На этот раз AIHR описали структуру ключевых ролей в HR, их key responsibilities, core skills, required evolution и emerging skills. Сохраняйте, когда-нибудь пригодится.

(в хорошем качестве картинка файлом в комментариях)

Посмотрите, какое классное интересное направление исследований в университете Аалто - «радикальная креативность» как критическая активистская практика (стильная, и без настоящей радикальности).

Есть даже и короткий бесплатный курс.

→ https://www.aalto.fi/en/radical-creativity

Вдруг вам будет интересно... Brian Glaser, L&D-директор Google, рассказал (в коротком «рекламном» видео) про их The Google School for Leaders.

→ https://www.youtube.com/watch?v=jM9vQZI4PmM

На WhatIFpedia вы можете по фразе сгенерировать развернутый прогноз на 2035 год. Выглядит феерически.

Если помните, я как-то писал про Томаса Клаффке и его 76 слайдах о новых нарративах бизнеса.

В той презентации один из самых примечательных для меня моментов - концепция Мартина Паркера «The school for organizing».

Я как раз читаю сейчас его книгу и скоро напишу развернутый обзор. А сегодня хочу вам показать как он островато пишет про корпоративную стратегию:

Strategy is a slightly mysterious discipline, and this has given it a certain amount of prestige within the b-school. Its mystery comes from the idea that it is an attempt to predict the future, and then to shape an organization in such a way that it profits most from what that future looks like. As should be clear here, this is an activity practised by people with power, by senior managers who (by virtue of their elevation within the hierarchy) can supposedly see further than most employees.

Two points are worth repeating here. One is that strategy assumes hierarchy. It assumes the inequalities of power which enable some to lead by pointing their fingers in particular directions while others merely follow. Strategy is never collective, never the outcome of deliberative or democratic processes, though its practitioners do often claim to have «consulted» with «stakeholders» at some point during their decision making.

Second, the strategies that are discussed within this area are those that are aimed at benefiting certain «stakeholders» and not all of them. That is to say, a credible prediction of and response to the future will be one in which owners, managers and shareholders maintain or advance their advantageous positions. A strategy which resulted in accruing advantages to other groups would be understood to be inadequate, not a strategy at all, but a concession of defeat.

The discipline concerned with planning for the future and not dealing with the present, and hence that it becomes an area that leads, and does not merely sit behind a desk. This has the consequence of raising the pay and status of those who describe themselves in this way.