Leadership Development

At the core of leadership development is personal development, an ongoing process of expanding an individual’s capacity to engage effectively in leadership roles and processes.  Leaders empower people to make decisions and carry out actions that support the organisation’s goals and vision, ultimately leading to the development smarter products and solutions.  Therefore, developing leaders is fundamental to long-term organisational success

Leadership exists in a context, so in developing leaders, focus needs to be placed on the context in which leadership is carried out, and how best to employ effective leadership competencies and skills.  In the new world of work, a range of considerations including globalisation, technology, work/life balance, rapid and complex change, together with leading in a remote working model need to be part of any leadership development discussion.

Human Capital Strategy

The Changing World of Work

Organisations are facing unprecedented convergence of social, technological, political, and ecological forces.  Strategic drivers for businesses include new technologies such as AI, Big Data, Cloud and IoT redefining the relationship between organisations, their customers and workers.  Changing geopolitical power, market changes, climate and social forces combined with the Covid-19 pandemic are compounding this, creating shifts that are driving profound societal and organisational change.

Human Centred Organisation

With these shifts taking place, organisations need to focus on the imperative challenges facing the organisation.  Addressing these challenges requires organisations to look at solutions through a different lens. In taking a human-centred approach the organisation can drive value across the whole organisation. Human-centred organisations exist to fulfil a purpose for employees, customers, partners, community and society.  The organisation’s innovation and operations activities are focused around these five constituents and reflect the fact that organisations have an impact on their customers, and partners, but also, on their employees, their families and the wider community.

As working models change today’s workers are looking for a more human centred approach in their relationship with the organisation, increasingly seeking meaning and purpose. Organisations need to respond to their workforce by providing purpose, potential, and perspective to create value for the organisation and its employees. In addition providing meaning enables connections across all employees, clients and partners through collaboration and shared experiences. 

Our Approach

Human Capital Value

Probably the single largest spend an organisation has relates to its human capital, with workforce costs making up 70% of an organisation’s expenditure (ISO, 2019).  Much time is spent trying to reduce human capital costs, when a more beneficial approach would be to consider whether the organisation is receiving the appropriate value from their human capital investment. 

In looking at the Future of Work and a “human capital strategy” the following areas are key discussion topics:

a)     Developing New Leadership Capabilities for the Future of Work
a.     Combine operational, technology integration and people management
b.     Culture is the new driving structure
c.      Analytics is a key tool in validating performance

b)     Managing the Integration of Technology and the Workforce
a.     Strategies for job reinvention, reskilling and redeployment
b.     Identify reskilling pathways
c.      Build a talent ecosystem including alternative work models

c)     Creating a Positive Employee Experience
a.     Create a human-centric, holistic and purposeful employee experience
b.     Align the employee experience with the agile operating model
c.      Use technology to engage employees

d)     Building an Agile, Personalised Learning Culture
a.     Foster a culture of life-long learning
b.     Engage and proactively manage employees in at-risk jobs
c.     Track and measure skills in the organisation

e)     Establishing Metrics for Valuing Human Capital
a.     Use technology and data to drive decision making
b.     Capture data on the value of, and the value-added by talent

f)      Embedding Diversity and Inclusion in the Organisation
a.     Proactively manage diversity in alignment with business growth
b.     Embed D&I in the organisation’s culture and processes

Next Steps

  1. Do these discussion points resonate?
  2. Are the trends above indicative of challenges impacting your business and industry?
  3. Engage with us and discuss the value of a “human centred organisation” and “human capital strategy”


Given the current business landscape we welcome the opportunity to explore with you the business and talent challenges you are facing, with a view to determining how Technology Ireland ICT Skillnet might assist in helping support you, your leaders and employees on the journey towards a “human centred organisation”.

Please contact:

Carmel Somers
Email: carmel.somers@digitaltechnologyskills.ie


Phone: +353 86 2222658