Using more than twenty years’ experience as an HR leader, in several global organizations working with people from diverse backgrounds, and at the backdrop of my doctoral research, I spent some time reflecting on how the HR profession has evolved to what it is today. While I acknowledge that the profession has undergone noticeable developments, one common factor that has remained constant is how HR leaders depend on best practices for problem solving and decision-making. This is despite the highly volatile, uncertain, complex, and ambiguous (VUCA) context which Elkington et al (2017) acknowledged that it is characterized by six mega-trends namely: globalization, technology, digitalization, individualization, demographic changes, and environmental crisis. This context requires a mindset shift as it is no longer business as usual for HRM.
There is evidently a mismatch between the prevailing HRM problem-solving and decision-making mindset which is aligned to what Cabrera et al (2020) argued, and I agree that it is linear, mechanistic, anthropocentric, and unordered juxtaposed against the VUCA context, which is characterized by events that are non-linear and non-mechanistic, with a lot of emerging patterns that make it nearly impossible to plan strategically for the future. In the face of complexity, there are disturbing messes and wicked problems which render prevailing HRM approaches like prevailing performance management methodologies that emphasize the need to forecast, plan, organize, and control ineffective. These approaches are ideal in a stable and predictable environment.
Complexity implies a context that is not easily understandable, is unpredictable, with disruptive emergent patterns. From an HRM perspective, performance goals even a year ahead have been rendered useless as the disruptive patterns force constant changes to tasks, and job assignments, render structured organograms ineffective with no clear line of site on the hierarchical order, top-to-bottom and bottom-up. Reporting relationships are unstructured, with a lot of inter-departmental collaborations, across level consultations, and all these emerging patterns cannot be reflected accurately in a typical rigid organogram and job description. Does this sound familiar?
The VUCA context poses real challenges to HRM leaders. In the wake of complexity, prevailing HRM methodologies and approaches cannot deliver sustainable results for business. The highly unpredictable context exerts pressure on HRM to desist from copying and pasting approaches, tools and frameworks as part of decision making and problem solving solutions, neither can they continue to use one size fit all approaches based on best practices. In the wake of complexity HRM must not only innovate new sustainable problem solving and decision-making tools, approaches, and methodologies but design suitable solutions tailor made to fit into the unique industries, products, organization sizes, cultures, and leadership styles that they serve. Systemic HRM provides a refreshing approach and methodology to navigate problem solving and decision making against complexity.
Regina Tendayi (Dr)
HRM & Executive Leadership
Author: Hands Off! Overcoming Sexual Harassment in the Workplace (2019)
My Boss, the Bully – A Chilling Revelation into Corporate Human Resources
Management (2018)
Look out for the next article where I will delve deeper into what is Sys HRM and how leaders can leverage SYSTEMS THINKING for sustainable business solutions in a complex context.
REFERENCES
Ackoff, R. L., Magidson, J., & Addison, H. J. (2006). Idealized Design, Creating an
Organization’s Future. Wharton School Publishing. University of Pennsylvania.
Cabrera, D. & Cabrera, L. (2020) The Four Flawed Models of Organizations:
Mental Model #2. Cabrera Research Lab.
Elkington, R., van der Steege, M., Glick-Smith, J.L., and Breen, J.N. (2017).
Visionary Leadership in a Turbulent World. Thriving in the New VUCA Context. Emerald Publishing. United Kingdom
Jackson, M.C. 2019. Critical Systems Thinking and the Management of Complexity.
Responsible Leadership for a Complex World. John Wiley and Sons Inc.
Starr, PhD, Larry M., “Leadership, Contexts, and Learning – Part 1. Leadership
Definitions and Themes” (2020). School of Continuing and Professional Studies Faculty Papers. Paper 4. https://jdc.jefferson.edu/jscpsfp/4