Assuring that HRD Creates Future
Value
Korean HRD Conference
September 15, 2015
Roger Kaufman, Ph.D. CPT
Florida State University
1123 Lasswade Drive,
Tallahassee, Florida USA 32312
850-386-6621
© rkaufman, 2011
roger@megaplanning.com
How often do we get a chance to shape our
future?
… and shape the future of our field?
How often do we get a chance to add measurable
value for ALL stakeholders?
We have that opportunity now. And that
opportunity includes building from and going
beyond the conventional wisdom in our field…
We can help create the future and add measurable
value.
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WHAT DOES KOREAN HRD WANT TO BECOME
AND CONTRIBUTE?
Korean HRD organizations and professionals can
make choices in order to add measurable value to
all stakeholders, including organizational talent
and performance improvement
But individual talent and their performance
improvement is necessary but not sufficient for
organizational and client success
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The essential ingredient of any organization is
people:
• People and their talent, individual performance
and competence, is essential
• The development of people must be effective
and efficient
• Everyone should be competent, confident, and
caring . . And they must be motivated to deliver
useful results
• Motivation—incentives—must be based on the
value they add to themselves as well as within
and outside the organization
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Human talent and their performance is the basic building
block for everything…
..everything any organization uses, does, produces,
delivers and the value it add within and outside the
organization.
This means people must know the right things to do…and
do it
But how do we develop talent—improve performance and
create performance—to make useful contributions?
We must plan for it and make internal and external valueadded as part of their development, mentoring, evaluation,
and continual improvement.
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Your Challenge
Given this, what should you and your organization,
with its current resources and capabilities,
become?
What should they do and deliver?
Who should be their clients?
What measurable value can they add?
How should it position itself in the world of
individual and organizational improvement?
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The Trend in HRD and (Talent Development)
The profession is moving from a primary
concern for
HOW (to improve performance)
to include
WHAT (to deliver)
to now include
WHY (do we deliver what we do)
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Assuring future value for HRD:
HOW
WHAT
WHY
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While we know a lot about how to
design successful learning and
performance, we are now also asking
“what should successful performance
look like,” and additionally now asking
“why do we want this performance in
the first place?
How does it add measurable value for
all stakeholders?”
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Value in what we do is based on the
measurable value we add to three levels of
results:
●
Societal
●
Organizational
●
Individual
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This means we have to expand the
framework of what we use, do, produce,
and deliver
…and change old assumptions about
performance improvement in order to be
responsive to our new realities.
….We must stop the conventional wisdom of
our field that only pays attention to just parts
of the system and not all of the system:
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SYSTEM
PERSPECTIVE
SYSTEM S
PERSPECTIVE
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© rkaufman, 2015
The New Realities of Strategic Planning and Thinking to
Assure Performance Improvement and Talent
Development is Responsive and Responsible
• Tomorrow is not a linear projection of yesterday: You
can’t solve today’s problems with the same paradigms
and tools that created them.
• Everything we use, do, produce, and deliver must add
value at the societal level—Mega level--a “system
approach.”
• There are two “bottom lines” for any organization:
conventional and societal.
• We must be both reactive—fix current problems—and
proactive—create the future.
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..and
• Performance data from each of these three levels may
be derived by documenting the gaps between current
results and contributions and desired results and
contribution; needs.
• It is vital that all parts of any organization operate
successfully individually as well as together to add value
to all internal and external stakeholders. Assuring that is
the function of a practical strategic plan.
• A useful method for obtaining this data is called “needs
assessment” where needs are gaps in results, not gaps
in means or resources.
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Real and important value comes from
outside-to-inside thinking
…from our shared ecosystems to
define what we should and can
contribute using performance
improvement of our talent as the
primary vehicle.
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© rkaufman, 2015
This Conference—you-- can help provide
leadership to create the future by defining
what societal and organizational needs –
gaps in results- can and should be met.
…..And then decide what performance
we should improve and what performance
we can create.
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© rkaufman, 2015
The purpose of any organization—public-or privatesector include:
1. Adding value to all internal and external
stakeholders, and then (and only then),
2. Providing positive return on investment, and then
3 Designing and delivering products and services,
understanding that there are complex activities, and
then
4.. Evaluate and revise as required.
© rkaufman, 2015
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We can measure our success in a number
of ways, but all ways will link to the survival,
self-sufficiency and quality of life of all of our
partners
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© rkaufman, 2015
Linking Performance Improvement and Talent
Development to the New Realities
External Client and Societal Value
↨
What Organizations Deliver
↨
What Individuals Deliver
↨
Performance/Talent Improvement
↨
Human Resources
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© rkaufman, 2015
Here are some basic concepts and
tools for adding value…as we move
from outside each of our organizations
to inside…so individual talent will add
value for all stakeholders
To define and deliver measurable
success.
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© rkaufman, 2015
Planning—Strategic Planning—to Assure Performance
Improvement and Talent Development will be Successful
• Measurable results are good and
useful measurable results are even
better
• Everyone must deliver useful results
that add value within and outside the
organization
• Strategic planning is about ends,
results and consequences, not
about means, programs, activities,
courses, or delivery.
• Strategic planning requires that
criteria are based on evidence.
© rkaufman, 2015
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Keys to your success to Add Value: Performance
and Useful Results
• All organizations are means to societal ends.
• If we are not adding value within and outside of the
organization we will fail.
• Results, results. Performance, performance.
• Strategic plans identify what value we will add to
ourselves, our organization AND to our shared society.
• People—from inside and outside the organization-- must
help define where we are headed and how to tell when
we have arrived. Without this inclusion of all
stakeholders we will not succeed.
…so what must we do to define and achieve success?
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Basic Ideal Vision:
The world we want to help create for tomorrow's child
There will be no losses of life nor elimination or reduction of levels of well-being,
survival, self-sufficiency, quality of life, from any source including (but not limited
to):
–
war and/or riot and/or terrorism
–
unintended human-caused changes to the environment including permanent
destruction of the environment and/or rendering it non-renewable
–
murder, rape, or crimes of violence, robbery, or destruction to property
–
substance abuse
–
disease
–
starvation and/or malnutrition
–
destructive behavior (including child, partner, spouse, self, elder, others)
–
accidents, including transportation, home, and business/workplace
–
discrimination based on irrelevant variables including color, race, age, creed,
gender, religion, wealth, national origin, or location
Poverty will not exist, and every woman and man will earn as least as much as it costs
them to live unless they are progressing toward being self-sufficient and self-reliant.
No adult will be under the care, custody or control of another person, agency, or
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substance: all adult citizens will be self-sufficient and self-reliant as minimally
indicated by their consumption being equal to or less than their production.
© rkaufman, 2015
Alignment of Mega, Macro and Micro
Ideal Vision
Mega
Macro
Organization’s Mission
Organizational
functions, & tasks
Micro
Development, Operations,
Evaluation/Continuous
Improvement
Missions derive from the Ideal Vision. An organization selects what portion of
the Ideal Vision it commits to deliver and move ever closer to it.
© rkaufman, 2015
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Recommended Next Steps to Complete
the Strategic Plan the Assures Future
Value
1. Identify and select a representative
and unbiased strategic planning team—
including internal and external planning
partners.
2. Identify needs at the three levels of
contributions and derive the Mission
Objective
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© rkaufman, 2015
3. Place the gaps in priority order on the basis of
the costs to meet the needs (performance gaps)
and the costs to ignore them.
4. Develop a tactical and operational plan including
schedules, fiscal resources, personnel, buildings,
equipment.
5. Design performance improvement and talent
development objectives, methods, and delivery
based on the mission objective.
•26
Recommended Next Steps to Complete the Strategic Plan
(cont’d)
6. Obtain approval from the internal and
external planning partners or revise as
required.
7. Implement.
8. Track progress against the performance
requirements and revise as required.
•27
Recommended Next Steps to Complete the Strategic Plan
(cont’d)
9. Determine value-added for the
implemented strategic plan and identify what
should be continued and what should be
changed.
10.Always and continually collect
performance data to decide if and how the
strategic plan should be revised
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IF YOU ARE COMMITTED TO ADDING VALUE TO ALL
STAKEHOLDERS, YOU CAN HELP CREATE A BETTER
TOMORROW FOR ALL STAKEHOLDER
..Work together to define,
design, and deliver
measurable success.
Help define and create the
kind of community, Country,
and world we want for
tomorrow’s child.. Using HRD
as the vehicle.
© rkaufman, 2011
Now we an help decide:
• What should Conference participants, with
their current resources and capabilities,
become?
• What should they do and deliver?
• Who should be their clients?
• What measurable value can they add?
• How should it position itself in the world of
individual and organizational
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Some references
•
•
•
•
•
Addison, R. M. Haig, C. and Kearny, L. (2009) Performance Architecture: The Art and
Science of Improving Organization, San Francisco, Pfeiffer
Bernardez, M. (2005). Achieving Business Success by Developing Clients and
Community: Lessons from Leading Companies, Emerging Economies and a Nine
Year Case Study. Performance Improvement Quarterly, Vol. 18, Number 3. Pp. 37-55.
Bernardez, M. (2009). Minding the Business of Business: Tools and Models to Design
and Measure Wealth Creation. Performance Improvement Quarterly. 22(2) Pp. 17-72.
Guerra, I. & Rodriquez, G. (2005). Educational Planning and Social Responsibility:
Eleven Years of Mega Planning at the Sonora Institute of Technology (ITSON).
Performance Improvement Quarterly, Vol. 18, Number 3. Pp. 56-64.
Kaufman, R. and Watkins, R. (2000) Getting Serious About Results and Payoffs: We are what
we say, do, and deliver. Performance Improvement Journal, 39(4), 23-32.
•
Kaufman, R. (2006b). Change, Choices, and Consequences: A Guide to Mega
Thinking and Planning. Amherst, MA. HRD Press Inc.
•
Kaufman, R, Oakley-Browne, H., Watkins, R., & Leigh, D. (2003). Practical Strategic
Planning: Aligning People, Performance, and Payoffs. San Francisco, JosseyBass/Pfeiffer.
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© rkaufman, 2015
Some references
• Kaufman, R, & Guerra-Lopez, I. (2008) The Assessment Book: Applied Strategic
Thinking and Performance Improvement Through Self-assessments. Amherst,
MA. HRD Press Inc.
• Kaufman, R. (2011) A Manager’s Pocket Guide to Strategic Thinking and
Planning,. Amherst, MA. HRD Press, Inc.
•
Kaufman, R. (Summer, 2012). Defining and Applying Organizational Vital Signs for
Creating a Better Tomorrow. Leader to Leader. No. 65, Pp. 21-26.
•
Kaufman, R, & Guerra-Lopez, I. (2008) The Assessment Book: Applied Strategic
Thinking and Performance Improvement Through Self-assessments. Amherst,
MA. HRD Press Inc.
•
Kaufman, R., & Guerra-Lopez, I. (2013). Needs Assessment for Organizational
Success. Alexandria, VA., American Society for Training and Development.
•
Panza C. M. (April, 2012) The Future Starts Now. Performance Improvement
Quarterly, Vol 25, Issue 1, Pp. 13 - 21.
•
Rodriguez, Villanueva, Gonzalo & Lagarda Leyva, Ernesto (2009). Using Technology
and Innovation for Planning Social and Economic Transformation in a Region
of Mexico. Performance Improvement Quarterly. 22(2) Pp. 53-77. l
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© rkaufman, 2015