Human Resources South Africa

Advancing Impact and Status of HR

Advancing Impact and Status of HR

Advancing Impact and Status of HR
September 21
08:12 2011

Role of HR

To partner team leaders to identify best ideal actions and support team leaders in guiding delivery of those actions in their teams.

Some key changes in management practice/terminology
• Improving human performance: Only occurs via the individual mind and is facilitated causally via a one-on-one process where the person chooses to work with their leader to develop their professional frame of mind, and engage in mind with the ideal actions needed for greatest success.
• Increased leadership effectiveness and efficiency: For a team of 10 reduces to less than two days each month to gain up to twice the results.
• Visualisation as engagement : By visualizing the ideal actions the person then engages in mind with the ideal actions to improve delivery of those actions.
• Role specification: The summary of KPIs derived from the strategy with associated ideal actions agreed to enable the greatest results. One job may consist of many roles (for example sales and marketing manager). A role is a unique set of action and attitudes and skills in relation to goals expected to be achieved in the role.
• Performance management : The whole OPD-SHRM process, and acted out in every one-on-one meeting where the actual behaviors’ are compared with the ideal actions needed for success.
• Maintaining high actual results: Compare actual result with projected and review which ideal actions not delivered and what is to be done.
• Working in business: Delivery of ideal actions to standard.
• Working on business: Review of ideal actions to assess they are still relevant and sharp.
• Ongoing performance improvement: Effort by person and manager to improves ideal actions and delivery of those actions.
• Organisational development (OD): Review of strategy, goal cascade, and of ideal actions needed to achieve goals and strategy. The conceptual analysis of the needs of the organisation in relation to new or changed external conditions. OD is conducted fully independent of people.
• Change management: Follows OD and is the realignment of actual staff behavior with the new ideal actions needed to realize the new strategy. Change management is done by one-on-one meeting between the person and manager to review the alignment of their mind with the new ideal actions/KPI structure determined from the OD effort.
• Cultural audits: Reviews of team leader effort at implementation of the key SHRM processes that offer greatest chance of greatest success.
• Customer audits: Identify those ideal actions that enable greatest customer satisfaction and then use the OD and change management process to increase delivery of those ideal actions.
• Behavioral structure: The set of ideal actions which underlie a goal (KPI). The term does not change with scale and so applies to the organisation, a division, a team or a single role.
• Time budget : The time available in a role, or roles, distributed across the ideal actions to enable the greatest result.
• Behavioural balance : The set of ideal actions (the behavioural structure) with the allocation of time available to ensure a ‘balanced’ effort in relation to the KPIs to be achieved.
• Staff satisfaction: Ensuring core of sound hygiene factors in wages, salaries and conditions , then apply OPD-SHRM motivation factor to deepen satisfaction from engagement and achievement .
• Talent identification and development: Team performance is the core of organisational success. Hence the first step is to identify people who can and do use the OPD-SHRM processes to achieve high team results. Such people have already made crucial psychological commitment to lead.
• Development of talent is then exploring the extent the person has the intellectual capacities to operate effectively at higher organisational level demanding higher IQ and greater insight and strategic creativity. There is no sure way of assessing these capacities, which will demand a blend of educational achievement, psychometric tests, and practical projects.
• Training : enhancing skill at delivery of agreed ideal actions.


Surveys and comment in the literature are clear that people in an organisation have the closest relationship with their team leader. To facilitate effective one-on-one meetings to discuss development of a more professional frame of mind a close relationship would be desirable.

The conclusion is that the team leader is in the best position to work with the team member and develop the team member’s professional frame of mind and so guide improved delivery of the agreed ideal actions .
The core OPD-SHRM process is via one-on-one meetings each month between team leader and team member. The only question addressed at the one-on-one meetings is: Are the ideal actions still apt, are they being fully delivered and how can we improve them?

The meetings should be no more than half an hour per role. Therefore a team leader with 10 staff and 20 roles (two roles for each staff member) is required to hold 10 hours of monthly meeting with staff, say 2 days effort each month if planning and review time included.

The exact same OPD-SHRM process applies in all teams and for all team leaders, from CEO to the lowest level supervisor .

Should the person choose not to align their minds to achieve the work success, choose not to work/cooperate with the team leader, or if they prove to lack integrity in relation to the stated choice, then it is recommended the organisation release them.


The OPD theory is empirical validated in clients. Because it is causal via the individual mind, strictly it needs only to be proved in one mind, if one person can, by choice improve some set of actions, then the system is validated. Personal experience proves this point, since we all know that if we choose, we can indeed get better with any given set of actions. It has now been proved in many dozens of cases in many types of organization situation, that if people choose, they are well able to improve delivery of some specified actions.
The SHRM information system does not deliver OPD-SHRM it merely monitors that team leaders are implementing the processes of OPD-SHRM. There is still detail to research, such as refinement of the profit profile links, this detail will be published as it comes available. All results have proved resilient and stable provided leadership focus (especially the CEO) remains on delivery of ideal actions.

• A food manufacturing business increased sales gross profit by 5% in ten months.
• A retail electrical chain increased profit by 22% in eight months, an increase of $700,000 in annual profits.
• A motor vehicle dealership (one of the first clients been on system four years) increased profits to double the accepted industry standard of ‘very good’. The CEO opened two other branches, become preoccupied and profit slipped from the peak to 25% above industry standard. He is now refocused and results are expected to return to previous levels over next three months.
• A small foundry business (20 staff) lifted gross profit from 42% to 58% in fifteen months.
Summary: OPD theory operates via the individual mind and is proven by it being successful in a single mind. It is also well understood in popular insight since we all know we can do things better if we try.

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