1. Workshop
Developing capacity for
organizational resilience and sustainability
through strategic HRM

2. Looking at four habits of a resilient culture
Purpose and values
Shared leadership
Learning
organization
Relationships

3. Resilience is contextual
Operational versus strategic resilience

4. Purpose and Values
Articulate and embed a clear sense of purpose and shared values
See pages in the report

5. Purpose and Values
An organization with a clearly defined purpose that employees can get behind and where values are well articulated and widely shared.
Questions to consider:
Does your organization have a clear and inspiring purpose that employees can get behind?
Are the values of the organization clearly articulated and shared?
Do managers live the values?

6. Purpose and the logical levels of strategy
Logical Level Answers the question … Time Horizon
Purpose Fundamentally, why are we in business? Typically, whole life
Mission How do we define our business? 10 years +
Vision What future do we want for ourselves and our 5 years +
key stakeholders?
Goals What are the key elements involved in that future? 3 years
Broad strategies How will we get to that future? 2 years
Objectives What are people tasked to achieve on the journey? 1 year
Plans Specifically, who will do what, when? 3 months +
Values represent the golden threads running through all of the above

7. Islamic Relief Worldwide
Islamic Relief Worldwide is a leading UK-based humanitarian organization and a member of the DEC, serving humanity since 1984, with an active presence in over 40 countries.
The HR department was recognised at the CIPD Awards in 2015 for its work in building organizational resilience (among other achievements) leading to organizational impact.

8. The Values Project at IRW
The Values Project was launched (2012), promoting workplace harmony, respect, and bringing back focus on serving beneficiaries as the organization’s core purpose, through educational workshops, focus groups and induction programmes.
This in turn made it easier to mediate conflicts arising by reminding staff why they were here (i.e. for a greater cause than themselves), and gave a unifying focus towards the 5 shared universal values – Excellence, Justice, Sincerity, Compassion and Integrity-based Custodianship.

9. Relationships ‘Resilience rests fundamentally on relationships’ Luthar
Build social capital within and outside the organisation
Foster trust and break down silos

10. Relationships
An organization that is proactive in developing relationships internally and externally.
Questions to consider:
How well networked is your organization internally and externally?
Does the culture emphasise relationship or task?

11. Learning organization
Appreciate and value difference
Encourage reflective practices
Foster psychological safety
Develop and embed concrete learning processes

12. Learning organization
An organization that is outward-looking and future-focused, that is open to experimenting and trying new approaches. There is openness to learning and feedback.
Questions to consider:
How open is the culture of your organization to challenge, to hearing new ideas and trying new things?
Does your organization have a genuine feedback culture?
How open are the people in your organization to constructive challenge?
How well does your organization anticipate emerging trends and challenges, and respond appropriately?

13. Approach to learning at IRW
Reviewing and learning from HR metrics (ER data, exit interview data, HR surveys etc) to pinpoint key underlying issues (e.g. conflict commonly arising at line manager vs subordinate level), leading to proactive initiatives by HR to train, coach and counsel all HQ line managers on people skills, and improving employment & discrimination law awareness
This included a 5-day intensive Management Development Programme (MDP) supported by ongoing coaching and guidance by HR business partners

14. Develop leadership capability throughout organization
Share power and accountability

15. Shared leadership
An organisation where employees are empowered and leadership is distributed throughout. Leadership is not solely confined to positions of authority.
Questions to consider:
How effective are managers in your organisation at empowering employees? Do they micro-manage?
How are decisions made?
Are decisions made at the appropriate level?

16. Case Study: New Zealand Fire Services
Cross-organization leadership development
Increasing diversity (people and experiences)
Learning processes and culture
Proactive in promoting wellbeing

17. Islamic Relief Worldwide
Building a larger and well trained team of HR Business partners and ER practitioners to efficiently and systematically work through ER cases and resolve/close them swiftly
Support from senior management who approved necessary budget increase and made themselves available to chair ER meetings.
An example of shared leadership

18. Islamic Relief Worldwide: Strategic HR
GLOBALISED HR
TALENT MGMT UNDERPINNED BY MEANINGFUL CAREERS (EVP)
WELL-BEING INITIATIVES
LEVERAGING SPIRITUAL CAPITAL
SECTOR LEADERSHIP
VALUES-DRIVEN ENVIRONMENT
NEW ER SYSTEM & STRUCTURE
BUILT WORLD CLASS COMPLIANCE AND QUALITY
TRANSFORMED PERFORMANCE MANAGEMENT

19. And finally…
This is more than creating a new way of working, it is also about finding new ways of working together…building resilience requires partnerships…it forces us to go beyond our institutional priorities, step out from our silos and commit to working together in the spirit of true collaboration.
Elhaj As Sy, Secretary General, IFRC
World Disasters Report 2016

20. Roffey Park Research Reports

22. Some Useful References
Garvin, DA (1993) ‘Building a learning organisation’, Harvard Business Review, 86 (3), pp
Senge, PM (1990) ‘The Fifth Discipline: The art and practice of the learning organisation’, Doubleday Currency, New York
Fenwick, T et al (2009) Reducing the impact of organisational silos on resilience, Resilient Organisations Research Report 2009/01,

23. Some Useful References
Lengnick-Hall et al (2011) ‘Developing a capacity for organisational resilience through strategic human resource management’ Human Resource Management Review 21,

24. Critical change elements: a tool for global leaders Critical elements
Vision
Skills
Incentives
Resources
Action plan
Vision
Skills
Incentives
Resources
Action plan
= Confusion
Vision
Skills
Incentives
Resources
Action plan
= Anxiety
Vision
Skills
Incentives
Resources
Action plan
= Gradual change
Vision
Skills
Incentives
Resources
Action plan
= Frustration
Vision
Skills
Incentives
Resources
Action plan
= False starts