Visualisation | Envisioning Tools

When Should We Use this Tool?

The other frameworks and models presented in this section are generally aimed at the left side of the brain, which is the logical/rational part of our thinking processes. However, envisioning also needs to tap into the right side of the brain, which is the creative/playful side of our thinking processes. One of the best ways we have found to stimulate a more creative approach to current-state analysis and future-state envisioning is through visualisation.

We could say that you should use this tool with a degree of fear and trepidation — some of your stakeholders may need some encouragement to participate in a visualisation exercise. Do persevere, though, as visualisation usually produces some important and rich insights into the current and future worlds of HR. It is also valuable in engaging at the emotional level around HR.

What Do the Tools Look Like and How Do I Use Them?

There are quite a few ways to engage people in visualisation, but the two types of visualisation exercise that we have found to work well are as follows:

1. Free-form drawing

A simple exercise to set up, participants are asked to draw a picture (or a number of images) describing (a) the current world of HR and (b) how the future world of HR would look if it was contributing most effectively to the organisation. Remember the focus is on content and not the quality of artwork!

In debriefing the exercise, ask each person in turn to present and talk about their 'current HR' picture. Typically there will be a richness of analogy and metaphor. Take time to explore the language and imagery, and do not assume that everyone understands things the same way. Often, metaphors will trigger interesting discussions, either around the original metaphor or through some tangential connections. Record some of the themes that emerge. Then repeat the exercise with the 'future world of HR' picture.

2. Picture cards/collage

If you are not feeling bold enough to run a free-form drawing exercise, then an alternative approach is to give people images to work with. This is inevitably a more structured approach and less spontaneous. Using the same questions as above, you can introduce images either through giving people some magazines with a good variety of pictures in them and asking them to produce two collages addressing each question, or by giving people a variety of picture stills (we have found that you will need between 50 and 60 pictures) and asking them to identify ones that speak to both questions. As an additional twist to this second exercise, the organisational levers model can be used to give structure to the visual presentation; for example, to pull out pictures that best describe current or future technology, HR people and culture, etc.

The debriefing of the exercise will be the same as for the free-form drawing exercise.

We have used these exercises when working with larger groups (more than 50 people) and with smaller groups (around 12 people).

Case Studies

Organisation 1

Context

A large global telecoms company was in the process of integrating a number of its businesses into a global Internet technology business. An HR transformation programme director had been appointed, but there was not yet a proper HR transformation programme team in place or a coherent HR transformation vision.

Process

In the run-up to the launch of the new global business, a series of one-to-one interviews were held with the newly appointed HR leadership team and senior business stakeholders. The organisational levers model was the primary tool used during these interviews, which enabled us to prepare a straw man view of both the 'as is — current HR' and 'to be — future world of HR'.

A workshop was held with all the HR leadership team present, and in working through the process outlined above an HR vision was agreed around the organisational levers model. Additionally, an HR transformation governance structure was agreed to based on this work, which ensured that the HR transformation programme team was not solely focused on Web-based HR, but embraced transformation of the whole function.

Organisation 2

Context

A major energy utility had recently made a major acquisition in the United States, and the group-wide HR leadership team met to think through the implications for the HR function and to identify critical issues that needed to be worked on collaboratively.

Process

The team worked through a process using three of the tools set out above:

1. identification of critical business issues and the HR implications of these;
2. use of the visualisation technique mentioned earlier to encourage dialogue about the HR function;
3. use of the organisational levers model to develop a more structured view of the current and envisioned HR world.

This workshop identified a number of critical HR issues that needed to be progressed and also set the framework for the HR transformation agenda that has been implemented.