Human resonance for leaders pap 2015

HUMAN RESONANCE
The answer to leader’s workforce challenges

© Pelzer & Associated Partners e.P. ·
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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.

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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”

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

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

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

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7 © Pelzer & Associated Partners e.P. ·
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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
CostsOwnership
Culture
Systemic Career
Management
Cost Cutting
Service Center
Workforce Industry 4.0
Systemic Strategy

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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:

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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:

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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

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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
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,
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,

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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.
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
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

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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
Use the experience of KPMG doing this job
for many corporate financial organization
already.
•Future-oriented, providing a model for other
functions
•Global business model for HR
•Global processes
•Interlinked KPI system

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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.
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
•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.

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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.
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
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

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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.
•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.
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

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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.
•Our people are ore secret to success
•Create divers carreers
•Develop leaders who serve
•Make employers own their purpose
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

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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

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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

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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

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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

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22 © Pelzer & Associated Partners e.P. ·
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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

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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
CHRO presents
first Ideas on
change and
goals
Worldwide decentralized
and simultaneously
facilitated SMALL GROUPS
using prepared formats an
laptops
Worldwide decentralized
and simultaneously
facilitated SMALL GROUPS
using prepared formats an
laptopsReal 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
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
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
The result of the large
group conference is
visible for everyone in
real time and enhances
group intelligence
clusters from
the decentral
ideas

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Cultural Profile 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

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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.

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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

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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
independan
t frame setters
stabilizers
indicators innovators
0
0,6
0,7
0,8
0,9
1
1,1
1,2
1,3
1,4
supportingsteering
Daily business
Brand image of employer
Bonus payments
Time efficiency of work Work-Life-Balance
Security of workplace
A
D
C
B B1
E
C1Identification
F
G
Vision of the company
Appreciation
Stabilizing innovating

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Inspire. Lead. Change.
ILC Training for managers

Human resonance for leaders pap 2015

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