Workforce industry 4.0 - human resonance for leaders!

HUMAN RESONANCE The answer to leader’s workforce challenges

© Pelzer & Associated Partners e.P. · 21.04.15 1

Leading in the new world of work – Human Resonance Industry 4.0 organizations have to envision a “new world of work”

With so many models and approaches – from large firms to business schools to boutiques – it is hard for companies to architect the tailored yet integrated experiences they need.

In our “Human Resonance” approach we offer what is needed.

Next level practice instead of best practice!

In this new world of work, the barriers between work and life are eliminated. The “new world of work” is one that requires a dramatic change in strategies for leadership, talent, and human resources.


A new playbook for new times Growth, volatility, change, and disruptive technology drive companies to shift their underlying business model. It is time to address this disruption, transforming the leaders from a transaction-execution function into a dominant partner who pushes innovative solutions to managers at all levels. Unless c-level managers embraces this transformation, they will struggle to solve problems at the pace the business demands. Today’s challenges require a new playbook – one that makes leaders more agile, forward thinking, bolder and more pushy in their solutions. Our goal in this presentation is to give business leaders fresh ideas and perspectives to shape thinking about priorities for 2015. In a growing, changing economy, business challenges abound. Yet few can be addressed successfully without new approaches to solving the people challenges that accompany them— challenges that have grown in importance and complexity.

Leading in the new world of work – Human Resonance Global organizations in I 4.0 fields must navigate a “new world of work”


10 trends in the 2015 Global Human Capital Trends Report from Deloitte


Global importance vs. readiness There is a lot to do!


Global importance vs. readiness There is even more to to with an increasing capability gap in selected areas, 2014 and 2015

© Pelzer & Associated Partners e.P. · 21.04.15 6 © Pelzer & Associated Partners e.P. · 21.04.15

Topics you need to address with a new breed of competent people architects

TOPIC FAMILIES

Grass-root Change

Fair Parting

Work Council Strategy

Generation Y, Resilience

Culture

Reducing Costs Ownership

Culture

Systemic Career Management

Cost Cutting

Service Center

Workforce Industry 4.0

Systemic Strategy


!   Driven by ingenuity, experience and a shared vision of a better world

!   Organized in a community crossing borders of company silos and sharing insights

!   Setting benchmarks in the HR business

!   Servicing the needs of a transformed HR in a joint taskforce managing complexity, time pressure and integrating all expertise needed

!   Leaders at all levels value-driven

!   Delivering promised results

To make real what matters you will need partners that are:


!   Grass-root change for your people

!   Peoples workforce industry 4.0

!   Works council interacting strategy

!   Reduction of costs

!   Service centres centralized and locally delivered

!   Fair parting

!   Ownership culture

!   New ways having careers with your company

Leaders updated agenda:


Grass-‐root change for your people Effective, sustainable, grass-root change for employees empowerment

The Issue: Change is not a habit your company was built for. Current economic climate requires deep attitude shift to fully embrace change. To be successful your has to change faster than the market and competitors.

Attitude of a transformative leader: We need viral change to get an ownership culture of our employees • Leadership as a service • Participative decision making processes, create

empowerment • Diversity as an attitude in every unit and each

employee • Sustainable organization principles, grasroot

and topdown – solve the dilemma

Agenda to be worked out in detail: Self actuating change is a basic concept of positive feedback loops. These are induced by participative processes and methodologies like: • Large group facilitation, decentralized on global

scale, digitally enhanced, in real time • Measurement of work related emotional

employee status • Transformation into low hierarchy family

structures • Leadership development into servant

leadership • Systemic change strategy • Gras-root principals: change from the bottom,

empowerment process, • How to create a a self propelling sustainable

change process


Workforce industry 4.0 enhance socio-psychological skills of the employees to fit for processes of new automated production plants

The Issue: You are a global leader in your business area. Developing concepts for employee skills and motivation in a highly connected interactive and flexible production line is a challenge very few HR manager know about. To stay ahead of the competitors the human part of this new technology has to be developed. The new technology needs enhanced socio psychological skills of the employees

Attitude of a transformative leader: HR has to provide innovational processes for developing people skills • Behavioral innovations have to meet the new

technologic levels • Self directed teams, • put responsibility where the action is • Participative decision making processes,

Agenda to be worked out in detail: New technology meets new principals of collaborative working : • How to create a a self propelling sustainable

process of behavioral innovations • Leadership development into servant

leadership • Transformation into low hierarchy family

structures • Measurement of work related emotional

employee status • Gras-root principals: change from the bottom,

empowerment process,


Works council interacting strategy Get the complexity handled with integral methodology

The Issue: To deal with German Betriebsrat and unions is a complex mix of power, politics, economics and emotions. To deal with that on a global scale a CHRO has to find a strategy using systemic methodologies that are capable of operating complexity.

Attitude of a transformative leader: There has to be a possibility to develop strategy in a secure way off the grid. After that it should be: • Transparent, insight driven and

understandable • Accepted by employees and their

representatives. • Future-oriented, triggering identification of

your workforce as a whole

Agenda to be worked out in detail: Control Portfolio of strategically relevant topics is a method of the management in charge to make decisions in complex systems. It serves as a preparation of investment decisions. It helps a management team to find consensus when preparing decisions in multi-dimensional processes. •  Integral overview of the factors that influence

the work council relationship • A united position of the management on

correlated topics • Transparency and consent on the relevancy of

control of strategic topics


Reduction of HR Costs Develop global standards with local adaption & acceptance

The Issue: Cultural diversity and more than 200 countries have developed a costly HR organization. The high costs can not be accepted any more! With the new strategic set-up at Siemens it is the right time and setting to develop OneHR as a strong, globally consistent organization, aiming to be a strategic and operative partner meeting business needs

Attitude of a transformative leader: Use the experience of KPMG doing this job for many corporate financial organization already. • Future-oriented, providing a model for other

functions

Agenda to be worked out in detail: • Global business model for HR • Global processes •  Interlinked KPI system


Services centralised and locally delivered Defining the business case for your HR SCs

The Issue: With the new strategic set-up at your firm it is the right time and setting to develop functions as strong, globally consistent organizations, aiming to be strategic and operative partners meeting business needs.

Attitude of a transformative leader: We want a unified HR organization meaning: •  Integrated global business model for the

companies HR function as a whole • Global set of processes with room for local

and business specifics to provide efficient & consistently high-quality HR services •  Interlinked KPI system based on a globally

consistent framework to steer the global HR function into the same direction

Agenda to be worked out in detail: • Consolidate highly standardized, high-volume

transactional processes in service or shared service centers (SSC) • Definition of the service portfolio, the

structures, and the working groups in the SSCs and the IT facilities needed for your SSC operations. • Support for the definition of a business case for

your HR SSCs.


Fair Parting New horizons for employees in outrun parts of your company

The Issue: Induced by an organizational change to focus responsibility the function and workplace of thousands people has outrun. For these people your company has to find a future that is accepted by the employees.

Attitude of a transformative leader: There are many ways reducing the workforce of outrun parts of this Company. We want to incorporate three principal attitudes: • Fair balanced. • Accepted by every employee. • Potential-oriented, triggering the motivation

of our workforce as a whole

Agenda to be worked out in detail: First we start designing new workplace options. The motivation and ingenuity of the affected employees will drive a conversion project that creates new businesses inside an incubator. At the same time we initiate a separation process working with individual needs in a standardized workflow: • Profiling and motivational analysis. • Coaching individuals or teams •  Job research inside or on the market • Closure with new perspective or job


Align the variety of local cultures with the principles of ownership culture

Framing different cultures by your culture guidance

The Issue: Identification of globally wanted guidelines allowing local implementation across multiple cultures.

Attitude of a transformative leader: • We need an ownership culture driven by every

employee. • Cultural variety in a set of global rules is our

strength. • Our people are our secret for success.

Agenda to be worked out in detail: Implementation of global culture guidelines by using locally accepted culture • Cultural readiness of leaders • Local cultural variety to learn from • Global cultural guidance to be accepted in our

companys world


Systemic Career Management New ways having careers with your company

The Issue: Career Management needs a strategic approach to integrate an individual’s career desires and aspirations and the organization’s business objectives with the intention to drive engagement and retention.

Attitude of a transformative leader: • Our people are ore secret to success • Create divers carreers • Develop leaders who serve • Make employers own their purpose

Agenda to be worked out in detail: How to integrate career management as an integral part of your companies ownership culture. • How to set cross-entrepreneurial framework for

various career opportunities • How to develop flexible career models as

organizational base • Create a process for employees to be able

employees to take responsibility for their career development and to act independently • Make all the effort measurable


We want to become your advisors

We have a shared vision for a better world

Becoming sustainable, peaceful and accepting diversity

We set benchmarks

Empowering people and creating stakeholder satisfaction

We serve The people of our clients and their

integral performance


!   Facilitators

!   First contact with you

Your partners Bernhard Pelzer, Hamburg und Isabelle Ziegler, Zurich

As an experienced engineer and family therapist I develop people and system capacities dealing with complexity. Owning my own consulting firm for 25 years I was partner of one of the big four, CEO of a NGO and supervising board member.

Born in Aachen 1954. Living with my family in Hamburg.

Systemic coach and supervisor. Dipl.-Ing. MSc.

!   Decision makers

!   Operation and finance

As an experienced family business entrepreneur in Asia and a global coaching expert, I have been helping people, teams and organisations to actively design transformation for more than 16 years.

Born in Hamburg 1970.

Living with my family in Zurich, Singapore and Hamburg.

Dipl. Kauffrau, multinational certified coach and councellor.

Profile Bernhard Pelzer Profile Isabelle Ziegler


Systemic skills and Human Resonance methodologies German origin

!   Systemic HR strategy, grass-root change, change engineers, dilemma solving leadership, reconciliation

!   Resiliance coaching and Generation Y expertise

!   Agile leadership, leading self directed teams & virtual teams, empowerment, solving leadership dilemmata

!   The impact of the emotional state of employees on profit and productivity


!   Singapore: Leadership development in Asia, team facilitation, cultural advise, executive coaching

!   Boston, USA: Strategy – Transformation – Leadership

!   Amsterdam: Intercultural readiness check, check the cultural competence

!  Mumbai: Creating growth from change, Indian consulting for global challenges

IBI NL

Systemic skills and Human Resonance methodologies Globally aligned

© Pelzer & Associated Partners e.P. · 21.04.15 21 © Pelzer & Associated Partners e.P. · 21.04.15

Our portfolio of methodologies

Our aligned set of proven methods

Cultural Profile Indicator

Leadership Development Ocean Action Learning

Cost for Emotion C4E Systemic cost cutting approach

Resilient Career Management

Intercultural Readiness

Fair parting outplacement

Cybernetic Portfolio

Real Time Global Facilitation of Large Groups


Input and topics to be discussed are presented Discussed and

documented

Produces project ideas

Results made public in real time

CHRO presents first Ideas on

change and goals

Worldwide decentralized and simultaneously facilitated

SMALL GROUPS using prepared formats an laptops Real time feedback from

the large group uses group intelligence

Real Time Global Facilitation (RTGF): Combining local team paperwork with web-based software to facilitate large groups worldwide with real time results – discussing strategy globally by grass-root principles

TASK FORCE designs projekt

jobs for the implementation

out of the clusters

CLUSTER TEAM Experts in a closed

group define clusters from the decentral

ideas

The result of the large group conference is visible for everyone in real time

and enhances group intelligence

clusters from the decentral ideas


Cultural ProTile Indicator®: Analyse lived culture and develop desired culture in your team

• Find out what changes have a good chance to be implemented • You can recognize where support measures are necessary • You understand your target conflicts and cultural dynamics that may slow down, or promote, the process of change • You find the right lever, where small changes are produced – often with impressive effects


Intercultural Readiness Check IRC® Check the Cultural Competence

There are many roads to effective intercultural interaction – just as cultures differ, so do people.

We check topics like: • Cultural Commitment and active interest in others, their cultural background, needs and perspectives.

• Intercultural Sensitivity of a person actively influencing the social environment, concerned with integrating different people and personalities.

• Intercultural Communication by actively monitoring one‘s own communicative behaviours.

• Managing Uncertainty by being able to manage the greater uncertainty of intercultural situations.


Cost For Emotion C4E® How emotions affect performance by calculating the costs of emotions in the workplace.

Emotions determine our everyday life – both in private life and in business: Our concept takes into consideration ten different areas: 1.  Appreciation 2.  Time 3.  Quality 4.  Identity 5.  Team 6.  Leadership 7.  Sustainability 8.  Economic success 9.  Commitment 10. Customers

The C4E results form the basis for precisely targeted measures Capture with C4E ■ Appreciation ■ Working time efficiency ■ Quality of the work ■ Identification ■ Team intelligence ■ Leadership ■ Sustainability ■ Employee participation

in more than 50 separately considered topics

Calculate with C4E ■ Potential of the company ■ Existing stresses ■ Potentials for employee utilization ■ Untapped skills

as a basis for efficient change action

Improved emotional balanceincreases the value of the company.

Application questions of C4E ■ How are productivity costs influenced by a recommendation factor of 3 %?

■ How much is productivity increased by free meals for employees?

■ How much profit can we generate by a company kindergarden free of charge?

■ How is the company‘s value increased with a top ranking by the new hires?

■ How does a tense atmosphere influence the scrap rate in automotive production?

■ How is the case cost affected by depressed mood in call centers?

You know your financial balance sheets,

which are used to evaluate success.

Financial ratios form only a limited image

of the company‘s value and performance.

Environmental balance and sustainability

are further perspectives for success.

Employee satisfaction and attractiveness

for newcomers become more and more

important every day in terms of profit.

The emotional balance is a complex struc-

ture of all emotionally driven factors.

It determines the company‘s value from

the perspective of the employees.

Motivational research and extensive

consulting experience form the

scientific basis for the analysis tool

Cost for Emotion C4E. We examine

correlations between emotion,

appreciation and performance.

Capture the emotional balance of your company

Bad mood is the causefor lack of productivity.


Cybernetic Portfolio Strategic decision making in complex systems and getting team consent in multidimensional processes.

Control Portfolio of strategical relevant topics – Examples Using databased algorhythms, showing management qualities hidden in topics

Model of a Cybernetic Portfolio

Systemic landscape

Catalogue of questions, problems, topics

job security

employer brand

team spirit

team managers

satisfaction

caste system

generation Y

employee identification

independant frame setters

stabilizers

indicators innovators

0

0,6

0,7

0,8

0,9

1

1,1

1,2

1,3

1,4

supp

ortin

g

s

teer

ing

Daily business

Brand image of employer

Bonus payments

Time efficiency of work Work-Life-Balance

Security of workplace

A

D C

B B1

E

C1 Identification

F

G Vision of the company

Appreciation

Stabilizing innovating

A B C D E F G H I Sum P A business culture... vision 0,0 7,8 2,3 8,3 4,8 2,0 3,0 3,8 32,0 1.600 B It-platform…leadership-processes 6,3 5,5 3,3 2,0 7,5 5,8 7,0 8,5 45,9 2.130 C staff resources ...ls. strategy 7,3 7,0 6,8 3,5 1,0 2,3 5,7 7,8 41,4 2.472 D strategic goals...core business 5,0 7,3 8,8 7,3 7,3 8,0 3,0 8,3 46,7 1.938 E leadership skills...space...will 8,8 4,0 8,0 6,5 7,3 1,0 7,0 8,8 51,4 2.010 F ls. processes...Org. follows vision 7,0 6,8 7,8 3,8 5,5 2,0 2,0 7,0 41,9 1.982 G internet strategy as ls processes 4,8 8,5 6,5 5,0 1,5 6,3 2,8 8,3 43,7 1.294 H Areas of value adding chain 5,5 7,8 9,0 7,8 7,0 6,8 7,0 8,0 58,9 2.032 I specific risks of ls processes 5,3 5,0 6,3 6,0 4,0 6,3 1,5 4,0 38,4 2.323 Sum 50,0 46,4 59,7 41,5 39,1 47,3 29,6 34,5 60,5 Q 0,6 1,0 0,7 1,1 1,3 0,9 1,5 1,7 0,6


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