David Conradie reveals why now is the right time to shift out of "survival mode” and get proactive on your talent management strategy.
Jayne Mammet offers practical tips on how to reduce your company's environmental footprint.
Eva Mudely addresses some of the challenges employers might experience leading up to the FIFA World Cup
Shani Naidoo shares eight truths that govern the life cycle of organisation structures.
Dr Arien offers practical workplace wellness ideas that will have a positive effect your bottom line, employee loyalty and company growth, and more.
As usual, we’d like to thank everyone who so generously contributed their time and knowledge to this edition of Human Capital Review. We are really grateful for your support.
The HCR Team
A back-to-basics approach to economic recovery Julian Birkinshaw - Professor and Deputy Dean, London Business School and Co-founder of the Management Innovation Lab (MLab) The road to recovery starts with some basic management changes that will compound and accelerate over time. Julian Birkinshaw looks at three important reasons why we need to reinvent management, and provides bold new ways of leading, managing and organising.
Change management contributions to organisational performance Co-authors Professor Simon Burtonshaw-Gunn and Dr Malik Salameh draw upon their practical consultancy experience to provide helpful advice for those embarking on a change management programme. This article covers seven main themes about change and change management, offering valuable information and practical guidance on improving organisational performance.
Organisation structures – a framework for thinking Shani Naidoo - Managing Director - Group HR, Foschini Organisation structures are living organisms that grow, develop, mature, age and atrophy, and then start all over again, questioning its purpose, reinventing itself and evolving. Shani Naidoo shares eight truths that govern the life cycle of organisation structures.
Personal Mastery – the foundation of leadership effectiveness Debbie Craig - Managing Director and John Gatherer - Chief Operations Officer, Catalyst Consulting In their second article in a series of articles on leadership, Debbie Craig and John Gatherer suggest that to be a really great leader, you need to master the art of self-leadership or personal mastery. They take a closer look at how awareness, application and effectiveness of personal mastery can help you find meaning and purpose in life, and make a difference in the lives of others.
HR GOES GREEN
How green are your HR practices? The fourth wave of greening HR Belia Nel - certified Performance Improvement Technologist with the International Society for Performance Improvement In this first article in a series of articles about green HR practices, Belia Nel explores how green your organisation’s HR and talent practices are. Focusing on the HR carbon footprint of your organisation, she suggests ways to effectively and efficiently deal with HR issues.
Why a green office means better performance in a depressed economy Jayne Mammatt - Associate Director for Climate Change & Sustainability Services, Ernst & Young Jayne Mammatt shows why going green is the right thing to do and gives some practical tips on how to reduce your company’s environmental footprint. She also shows how HR can help change the culture and values of a company to become greener.
HEALTH MANAGEMENT AT WORK
Workplace wellness Dr Arien van der Merwe - MBChB FRSPH MISMA; medical doctor, author and specialist corporate health and wellness service provider Company wellness programmes increase productivity, creativity, ambience, mind-set, and ensure a sense of wellbeing. Dr Arien van der Merwe gives some practical workplace wellness ideas and shows how the wellness of its employees will make all the difference to a company’s bottom line profit margin, employee loyalty and company growth.
THE HR PROFESSION
Human Resources into 2010 - Predictions and Challenges HR practitioners need to develop more creativity in attracting and developing talent. Establishing a culture of high performance and high engagement is fundamentally based on the translation of strategic HR initiatives into workable plans. Ester Kruger explores practical ways in which strategic HR initiatives and business strategy can be linked.
CRITICAL COACHING CONVERSATIONS
Just how can we get out of our own way? Lauron Buys - Author, Coaching & Mentoring Consultant In this Critical Coaching Conversation, Lauron Buys discusses the importance of positive self-talk, and shows how we can expend positive energy in all we do by reframing our thoughts and self-limiting assumptions.
World Cup fever – employers caught offside Eva Mudely - Attorney, Bowman Gilfillan Inc With the FIFA World Cup just around the corner, Eva Mudely addresses some challenges employers might experience during this period, while sharing some ideas of how employers can deal with the hype surrounding one of the world’s biggest international sporting events.
Key Guidelines for Managing Cross-Functionally
We offer eight guiding principles to follow when managing cross-functionally. These guidelines are derived from Dumaine (1991), Meyer (1993), and Parker (1994) - Clarify goals and charter and get team buy-in. The cross-functional team will generally take the formal charge from senior management, but the team must also feel ownership over the goals. In the Managing Groups and Leading Teams competency in Module 1, we discussed the importance of being committed to a common goal or purpose and indicated that this is the glue that holds the team together. Sometimes the cross-functional team will need to meet with senior management to negotiate the goal or to make sure that there is a shared understanding.
Leadership – The five steps of evolution to excellence
Each step poses very different leadership and organizational development challenges, and provides a platform for the next phase of development and execution while it draws on the experience and achievement of the previous step. The journey to world-class status is therefore structured much like the way in which you would ascend Everest. You need to approach your ascent in a very organised and methodical way. Firstly, you will need to be at a certain level of fitness before you can even consider the trip to Nepal. Once you get there, you have to get to base camp to start acclimatising to the atmosphere. After each climb to the next camp, you will need to descent to the camp below in order to ensure that you acclimatise properly, In order to become sustainable competitive, your organisation will also need to plan a step-by step approach to reach world-class levels.