CHREATE: Phase Three Design and Plan John Boudreau, Ian Ziskin & Carolyn Rearick Overview This document provides the business plan for Phase Three of the CHREATE project. It contains the projects, deliverables and supporting structure of the project, to be carried out approximately between now and projected end date around August, 2016, with a goal of holding our annual Summit in spring 2016. For more information on Phase One and Two, please review the CHREATE Background document. The matrix below shows the four project arenas or product lines that continue from Phase Two and three supporting functions that are new in Phase Three. The specific tools (indicated by the hammer icon), social movement (indicated by the megaphone icon) and deployments to accepted practice (indicated by the handshake icon) are examples of projects that could be undertaken by teams during Phase Three. The following sections provide detail on the three elements of this diagram.
Infrastructure: Four Product Lines Phase One identified four pivotal arenas where accelerated progress would make the biggest impact on HR s future readiness. They are shown in the diagram. Align HR with Value Creation for Organizations that Win: Articulate the HR charter/ contribution model that describes the essential contributions companies will need from our field to successfully compete in the future. Shape Expectations of HR s Key Constituents: Define what is needed to move beyond today s constituent expectations of HR, then improve those expectations with evidence that this role leads to improved value creation. Rewire The Work and Tools of HR: Define the processes, practices, systems, and operating models that drive HR's deliverables and outcomes. Enhance the HR Talent Pipeline: Crystallize a new set of professional requirements that is based on current research that explores the needs and gaps in the HR profession. In Phase Two, volunteer teams envisioned the future of 2025 and shaped the arenas into a logic model of how HR enables organizations to win, a map to help organizations locate their position in the 2025 future, a summary of five key forces shaping the future, descriptions of new organizational capabilities required to meet those forces, the implications for HR competencies and deliverables, and descriptions of five new roles (see Phase Two Executive Summary for more details). These four domains will remain the focus as we complete Phase Three. Infrastructure: Three Functions To create tangible and actionable tools requires an infrastructure in Phase Three that supports each project, to enable invention and prototyping, social and virtual engagement, and deployment and institutionalization as accepted practices. InventionLab: A Design Laboratory for Tool Development The InventionLab is similar to an R&D function. It will use design thinking and agile development to accomplish rapid prototyping with customers and constituents. It will use the advanced design thinking and innovation processes, drawing on resources and insights from university schools of design, etc. Prototypes will be of three types: Education, Usage and Evaluation. The Education tools help constituents understand the tool, experience it through simulations and use cases, and prepare to use it in their organization. The Usage tools comprise the actual applications, templates, etc. that constituents use to bring the project leadership tangibly into their organization. The Evaluation tools enable
constituents to measure the effectiveness of applying the thought leadership in their own organization, through the usage tools. This lab would develop prototypes and rapidly test and improve them. Sally Thornton and Kelley Steven-Waiss, founders of WorkLab (http://forshay.com/worklab/), are one example of existing design centers we could partner with on a project. Engagement Platform: Creating the Social Movement, Engaging the Community, and Marketing the Project Results From the beginning, CHREATE was seen as a social movement. Research shows that social movements require going beyond tools, competencies and operating models. They require influence, change, values, passion and community. A movement will establish the need for a step change in the profession and the path toward it, so that these ideas take hold, and are not just another HR fad. A movement creation needs a location where constituents can engage with the discussion, participate in the processes of prototyping and tool deployment, and experience and share the information and results of the teams. The engagement platform will provide that location. The platform also gives CHREATE project leaders access to a global social community and ways to approach and engage external constituents with the thought leadership and specific tools from the CHREATE project. The platform will not only be virtual, but also physical, including speeches, published articles and books, ebooks, wikis, blogs, forums, and social survey tools. Diane Gherson, CHRO of IBM, has offered the team supporting IBM s Connections product to help build a virtual platform dedicated to the CHREATE initiative. Deployment Channels: Disseminating CHREATE Results and Making Them Institutionalized Best Practice The frameworks and tools must be deployed and institutionalized. That involves partnerships with key institutions and organizations. Recognized influencers, gatekeepers, regulators and thought leaders must adopt and advocate the results of CHREATE, and incorporate them into certification, regulation, education and reporting processes. SHRM and HRPS have already committed to incorporating the tools and findings of this project into their ongoing certification, thought leadership, and education of HR professionals worldwide. Phase Three will engage other leading institutions, consulting firms, corporations and organizations to deploy and institutionalize the frameworks and tools as well. Proposed Projects & Deliverables in Phase Three Generally, Phase Three teams will build education, usage and evaluation tools aligned with each of the four product lines. The tools will enable organization leaders to guide strategy discussions, implement organizational diagnostics, and set strategic and organizational objectives. Education tools will help leaders understand and learn to use these frameworks. Usage tools will help facilitate the actual organizational activities and discussions. Evaluation tools will track their effectiveness. Leveraging preexisting content from Phase Two, and new content developed during Phase Three, we will publicize and engage a wide community to offer their comments, use case stories, and insights about their value for creating the needed step change. This will happen through the Engagement Platform.
Finally, we will engage key influencers, thought leaders and institutions to adopt and endorse Phase Two content and develop Phase Three content. Teams will engage deployment channels such as SHRM- HRPS, other professional societies, universities and university research centers, consulting firms, search firms, regulatory bodies, etc. Phase Two produced rich and detailed descriptions of logic models, diagnostic frameworks, and capability and competency descriptions. The following sections review those results, and show how they will become the basis for Phase Three projects. If-Then Framework Phase Two produced a logic model connecting improved HR to enhancing organizations that win, or the If-Then Framework. This framework shows the connection points between the future of HR and the future of organizational responses to forces of change. Phase Three could develop tools reflecting these Forces-Responses-Capabilities-Roles that allow an organization s leaders to diagnose their organization s current location, and change processes that replicate the intellectual journey of Phase Two in their own organization. Five Forces of Change & Business Responses Phase Two identified Five Forces of Change that will be a reality in 2025, their effects on organizations, and needed organizational responses.
These Five Forces were distilled into a grid that maps the future on two dimensions. Organizations can then identify their location on the grid and the most vital directions they must evolve to meet the future challenges.
Phase Three teams might build organizational assessment and change-initiation tools using the Five Forces and four quadrants. Five Organizational Capabilities Phase Two identified five organizational capabilities necessary to respond to the future forces. These capabilities may reside in the HR function, or they may reside in a new boundaryless function formerly known as HR. The Phase Two framework includes a vision of how each capability will evolve from 2015 to 2025. Phase Three teams will develop tools to enable organization leaders to learn and use this framework to diagnose their current position, identify where developing new capabilities are most pivotal, implement needed capability development in their organizations, and evaluate their progress. In addition, Phase Three teams will integrate the five capabilities shown above with the new organizational roles described in the next section. Five Organizational Roles Phase Two teams identified five new roles needed to achieve the capabilities shown above. These five roles reflect a future discipline that goes beyond the traditional boundaries of HR, and encompasses professions such as architect, engineer, activist, coach and integrator. Teams envisioned these roles as guideposts for redefining the future talent pipeline to reach beyond traditional sources of today s HR
professionals, and to include developing professionals in these new disciplines to grow into key HR leaders of the future. These roles and the capabilities they support would also become criteria for HR leader recruitment, selection and development through universities, professional associations, search firms and organizations. The organizational capabilities and roles uncovered in Phase Two are very different from current competency frameworks, university curricula and public and organizational in-house executive development programs and imply the need for new multi-disciplinary ways of thinking about and addressing people-related challenges. Phase Three teams could incorporate them into university curricula, professional certification programs and assessments of HR and organization leaders by search firms and others. Potential deployment channels include NAHR, Cornell, RBL, CEO, etc. CHREATE teams would not build the specific development programs, but would provide specific content and capability development/pipeline strategies to organizations that do deliver development programs so they can incorporate these ideas. SHRM has volunteered to be one of the first deployment channels, developing use cases and to pilot a curriculum redesign with universities and SHRM s certification program. Shaping Constituent Expectations Phase Two produced data from a sample of CEOs and board members. Phase Three could develop tools to actually shape those expectations in key constituents such as CEOs, operating leaders, board members and investors. This team could develop tools (guidebooks, virtual guides, media, simulations, etc.) that empower HR leaders and their partners to get answers to these four questions: 1) What do you need to get from HR? ; 2) How should you go about getting it? ; 3) What should you require of HR in the future? ; 4) What should you expect from HR that you did not know you should or could expect?. Phase Two identified several potential channels to help disseminate and institutionalize the tools, once developed, for example: NACD, G100, NAHR, and Silicon Valley Directors Exchange (SVDX). Additional distribution channels, including universities, will also be identified. Rewiring the Work of HR Through Applications ( Apps ) In Phase Two, our project leaders, Libby Sartain and Mara Swan, agreed to lead a Phase Three initiative to distill the work of the other teams and identify aspects of the HR work, operating models and tools that are most pivotal to creating the needed step change. This includes applications and tools that: (1) Simplify HR processes; (2) Master the white spaces such as culture, agility, and innovation; (3) Retool HR processes and frameworks using established models from other disciplines (such as marketing, operations, finance and engineering); (4) Encompass new work arrangements that go beyond regular employment.
Timeline June 2015 July 2015 August 2015 Sept 2015 Oct 2015 Nov 2015 Dec 2015 Draft Phase 3 Secure Phase 3 Begin volunteer Design & Plan Sponsors solicitation Draft Executive Summary of Phase Two Summit SHRM ebook planning beings Assemble volunteer teams and identify Project Leaders Project Teams define their scope, milestones, deliverables and process Projected ebook content completed Jan 2016 Feb 2016 March 2016 April 2016 May 2016 June 2016 July 2016 August 2016 Ongoing work at the project team level Summit Draft Executive Summary of Phase Three Summit SHRM ebook published
Governance Core Team The Core Team provides governance for the CHREATE initiative and is committed to ensuring it remains true to its collective and open source values, agile design approach, and desire to spark a movement that engages and advances the HR profession. Members include: Initiative Leadership John Boudreau, Ph.D., Professor and Research Director at the University of Southern California s Marshall School of Business and Center for Effective Organizations, serves as the Project Director. This role provides an academic brand, as well as institutional infrastructure and support. Ian Ziskin, President of EXec EXcel Group, LLC, serves as the Executive Advisor. This role provides broad oversight across all projects, insuring progress and coordination, and an appropriate interface and involvement with the Advisory Group. Carolyn Lavelle Rearick serves as the Program Manager and provides logistical, research and project management support for the whole infrastructure. Advisors Advisors serve as connectors and facilitators of the movement. They provide oversight and guidance to the overall mission of the CHREATE initiative, and work towards developing the necessary infrastructure and funding support to further develop the initiative. Advisors shape the projects and engage with volunteer members as deliverables are developed. The Advisors below are also founders of the initiative from its inception. Debra Engel, former SVP of Corporate Services for 3Com, current director and advisor to a number of organizations in the Silicon Valley Scott Pitasky, Starbucks Coffee Company, Executive Vice President, Chief Partner Resources Officer Jeff Pon, Society of Human Resource Management (SHRM), Chief Human Resources and Strategy Officer Business Operations Liaisons The HR People + Strategy (HRPS), represented by Lisa Connell, provides legal, administrative, professional and financial support to the initiative. Sponsors Those organizations that contribute $100,000 to the current project phase may nominate an executive level representative to serve as an Advisor on the Core Team during that phase. The organization may also nominate a representative as a Business Operations Liaison to serve as a point of contact for logistics, operations and communications. Advisory Group The Advisor Group consists of 20-30 senior HR leaders who are passionate about becoming a catalyst for the actions needed to insure that HR can meet the new demands of a rapidly changing business environment.
Founding Advisors- Roughly 20 senior HR leaders were invited to engage with the CHREATE initiative in Phase One and Two. Several advisors served as project team members and project leaders during Phase Two. For a full list of the founding Advisory Group, please see the CHREATE Background document. Sponsors- Those organizations that contribute $30,000 or more are invited to have an executive level HR representative hold a seat on the Advisory Group. For more details on sponsor levels, please see the CHREATE Become a Sponsor document. Please contact Carolyn Rearick (crearick.fhrproject@gmail.com) if you would like to become a CHREATE project sponsor and/or volunteer. Read our companion documents (CHREATE Background and CHREATE Become a Sponsor) for additional information about the project history and sponsorship benefits and levels.