I just completed conducting a 3-day training about "aligning human resource services with business needs" where I was reminded about the work of one whom I consider as perhaps THE guru in HR.
Dave Ulrich is Professor of Business at the Ross School of Business, University of Michigan and co-founder of THE RBL Group. He is greatly sought after as a speaker, management coach and management consultant, who has been listed by HR Magazine countless times as their "most influential person in HR".
More importantly he has authored/co-authored many books that are almost mandatory reading for anyone planning a career in HR.
Some of these essential readings include:-
The Why of Work: How Great Leaders Build Abundant Organizations That Win,with Wendy Ulrich 2010
HR Transformation: Building Human Resources from the Outside In,with Justin Allen, Wayne Brockbank, Jon Younger, and Mark Nyman, 2009
HR Competencies: Mastery at the Intersection of People and Business,with Wayne Brockbank, Dani Johnson, Kurt Sandholtz, and Jon Younger, 2008
The HR Value Proposition with Wayne Brockbank, 2005
HR Scorecard: Linking People, Strategy, and Performance
with Brian Becker and Mark Huselid, 2001
Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, 1997
Happy Reading!
Friday, January 6, 2012
Saturday, December 24, 2011
Tuesday, June 7, 2011
Human Capital Singapore Conference 2011
I am excited to be part of the inaugural Human Capital Singapore Conference 2011 this year, along with many other noted luminaries in the HR and consulting world.
http://www.hcsconference.com/hcs/speakers.asp
Day 2 - 7July 2011: Delivering Productivity Improvements In Singapore
11.30am Communities of Practices in Practice 4 parallel sessions
CoP workshop A: Retention Facilitated by: Dr Kimbal L. Wheatley, PhD, Principal, Flexner Wheatley & Associates
CoP workshop B: Skill / Capability Development Facilitated by: Mr Wong Tuck Wah, Associate Facilitator, Human Capital Singapore
CoP workshop C: HR for Further Effectiveness Facilitated by: Mr Kenneth KL Tan, Associate Facilitator, Human Capital Singapore
CoP workshop D: Innovation Facilitated by Dr William A. Flexner, PhD, Principal, Flexner Wheatley & Associates Inc
CEO Roundtable on "Challenges in Management and Retaining Talent" Facilitated by PwC (by invitation only)
For more details, do check out http://www.hcsconference.com/hcs/index.asp
Hope to see you there!
Thursday, April 7, 2011
Aspiring to HR
I just completed a public training for a core module in the WSQ HR Framework ie Measuring HR Effectiveness.
Some of the participants have been in previous modules with me as they pursued their WSQ Professional Diploma in Human Resources (10 modules in all - in a combination of core and elective modules) http://app2.wda.gov.sg/wsq/contents/contents.aspx?contid=975&Pg=2
One participant stood out for me.
As part of her upskilling, interest and aspirations, she decided to take up this WSQ HR Prof Dip on her own accord (self-funded - still a sizable investment inspite of government subsidies for these programs) and in fact wanted to quit her job in Student Affairs so that she had the time to do these 10 modules progressively over the last year or so.
But her employer (to their credit), asked her to stay on and offered to let her take no-pay leave for the additional days required for classes, in an effort to retain her. And to engage her in her aspirations, has begun to transition her from her previous role into their Human Resources function.
Personal aspiration and determination, management & organisational support, the WSQ Framework and the CET eco-system, all working in tandem, to make it happen for her in her new career path in HR.
All the best SL!
Some of the participants have been in previous modules with me as they pursued their WSQ Professional Diploma in Human Resources (10 modules in all - in a combination of core and elective modules) http://app2.wda.gov.sg/wsq/contents/contents.aspx?contid=975&Pg=2
One participant stood out for me.
As part of her upskilling, interest and aspirations, she decided to take up this WSQ HR Prof Dip on her own accord (self-funded - still a sizable investment inspite of government subsidies for these programs) and in fact wanted to quit her job in Student Affairs so that she had the time to do these 10 modules progressively over the last year or so.
But her employer (to their credit), asked her to stay on and offered to let her take no-pay leave for the additional days required for classes, in an effort to retain her. And to engage her in her aspirations, has begun to transition her from her previous role into their Human Resources function.
Personal aspiration and determination, management & organisational support, the WSQ Framework and the CET eco-system, all working in tandem, to make it happen for her in her new career path in HR.
All the best SL!
Saturday, December 25, 2010
Blessed Christmas and a Happy New Year!
“Do more than belong: participate. Do more than care: help. Do more than believe: practice. Do more than be fair: be kind. Do more than forgive: forget. Do more than dream: work.”
William Arthur Ward (1921-1994)
William Arthur Ward was author of Fountains of Faith and is one of America's most quoted writers of inspirational maxims. He was also a dedicated scholar, editor, pastor and teacher.
Many variations have arisen from his original maxim, the one that I like and is popularly known and in circulation today is the one below :-
I will do more than belong, I will participate.
I will do more than care, I will help.
I will do more than believe, I will practice.
I will do more than be fair, I will be kind.
I will do more than forgive, I will forget.
I will do more than dream, I will work.
I will do more than teach, I will inspire.
I will do more than give, I will serve.
On this Christmas Day, as we remember the reason for the season and as we head towards the end of 2010, making plans and doing up new resolutions, I hope that you can reflect on these words, and that they may give you inspiration and encouragement, even direction - as you look forward to the coming of the New Year.
Have a Blessed Christmas and a Great 2011!
Tuesday, November 30, 2010
Yum!'s High Impact Coaching
Many would have grabbed a bite to eat at their many restaurants dotted across 100 nations world-wide , and would have been served by one of their 840,000 people. YUM is their NYSE ticker symbol as well.
Still not sure who I am referring to? Perhaps these 5 brand names will ring a bell? KFC , Pizza Hut , Taco Bell , A&W , Long John Silver's!
I have been in training these past few weeks running many corporate as well as public runs for Implementing Performance Management. And a recurring theme is oft about how to manage "under"-performers.
A key aspect for any manager in that position would be to ascertain if it's a lack of resources, lack of skill or a lack of will. This is where coaching comes in.
In a book he co-authored with Jim Ballard and Fred Finch, Ken Blanchard, one of America's biggest bestselling authors and inspiring business leaders, writes of the key to customer service- creating a people-oriented, performance-driven, customer-first organization.
Still not sure who I am referring to? Perhaps these 5 brand names will ring a bell? KFC , Pizza Hut , Taco Bell , A&W , Long John Silver's!
I have been in training these past few weeks running many corporate as well as public runs for Implementing Performance Management. And a recurring theme is oft about how to manage "under"-performers.
A key aspect for any manager in that position would be to ascertain if it's a lack of resources, lack of skill or a lack of will. This is where coaching comes in.
In a book he co-authored with Jim Ballard and Fred Finch, Ken Blanchard, one of America's biggest bestselling authors and inspiring business leaders, writes of the key to customer service- creating a people-oriented, performance-driven, customer-first organization.
A section of Customer Mania! describes Yum's high impact coaching model called the EARS model - Explore, Analyze, Respond, and make it Stick.
The authors go on to detail how "through asking different questions", managers can "get to the core problem of what (staff are) struggling with". It's not about telling them "what's wrong" but rather to "get (them) to see it themselves".
They describe it as having an "epiphany about the real issue" and how managers "just helped them get to that point".
The authors rated Yum! 8 out of 10 for their Performance Coaching - "for doing a fabulous job when it comes to positioning and implementing a coaching philosophy as the driving force for creating a Customer Mania culture".
Once a manager can ascertain if it's a resource, skill or will issue, he/she would be better positioned to either provide support or training or more importantly, seek interventions that will appeal and engage the staff to higher performance.
Do you know if you have the right "coaching philosophy" as part of your performance management in your organisation?
Wednesday, October 6, 2010
Asking the Right Questions
Kishore Mahbubani is a person I admire. He has a dignified demeanor, speaks eloquently and writes succinctly with insight and thoughtfulness. He is currently dean of the Lee Kuan Yew School of Public Policy.
In the weekly column Think-Tank in today’s Straits Times, he was writing a piece about taking a “holistic approach to public policy”, citing transport as an example and to a lesser degree education, here in Singapore. He ended the piece as follows:
“Singapore has made enormous progress in the first 50 years by successfully finding the right answers to the urgent questions we faced in our early days. Over the next 50 years, we should try to find the right questions to ask before we begin trying to find the right answers.”
In his book Just Ask Leadership: Why Great Managers Always Ask the Right Questions, Gary B. Cohen makes a case for how leaders at every level can learn to ask the right questions, in the right organization context, so as to enable both individuals and organizations to thrive.
“Leadership is about allowing others the chance to flourish, and you do that by asking questions. This empowers coworkers to find solutions, embrace responsibility, and become accountable. Moreover, it opens the door to greater productivity and creativity. Indeed, more than ever before, leaders can’t know everything. By seeking others’ input, they can inspire powerful and positive change.” - Gary B. Cohen
In creating a culture of question-based leadership, he addresses five key areas:
1. Improve Vision - Getting Insights form All Levels of the Organization
2. Ensure Accountability - Increasing Team and Organization-Wide Performance
3. Build Unity and Cooperation - Creating a Culture of Trust
4. Create Better Decisions - Getting the Right Answers by Asking the Right Questions
5. Motivate to Action - Asking for Success
As a facilitator, I do not profess to be a subject matter expert in the discussions of many groups I have had the opportunity to work with – however, the better I am able to quickly ask the right questions to trigger discussion and reflection, providing a platform for participants to share in a “safe environment”, the faster the collective wisdom and relevant expertise of those present will come to the fore and the sessions will be value-adding to individuals and the organization.
“The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” – Peter Drucker
Leaders today would do well to ask more and listen even more!
In the weekly column Think-Tank in today’s Straits Times, he was writing a piece about taking a “holistic approach to public policy”, citing transport as an example and to a lesser degree education, here in Singapore. He ended the piece as follows:
“Singapore has made enormous progress in the first 50 years by successfully finding the right answers to the urgent questions we faced in our early days. Over the next 50 years, we should try to find the right questions to ask before we begin trying to find the right answers.”
In his book Just Ask Leadership: Why Great Managers Always Ask the Right Questions, Gary B. Cohen makes a case for how leaders at every level can learn to ask the right questions, in the right organization context, so as to enable both individuals and organizations to thrive.
“Leadership is about allowing others the chance to flourish, and you do that by asking questions. This empowers coworkers to find solutions, embrace responsibility, and become accountable. Moreover, it opens the door to greater productivity and creativity. Indeed, more than ever before, leaders can’t know everything. By seeking others’ input, they can inspire powerful and positive change.” - Gary B. Cohen
In creating a culture of question-based leadership, he addresses five key areas:
1. Improve Vision - Getting Insights form All Levels of the Organization
2. Ensure Accountability - Increasing Team and Organization-Wide Performance
3. Build Unity and Cooperation - Creating a Culture of Trust
4. Create Better Decisions - Getting the Right Answers by Asking the Right Questions
5. Motivate to Action - Asking for Success
As a facilitator, I do not profess to be a subject matter expert in the discussions of many groups I have had the opportunity to work with – however, the better I am able to quickly ask the right questions to trigger discussion and reflection, providing a platform for participants to share in a “safe environment”, the faster the collective wisdom and relevant expertise of those present will come to the fore and the sessions will be value-adding to individuals and the organization.
“The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” – Peter Drucker
Leaders today would do well to ask more and listen even more!
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