 

The New and improved HCM 4.0 MODEL needs HCM professions who are commercially adept and are able to move ahead of the blind curve and anticipate business challenges. The book addresses the issue the new competencies HCM professionals; who  need to acquire the ‘business centric’’ mindset which can enable all senior HCM professionals to discuss eyeball to eyeball with the counterparts in the functions.

 

Here is a chance for Human Resource managers (who aspire to be  serious practitioners)  to learn strategic ways of managing human resources They  need to  understand why a strategic approach is necessary. It will also help them define a coherent framework; new and enriched  roles in the process to , execute the HCM master-plan and deliver results .   This book will be a help to senior managers , who must support HC strategy and take the lead in developing it, The functional managers need to be in harmony with the HCM strategy to support it, provide resources for it, and constantly reinforce and adjust it .

CONTENTS –

 

Part I - HCM 4.0 MODEL BLUEPRINT ON THE DRAWING BOARD
1: HCM 4.0 Writing a New Mandate —Becoming Strategic and Proactive
2: Aligning HCM 4.0 Plan to Business Strategy— An Holistic Approach
3: HCM Master Plan Summit —A Comprehensive Exercise to Turnaround Your Function
4: HCM 4.0 Model Inward/Outward Approach
5: Company-wide Cross-functional Approach —Line Manager's Role in HCM 4.0

 

Part II - HCM 4.0 EXECUTION AND THE ART OF MAKING THINGS HAPPEN
6: HCM 4.0— Strategy Execution: Changing Gears—From Planning to Execution
7: HCM 4.0 Implementation —Pitfalls and Precautions
8: Key Deliverables of HCM 4.0 Value Proposition
9: How to 'Sell' the HCM 4.0 Value Proposition?
10: HCM 4.0 Sharpens the Strategic Edge —Carving Out Its New Role Space

Part III - HOW TO WIN CREDIBILITY FOR THE HCM 4.0 MODEL?
11: HCM 4.0 Management-by-Measurement
12: The Evolution of Management-by-Measurement
13: Management-by-Measurement — Charting the Course Step-by-step
14: Sample List of Strategic Metrics —Helping HCM 4.0 to Prove its Worth
Concluding Agile HCM 4.0—Embrace Disruption

 

LIMITED COPIES IN PRINT – BUY ONLINE

Website Link - https://www.himpub.com/BookDetail.aspx?BookId=8926

Amazon Link - https://www.amazon.in/dp/9356936099?ref=myi_title_dp

 

With Best Wishes

Dr Wilfred Monteiro

 

HCM 4.0 CREDO - Training is a 365 day intervention if all line manager understand THAT PEOPLE ARE DIFFERENT AND LEARN IN DIFFERENT WAYS

 

 EXPERIENTIAL LEARNING STYLES MODEL

 

Training is a 365 day intervention if all line manager understand the basics (THAT PEOPLE ARE DIFFERENT AND LEARN IN DIFFERENT WAYS)  They would then  try  their best to become learning facilitators and  HR agents of the company

Prof David Kolb's ( a pioneer thought leader in learning theory) sets out four distinct learning styles (or preferences), which are based on a four-stage learning cycle. (which might also be interpreted as a 'training cycle'). In this respect Kolb's model is particularly elegant, since it offers both a way to understand individual people's different learning styles, and also an explanation of a cycle of experiential learning that applies to us all.

 

Kolb includes this 'cycle of learning' as a central principle his experiential learning theory, typically expressed as four-stage cycle of learning, in which 'immediate or concrete experiences' provide a basis for 'observations and reflections'. These 'observations and reflections' are assimilated and distilled into 'abstract concepts' producing new implications for action which can be 'actively tested' in turn creating new experiences.

 

Kolb says that ideally (and by inference not always) this process represents a learning cycle or spiral where the learner 'touches all the bases', ie., a cycle of experiencing, reflecting, thinking, and acting. Immediate or concrete experiences lead to observations and reflections. These reflections are then assimilated (absorbed and translated) into abstract concepts with implications for action, which the person can actively test and experiment with, which in turn enable the creation of new experiences.

 

Kolb's model therefore works on two levels - a four-stage cycle:

• Concrete Experience - (CE)
• Reflective Observation - (RO)
• Abstract Conceptualization - (AC)
• Active Experimentation - (AE)

and a four-type definition of learning styles, (each representing the combination of two preferred styles, rather like a two-by-two matrix of the four-stage cycle styles, as illustrated below), for which Kolb used the terms:

• Diverging (CE/RO)
• Assimilating (AC/RO)
• Converging (AC/AE)
• Accommodating (CE/AE)

 

KOLB LEARNING STYLES DEFINITIONS AND DESCRIPTIONS

 

Knowing a person's (and your own) learning style enables learning to be orientated according to the preferred method. That said, everyone responds to and needs the stimulus of all types of learning styles to one extent or another - it's a matter of using emphasis that fits best with the given situation and a person's learning style preferences.

Here are brief descriptions of the four Kolb learning styles:

·        Diverging (feeling and watching - CE/RO) - These people are able to look at things from different perspectives. They are sensitive. They prefer to watch rather than do, tending to gather information and use imagination to solve problems. They are best at viewing concrete situations several different viewpoints. Kolb called this style 'Diverging' because these people perform better in situations that require ideas-generation, for example, brainstorming. People with a Diverging learning style have broad cultural interests and like to gather information. They are interested in people, tend to be imaginative and emotional, and tend to be strong in the arts. People with the Diverging style prefer to work in groups, to listen with an open mind and to receive personal feedback.

·        Assimilating (watching and thinking - AC/RO) - The Assimilating learning preference is for a concise, logical approach. Ideas and concepts are more important than people. These people require good clear explanation rather than practical opportunity. They excel at understanding wide-ranging information and organising it a clear logical format. People with an Assimilating learning style are less focused on people and more interested in ideas and abstract concepts. People with this style are more attracted to logically sound theories than approaches based on practical value. These learning style people is important for effectiveness in information and science careers. In formal learning situations, people with this style prefer readings, lectures, exploring analytical models, and having time to think things through.

·        Converging (doing and thinking - AC/AE) - People with a Converging learning style can solve problems and will use their learning to find solutions to practical issues. They prefer technical tasks, and are less concerned with people and interpersonal aspects. People with a Converging learning style are best at finding practical uses for ideas and theories. They can solve problems and make decisions by finding solutions to questions and problems. People with a Converging learning style are more attracted to technical tasks and problems than social or interpersonal issues. A Converging learning style enables specialist and technology abilities. People with a Converging style like to experiment with new ideas, to simulate, and to work with practical applications.

·        Accommodating (doing and feeling - CE/AE) - The Accommodating learning style is 'hands-on', and relies on intuition rather than logic. These people use other people's analysis, and prefer to take a practical, experiential approach. They are attracted to new challenges and experiences, and to carrying out plans. They commonly act on 'gut' instinct rather than logical analysis. People with an Accommodating learning style will tend to rely on others for information than carry out their own analysis. This learning style is prevalent and useful in roles requiring action and initiative. People with an Accommodating learning style prefer to work in teams to complete tasks. They set targets and actively work in the field trying different ways to achieve an objective.

 

As with any behavioural model, this is a guide not a strict set of rules.

Nevertheless most people clearly exhibit clear strong preferences for a given learning style. The ability to use or 'switch between' different styles is not one that we should assume comes easily or naturally to many people.

 

Simply, people who have a clear learning style preference, for whatever reason, will tend to learn more effectively if learning is orientated according to their preference.

For instance - people who prefer the 'Assimilating' learning style will not be comfortable being thrown in at the deep end without notes and instructions.

 

People who like prefer to use an 'Accommodating' learning style are likely to become frustrated if they are forced to read lots of instructions and rules, and are unable to get hands on experience as soon as possible.

 

This theory is as practical as it is deep... every manager aspiring to be a trainer or coach should understand first how these styles have influenced his learning in the last few years to make him what he is ... and they use these styles to help people learn and become what they ought to be ...ie work at their full potential

 

With best compliments

Dr Wilfred Monteiro

Mumbai- India

 

www.synergymanager.net

 

9 PRACTICES FOR INCREASING TALENT RETENTION

 

The TALENT MASTER  works steadily and proactively on a few simple but effective practices which aim at increasing employee loyalt and reducing attrition   

 

How should companies work to increase employee satisfaction Here is a summary of my findings both through my consulting assignment as well as my academic research. The work best if applied in a low profile but genuine manner... quite unusual since a lot of HR best practices are lost in media hype and not sustained in the long-term

 

Here is a summary of my ideas:

 

1.BALANCE WORK AND PERSONAL LIFE 

I have place it first not by accident but by intent...Balance work and personal life - HR professionals are  battling to the challenges of a transforming workforce reality the need to be aware of certain trends which impacts efforts to attract and retain talented employees. Work-life balance application to a person's effective work-life and personal life wasn't as important in the past as it is today because, in the past, people often are able to attend easily to every major role in their life. Family is very important to all of us, when work begins to put a significant strain on one's family no amount of money will keep an employee around. So a small gestures of allowing an employee to take an extended leave once a month to watch with his daughter's or son's schools activity will likely be repaid with loyalty and extended employment with an organization.

 

 2.WORKPLACE FLEXIBILITY 

Be flexible whether that means specifically giving your workers the option to work flexible hours, do some customize schedule rotations or a self-scheduling thru coordinating with some other staffs in-charge are good ways to promote positive employee morale or you could allow your staff to leave work early for a personal matter when appropriate. Workplace flexibility is hard to manage, because you need to meet operational demands. But it has to manage so the flexibility policy should be well defined and be implemented accordingly so its' good intent will not be lost.

 

 

3. TREAT EACH EMPLOYEE WITH RESPECT AND AS AN INDIVIDUAL 

Treat each employee with respect and as an individual, recognize the team member's contribution in front of members of management. This can reduce the tendency for employees to feel that their supervisors take all the credits. Know how to recognize your staff, not all employees want to be singled out at a gathering of hundreds of peers. The approach to recognizing team members can vary greatly by generational group. You might humiliate unintentionally a baby boomer by having them stand up in front of their colleagues while discussing their recent achievements conversely a Young Gen will appreciate the opportunity. A simple "thank you" or "nice job" or a pat in a back given in regular basis or frequency can significantly boost employee morale. Often times a team member will greatly appreciate the time you spent to find him at his desk and deliver the message personally.

 

4.POSITIVE WORK ENVIRONMENT 

While compensation, benefits are important, the primary reasons workers leave a company are unorganized work environment, toxic workplaces, bad bosses and difficult co-workers. Every employees want is a clean, organized work environment in which they have the necessary equipment to perform well. When people and resources are not organized, physical barriers are stand in the way of being able to work efficiently, obviously it causes stress. Try to arrange things so that people have easy access to the people and resources they need. This normally works best by organizing workspaces around the people operating the process, or the types of work that they do. The idea is to make it as easy as possible for people to do their jobs. Some employee need a personal space but none is available, try blocking off areas with furniture, screens or blinds.

 

If noise is an issue, plants can help to soften it. Make sure that you explain to your workers why you are doing this emphasize the benefits of making the change. The quality of supervision and mentorship, by a "bad bosses" has been said so often that, people leaves people, not their jobs. Supervisors play the largest role in a team member's development and organization successes. All employees want to have Boss who's respectful, courteous, and friendly. Workers are more likely to remain with a company if they have a good and positive work environment.

 

5. ERADICATE FAVORITISM 

The better person can see a question from all sides without bias-Cunfucius" The so-called "inner circle club or good ole boys" can create unpleasant organization culture and can promote bitterness among team members, which can results devastating effect on some valued team members. The results of employee favoritism are destructive in natures because the following idea are unavoidable (Why should I perform if It will get me nowhere? Why do this if others will not? Why put in the effort if I will not be recognized? Why trust the boss if they are not fair?)

 

As a result, employees' morale, productivity, and relationship with the manager will diminished thus creating a disengaged employees which eventually create disengage customers. So equally treat all employees and avoid favoritism at all costs. Individuals want a perception that each employee is treated equivalently. Device or create a policy, a behavioral guidelines, or methods for requesting time off, and on any other work related decisions you can think about.

 

6. COMMUNICATION AND AVAILABILITY 

The Human Resource department needs to be very responsive to employee questions and concerns. In many companies, the HR department is perceived as the policy making arm of management. In fact, in forward thinking HR departments, responsiveness to employee needs is one of the cornerstones. You can easily do this by actively listening to your Employee's. Give them honest feedback, both positive and negative. Clearly communicate expectations, goals, and new rules to be followed.

 

Let them know what is expected of them. Get them involved and keep them informed - give them any information that tells them how their work fits into the overall company effort. Let's face it. Employees really want is to have a face-to-face communication time with both their supervisors and managers. This communication helps them feel recognized and important. For the managers; You may have a lot of things to do and attend to and surely your time maybe full. But, a manager's main job is to support your peers towards the success of organization. With this act managers' leads and magnifies organization success.

 

7. EMPLOYEE EMPOWERMENT 

Empowered personnel have a sense of responsibility and a sense of ownership, and their ideas are often recognized. So a workplaces that promote employee empowerment, power over what and how things are done, and the knowledge that they are important to the organization have enormous productivity results and less complaints. When employees think that they need their organization as much as the organization needs them, that need became best appreciated more than a paycheck and all benefit package that made them to stayed and remained at the company longer.

 

8. PLACING THE RIGHT TALENT FOR THE RIGHT JOB 

Placing the Right Talent in the Right Job dramatically increases Employees retention and enhances the organization success by reducing costs in many business aspects. Discover the way in which you can improve your employees, place them in environment that they can be truly useful. A new car behind glass is just a mass of metal plastic and glass, but a car being driven is truly what a car should be. The same goes for people once developed, one should use what they have learnt so that they can make the world around them a better place for themselves and others. And with this you shall not forget to provide them training, show them advancement opportunities and help them turn a job into a career.

 

9. CELEBRATE SUCCESSES, BIG AND LITTLE AND MAKE THE WORKPLACE FUN. 

Sharing small successes with your Employees' is a great way of making the workplace fun, not only by a small office party of coke & cakes … do anything novel so long as it is good enough, but you have to do what works best for you, If your immune system has taken a hit then maybe you can celebrate successes with a cup of coffee or hot tea with a loaf bread, it warms you up and still sets the tone of the celebration or maybe celebrating positive momentum for some time by just whistling a happy tune or tapping out as affirmation of an enhanced gratitude.

 

I am preparing a research paper on what makes the Model Workplace and the Employer-of-first choice in Indian companies .... You could share with me your findings and observations... I am looking for not just hollow jargon but authenticated case experiences which have brought about marked improvement in your company. 

 

With best compliments

Dr Wilfred Monteiro

MUMBAI- INDIA

www.synergymanager.net

 

 

ZEN MIND # the quality of your life is based on the quality of your thoughts

 the zen mind: taming a wave upon the sands

There is a barrage of advice by gurus of all genre to live in the moment. But you often wonder if it is possible to erase the past. Some kind of magic pill to have “ selective amnesia”  where you remember what you want and what you; and  like the good old school blackboard erase the unnecessary to begin on a blank surface.

 

The  samurai warriors were trained by their Zen masters in the infinitesimal  awareness of the present moment. If we develop this razor sharp awareness of the mind and all it pranks; then we can separate the useful from the not-so-useful and the good from the bad.

 

This brings us to a four square quadrant. 

The first  quadrant would be  useless and bad like memories of a boss in your previous job or a malicious put-down by a toxic character your will never meet again. The obvious answer would be to banish these and relegate them to the garbage bin… easier said then done. These are the “spam demons” which intrude in you mind and haunt you for years. Often their recall is triggered by innocuous happening or even prompt words which evoke the horror memories. We find ourselves in pensive moments opening this “albums” of old memories and even relishing in  chewing the cud.  Your main thrust to peace of mind is putting thes on a tight leash

The second quadrant would be the good memories which are useless e.g. people discussing with passion a football match the watched a month ago; memories of a vacation which you have at a Shangri-la-like resort and you would want to have again or a bachelors binge drinking party which you really should not repeat unless you want to be chained to an addiction.

The third quadrant would be  the useful and the bad memories  – e.g. recollections  of the past which may spoil your mood but are important lessons to keep if you do not wish to repeat the mistakes a second time.

And finally, the golden zone the areas of good and profitable memories of the past which would be praise you received from a boss which is morale booster; lessons to repeat and reinforce you success streak; or the memory of a past project you completed and now can boost you confidence.

Freedom from the past is a myth. You can only manage your mind . Its like taming a wave upon the sands of time. The mind is like the river of time – as events unfold the mind has it own flow. Accept past memories as the river of consciousness. But don’t forget the present it is very soon going to be the past. 

 

the quality of your life is based on the

 quality of your thoughts