Transcript CHANGE APPROACH - Fairleigh Dickinson University

DEALING EFFECTIVELY
WITH MULTIPLE CULTURES
THE NEW “NEW”
RESPONSIBILITY FOR
HUMAN RESOURCES
RICHARD R BAHNER
CHRMS MEETING 11 15 02
RR BAHNER
DEALING WITH CULTURES
• WHAT ARE THE ISSUES
• HOW CAN YOU EFFECTIVELY
DEAL WITH MULTIPLE CULTURES
SIMULTANEOUSLY
• WHY THE ISSUE IS SO IMPORTANT
FOR BUSINESS – THE FUTURE
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DO WE NEED TO THINK DIFFERENTLY ?
IF YOU WERE TO TAKE THE WORLD AND SHRINK IT DOWN TO THE
SIZE OF A VILLAGE OF 100, BUT KEEP ALL CURRENT RATIOS THE
SAME AS NOW, THE HUMAN RESOURCES AND MARKETPLACES
WOULD LOOK LIKE THIS…..
• THERE WOULD BE 58 ASIANS, 12 AFRICANS, 10 EUROPEANS,
8
LATINS, 5 NORTH AMERICANS AND 7 FROM ALL OTHER AREAS
• 17 WOULD SPEAK MANDARIN, 9 ENGLISH, 8 HINDI, 6 SPANISH,
6
RUSSIAN, 4 ARABIC AND 50 OVER 200 OTHER LANGUAGES
• 33 WOULD BE CHRISTIAN, 18 MUSLIM, 6 BUDDIST, 5 ATHIEST,
3
JEWS AND 35 WOULD IDENTIFY WITH OTHER BELIEF SYSTEMS
• OF THE 67 ADULTS IN THE VILLAGE 50% WOULD BE ILLITERATE
• ONLY 33% WOULD HAVE ACCESS TO CLEAN DRINKING WATER
• 20 WOULD MAKE 75% OF THE TOTAL INCOME AND ANOTHER 20
ONLY 2% OF THE TOTAL - ONLY 7 WOULD OWN THEIR OWN CAR
• 60 WOULD LIVE IN SUBSTANDARD HOUSING
• ONLY “ONE” WOULD HAVE A COLLEGE EDUCATION
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“FUTURES BY DESIGN” BY DONELIA H. MERADOW
MANAGING CROSS CULTURE ISSUES
THE “NEW” NEED FOR EFFECTIVE HR SUPPORT
GROUP
GROUP
HOME
COUNTRY
NONHOME
COUNTRY
Cultural
frame
Ethnocentrism
False attributions
Cultural
frame
Stereotypes
IT
Sender
Etiquette and
Nonverbal
behavior
Receiver
Time and Place
Topic
NON
IT
Status and Power
Style
Cultural
frame
ONLINE
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Language
Cultural
frame
OFFLINE
UNDERSTANDING CULTURES
“THE SEVEN CULTURES OF CAPITALISM”
CHARLES HAMPDEN TURNER AND ALFONS TROMPENAARS
“RIDING THE WAVES OF CULTURE”
UNDERSTANDING DIVERSITY IN GLOBAL BUSINESS
ALFONS TROMPENAARS
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THE KEY BUSINESS
GLOBALIZATION CHALLENGES
UNDERSTAND THE CONTEXT IN WHICH
THE BUSINESS OPERATES - LEVERAGE
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Top Future Business Challenges Rated by CEO Survey
0%
50%
100%
94%
Globalization
Improving Knowledge Management
and Information Technology
88%
79%
Reducing Cost & Cycle Time
78%
Improving Supply Chains Globally
76%
Managing Global Manufacturing
Managing Continent Workers
Developing Performance-Based
Employee Relationships
71%
69%
Improving Human Resources
Management
68%
Improving Strategy Execution
68%
Improving Strategy Development
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64%
Half of CEO’s top
leadership challenges
for the future lie
squarely within the
domain of HR’s strategic
responsibilities, and
many others involve a
heavy human capital
component
Directly Related to HR
BUSINESS GLOBIALIZATION STRATEGIC DRIVERS
O
P
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R
A
T
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N
M
A
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U
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T
Y
MEASURE BUSINESS CONCEPT
SHAREHOLDER
INNOVATION AND
VALUE
MARKET VELOCITY...
RESOURCE
MANAGEMENT
ORGANIZATION
DESIGN
PRODUCTS /
SERVICES
SALES /
MARKETING
STRATEGY
MARKET ENTRY
DEVELOPING
HOW DO YOU
ENTER NEW “NEW”
MARKETS
CONSUMER FOCUSED
MULTINATIONAL
MATURE
*
ORGANIZATIONAL MATURITY
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* CULTURE SHIFT POINTS
GLOBAL / MARKET TRENDS THE NEW “NEW” REALITY...
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GLOBALIZATION IS INCREASING
SPEED OF CHANGE IS ACCELERATING
COST OF TRANSACTIONS IS GETTING LESS
COORDINATION OF ACTIVITIES IS BETTER
CONNECTING WITH “NEW” IS INCREASING
NETWORKED COMPETITING IS INCREASING
DISINTERMEDIATION IS A REAL ISSUE
CUSTOMERS DEMAND AGGREGATION
ATTENTION IS BECOMING A BIG ISSUE
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JUST FOLLOWING THE
MARKET LEADER LEADS TO
DIMINISHING RETURNS
• 1992 - 58% OF THE COMPANIES
OUTPERFORMED THE STANDARD &
POORS MARKET AVERAGE
• 1999 ONLY 31% OF THE COMPANIES
OUTPERFORMED THE STANDARD &
POORS MARKET AVERAGE
STRATEGY CONVERGENCE
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GLOBALIZATION CUSTOMER ISSUE
GETTING NEW “NEW” CUSTOMERS
UNARTICULATED
CUSTOMER
NEEDS
ARTICULATED
POPULATIONS.
US - 330M
PRC - 1.3B
INDIA - 1B
INDONESIA - 150M
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UNEXPLOITED
OPPORTUNITY
CUSTOMER
BASE
TODAY
SERVED
CUSTOMER
NEW
MARKET
CREATION
UNEXPLORED
OPPORTUNITY
UNSERVED
TYPES
HIGHEST MARGINS & MOST ATTENTION
LEADERSHIP CHALLENGE
OLD ECONOMY
INCREMENTAL
CHANGE
NEW ECONOMY
CONSTANT AND
RADICAL CHANGE
NEED TO FOCUS ON THE “WHAT”
AND THE “HOW”
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GLOBAL BUSINESS DESIGN ISSUES
USE TECHNOLOGY TO CREATE NEW “NEW”
BUSINESS / INDUSTRY MODELS
RADICAL
CHANGE
TYPE
INNOVATIONAL
“THE SPEED OF
CHANGE HAS
CHANGED”
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NON-LINEAR
INNOVATION
BUSINESS
CONCEPT
INNOVATION
CONTINIOUS
IMPROVEMENT
BUSINESS
PROCESS
IMPROVEMENT
AREA / UNIT
SYSTEM WIDE
CHANGE FOCUS
HIGHEST MARGINS & ATTENTION
THE NEW “NEW”
GLOBAL BUSINESS AXIOM
THE ULTIMATE RACE TODAY
IS FOR DIVERSE TALENT
WITHOUT TALENT YOUR
BUSINESS MAY DISAPPEAR
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BUSINESS NEEDS
NEW “NEW” IDEAS &
INTELLECTUAL CAPITAL
Innovation, diversity and
effectively managing
transitions is the base price of
admission to the new “new”
economy ..
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THE NEW “NEW” HUMAN
RESOURCES CHALLENGE
FACILITATING “NEW ALIGNMENT”
AND CREATIVE EXECUTION
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STRATEGIC H R STANDARDS
AXIOM - DEALING
WITH MULTIPLE CULTURES
" IT IS BETTER TO KNOW
SOME OF THE QUESTIONS
THAN
ALL OF THE ANSWERS “
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SOME OF THE STRATEGIC
BUSINESS QUESTIONS ?
TODAY
3 - 5 YEARS
WHICH CUSTOMERS IS YOUR BUSINESS SERVING ?
??
WHAT CHANNELS DO YOU USE TO SERVICE THEM ?
??
WHO DO YOU / WILL YOU COMPETE WITH ?
??
WHAT IS / WILL BE YOUR COMPETITIVE ADVANTAGE ?
??
WHERE DO / WILL YOUR MARGINS COME FROM ?
??
WHAT SKILLS / CAPABILITIES MAKE YOU UNIQUE ?
??
IN WHAT END PRODUCT MARKET DO YOU PARTICIPATE ?
??
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HAMMEL & PRAHALAD
CORPORATE CULTURE
CONTROLS BUSINESS DECISIONS
VALUES
TEAMWORK
I N N OV ATI O N
COM M U N ICATI O N
ACCOU NTABILITY
LEADERSHIP
BUSINESS
STRATEGY
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STANDARDS
/ MEASURES
ECONO M IC VALUE ADDED
BALANCED SCORECARD
ORGANIZATION
STRATEGY
TRADITI O NS / BEHAVI ORS
ORGANIZATION INVESTMENT DECISIONS
HELP MAKE NEW “NEW” DECISIONS
LEADERSHIP
BUSINESS
INVESTMENT
BUSINESS
STRATEGY
. Markets
. Technology
. Products
. Services
. Finance
VISION
MISSION
REQUIRED SUPPORT
SYSTEMS & PROCESSES
ORGANIZATION
INVESTMENT
BUSINESS
CULTURE
OPERATING
TASKS
. HR Support
30 - 50 %
ACTUAL BUSINESS COSTS
50 - 70%
“ATTRACTIVE INVESTMENT IS KEY TO SUCCESS”
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CORPORATE CULTURE SUPPORT INTERVENTIONS
BUSINESS
HUMAN
STANDARDS
RESOURCES
VALIDATION
PLANNING
PROCESS
PROCESS
ENABLES HR / LINE MANAGERS
TO EXAMINE BUSINESS
OBJECTIVES IN CONTEXT
OF DIVISION & MARKET OBJECTIVES
DEFINES OBJECTIVES IN
TERMS CONSISTENT WITH
HUMAN RESOURCES ANALYSIS
COMMUNICATES CONSISTENT
BUSINESS STANDARDS
PROVIDES BUSINESS
BENCHMARKS / ANALYSIS
FOR HR AND LINE MANAGEMENT
BUSINESS INVESTMENT
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DEFINES HR PARAMETERS
IN THE CONTEXT OF BUSINESS
OBJECTIVES AND STRATEGIES
ENABLES LINE MANAGERS TO
MAXIMIZE RESOURCE UTILIZATION
AND CONTRIBUTION TO BUSINESS
SUCCESS
CLEARLY IDENTIFIES REQUIRED
HR INITIATIVES, COSTS, BUDGET
AND ANTICIPATED RESULTS
PROVIDES DISCUSSION PLATFORM
TO DISCUSS ORGANIZATIONAL AND
INDIVIDUAL ISSUES
ORGANIZATION INVESTMENT
HUMAN RESOURCES
CULTURE SUPPORT AXIOM
“TRUST PROCESS OVER
ORGANIZATION”
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HUMAN RESOURCES
BUSINESS INVESTMENT SUPPORT PLATFORM
Platform Purpose
How HR plans to professionally support the strategic intent, business
strategies and organization needs by linking Human Resources support
directly to the business strategy to create the necessary environment for success.
Investment Approach
Business based resource allocation process to support most critical business
needs based upon the maturity of the business and end customer needs .
Methodology and Measurement
Line management driven process integrating human resources planning
with the business planning process and external customer needs.
Implementation for Results
Human Resources process standards to be implemented by local management
and supported by geographic business organizations. Governed by appropriate
local market conditions, business strategies and affordability.
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HUMAN RESOURCES BUSINESS SUPPORT PLATFORM
BUSINESS PROCESSES
STRATEGY
* CULTURE SHIFT
POINT
SALES /
MARKETING
Market Entry *
PRODUCTS /
SERVICES
Developing *
ORGANIZATION
STRUCTURE
Consumer Focus *
CORPORATE
CULTURE
P
R
E
S
E
N
T
S
T
A
T
E
QUALITY HR
TRANSITION
PLAN
ORGANIZATION
DEVELOPMENT
EDUCATION
& TRAINING
RECRUITING
& STAFFING
Multinational *
WORKFORCE
MOBILITY
ORGANIZATION
DEVELOPMENT
EDUCATION
& TRAINING
RECRUITING
& STAFFING
COMPENSATION
& BENEFITS
COMPENSATION
& BENEFITS
POLICY &
PLANNING
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SHAREHOLDER
VALUE
CORPORATE
CULTURE
WORKFORCE
MOBILITY
KEY CORE
PROCESSES
RESOURCE
MANAGEMENT.
EMPLOYEE
RELATIONS
ORGANIZATION
COMMUNICATIONS
HR ADMINISTRATION
POLICY &
PLANNING
INFORMATION
MANAGEMENT
Mature *
D
E
S
I
R
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D
S
T
A
T
E
“BUSINESS SUPPORT AXIOM”
WHAT GETS
MEASURED
GETS DONE
MEASURE NEW
“NEW” THINGS!
MAKING HUMAN RESOURCES BUSINESS RELEVANT
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HUMAN RESOURCES SUPPORT PLATFORM
PROCESS
OBJECTIVE
HR PRODUCT
SUCCESS
MEASURE
KEY CHANGE
ISSUE
CORPORATE
CULTURE
SUPPORT
- EFFECTIVE
MANAGEMENT
OF CHANGE
PROCESS
- EE ATTITUDE
SURVEY
- BSC / EVA
SCORECARD
INITIATIVE
- STOCK PRICE
WORKFORCE
INFORMATION
- EFFECTIVE
HUMAN ASSET
MANAGEMENT
- HUMAN
RESOURCES
MIS SYSTEM
- ADMINISTRATIVE
COST PER
100 EMPLOYEES
- INFORMATION
OWNERSHIP
EMPLOYEE
RELATIONS
- EFFECTIVELY
MANAGING THE
WORKFORCE
- NEGOTIATIONS
AUTHORITY
PROCESS
- EMPLOYEE
TURNOVER
- WORK ACTIONS
- DEFINING
MINIMUM
STANDARDS
EMPLOYEE
COMMUNICATION
- EFFECTIVELY
MANAGING
WORKFORCE
PERCEPTIONS
- EMPLOYEE
COMMUNICATION
PROCESS
- EMPLOYEE
ATTITUDE
SURVEY
RESULTS
- GLOBAL
CULTURAL
ISSUES
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- PRODUCTIVITY
INCREASE
- CONSISTENT
GLOBAL
ROLLOUT
REQUIRED
HUMAN RESOURCES SUPPORT PLATFORM
PROCESS
OBJECTIVE
HR PRODUCT
SUCCESS
MEASURE
KEY CHANGE
ISSUE
HR STRATEGY
- LINKING HR &
BUSINESS
STRATEGIES
- BUSINESS
STANDARDS
VALIDATION
PROCESS
- REVENUE
- SHARE OF
WALLET
- KEY / TOP
MANAGEMENT
COMMITMENT
HR POLICY
- SUPPORT
BEHAVIORS
REQUIRED
TO EXECUTE
BUSINESS
STRATEGY
- HR POLICIES
MEASURES
AND
STANDARDS
- BUSINESS
STRATEGY
EXECUTION
/ CULTURE
CHANGE
- SUPPORT
STANDARDS
IN PLACE
GLOBALLY
HR PLANNING
- EFFECTIVELY
UTILIZING
ORGANIZATION
RESOURCES
- HR STRATEGIC
INVESTMENT
SUPPORT PLAN
- TALENT
INVENTORY
REVIEW
- PROCESS
GOVERNANCE
-TIME / RESOURCE
COMMITMENT
COMPENSATION
/ BENEFITS
- EFFECTIVELY
CONTROLLING
BUSINESS
COSTS
- TOTAL
REMUNERATION
APPROACH
- RATIO OF
EMPLOYEE
COST TO
REVENUE
- GLOBAL
EVALUATION
STANDARDS
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HUMAN RESOURCES SUPPORT PLATFORM
KEY CHANGE
ISSUE
PROCESS
OBJECTIVE
RECRUITING &
STAFFING
- SUPPORTING
ORGANIZATION
CHANGE
PROCESS
- POSITION
FILLING
PROCESS
- SPEED OF
FILLING
OPEN JOBS
- GLOBAL
STAFFING
STANDARD
EDUCATION/
TRAINING
- DEVELOPING
CORE SKILLS /
COMPETENCIES
TO SUPPORT
BUSINESS
- MANAGEMENT
TRAINING
INITIATIVES
- EXTERNAL
CUSTOMER
SATISFACTION
SURVEY
- TRAINING
LINKAGE
TO BUSINESS
PLANS
ORGANIZATION
DEVELOPMENT
- DEVELOPING
FUTURE
LEADERSHIP
- PERFORMANCE
MANAGEMENT
- SUCCESSION
STARS PLAN
- MARKET
SHARE
INCREASE
- GLOBAL
MANAGEMENT
SUPPORT
SYSTEM
WORKFORCE
MOBILITY
- EFFICIENT
UTILIZATION
OF GLOBAL
TALENT
- IA PROGRAM
DEVELOPMENT
- REGIONAL PLAN
- ASSIMILATION
PROGRAM
- SPEED TO
MARKET
- EFFECTIVE
PLANNING
- EMPLOYEE
ASSIMILATION
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HR PRODUCT
SUCCESS
MEASURE
Organization Governance - Supporting the Change
COMPANY
HR’S NEW “NEW”
SUPPORT ROLE
Hierarchical
Control
ACHIEVING
BALANCE
(Bureaucratic)
LEADERSHIP
BUSINESS
STRATEGY
Local
Autonomy
(Internal Markets)
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ORGANIZATION
STRATEGY
Synergy
Accountability
Horizontal
Collaboration
(Community)
HUMAN RESOURCES SKILLS
PEOPLE
GO BUILD PEOPLE
EMPLOYEE
CHAMPION
GO DESTROY 25%
EACH 3 – 4 YEARS
CHANGE / CULTURE
MANAGEMENT
TACTICS
STRATEGY
POLICY AND
ADMINISTRATION
BUSINESS
PARTNER
GO LOCAL FAST
GO VIRTUAL FAST
PROCESSES
BASIC SKILLS
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VALUE ADDED
SKILLS
“ ACHIEVING BUSINESS IMPACT “
STRATEGIC TALENT ANALYSIS REVIEW SYSTEM
BUSINESS
PLAN
KEY ISSUE IS
LEADERSHIP
CURRENT
BUSINESS
PLAN
LONG
TERM
SHORT
TERM
HEADCOUNT/
$$ REVIEW
HEADCOUNT/
$$ REVIEW
QUANTITY
ORGANIZATION
ANALYSIS
Identity Existing:
Competencies
Skills
Education
Language
Mix ......etc..
QUALITY
GAP
ANALYSIS
Evaluate:
Identity Required:
Competencies
Skills
Education
Language
Mix .....etc..
Evaluate:
Capability
Potential
Costs
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ORGANIZATION
FUTURENEEDS
ORGANIZATION HR
PLAN, TRAINING, OD
STAFFING, CAPACITY
DEVLOPING NEW “NEW” TALENT
Capability
Potential
Costs
STRATEGIC TALENT ANALYSIS
REVIEW SYSTEM - “STARS”
SYSTEM IS DESIGNED AS A DISCUSSION PLATFORM / TOOL TO
IDENTIFY AND REVIEW STRATEGIC ORGANIZATION ISSUES
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EARLY IDENTIFICATION OF KEY HIGH PERFORMERS
PROACTIVELY PLAN PEOPLE MOVEMENT 12 - 18 MONTHS
EVALUATE EFFECTIVENESS OF PERFORMANCE PROCESS
EVALUATE ORGANIZATION CAPABILITY TO MANAGE
CHANGE, CULTURE ISSUES AND ANTICIPATED GROWTH
• EVALUATE EFFECTIVENESS OF COMPENSATION APPROACH
AND STRATEGIC RETENTION GOALS
• IDENTIFY LEVEL OR POSITION CAREER BLOCKAGES
• PROVIDE FORUM TO REVIEW CROSS UNIT DEVELOPMENT
NEEDS i.e. SALES / STAFF / IT / LINE DEVELOPMENT ISSUES
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©
Responsibilities and Skill Set Requirements
The People Performance Gap
Weakest Performers
Senior
Managers
Strongest Performers
500% - 1,000%
Middle
Managers
Technical
And Sales
Specialists
Supervisors
Customer Svc.
Clerical
Mfg. Ass’y
50% - 100%
Employee Performance
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STARS ORGANIZATION PERFORMANCE SYSTEM
STARS CALCULATION THE ABILITY OF THE
ORGANIZATION TO
EFFECTIVELY
MANAGE CHANGE
FUTURE POTENTIAL
2 PLUS
LEVELS
1 MORE
LEVEL
MAXIUM NEW IN
LEVEL POSITION
1
3
6
N
120%
2
80%
5
40%
8
60%
80%
50%
20%
TOTAL
4
7
9
VALUE
40%
20%
0
10%
%
TOTAL
AVE
VALUE
EXCEEDS
PERFORMANCE
FULLY
EVALUATION
MET
BELOW
STANDARD
OUTPLACE
0%
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THE NEW “NEW” IT DEPARTMENT
AGENDA - FACILITATING CHANGE
• IT IS THE MOST DIVERSE AND FLEXIBLE GROUP IN
THE ENTIRE ORGANIZAION
• IT HAS TO BE FAST MOVING AND TRANSFORMING
CONTINIOUSLY TO KEEP PACE
• IT IS A FEEDER DEPARTMENT FOR THE NEW “NEW”
IDEAS, PROCESSES AND BUSINESS MODELS
• YOU CAN TEACH IT PEOPLE THE BUSINESS YOU
CAN NOT TEACH MANY BUSINESS PEOPLE IT
• PARTNER IT WITH SALES / MARKETING TO INVENT /
CONSTRUCT THE NEW “NEW” BUSINESS MODELS
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SOME THOUGHTS ON THE NEW
“NEW” ROLE OF HR WITH IT
• ACTIVELY LINK WITH HR / FINANCE / SALES AND
MARKETING TO PUSH FOR CHANGE & GROWTH
• PROACTIVELY HELP CREATE THE NEW BUSINESS AGENDA
AND DEVELOP THE NEW CULTURE
• HIRE / DEVELOP 15% OF YOUR IT WORKFORCE TO
BE LINE READY IN 2 - 3 YEARS
• CONTINUE TO CULTIVATE INNOVATION / LEARNING AND
DIVERSITY FOR THE SUCCESS OF THE BUSINESS
• DEVELOP YOUR IT STARS TO GROW INTO TOP BUSINESS
ROLES FOR THE FUTURE ORGANIZATION
• BECOME A THOUGHT LEADER AND SUPPORT THE
eREVOLUTION AND TRANSFORMATIONAL CHANGE
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HUMAN RESOURCES
NEW “NEW” ROLE
CCO –
CHIEF CHANGE
OFFICER
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PERFORMANCE PROFILER TOOL
Make Confident Decisions – “Why Guess When You Can Know”
Acquisition
•
•
•
•
Defining jobs
Evaluating job candidates
Comparing candidates
Selecting the right people
Development
•
•
•
•
•
•
•
Performance reviews
Conducting skills assessments
Matching people to projects
Project performance reviews
360º feedback surveys
Focusing training needs
Employee information database & search
Retention
•
•
•
•
Employee satisfaction surveys
Appropriate compensation decisions
Identifying & promoting high-potential people
Identifying and culling out poor performers
Performance Profiler™ Drives People and Process Performance
Other uses
•
•
•
•
•
•
Evaluating processes
Prioritizing projects
Evaluating and selecting suppliers
Measuring supplier performance
Evaluating and selecting products and services
Conducting user satisfaction surveys
MAPP EVALUATION SUPPORT PLATFORM – PERFORMANCE PROFILER
CONVERTS EXCEL BASED INFORMATION TO AN EFFECTIVE DECISION TOOL
FOR BOTH BUSINESS AND HUMAN RESOURCES APPLICATIONS DECISIONS
Performance Profiler’s
profile graphs make it
easy to identify the
strengths and weaknesses
of job candidates.
THE NEW “NEW” HUMAN RESOURCES PROFESSIONAL
- REQUIRES A NEW “NEW” MINDSET -
Rulemaker
Functional Orientation
Business Transition Orientation
Narrow Perspective
Broad Multiple Level Perspective
Internally Focused
One Size Fits All
Traditional Approaches
Single Market Reactive
Centralized Decision
Making
Mutual Distrust
Focus on Tactics
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Consultant / Platform Designer
End Customer Focused And
Externally Competitive Driven
Tailored Program / Decisions
Thinking "Outside-The-Box"
Proactive / Virtual / Global
Decision Framework For
Others to Make Decisions
Partnering / Coaching / Leading
Focus On Effectiveness and
Organizational Performance
NEW “NEW” FOCUS FOR
HUMAN RESOURCES
•
•
•
•
•
•
•
BUILD PRODUCTIVE CULTURE
MANAGE CHANGE / RESULTS
BUILD INTELLECTUAL CAPITAL
CREATE FUTURE LEADERS
MANAGE ORGANIZATION LEARNING
PUSH GROWTH AND INNOVATION
LEARN TO PLAY IN A GLOBAL WORLD
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NEW “NEW” HR AGENDA
MANAGE CULTURE ISSUES
AND TRANSFORMATION
PLANNED DESTRUCTION
STRATEGIC STAFFING
PUSH DIVERSITY
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I
N
N
O
V
A
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INNOVATE
DEVELOP E - LEARNING