A Practitioner s Perspective Aidan Lawrence UFHRD Conference June 5 th 2015 Introduction Explore the need for HR strategies to be informed by latest Research Share the insights on the Investment focus for HR and LampD Strategies ID: 781616
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Slide1
The Relationship between Research and Practice
– A Practitioner
‘s Perspective
Aidan Lawrence
UFHRD Conference
June 5
th
2015
Slide2Introduction
Explore the need for HR strategies to be informed by latest Research
Share the insights on the Investment focus for HR and L&D Strategies Examine need for improved and faster learning cycles Research – Practice – Impact
Suggest Researcher/Practitioner collaboration opportunities
Constant drive to improve organizational competitiveness. Innovating new customer products and solutions,
Aligning operating costs,
Engaging employees,
Delivering shareholder value
Implement transformation strategies - fast and successfully
Continually improving the performance of the organizationMaking talent and organization capability a strategic differentiator
Organizational and Strategic Imperatives
Slide3Drive Positive Organizational Change!
Leading and driving key organizational competitive strategies
Ensuring HR programs, policies and practices deliver business strategy.
Learn faster and innovate new practices.
Accelerate decision making
New IT tools and data analytics
HR,
The
Strategic
EnablerThe strategic importance of HR
Strategy formulation and implementation:
Employee engagement and best management practice
Workforce planning, location strategies, labour pyramids
Competitive talent: acquisition, development, retention and succession
Transformation strategies to drive renewal and growth
Performance and learning culture
Advanced reward and recognition systems and practices
Strategic capability development to enable current and future strategyDiversity and inclusion, ethics and global citizenship
Charter: “Drive positive organizational change”
Slide4Strategies, Choice-points and
Trade-offs
The challenges facing HR Leaders What strategies should we implement? How can we find the time to discover and internalize
How can we ensure strategic plans and investments are grounded in the best thinking? How can we articulate to senior stakeholders, and build their understanding and sponsorship
How do we align leadership teams, develop and engage in implementation plans? How do we implement quicker? And create for the best chance of success? How can we predict the impact and outcome for the business, and deliver maximum ROI?
How can we report success and key learnings to drive insight?
Has my HR team got the capabilities required?
The rapid rate of change and the need for higher ROI is presenting a huge opportunity
Academic research can directly inform strategic intervention selection, accelerate implementation, create faster learning cycles, and reduce failure rates.
Proof points from research used for predictive business impact modeling to engage senior stakeholder investment and commitment. Increase the value and relevance of future research for both academia and HRD practitioners. We really need strategic program partners to guide and bring:The best thinking and examples of implementation
Fail quicker learning insight Learning for the organization based on the learning cycles of others
Practitioner Research
Collaboration
Slide5The
Strategic Future of L&D
Charter: Strategic capabilities required to drive growth. “Global” investment has to be centrally managed, and is one of HR strategic contributions to business.
Total Investment has CEO focus and input into strategy (ASTD 2012 -$1200 per FTE): Choice points and trade-offs
Investment in strategic capabilities Critical few No longer “lots of stuff” – focus on moving the “right needle”
The strategic L&D Plan is investment driven, and leaders require high confidence of ROI
L&D investment is a business lever and can be moved to other competitive investment strategies
Evaluation
is a challenge for most organizations. Research is the predictive ROI.
Research enables modelling of strategies, and can indicate the likely environmental and learner factors needed to accelerate application of learning. Deepen Practitioner insight, and predict future challenges Provide language and models to enable stakeholders internalize the key issues and articulate the critical organizational development needs and strategies
Develop new ways of assessing, benchmarking and improving performance
The Research / Practitioner
Opportunity
Slide6Researcher and Practitioner Engagement
ideas
Governance
Practice/Research Circles
Expand the relationship Definition: The
Structures
,
Systems
,
Practices, and Processes that are put in place to ensure the overall Strategy, effectiveness and accountability of the TL&OD function. Organizational and Strategic Imperatives
Slide72.
Practice/Research Circles
Researcher facilitates Practitioners organize Learning Circles
New insights and understanding about strategy selection and intervention design
Create strategies for organizational/environmental inhibitors impacting applicationIncrease success rate for application and focus on business impact Development of both the academic and practitioner
Develop senior stakeholder ROI tools to “strategically” assess value of L&D investments
Develop and implement simplified practitioner tools to
improve the organizations capability:
to develop “predicative ROI” models and frameworks
to assess performance improvement, to identify the factors limiting success, and strategies to remove/reduce Embrace New style of IT - Tools, Systems and Applications Big Data and Data Analytics- develop capability for HR
Benchmarking – insight driven application and impact 2. Practice/Research Circles
Slide83. Expand the
Relationship
Become valued strategic partners Understand competitive challenges and strategies - partner to bring forward “independent” suggestions and investment proposals
Internships for Researchers and Academics
Prepare graduates for the working environment, more input into academic research topics Develop practitioner development programs in key strategic areas Speed of change challenging the relevance of current thinking and practice
Shared goals to accelerate learning and knowledge creation
Build deeper engagement opportunities between Researchers and Practitioners
Conclusion