Shaping the Future

1. Shaping the Future Research and Engagement Programme Linda Holbeche

2. Overview • History • Programme • How can you be involved? • Questions

3. Not just conventional research… • Future-focused, geared to fast-changing context • Closing the implementation gap –using research to drive performance into practice and vice versa • Not only HRM theory but also a variety of other disciplines, including strategy, leadership and organisational development • No perfect ‘one-size-fits-all’ formula for high performance • Test conditions where real experimentation can take place • Practical/learning support to organisations taking part -leadership and organisational development • Progress will be measurable – use of good analytics to establish causality and impact

4. “This could be the biggest break-through in establishing the value of HR in the twenty-first century” Tim Miller, Standard Chartered Bank

5. Creating a movement … • We want to encourage and enable experimentation, shared learning and the vigorous translation of effort and energy into projects that count, that drive forward competitive advantage, sustainable business success and employee wellbeing. • i.e. HR professionals and managers at all levels energetically embarked on the quest for sustainable high performance in their organisations, using research to inform practice and vice versa.

6. Engagement

7. Questions we are seeking to answer • What do we mean by sustainable high performance and its components, given the context of ongoing change? • How does driving forward key aspects of people/organisational practice contribute to sustainable high performance? • What can we learn about, and from, the forms of HRM/OD practice which make most difference in specific contexts? • What does this tell us about what HR leadership consists of in practice?

8. Work strands • A ‘ground-up’ theory-building process, looking at the drivers and nature of sustainable high performance in specific contexts as well as • Testing existing hypotheses about sustainable high performance, including causal links between organisational culture, employee engagement and sustainable performance

9. High performance theories 1980s -Competitive advantage, business strategies ‘Excellence’ theories, followed by culture failure theories 1990s -Long-lived and enduringly successful organisations Improving operational and cost efficiencies Learning as source of sustainable advantage Flexibility and responsiveness – The ‘agile’ company

10. The agile company is… • Obsessed with providing customer value – prepared to put in significant effort to establish exactly what it is that their customers want, and then putting those things first • Dynamically networked – the organisation needs to be at the centre of a number of interacting networks to enable it to gather knowledge and use expertise quickly and as well as possible • Rigorously focused on creating value through knowledge – the organisation will be learning and focused on new learning at all times • Continuously adaptive, able to change its way of working in order to deliver optimum value to customers and to do so at a moment’s notice • Ruthlessly decisive – must be prepared to dispose of parts of itself that do not contribute to the goal of providing optimum value

11. High performance theories – the 00s People as the source of competitive advantage ‘The importance, and nature of effective leadership Focus on transformational leadership theories in UK Reputation and risk Growing importance attached to sustainability Increasing questioning of role/value of change in raising performance Increasing focus on meaning and purpose

12. HPO literature themes

13. A high performance organisation has: • The ‘right’ strategies • The ‘right’ purpose and philosophies • The ‘right’ products and services • The ‘right’ relationship with customers • The ‘right’ leadership and followership • The ‘right’ level of engaged performance from a skilled, motivated, energised and committed workforce

14. Characteristics of a sustainably high performing organisation • Adaptable and change – ready • Enables innovation and is knowledge – rich • Boundary less • Stimulates individuals to higher levels of performance • A great place to work • Values-based Linda Holbeche

15. A high performance culture needs • Appropriate management and leadership • Flexibility built in • Employee value proposition • Empowerment and accountability

16. Working Model

17. Programme progression

18. Not only a final report … • We want to build a rich framework of tools, elements and insights which practitioners from every sector can contribute to, and draw from. • Outputs and engagements will be continuous – articles, discussion groups, seminars, large-scale events as well as the learning sets for participants in the core programme itself. • Tools and insights will be made available as we develop and test them.

19. Outputs - examples • Development process for participants, HR Leaders and for wider HR community • Input to professional standards and public policy • Metrics – analytical tools which can be used for predictive purposes • Detailed case studies of participating organisations • Significant articles, book, reports, conferences, media coverage • New tools for practitioners • Enhanced HR practice, impact and reputation

20. Engaging with STF Join the practice movement – • Large-scale meetings • Sector and theme networks • Web community Try things out and let us know Spread the word!

21. The STF Team • Programme Director – Linda Holbeche • Research Lead – Christina Evans • Engagement lead – Steve Crabb • Metrics project – Angela Baron • Web content and international – Frances Wilson • Programme Manager – Gaylin Jee • Research Assistant –Jill Miller • Programme administrator –Nicola Peachey

22. Further thoughts shapingthefuture@cipd.co.uk