The HR (R)Evolution Change the Workplace, Change the World

Many observers have suggested that capitalism is fast destroying our planet, concentrating power in a few big companies. Excessive short-termism, leveraged debt, digitisation, and disruption are the new normal. We stand at a critical juncture where the two paths ahead could lead to very different futures. One route could take us back to the harshest days of the early Industrial Revolution and the Great Depression. The other could lead to a world of abundance, equality, inclusivity, and prosperity for all. Which future awaits us will largely be determined by business, and HR (Human Resources) in particular.

Books on HR tend to focus on HR practices and potential interventions, but they rarely look at the profession, how it evolved, and how and why those people practices were created. TheHR (R)Evolution: Change the Workplace, Change the World describes the "Seven Great Waves" of change and explains how each wave impacted business. It explains how some companies are stuck in the past and how HR can break the deadlock if it understands what the future holds. This book is meant for senior business leaders or anyone currently working in HR who are grappling with the paradoxes of business today. It?s for leaders who recognise that people issues are the central challenge of our time. Whether we embrace the waves yet to come will determine whether we survive or regress, whether we flourish or flounder. The future is in our hands.

Preface

Introduction: The Case for Revolution

Weapons of Mass Disruption

Industry Consolidation and the Disappearing Profit Margin

Near Zero Marginal Cost

Planetary Limits

The Time for Change is Now

Chapter 1: HR 1.0 – The Paternalism Wave (Pre-1920)

The First Glimmer’s of Paternalism

Paternalistic-Based Leadership

Teams at HR 1.0: Talented Individual Family Members

Emerging HR and People Practises

HR 1.0 Paternalism Today

Evolution from HR 1.0 – HR 2.0

Chapter 2: HR 2.0 – The Power Wave (1890 – 1945)

The First Glimmers of Power

Power-Based Leadership

Teams at HR 2.0: Battling Experts

Emerging HR and People Practises

HR 2.0 Power Today

Evolution from HR 2.0 – HR 3.0

Chapter 3: HR 3.0 – The Process Wave (1935 – 1985)

The First Glimmers of Process

Process-Based Leadership

Teams at HR 3.0: Dependent Experts

Emerging HR and People Practices

HR 3.0 Process Today

Evolution from HR 3.0 – HR 4.0

Chapter 4: HR 4.0 – The Profit Wave (1980 – 2010)

The First Glimmers of Profit

Profit-Based Leadership

Teams at HR 4.0: Independent and Interdependent Achievers

Emerging HR and People Practices

HR 4.0 Profit Today

Reward

Pay Determination

Appraisal and Performance Management

Organisational Theory

Leadership Development

Evolution from HR 4.0 – HR 5.0

Chapter 5: HR 5.0 – The People Wave (2005 – 2025)

The First Glimmers of HR 5.0

The Emergence of the Digital Age

People-Based Leadership

Teams at HR 5.0: Diverse Pluralists

Emerging HR and People Practises

HR 5.0 People Today

Diversity and Inclusion

Performance Management

Reward

Leadership and Human Development

Evolution from HR 5.0 to HR 6.0

Chapter 6: HR 6.0 – The Paradox Wave (2020 – 2040)

The First Glimmers of Paradox

Paradox-Based Leadership

HR 6.0 and the Emergence of 4D Leadership

Teams at HR 6.0: Integrated Pluralists

Recalibration of ‘Mental Health’

Emerging HR and People Practices

The Disappearing ‘HR Function’

Organisational Design and Development- The Networked Org Mark I

New Forms of Employment

Re-inventing the Employment Model

Employee Relations

Re-inventing the Company

Evolution from HR 6.0 to HR 7.0

Chapter 7: HR 7.0 – The Planet Wave (2030+)

The First Glimmers of Planet

Planet-Based Leadership

Teams at HR 7.0: Fellowships

Emerging HR and People Practices

HR 7.0 Planet Today

The Networked Org Mark II

Crowdocracy

The Future?

What Next

Chapter 8: Surfing the P-waves of Progress

First Work on Maturity

Approaching Transition

Courage to Confront

Plus One’ Principle (POP)

Evolve to the Point of the Leader

Communicate in the Right Language

Embrace and Implement the HR practices

Who Should Lead the Transition?

HR Call to Arms

Alan Watkins is the CEO and Founder of Complete, a consultancy specialising in developing enlightened leaders, teams, and organisations. He has written several books including: Coherence: The Secret Science of Brilliant Leadership, 4D Leadership, Wicked and Wise: How to Solve the World’s Toughest Problems, co-authored with Ken Wilber, and Crowdocracy: The End of Politics, co-authored with Iman Stratenus.

Nick Dalton is the Executive Vice President HR for Unilever. He has been in HR for over 30 years, working globally, regionally, and locally. He has also worked in all areas of HR, from leading international negotiations with trade unions to managing senior leadership development and enabling organisational change.