Expand your HRM World - Innovate, Connect and Transform guest speaker presentation at the IHRM Kenya Congress

1. EXPAND YOUR WORLD –
INNOVATE, CONNECT AND
TRANSFORM (I-C-T)
CHARLES COTTER PhD, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
6TH ANNUAL CONGRESS, IHRM KENYA
MOMBASA, KENYA
22 MAY 2019

3. PRESENTATION OVERVIEW
 EXPAND YOUR WORLD – INNOVATE, CONNECT
AND TRANSFORM (I-C-T):
 Innovative Solutions Architect
 Hyperconnected Collaborator
 Transformative Strategic Performance Advisor

4. THE FUTURE FIT CODE

5. THE FUTURE FIT CODE
 The Future-fit code: 10 Strategies to future-proof your career fluidity and accelerate
your employment mobility to prosper as a virtual HRM consultant in the Digital
Economy:
 #1: Relevance
 #2: Differentiation
 #3: Unique Value Proposition
 #4: Specialization
 #5: Agility
 #6: Re-invention
 #7: Value Amplification
 #8: Next Dimension Thinking
 #9: Digital Literacy and -Citizenship
 #10: Hyperconnected Collaborator

6. FUTURE FIT CODE: SURVEY
 In light of the above Future-fit Code, do you believe
that you are ready for the future workplace?
 To determine your future fitness score you are welcome
to complete the 2-minute, self-scoring survey. Please
refer to the following link:
 https://www.surveymonkey.com/r/PQJJMX6

8. INNOVATIVE SOLUTIONS ARCHITECT
 “One of the mission-critical strategic HRM
objectives is to mainstream HRM into the core
business processes. HRM should be embedded in
the business strategy and their value proposition
should be ingrained in the organizational culture
fabric. Key business decisions should not be taken
in the absence of consulting with HRM.”
(Charles Cotter PhD, 2018)

9. INNOVATIVE SOLUTIONS ARCHITECT
 Strategic HRM objective:
 Mainstream HRM into core business processes,
by offering business valued solutions to key
organizational problems.
 Role: Innovative solutions architect

10. NEXT DIMENSION THINKING

11. NEXT DIMENSION THINKING
 To prosper in the Digital Economy job space, future-fit HRM
consultants will have to practice "outside-of-the-box" systems
thinking and innovatively redesign their thinking and business
model to take calculated risks by exploring uncharted frontiers and
generating breakthrough ideas.
 This could typically include independent, virtual consulting gigs
and they would have to abandon the notion and comfort of their
full-time employment status.

12. CHANGE MESSAGE TO HR MANAGERS
(COTTER PHD, 2018)
"HRM must be instrumental in and at the
forefront of the I-Q-C-A-P drivers of business
performance, namely: Innovation; Quality;
Compliance; Agility and Processes (to
optimize productivity), in their quest to
transform and actualize to become strategic
performance advisors."

14. CHANGE MESSAGE TO HR MANAGERS
(COTTER PHD, 2018)
“Stop fixating on best practice and rather
concentrate on conceptualizing next practice. This
is the fundamental differentiation between industry
followership and leadership.”

15. THE 4 CORE COMPETENCIES (INTELLIGENCES)
OF HRM PROFESSIONALS
 Business Literacy (BQ)
 Financial Literacy (FQ)
 Technological Literacy (TQ)
 Digital Literacy (DQ)

16. COGNITIVE (THINKING) COMPETENCIES
REQUIRED BY HRM
 Design thinking
 Innovative thinking
 Strategic thinking
 Conceptual thinking
 Systems thinking
 Analytical thinking
 Critical thinking

18. HYPERCONNECTED COLLABORATOR

19. HYPERCONNECTED COLLABORATOR
 The value of your business network will not be
determined by the quantity of your direct connections,
but rather by your analytical ability to penetrate, mine
and harvest the business relationship potential and
exploit mutually-beneficial collaboration opportunities
within the scope of your secondary and tertiary
connections.

20. DIGITAL LITERACY AND -CITIZENSHIP

21. DIGITAL LITERACY AND -CITIZENSHIP
 “To actualize to a responsible and
responsive digital citizen, you’ll have to
master the ability to navigate, curate,
analyze and communicate via digital
media sources across an array of 5-G
technological platforms.”

22. A-B-C (ALWAYS BE CREATING)
 “For a kindergarten teacher, ABC are the
building blocks of the alphabet; for a corporate
communications specialist, ABC is their
message gospel defined by accuracy, brevity and
clarity and for a sales consultant, ABC is their
motivational mantra, Always be Closing.

23. A-B-C (ALWAYS BE CREATING)
 However, for a future-fit, independent HRM contractor, ABC is their
business philosophy, Always be Creating. They have to unlock
their creative genius by constantly creating meaningful business
content; by creating mutually beneficial business
relationships; by creating future-proof sources of differentiation
and competitive edge; by creating innovative and immersive
employee (human) experiences; by creating a vibrant stream of
collaboration opportunities and by creating significant business
impact and optimal business solutions.”
(Charles Cotter PhD, 9 January 2019)

24. HYPERCONNECTED COLLABORATOR
 Independent, future-fit HRM Consultants need to adopt an
abundance mindset and symbiotically collaborate (instead of
competing) with other virtual consultants
 This strategy relates to level 4: PROMOTER of Cotter’s Hierarchy
of Deeds.
 A critical success factor for the prosperity and future-fitness of
independent HR Consultants in the African market is to apply the
Law of Attraction.

25. HYPERCONNECTED COLLABORATOR –
COMMUNITY BUILDER
 “Collaboration is King.”
 Independent, future-fit HRM Consultants should create a community of
trusted peers and subject matter experts who they can recommend, refer
work to, actively seek out collaboration opportunities and in the event of
double bookings, farm work out to these business partners.
 Instead of competing for a larger slice of the cake, independent HRM
consultants are advised and encouraged to collaborate to increase the size
of the cake, so that all trainers can optimize their portion of the cake.

27. HYPERCONNECTED COLLABORATOR -
MULTIPLIER
 This spirit of collaboration will build professional momentum,
create synergy, a sense of reciprocity and future-fit HRM
Consultants will be rewarded by magnetically attracting other
consulting gigs.
 Therefore, independent HRM consultants will be able to
capitalize on the multiplier effect.
 “The business calculator function of prosperous and future-fit
trainers is not addition, but multiplication.”

28. HYPERCONNECTED COLLABORATOR -
PROSPECTOR
 Independent HRM Consultants need to expand their business network
through mining, investing in and nurturing mutually beneficial business
relationships
 This strategy relates to level 5: PROSPECTOR of Cotter’s Hierarchy of Deeds.
 A critical success factor for the prosperity and future-fitness of independent
Consultants in the African market is to apply the Law of Association.
Independent HRM Consultants must actively hunt for value-adding business
connections and associations and nurture, invest in and build these
relationships.
 As an independent, future-fit HRM Consultant, your network equals your net
worth.”

32. SPECIALIZATION
 Dispel the myth of being a generalist, trying to please all-and-
sundry and to satisfy divergent needs, the business currency of
the future, gig economy will be specialization.
 "The on-demand workforce will be driven and dominated by expert
taskmasters, not multi-taskers.“
 Future-fit HRM consultants will offer a high degree of credible
subject matter expertise and strategic performance advice.

33. STRATEGIC CHANGE AGENDA -
IMPROVEMENT RECOMMENDATIONS –
SPA (COTTER, 2017)
 #1: Transition from transactional to transformational HRM;
 #2: Transition from a cost to a profit centre;
 #3: Acquisition of more advanced, business relevant skills by HR Professionals;
 #4: Migration from manual to automated/digital HRM – 1G to 4G technology;
 #5: Migration from fundamentals of people science to the complexities of data
science and
 #6: Transition from administrative expert to strategic performance advisor.
 https://www.youtube.com/watch?v=PB2P1AlLC-I&t=2s

34. TRANSFORMATIVE STRATEGIC
PERFORMANCE ADVISOR
 HRM Strategy (e.g. embedding HR strategy into business strategy; the use of strategy maps;
adopting a strategic mindset and applying strategic management principles and processes) -
strategic/future-focused;
 Business Intelligence (e.g. competitive predictive HR metrics and analytics; future-proofing
the business model; creating HIPO; applying evidence-based HRM; knowledge management
and trouble-shooting solutions architects) strategic/current;
 Workplace Advocacy (e.g. Employee engagement; employee voice; employee retention;
succession planning; creating a workplace culture of ambassadors; mainstreaming HRM and
future-fit employees) - transactional/future-focused and
 HRM Governance (e.g. HR policies and procedures; HR/people risk management, compliance
with ethics and King IV corporate governance principles and -Human Capital reporting and
HR Auditing) - transactional/current.

36. 7-POINT HRM TRANSFORMATION
(COTTER PHD, 11 JANUARY 2019)
 "In order to be feasible, to prosper professionally in 2019
and to be future-fit, HRM will have to exchange the
currency in which they trade from old notes to
noteworthy, Industry 4.0 and business relevant
denominations and value. Specifically, this change
translates from:
 1. feelings to facts;
 from 2. anecdotal to analytical;
 from 3. hindsight to foresight;
 from 4. intuition to intelligence;

38. 7-POINT HRM TRANSFORMATION
(COTTER PHD, 11 JANUARY 2019)
 from a 5. business tributary to mainstream;
 from 6. best practice (imitation) to next practice
(innovation) and ultimately,
 from 7. a cost to a profit centre.
 Generally, this 7-point transformation means an
upgrade to Evidence-based HRM."

41. WHAT BUSINESS EXECUTIVES ARE LOOKING
FOR IN HRBP?
 #1: Catalytic Driver of Change
 #2: Pro-active Business Thinker
 #3: Collaborative Consultant
 #4: Purpose-directed Coach
 #5: Delivery (results-oriented HR practices)
 #6: (Credible and Accountable) Performance Advisor
 #7: Strategic Facilitator

42. CHANGE MESSAGE TO HR MANAGERS
(COTTER, 2018)
 HR Managers & -Professionals will have to transform to
Behavioural Economists who trade in competitive
predictive analytics and business intelligence and
who have an in-depth and rich understanding of the
mechanics (structures, processes, systems & operations)
and dynamics (culture, values, emotions & attitudes)
and how these influence key business decision-making"

44. THE FUTURE OF HRM METRICS & ANALYTICS?
 HRM will have to migrate from the fundamentals
of people science to the complexities of data
science.”
(Cotter, 2017)

45. CONCLUSION AND WAY FORWARD
 Seemingly, the diagnosis of the current
strategic HRM and L&D practices and
their future-fit status doesn't look
promising.
 The prognosis of the future-proofing of
the HRM/L&D professions appears very
bleak.

47. LIST OF SOURCES
 https://www.linkedin.com/pulse/cotters-independent-trainer-
prosperity-future-fit-8-cotter-phd/
 https://www.linkedin.com/pulse/future-fit-code-10-strategies-
future-proof-your-career-charles-cotter/
 https://www.slideshare.net/CharlesCotter/measurement-and-
diagnosis-of-the-strategic-impact-and-value-of-selected-african-
hrmld-practices-a-surveybased-studyresearch-findings

48. CONTACT DETAILS

49. QUESTION AND ANSWER
SESSION