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Let me introduce myself

Clement Leemans

Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...

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IconSHRM

Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra-preneurship, knowledge sharing, contribution, involvement, engagement, ... ?  Is it leading to sustainable performance and sustainable further development of our organization and our business ?


HRMfitIs our Human Resources Management STRATEGIC ? :

  • Fully integrated with business and organizational strategy, focusing on the key strategic priorities
  • Coherent across policy areas and hierarchies
  • Top management responsibility, devolved down the line (not isolated in HR department)
  • Taking an ethical stand towards all stakeholders of the organization

 

In order for HRM to be a lever for effective behavior we need to create alignment and fit between the different HR practices and policies, as well as with the business strategy and business processes within the organization.

 

Key Questions

Key Questions for Your Organization ?

Overall Questions

    • How do we link our HR policies and practices with the strategic challenges of our organization ?
    • How do we position our HR department in order to empower line management on people management issues ?
    • How do we create coherence and alignment between the different HR domains ?
    • How can HR contribute to the strategic process in our organization ?

Specif questions (a few examples)

    • How do we create more diverse work teams and how will that improve our performance ?
    • What is the impact of implementing time registration badges on people's behavior ?
    • Is our performance management process doing what it's supposed to do (improve contribution and performance) ?
    • How can our Corporate Academy support learning and innovation in the organization ?
    • Why do we have so many 'absentees' in our training programs ?
    • Is it a good idea to limit the access to social media and internet during working hours ?
    • Is our internal mobility policy good enough to create the flexibility, experience sharing, we need in our organization ?
    • Do we as HR need to control the people management work of managers ?

Our Take on it

Our Take on it ?

Strategic HR stimulates the individual and collective behaviors you need to be successful in a fast changing business environment. A very good example of the contrary is the performance management practices in the financial sector that lead to behaviors (individually and collectively) that are largely responsible for the world financial and economical crises from 2008 onward. And HR has leverage on the business in several ways :

            • the people policies that are defined
            • the actual practices (what HR departments do or what management does within the field of HR)
            • the structure, organization and positioning of HR
            • The role of HR professionals and what the HR-role of line management is

Each time you could ask yourselves : Is the way we do this hindering or facilitating initiative, learning, flexibility, innovation, ... ?

The strategic contribution of HR goes both ways : it translates the business strategy into HR policies, practices, roles and hr-organization, but it also shapes the business strategy.

SHRMmodelmoveHR shapes the business strategy in two distinct ways.  Firstly, HR designs and facilitates the strategic process in the organizaton. As such they can be the guardian of inclusion, stakeholder involvement, thorough analysis and sound decision making. Secondly HR can contribute to the business strategy as an expert consultant in change management, organization development, labour market evolution, etc..

But also within the classic role of translating the business vision and strategy, HR could go beyond the policies and practices and look also at how they can strategically support the organization through developing an 'empowering' (iso controlling) relationship with line management, away from the 'rule setting' role HR developed over the last 20 years.

Move! helps organizations to build a coherent and strategic HR policy where the HR practices are levers for learning and performance in line with the strategic priorities of your organization.

We also help you develop very specifc HRD processes such as : learning & development, performance management, competency & talent management, on-boarding of new employees, employee engagement, diversity, safety, stress, absenteeism, etc...

We coach and develop HR managers and officers into their new roles such as : internal consultant, change agent, management coach, organization development expert & strategic process facilitator. 

Methodology

What can we  do ?

  • Provide feedback on how certain processes and practices might be counterproductive (in a learning organization)
  • Team Coaching to set up effective HR teams
  • Consult and facilitate the HR strategic process
  • Consult HR organizations / architecture of HR department
  • Develop a strategic vision on Learning & Development
  • Build effective performance management processes
  • Design on-boarding and integration processes of new employees
  • Job-crafting
  • Co-sourcing  (through collaboration between organizations create a more flexible way of sourcing and staffing in such a way that you maximize the use of available expertise and people).
  • Development programs on Strategic HR issues & themes
  • Workshops internal consulting (OD/change) skills and processes

hr competency model

Ulrich and others created this pretty simple competency and role model for Strategic HR. (Ross School of Business, University Michigan). read more

Food for Thought

Food for Thought

Dave Ulrich, Wayne Brockbank, Dani Johnson & Jon Younger., (2009).   Human Resource Competencies.  Rising to Meet the Business Challenge. RBL Whitepaper Series.

Coro Strandberg., (2009).  The Role of Human Resources Management in Corporate Social Responsibility.  Report for Industry Canada.

CaseStudyQLLogoVosburgh, R.M., (2007).  The Evolution of HR: Developing HR as an Internal Consulting Organization.  Human Resource Planning, 30 (3), 11.

Dave Ulrich & Wayne Brockbank., (2008). The Twenty-first-Century HR Organization. Human Resource Management,Winter 2008, Vol. 47, No. 4, Pp. 829–850

Amy Kates., (2006).  (Re)Designing the HR Organization.  Human Resources Planning, 29.2

Dave Ulrich. et al., (2012).  HR from the Outside In. McGraw-Hill  (first chapter : Next Generation HR)

 

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