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Articulating leadership skills to manage disruptive changes in organisations

By Gloria Ehiaghe
12 December 2019   |   4:03 am
To build Human Resource (HR) competencies, the need to identify and articulate leadership skills to manage disruptive changes for organisational transformation has been underscored.

To build Human Resource (HR) competencies, the need to identify and articulate leadership skills to manage disruptive changes for organisational transformation has been underscored. Indeed, for HR practitioners to remain relevant in the future, and help achieve their organisational goals, the need to be competent, curious and courageous is pertinent.
At the 51st Annual National Conference of the Chartered Institute  of Personnel Management of Nigeria (CIPM), recently in Abuja, themed, “Disruption: Change the Game”, a HR specialist, Akpos Adonkie, who spoke on, “Building Strong HR Skills, Competencies for Today and the Future,” used Ulrich’s Four Role Model to illustrate his points on the role of HR in the 21st Century.
According to him, ability to operate strategically, capability to facilitate change, ability to use an evidence based management (Data Analytics), ability to make value added contributions, be persuasive and be able to deliver services efficiently and effectively are the requirements of an effective HR Practitioner.

Similarly, he identified strategic positioner, credible activist and paradox mavigator as the core drivers for HR competencies.He said for HR practitioners to align in the evolution age, they must focus strategically, be a change agent, an administrative expert as well as an employee champion at the workplace.
On the new reality for HR, Adonkie said the need to look outside and not inside the profession such as The Blue Ocean Strategy through demographics – age, gender and ethnicity, social and economic change among others, is key.Participants were shown how to identify and articulate leadership skills and behaviours required to build resilient and agile cultures, design resilience and agility interventions for managing change and transformation; as well as able to build agile and resilient individuals, teams, organisation and cultures. 
Resilience and agility describes leadership behaviours that help build, withstand crises, adapt to and/or rebound from the impacts of the ever-changing times people live in. Adding that building organisational agility and resilience requires management and leadership focus, he said the ability to cultivate and maintain agile and resilient culture will have to become a standard component of leadership development programmes.
In his address, Lagos State Governor, Babajide Sanwo-Olu, who shared that the outcome of disruption cannot be over-emphasised, noted that disruption, which comes at a cost, affects three domain of learning – cognitive, affective, and psycho motor.He said, “Given the pace at which we experience technology implosion in this modern age, trends in the world of work demand that we effect change or we get changed.”
In his keynote address, retired Justice and former President of the National Industrial Court of Nigeria, , spoke on, “From dead end to a living end: The distruption of employment and labour practices in Nigeria.”He said in addressing workplace issues,  employers and employees should work together to make the economy grow. 

He urged employers of labour to ensure that adequate safety is provided at workplaces, the general welfare of employees should be attended to, and all laws regulating labour practices should be obeyed to ensure cordial relationship between the employers and their employees.Earlier, President/Chairman of Governing Council (CIPM), Wale Adediran, said the yearly conference was an avenue to explore and proffer solutions to the most contemporary issues in the workplace.