Human resources - participant PowerPoint

Human resources School Senior Leader Level 7 Apprenticeship

Welcome & Introductions (PowerPoint will be shared & a Podcast will be available for each session)

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Aim

AIM & OBJECTIVES

To critically explore how strategic human resource decisions influence organisational performance, culture, capability and long-term sustainability.

Objectives • Evaluate how organisational structures, culture and workforce planning influence organisational effectiveness.

• Analyse approaches to developing inclusive, high-performing and collaborative working environments.

• Critically examine how leaders optimise workforce capability through feedback, development and talent management.

• Consider different perspectives on contemporary people and organisational challenges.

• Reflect on the role of senior leaders in shaping organisational culture, capability and performance.

People do not leave organisations They leave their leaders/managers Agree…or…

Disagree?

Breakout • Catch up • Discuss the following prompts and prepare to give feedback

Discuss • To what extent do people leave managers rather than organisations?

• What evidence have you seen that supports or challenges this statement?

• What other factors influence employee retention?

Why do people really leave?

Psychological contracts

For example….

If I work hard, I will be recognised

If I am loyal, they will look after me If I perform well, promotion will follow

The best employee may be the worst promotion Agree…or…

Disagree?

Breakout • Catch up • Discuss the following prompts and prepare to give feedback

Discuss • Why do you think organisations promote people?

• What assumptions are being made when someone is promoted?

• Have you seen examples where promotion improved or reduced organisational performance?

• What could have been done differently?

Why do promotions go wrong?

The Peter Principle People are promoted until they reach a level at which they are no longer competent

Talent hoarding Managers retain talented employees because they are too valuable to lose

A few questions to reflect on…

Are leadership and technical expertise the same thing?

Who benefits from talent hoarding?

What are the long-term consequences?

Summary and further reading…

The Peter Principle

The Peter Principle People are promoted until they reach a level at which they are no longer competent Talent hoarding

Talent hoarding Managers retain talented employees because they are too valuable to lose

The most valuable people in an organisation are often invisible Agree…or…

Disagree?

Breakout • Catch up • Discuss the following prompts and prepare to give feedback

Discuss • Who are the most influential people in organisations?

• Does influence always come from position or seniority?

• Have you encountered individuals who were critical to organisational success but largely unnoticed?

• What happened when they left?

Hidden value in organisations

Social Capital The value created through relationships, trust, networks and informal influence.

Organisational Citizenship Behaviour (OCB) The discretionary effort people choose to give that is not written into their job description.

A few questions to reflect on…

Who connects people across your organisation?

Who solves problems before they become issues?

What happens when discretionary effort disappears?

Can organisations accidentally destroy social capital and OCB?

Summary and further reading…

Social capital

Social capital The value created through relationships, trust, networks and informal influence.

Organisational Citizenship Behaviour

Organisational Citizenship Behaviour The discretionary effort people choose to give that is not written into their job description.

Breakout • Catch up • Discuss the following prompts and prepare to give feedback

• What decision would you make?

• What are the risks of that decision?

• Who benefits?

• Who loses?

• What might be the unintended consequences?

Are some employees simply not worth retaining….?

Which idea challenged your thinking most today?

Psychological contracts The Peter Principle Talent hoarding Social capital Organisational citizenship behaviour

Final reflections What is the biggest people risk facing your organisation?

What might need to change?

Aim

AIM & OBJECTIVES

To critically explore how strategic human resource decisions influence organisational performance, culture, capability and long-term sustainability.

Objectives • Evaluate how organisational structures, culture and workforce planning influence organisational effectiveness.

• Analyse approaches to developing inclusive, high-performing and collaborative working environments.

• Critically examine how leaders optimise workforce capability through feedback, development and talent management.

• Consider different perspectives on contemporary people and organisational challenges.

• Reflect on the role of senior leaders in shaping organisational culture, capability and performance.

Learn. Share. Grow.

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