HR: The New Agenda

Description

"Being Human is now at the Centre" The world has changed irrevocably and a new way of life and work in every aspect is now a reality. This requires HR to review its priorities and place renewed emphasis on being human and building effective human systems and human organisations. The old ways of "doing HR" will no longer be relevant and it is time for HR to reimagine itself in a post-Covid world. This new role will demand a "new style" of HR professional. That is exactly what Paul Norman and sixteen HR leaders are addressing in HR: The New Agenda The contents include: - HR at the Centre Stage - The New World of Work - The Power of Purpose - Changing Perspectives on Employee Health and Wellness - Increasing Social Capital - Radical New Talent Management Strategies - People Development for the New World of Work - New IR Dispensation in the Post Covid Workplaces - Reinventing Remuneration, Benefits and Recognition - The New Diversity and Inclusion Realities - Governance and Ethics for the 2020's and Beyond - Agility and Innovation - Developing a Growth Mindset - Preparing the HR leader for the Future The Authors include Prof Kurt April; Vanisha Balgobind; Johan Botes; Dr Mark Bussin; Daniela Christos; Wilhelm Crous; Gideon du Plessis; Shelagh Goodwin; Selo Govender; Akona Makoboka; Andrew Millson; Penny Milner Smythe; Jasmin Pillay; Thuli Tabudi; Ninette van Aarde; Dr Dieter Veldsman; Prof Edward Webster Among the companies featured are: Accenture; Discovery; Exxaro; Food Lovers Market; Media24; MTN; Microsoft; Momentum and Spar. Cover Endorsements Title Page Copyright Page Full Title Page Acknowledgements Table of Contents Foreword by Dr Hischam El-Agamy About the Editor About the Contributors Introduction Chapter 1: HR at the Centre The Pandemic The New Normal Disruption and Discontinuous Change The New HR Priorities Conclusion Chapter 2: The New World of Work The Digitisation of Everything The Hybrid Workplace Automation, Robotics and the 4th Industrial Revolution (4IR) The Gig Economy Generation Z Conclusion Chapter 3: The Power of Purpose Where it All Began A Look in the Mirror Conscious Capitalism Love and Fear Acknowledging our Impact on the World Poverty Spotlight Understanding Reality Conscious Leadership Key Principles in the Journey to Being More Purpose-Led Context Over Content Honestly Evaluate Your Role in Society Your Values are Not Wall Decorations Unlearn What You Have Learnt Build a Strategy That Links to Your Purpose Build an Army of Activists Conclusion Chapter 4: Radical New Talent Management Strategies for a Radical New Workplace The Age of the Open, Fluid Talent Economy Traditional Talent and Succession Management is being“Turned on its Head” Democratising Talent Management in the New World of Work… The Need for Social Connection Conclusion Chapter 5; People Development for the New World of Work Introduction Embracing the Future of Work The Learning Organisation The Employee Value Proposition as a Key Differentiator Smart Workforce Defining Capabilities Accelerating Reskilling and Upskilling Lifelong Learning and Self-learning The Role of Leadership and Mindsets Challenges Affecting People Development Post the Pandemic The Exxaro Story Our People, Our Heartbeat! Taking our People into the Future Exxaro’s People Strategy Conclusion Chapter 6: Reinventing Remuneration, Benefits and Recognition for the New Reality Introduction 100 Year Old Remuneration Trends Organisational Changes Resulting from Covid-19 Work from Anywhere Further Covid-19 Trends Changing with Change Remuneration Committeesand Remunerating Executives Owning your Space Organisational Imperatives Conclusion Chapter 7: Multiple Perspectives on a Possible New IR/ER Dispensation for the Post Covid-19 World of Work 7.1 Informal Workers and Flexible Organisation Seizing the Covid Moment Introduction The African Labour Market Informal Workers and Hybrid Organisation New Opportunities for Worker Organising Conclusion 7.2 A new IR Dispensation in the New World of Work Introduction The Effect Covid-19 had on Collective Industrial Relations The Effect of Unemployment on a New Union-Employer Bargaining Model Alternative Transition Towards a New Bargaining Model Centralised Collective Bargaining under Pressure Movement towards Pluralism Impact of Job Security and Loss of Income on Strike Action Post-Covid-19 and the Impact on Trade Unions: Responding to the New World of Work Digital and Cyber Unions and their Links to Youth Rendering an Individual Service Conclusion 7.3 Is it Time for a New IR Dispensation in the New World of Work? Introduction The post-Covid World The post-Covid Workplace Working from Home Impact on Employee Relations Reconsidering Employee Relations Strategies Legal Landscape Conclusion 7.4 Is it Time for a New Employee Relations Dispensation in the Future World of Work? New Forms of Work and Employment Situations Diverse Working Conditions, Shifting Time Variables and the Dispersed Workplace The Emergence of Multi-faceted Performance Management Processes Activism versus Trade Unionism Social Dynamics and the Employer’s Duty of Care Conclusion Chapter 8: The New Diversity, Equity and Inclusion (DEI) Realities and Challenges The World of Work Underlying Philosophies Shaping Organisational Perspectives and Approaches Diversity, Equity and Inclusion Business Case New DEI Challenges Lived Experiences through Storytelling Approaches Focus on Black and White Fatigue Inclusive Leadership Conclusion Chapter 9: Increasing Social Capital Through Employee Engagement, Employee Experience and Belonging: The Spar Ltd Story People: The Key to Competitive Advantage Engagement through Individual and Organisational Alignment Social Capital: The Strategic Execution Imperative Increasing Social Capital, The SPAR Group Ltd Way Social Capital Drivers Organisational Culture Leadership Company Values Staff Empowerment Communication Growth Opportunities Fun at Work Employee Recognition Conclusion Chapter 10: Bringing The Human Back into the Workplace: Changing Perspectives on Employee Health and Well-being Introduction A Brief History of Wellness and Well-being Well-being Enters the Workplace and World of Work Repositioning Employee Well-being on the Strategic Agenda From Theory to Practice: The Momentum Metropolitan (MMH) Case Understanding the Environmental Context Humanising the Employee People Persona Adopting a Holistic Approach Towards Human Well-being Implementing a Rhythm of Well-being Practices Remaining Relevant, Being Practical and Demonstrating Impact Implications for the Future Chapter 11: The New Challenges for HR: The Governance of Ethics for the 2020s and Beyond Introduction Global Trends Shaping the Organisational Governance Agenda The New Scope of Organisation Governance: The Extended Enterprise New Sources of Insight for the Expanded HR Role Guidance from international and multilateral organisations Foreign Bribery Legislation and Related Guidance Documents Research, Best Practices and Partnerships with Civil Society Organisations New Notions of Cross-Cultural Morality from The Field of Social Anthropology Better Understanding of Brain Function from The Field of Neuroscience Improved Insight into The Role of Cognitive Biases in Decision-Making Invaluable New Insights from The Burgeoning Field of Behavioural Economics Implications for the New HR Ethics Agenda Promoting internal transparency and engagement in decision-making Facilitating organisational positions on socio-political issues Creating a speak up culture and facilitating internal disclosures of unethical conduct Revisiting ethics codes and related policies Disincentivising the unethical pursuit of performance targets Maintaining employee engagement with the ethics expectation Promoting pro-social behaviour The new face of policies and procedures New learning and development requirements Contributing expertise and positively impacting on the extended enterprise The cross-functional governance collaboration imperative HR as the organisational behavioural scientist Conclusion Chapter 12: Agility and Innovation – The Ultimate Organisational Coping Mechanism The Case of Media24 Introduction A Disrupted Industry: The Challenge What Do We Mean by Agility and Innovation? Agility Innovation What Drives Agility and Innovation in Organisations? Individual characteristics Organisational processes Organisational climate A Practical Framework for Agility and Innovation Conclusion Chapter 13: Developing a Growth Mindset – The Route to Flourishing Organisations Falling in Love with a Culture: Where Company and Personal Values First Met The Microsoft Story: Plantingthe Roots of a Growth Mindset Culture as Organisational Glue Where Leaders are Equals: Joining Hands for Cultural Change A Growth Mindset in Action: A Focus on Diversity and Inclusion Bringing Inclusivity into the New World of Work How Modern HR can Encourage a Growth Mindset inthis New World of Work Accelerating Culture Change through Technology Technology as an Enabler in Hiring, Retaining and Developing Diverse Talent A Growth Mindset in Action: Investing in Employee Experience and Engagement Where Growth Mindsets meet Data and Analytics to help Employees find Better Ways to Work Finding the Sweet Spot between Technology and Culture: Lessons we have Learnt Chapter 14: Preparing The HR Leader for the Future: Capabilities and Ongoing Development Introduction Challenges for the HR Professional HR Jobs of the Future HR Data Detective WFH Facilitator Head of Business Behaviour Strategic HR Business Continuity Director Algorithm Bias Auditor (ABA) Second Act Coach Chatbox and Human Facilitator Human Bias Officer Human Machine Team Manager Chief Climate Response Leader Director of Well-being Chief Purpose Planner Distraction Prevention Coach HR Capabilities The Association for Talent Development (ATD): Talent Development Model The WFPMA and BCG Study IOP Capability Model HR Capabilities for a Future-Fit HR Practitioner Personal capabilities Professional capabilities Organisational capabilities Digital capabilities HR Leadership Personal Relational Education and Research for the New HR Agenda Conclusion References Index