Human Resource Management and the Human Dimension

1
(No Transcript)
2
New paradigm

• Rupert Smiths War among people and the utility
  of force
• Integration of Military with security with
  development one cloth interrelated,
  inter-woven
• One World climate change the global village
  and whole of government
• Complexity emergence

3
New Capabilities

• Augmented Collaboration
• Peer-Production - Virtual division of labour and
  more productive human capital
• Organizational context
• Strategic Integration of Personnel System
• Generation of Personnel

4
New Capabilities

• Organizational context
• Integrated Institutional Framework, Legislation
  Framework,
• Military Professionalism and the Integrated
  Security Space the Defence/Security
  Professional
• Technological Framework and corresponding
  Occupational structures most profound KM
  framework
• Transparency Privacy Secrecy Risk Management
  
• Freedom and Privacy
• Resource Management Framework and Accounting
  Regime for Intangibles Human Capital

5
New Capabilities

• Strategic Integration of Personnel System
• Complexity and Strategic Planning building
  Meta-capability
• Human-Centric Design
• Rank Structure Occupational Framework
• Force Structure Military Employment Structure
  (MES) Warp Weft
• Network-Enabled Organizational Structures

6
New Capabilities

• Generation of Personnel
• Career Management
• Purpose/Context Narrative and Framing Work as
  performance.
• Learning Self-Programmable Labour
• Competencies Structure Labour Force
• Knowledge Management

7
(No Transcript)
8
(No Transcript)
9

• Pursuit of own interest Distributed Control,
  pursuit of local goals
• Trusted Price Mechanism Trusted Situational
  Awareness and Common Intent
• Emergent
• Invisible Hand of Market Self-Synchronization
  and Organization, Parametric Adaptation
• Decentralized Political Economy Decentralized
  Org Control
• Labour, Entrepreneur, Government People,
  Mission, Leadership,
• Productive use of capital Productive use of
  human
• generated more capital capital generates more
  human capability
• Mechanistic division of labour Emergent complex
  division of labour

10
Restructuring the Organization

• Classically this implies new organization charts?
• But network technologies, architectures of
  participation and collaboration protocols
  transcend boundaries of classic entities.
• The concept of restructuring person time.
• 70 running the organization cog in the machine
  
• 15 transforming the organization refitting
• 15 personnel owned Personnel Platform/cloud,
  pursuit of interest
• Also requires redesign of work.

11
Web 2.0
12
Examples of Web 2.0

• CompanyCommand.Com Professional Development,
  lessons-learned
• Wikipedia - gt platform for LL database and
  Knowledge Management
• Digg -gt validator
• Flickr -gt organizer, tags, folksonomy
• Blogs -gt capture collective intelligence
• del.icio.us -gt Folksonomy to other info
• Massive Multi-player Online Games Second Life
  massive real time participation
• Crowdsourcing - Innocentive

13
(No Transcript)
14
Augmented CollaborationNetworked Individualism
Peer Production

• Four shifts
• From grouped (bound by close ties) to networked
  individuals (with many loose ties)?
• Cultural rhythms blurring boundaries
• From Place-to-Place To Person-to-Person Social
  networking practices
• Integration of the Global Local
• Global Local Glocal

15
Augmented CollaborationNetworked Individualism
Peer Production

• A space for a richer more agile layer of
  connections within the organization how to
  integrate a market-like capability with the
  traditional control hierarchy. Potential benefits
  
• Reduced Transaction, coordination and control
  costs (time, effort, people)
• Integrate continuous learning, (power effective
  operational agility)?
• Increasing the pool of available skills,
  knowledge and judgment that can be brought to
  bear agile marshalling of more human
  capability/knowledge/capital for productive and
  operational ends
• Better capability to generate integrated security
  solutions

16
Augmented CollaborationNetworked Individualism
Peer Production

• Engagement by being able to pursue the
  (work-related) interests that they are serious or
  passionate about, workers experience engagement
• Continuity by mitigating the internal 'fog and
  friction' of the posting cycle as important
  transformation initiatives can achieve greater
  continuity by the support and augmentation enable
  by peer-production
• Extended Specialization the specialization of
  talent and therefore the division of labour can
  be extended beyond the limits of the occupational
  structure of the organization
• Increasing productivity
• A deep culture of collaboration consistent with
  the doctrine of command intent and
  self-organization and embedding within leadership
  at all levels experience with achieving effects
  with resources they do not directly control

17
Summary - Challenges

• The people component is the largest, most
  expensive and longest planning framework and our
  most protected least risked asset.
• Emerging technologies are leading to new ways of
  working in fact we need a new theory for
  Personnel Management, must integrate with HSI
• There will be cultural change as a result of
  technology and as new generations join the
  Military
• The military will need to develop people that
  might have to go through multiple major
  technological changes with consequent career and
  occupational change (mastering transition and
  transformation)?
• Training, Re-training Meta-training to
  maintain same rank exponential increase to
  advance in rank