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FUTURE HR LEADERSHIP

COMPETENCIESSUSAN WAKHUNGU-GITHUKU

Sarova Whitesands Beach Resort & Spa, Mombasa

23rd – 26th October, 2018

1. About Me

2. The Context

3. The HR Competencies Of The Future

THE STORY LINE - TODAY

Susan is the Founder & CEO of Human Performance Dynamics Africa, a boutique organizationaldevelopment and human resources consulting firm based in Nairobi, Kenya. HPD Africa offers innovative“21st century” organizational and people solutions across the continent and abroad including executive &team coaching, organizational design and change management.

Before establishing HPD AFRICA, Susan worked at Coca-Cola and was until December 2008 the Eurasia& Africa Group director for Coca-Cola university. In this capacity, she was responsible for learning anddevelopment initiatives in 90 countries across Africa, Asia and Eastern Europe. Prior to this role, sheserved as the Coca-Cola Africa Group HR director based in London and Johannesburg.

She is also Founder & CEO of Footprints Press, a Publishing house which produces coffee tablebooks on Africa as well as a Management/ Leadership magazine - THE EDITION.

A veritable global player, Susan's professional career focus is human and organizational performance.She consults widely for several local, regional and international organizations and sits on the Board ofMKOPA Solar Limited and CENTUM. She has previously served on the boards of EABL-Diageo, KWFT andUAP Insurance. Susan was in 2015 appointed by President Uhuru Kenyatta to Chair the Kenya YearbookEditorial Board. She served for a year.

Widowed in 2014, she is the proud mother of two children.

SUSAN WAKHUNGU-GITHUKU Human Capital Consultant, Executive Coach, Author & Publisher

2009 to

PRESENT

1990’S1980’S

MY HR STORY – Specialist, Generalist & Board Roles

ECONOMIST

• MINISTRY OF

FINANCE &

PLANNING

• AFRICAN

ECONOMIC

RESEARCH

CONSORTIUM

USAID & AERC

• LEADERSHIP DEVELOPMENT

• IDENTIFYING & DEVELOPING

TALENT

CARE INTERNATIONAL

• LEADERSHIP DEVELOPMENT

• IDENTIFYING 7 DEVELOPING

TALENT

2009-PRESENT

HPD AFRICA LIMITED

HR SOLUTIONS & SERVICES

2009-PRESENT

BOARD MEMBER – HR CTES

LISTED & UNLISTED COMPANY

BOARDS

2000 to

2002

• 2000

REGION HR MANAGER

COCA-COLA EAST AFRICA &

ISLANDS

17 COUNTRIES

NAIROBI-KENYA

• 2002

REGION HR DIRECTOR

COCA-COLA CENTRAL SOUTH

& EAST AFRICA

28 COUNTRIES

JOHANNESBURG

•2003

GROUP DIRECTOR- COE

COCA-COLA AFRICA

54 COUNTRIES

JOHANNESBURG

•2005

GROUP HR DIRECTOR

COCA-COLA AFRICA

54 COUNTRIES

LONDON

•2007

TALENT DEVELOPMENT DIRECTOR

COCA-COLA - EURASIA/AFRICA

90 COUNTRIES

ISTANBUL

2003 to 2007

SUBJECTIVE

HYPOTHESES

5 DISCLAIMERS

THE CONTEXT

Paradigm 1

The train has

left the

station

8

OUR WORLD IS

CHANGING

9

TECTONIC SHIFTS ARE RE-SHAPING THE GLOBAL ECONOMIC LANDSCAPE

GLOBALIZATION

TECHNOLOGY & INNOVATION BREAKTHROUGHS

DEMOGRAPHIC SHIFTS

ECONOMIC POWER BASES

CLIMATE CHANGE & RESOURCE SCARCITY

URBANIZATION

Knowledge Doubling Curve

• 1900s, Knowledge doubled every century• 1940s, Knowledge doubled every 25 years• Currently, Knowledge doubling every 13 months• Soon, every 12 hours?

And the pace of change is unprecedented

OBSOLESCENCE IS REAL

VUCA IS REAL…Disruptions, Organizational Transformations,

Restructures, Mergers, Acquisitions, Bankruptcies

Innovations…VUCA IS REAL

Multiple decision factors

MPESAcame out of nowhere and

had the banks

gasping…

DISRUPTION IS EVERYWHERE

15

Disruption is everywhere….

17

The fastest growing television network lays no cables

20

None of these

companies

existed 20

years ago!

21

Work As We Have Known It Is Dying

22

Morphing into

something different

…in these exponential

times !!!!!!!!!!!!!!

DIGITAL DEATH MANAGER: A Specialist That Manages Or Eliminates The Digital Content Of People When They Pass

On…..

Are you ready to change jobs??

Paradigm 2

How many of us have fastened our seat belts and are ready for the ride?

AND

How many of us are still stuck in yesterday and not helping our organizations to think differently?

Anticipatory Game ChangersRequired….

1. How are you helping your organization create new relevant jobs and get rid of those that need to be sent to obsolescence????

Many employees are in jobs that did not exist three years ago.

Three years from now, many of will be in jobs that do not exist today.

2. The challenge for HR professionals is to figure out how to look deep into the organization to find talented, visionary people with a passion for the future and to anticipate the skills needed going forward

Employees are demanding work conditions that inspire them……& there is a link between the work environment and health and well-being. When we look in the mirror, we see ourselves as entire human beings – not just people with jobs and careers, but people with families, friends, beliefs, interests, passions, responsibilities, worries and futures.

3. HR needs to look at people through the same mirror – not just as employees or colleagues but as total human beings

If this is ignored, the tensions created

will eat away at the vitality of the organization.

An effective corporate culture is not about being a nice place to work -it is about engaging employees at a fundamental level and translating that engagement to performance that meets the organization’s objectives.

4. HR must design Employee Value Propositions that will inspire, engage and retain the best employees so that they deliver differential value….

To outlast the competition …to evade disruption…organizations need leaders who are innovative, who galvanize the troops…who deliver results…who have grit and who are incentivized to be the best of the breed.

5. HR must proactively put more effort into development of leadership at all levels.

It is only through leaders being able to inspire, develop and align the effort of people that organizations will thrive.

“CEOs would like to be able to use

their chief human resource officers

the way they use their CFOs—as

sounding boards and trusted

partners—and rely on their skills in

linking people and numbers to diagnose

weaknesses and strengths in the

organization, find the right fit between

employees and jobs, and advise on the

talent implications of the company’s

strategy.

But it’s a rare CHRO who can serve in such an

active role. WHAT THEY CAN’T DO VERY WELL IS

RELATE HR TO REAL-WORLD BUSINESS NEEDS. Ram Charan, global adviser to CEOS and corporate boards and bestselling author

Different Competencies

ARE Required From The HR LEADER

OF THE FUTURE

THE HR COMPETENCIES OF THE FUTURE

disclaimer

not derived from booksbut

from learning from experience….from having

under-performed

failed to meet expectations

goofed

but

later ……..much later………

‘GOOON-DOOO- WAD’ or seen the light……

10 DEFINING ACUMENS will define those who win

1. HUMAN CAPITAL MANAGEMENT ACUMENSubject Matter Expertise

2. COMMERCIAL ACUMENStrong Understanding Of

The Business

3. FINANCIAL INSIGHT & MEASUREMENT ACUMEN

Understanding Financial Goals &

Leveraging Of Metrics & Numbers

7. CREATIVITY & INNOVATION ACUMEN

Ability To See & To Do Things

Differently

4. STRATEGIC ACUMENAgility To Navigate The

Unknown, Extrapolate & To Plan

8. HUMAN-CENTRIC ACUMENAbility To See Employees As Human &

Engendering A Culture That Inspires

5. LEADERSHIP ACUMENAbility To Take Charge, Envision,

Galvanize, Deliver Results6. CHANGE ARCHITECT

Ability To Design Small & Large

Change Efforts & Project Manage

9. COMMUNICATION ACUMENAbility To Craft & Deliver Verbal & Written

Communication Across All Levels

10. PERSONAL CREDIBILITYAbility To Deliver On Promises, To Inspire Trust & To Influence

The ability to understand and to make good judgments and quick decisions.

HR Leaders with this acumen:

1. Believable thought leaders - demonstrate technical knowledge in HR practice areas (talent acquisition, performance management, compensation & benefits, labour laws etc.)

2. Use subject matter expertise in deriving HR/ People solutions

3. Keep abreast of new developments and how these can be leveraged to improve company performance – E.g. technology, social media, data and analytics,

4. Have intellectual horsepower and the ability to absorb new technical learnings.

5. Conscientiously keep abreast of developments in the field

6. Speak the HR language without being clichéic7. They know what they do not know and keep learning

1. HUMAN CAPITAL MANAGEMENT acumen

Know Their Stuff


2. COMMERCIAL ACUMEN


1. They understand the business model and know how the company makes money

2. Have a keen interest in how value is created within the system

3. Are perceived as leaders in the business and not just the function

4. They have a sound grasp of business metrics and are clear on where HR adds or erodes value

5. They are able to make the case for HR to other business leaders and can discuss how HR can have a direct impact on company performance.

6. Know how everyone involved in the business –contributes.

7. They know what keeps the CEO awake at night8. They sit at the strategy table with ease,

knowledge and credibility

Business thinkers in HR



1. What is our "Revenue per employee"?

2. Is it higher than our competitors?3. Did we hire better people this year

(more productive per shilling spent in salary) than last?


1. View people as factors of production and present their function as a creator of value

2. Understand the financial consequences of decisions and partner well with the CFO

3. Are perceived as somewhat knowledgeable on financial management issues

4. Understand the numbers and what activities maintain, drive and improve – profitability.

5. Understand and can interrogate the P & L 6. Are comfortable with the financial lexicon and

seek to master the numbers within the business7. Have ability to mine data and present HR

intelligence reports that have strategic impact8. Have ability to prepare budget documents and

reports.9. Demonstrate a grasp of business metrics and are

clear on where HR adds or erodes value.

When was the last time you PROACTIVELY presented financial

implications of investments in people


4. STRATEGIC AGILITY

HR Leaders with this acumen:1. See the big picture2. Understand where the business is going and the

strategic objectives of the company and know how to support them.

3. They ask the right questions4. Can translate company strategies into meaningful

plans for the HR function5. Stay abreast of changes in the marketplace and the

company’s position relative to competitors.6. Continuously learn and demonstrate an understanding

of the competitive environment, trends in the economy, and technology that may impact the business…you hear them refer to these trends in conversations

7. Can communicate the company’s vision, values, and strategy with conviction.

8. Comfortably sit with other leaders at the strategy table

Sit At The Strategy Table With Ease, Knowledge And Credibility




1. Think outside the box2. Are immersed with the opportunities that

technology and digital platforms present….and leverage these

3. Appreciate VUCA and seek to leverage it4. Identify the need for unique or modified

approaches to achieving results and developing solutions to problems.

5. Generate new ideas and go beyond the status quo.

6. Can integrate complicated ideas and approaches to develop the best possible solutions.

7. Are integral members of cross functional teams working on new initiatives

8. They are CREATIVE PROBLEM SOLVERS

When was the last time you compellingly

presented an Out Of The Box Idea………that

resonated?

Think differently


6. LEADERSHIP ACUMEN


1. Have a clear vision for what they want to achieve2. Take charge to deliver meaningful accomplishments.3. Establish expectations and provide clear direction to meet

goals and objectives for employees. 4. Align resources to accomplish key objectives and assign clear

accountability for important objectives.5. Inspire and motivate others to take action through effective

communication.6. Work across the organization to build collaborative

relationships.7. Demonstrate resolve to do whatever must be done to produce

the best long-term results, no matter how difficult.8. Take appropriate risks to accomplish goals.9. Develop Others.

Have CourageTake Charge

Exude Appropriate Gravitas


…….They work in HUMAN RESOURCES

…remember!

HR Leaders with this acumen:1. Know that they tend people – and people are people-

not machines or robots.2. People have feelings, needs 3. People make mistakes 4. No person is like the other 5. As such they always look at the intent of the policy

and would never be accused of being policy policemen

6. They are empathetic while keeping their heads and giving every situation its due merit

7. As the Chief Culture Officers, they engender a culture that values the people within the organization.

Allowing their humanity to shine

through in decisions and actions

7. HUMANCENTRIC ACUMENThe ability to understand and to make good judgments and quick decisions.

8. COMMUNCATION ACUMENHR Leaders with this acumen:

1. Express themselves clearly in conversations and interactions with others

2. Present ideas effectively to individuals or groups in a formal, pre-arranged sessions or meeting;

3. Shape the messages based on the needs audience and can narrate, remind, educate, compose, enthuse, affirm or as required

4. They can write, craft, compose and articulate.

5. They do not hide behind the skirts of others…THEY SIMPLY TAKE TO THE PODIUM…WHN THEY HAVE TO…

The best can be the voices of the company


9. ORGANIZATIONAL ARCHITECT / CHANGE ACUMEN


1. Understand the importance of organizational agility and lead design efforts to achieve this

2. Understand the importance of aligning organizational structure and strategy.

3. Can be counted upon to lead large and small change efforts and will plan in detail how to sequentially accomplish these as well as defining clear targets and milestones and gaining people’s commitment to them.

4. Stimulate and relish change - Do not become frightened or paralyzed with fear. See change as an opportunity.

5. Adapt own behavior to support organizational change; act as role models

6. Go to where the need is


Help keep the organization nimble…agile

10. PERSONAL CREDIBILITY


1. Build Value-based Relationships: They Generate Alliances Internally And Externally By Continuously Identifying And Acting On Those Things That Create Success For The Company

2. Establishing Collaborative Working Relationships With Other Individuals By Listening, Sharing Ideas, And Appreciating Others' Efforts.

3. They Deliver On Promises4. They Have Integrity, A Code Of Ethics. 5. They Have Character And Live The Values6. They Are Believable7. Their Word Is Their Bond8. They Are Never Feared – Just Respected9. They Inspire Confidence And Are Trusted10.The have GRIT

THEY OFTEN BECOME ORGANIZATIONAL ROLE MODELS


10. DEFINING ACUMENS will define those who win

1. HUMAN CAPITAL MANAGEMENT ACUMENSubject Matter Expertise

2. COMMERCIAL ACUMENStrong Understanding Of

The Business


Understanding Financial Goals &

Leveraging Of Metrics & Numbers


Ability To See & To Do Things

Differently

4. STRATEGIC ACUMENAgility To Navigate The

Unknown, Extrapolate & To Plan

8. HUMAN-CENTRIC ACUMENAbility To See Employees As Human &

Engendering A Culture That Inspires

5. LEADERSHIP ACUMENAbility To Take Charge, Envision,

Galvanize, Deliver Results6. CHANGE ARCHITECT

Ability To Design Small & Large

Change Efforts & Project Manage

9. COMMUNICATION ACUMENAbility To Craft & Deliver Verbal & Written

Communication Across All Levels

10. PERSONAL CREDIBILITYAbility To Deliver On Promises, To Inspire Trust & To Influence


these are the competencies that will define generation 4.0 HR leaders and they will have a ball….

IT IS A GREAT TIME TO BE IN THE FUNCTION

No one walks on water…..the idea

is to be aware of

the acumens you must develop…and to start the journey.

THANK YOU

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