IPM Presentation Namibia

Over 65 Years of HeritageTHE FUTURE OF AFRICAN HR MANAGEMENT THE FUTURE OF AFRICAN HR MANAGEMENT

AND GLOBAL HR NETWORKS

Presented by Rre Elijah Litheko (CEO & Executive Director IPM)

ContextGlobalGlobalLocal

OrganisationalProfessional

Individual

M

3Over 65 Years of Heritage

Africa’s 50-plus economies are growing at aremarkable pace... a number of Africangovernments have undertaken structural reformsin recent years that are making their economiesmore attractive to investors. Indeed, the annualflow of foreign direct investment (FDI) into Africa in2008 increased to $62 billion, from $9 billion in2008 increased to $62 billion, from $9 billion in2000.Relative to GDP, that is almost as large as theflow into China.

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(Africa’s path to growth: McKinsey Quarterly, June 2010)

Africa’s path to growth: Sector by sector, McKinsey Quarterly, June 2010

� As many as 200 million Africans will enter the consumer goods market by 2015

� Banking and telecommunications are growing rapidly, infrastructure expenditures are rising significantly faster in Africa than in the world as a whole

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in Africa than in the world as a whole � Sub-Saharan Africa has become a substantial player in

emerging-market banking� The continent has more than one-quarter of the world’s

arable land, and eleven of its countries rank among the top ten sources for at least one major mineral

� Africa will produce 13 percent of global oil by 2015, up from 9 percent in 1998. In recent years, oil production has grown more rapidly in Africa than in any other region

� Production of gas increased more rapidly in Africa than anywhere but the Middle East

� Africa’s growth story is not limited to the extractive industries

Africa’s path to growth: McKinsey Quarterly, June 2010 cont’d…

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� Africa’s growth story is not limited to the extractive industries� There are fast urbanisation rates, expanding labour forces

and growing middle classes in many African economies� The African mobile-phone market has surpassed the 400-

million-subscription mark� For many companies, this is a future worth investin g in!

Shifts in the Global Economy

�Shift of economic activity� Increasing awareness of untapped markets� Free-flow of information�Global labour markets

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�Global labour markets�Shortage of talent globally

McKinsey Survey 1418 Exec’s around the world, Mar 2010

Over 65 Years of Heritage

How can HR facilitate this positive outlook going

forward?

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forward?


HR as a Lever

• “Human Resources is a crucial point of interaction between the broader society and Business/Government.

• Its actions have a profound effect on the lives of

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• Its actions have a profound effect on the lives of employees, and their next of kin”.

Excerpt from Who gets the top Job? By Dr Peter Cappelli and Yang Yang (Oxfords Said School of Business – Sponsored by PwC)


The World – A Global Village

� Living in the new normal� Continuous change and complexity� Innovation to compete

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� Innovation to compete� High demand for the right talent


Welcome to the age of the customer

http://wearesocial.net/blog/2011/06/age-customer/

• ‘Age of the customer’

• Competitive advantage = engaging with

Business has already changed

empowered customer

The only sustainable source of competitive

advantage, the only defensible position, is

to concentrate on knowledge of and to concentrate on knowledge of and

engagement with customers.

Global Challenges: What can Organisations do?

• Maximise growth and unlock potential of the workforce• Develop future leaders, enhance workforce skills and

capabilities, foster knowledge sharing and collaboration (IBM 2010 survey)

• Talent key lever to innovation: (McKinsey 2010)

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• Talent key lever to innovation: (McKinsey 2010)• Engagement: Engagement levels have dropped

globally over the course of the economic crisis

Citizenship behaviour, or ‘going the extra mile’ for the employer has dropped by over 50%. (Corporate Leadership Council, Engagement monitoring

survey)


Challenges Facing Africa

• Infrastructure• Education• Health• Poverty• Capacity & Critical Skills

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• Capacity & Critical Skills• High unemployment• Productivity• Competiveness• Corruption• Violence


Organising HR for Effectiveness

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Global HR Competencies: Dave Ulrich’s Model

Global HR Competencies

Credible Activist

Strategic Positioner

Technology Exponent

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HR IntegratorChange Champion

CapabilityBuilder

Credible Activist

�Earns trust through results

� Influences and relates to others

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� Is self aware

�Shapes your professionOver 65 Years of Heritage

Strategic Positioner

� Interprets business context

�Decodes customer expectations

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expectations

�Co-crafts strategic response


HR Integrator

�Engages today & tomorrow’s talent

�Develops talent

�Shapes work

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�Shapes work and organisation

�Delivers performance management

�Builds leadership brand

Capacity Builder

�Audits organisational capability

�Aligns strategy, capability & employee behaviour

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�Creates a positive, meaningful work environment


Change Champion

� Initiates Change

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�Sustains change

February 24, 1955 – October 5, 2011

Technology• Improving efficiency of HR Systems • Connecting and collaborating• Leveraging social media for business• Embracing social media to increase HR impact

and manage risk

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and manage risk

ContextualizingHR Management

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HR Management


HR Management in Africa• Global / Local• Appreciation of Regional Dynamics• Social responsibility consciousness• Developmental/Growth mindset (Induction, targeted

training, value chain, mentorship, coaching, exposure, growth assignments etc.

• Investment in people

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• Investment in people• Adopt design thinking-encourages consideration of a

wide array of solutions• Adopt the principles of Ubuntu/Botho• Celebrate success

Remember that “a chain is as strong as its weakest link”

Positioning for Success

How do you sell yourself

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What doyou have

to sell Building your brand

Quality

Service

Value for money Reliability

Visibility

The value of a brand

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AvailabilityReputation

Distinctiveness


The 9 Box Talent Grid

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Value Creation & Break -even Point

Valueconsumed

Valuecreated

Con

trib

utio

n

Time

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consumed

Con

trib

utio

n

Breakeven point where net

contribution = 0


The Four Seasons of a CareerSpring Summer Autumn Winter

A time of new beginnings. Horizons beckon. No challenge is too big. You feel

You’re at the top of your game. You’re racking up victory after victory. Life is

You feel the first stirrings of dissatisfaction. Things don’t hold the challenge they

You feel stuck. Nothing’s moving. Work is no longer challenging. That old feeling

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big. You feel fresh and energised.

victory. Life is good. It’s almost too easy.

challenge they once did. Perhaps a change might be good.

That old feeling is gone, and you want it back.

ReflectionExperience Stop

ReflectSo what actions will you take?

WISDOM

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What didyou learn?

How and what will you do differently

HR Maturity: Cause for ConflictHuman Resources not truly

regarded by the board as a source of competitive advantage

Executive Mindset

Personnel Administration

Personnel Management HRM Strategic HCM

“Nobody Understands US” syndrome

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Stage 4

HR becomes integral to Business

operations

Stage 5

Transition – from operational HR

to Strategic focus

Stage 6

Organisation Becomes a Whole

System

Human Resources Mindset

Stage 0

No ConsciousPersonnel

Management

Stage 1


Stage 2

Good Professional

Practice

Stage 3

Effective HR Management

HR Maturity: Cause for ConflictHuman Resources not truly

regarded by the board as a source of competitive advantage

Executive Mindset


Personnel Management HRM Strategic HCM

“Just as I thought… HR

is useless

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Stage 4HR becomes

integral to Business

operations

Stage 5Transition – from operational HR

to Strategic focus

Stage 6Organisation Becomes a

Whole System

Human Resources Mindset or ability

Stage 0No Conscious

Personnel Management

Stage 1Personnel

Administration

Stage 2Good

Professional Practice

Stage 3Effective HR Management

HR Maturity-Challenge for HR

• Seamless HR experience

• Integrate HR with business strategy

• Address gaps between current and future HR practices

• Prioritise value adding HR initiatives34

How do you Recognise a Great HR Professional?• Understands business, is adaptable• Can talk and think the language of business »• Wears a hat bigger than an HR hat• Keeps executives honest; helps them step back from

their day to day operations and reflect on business challenges

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challenges• Knows how to question, challenge and coach• Applies HR expertise to business issues• Offers insights and independent advice

(results of VPsHR Round table: 13th World Human Resources Congress: Montreal Canada 2010)

IPM HR Directors Survey 2011

�HR is the ‘life-blood of the organization’

�People are the most important asset of the organization

�Offer the organization an integrated business solution by having business acumen and a

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solution by having business acumen and a functional knowledge of production , logistics , marketing , legal

�Converse intelligently on business matters

�Align HR strategy with business strategy

IPM HR Directors Survey 2011 cont’d…

�Show credibility with a ‘total tool-box of HR skills’�Get the basic efficiency measures right�Know the skills pipeline for the whole organization� Indicate where there are policies which are flouted

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� Indicate where there are policies which are flouted which will hit the organization in the pocket

�Provide insights from what you scanned in the environment

HR Global Networks

WFPMA

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EAPM

European Association for

Personnel Management

APFHRM

Asia Pacific Federation of

Human Resource Management

AFHRMA

Africa Federation of Human

Resource Management Associations

IPM Mauritius IPM SA IPM Namibia IPM Zimbabwe IPM Zambia

FIDAGH

Inter-American Federation of

HR Management Associations

NAHRMA

North American Human

Resource Management Association


Benefits of Global HR Networks

WFPMA• Umbrella body for all continental HR Federations

• Organises World Congress every two years: 2008 CIPD (UK), 2010 CCHRA (Canada), 2012 AHRI (Australia), 2014 perhaps IPM South Africa?

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(Australia), 2014 perhaps IPM South Africa?

• Responsible for Pettipas Award

• Fosters collaboration amongst continental Federations and National Associations


Benefits of Global HR Networks cont’d...

AFRHMA• Umbrella body for National HR Associations

• Fosters collaboration amongst National Associations

• Exposes National Associations to Global HR Research

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• Exposes National Associations to Global HR Research Studies: Creating People Advantage: Boston Consulting Group; Human Resource Competency Study: Ross School of Business, University of Michigan; and The RBL Group Michigan University (Dave Ulrich, Wayne Brockbank, Jon Younger)


Success

“ Right motives, persistence and determination, not ideal conditions are the primary elements essential to success whether in a sport or any

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the primary elements essential to success whether in a sport or any other worthwhile endeavour”

(Christian Science Journal. Feb 2010)

“Your attitude more than your aptitude will determine your altitude”(Failing Forward: John Maxwell)


THANK-YOU

Rre Elijah Litheko.IPM CEO & Executive Director

E-mail address: [email protected]

65 Years of Heritage

Documents

IPM Presentation Namibia