4 things which are
too important to leave to HR

Ideas & Creativity

Think about them differently and all 4 can improve your company's growth and profits. Think about them at all, in fact. They're things leaderships usually don't think about. This tool introduces leaders to those 4 roles and responsibilities. And the corresponding benefits to your company.


The People First Matrix is designed to enable leadership groups to think outside of their conventional Roles & Responsibilities but within the context of building a profitable and productive people based organisation.
In essence it allows for 'role play' but in the absence of the usual irrelevances that accompany that experience.
What it also allows is for a management team to unite without the conflicts, turf wars or chest beating that
so often, both overtly and covertly, disrupt such events.

tcp has undertaken an analysis of best-practice people based organisations and in particular studied those whose 'talent asset management' is considered a core strategic responsibility of the leadership - as opposed to something the HR department does.
These are companies who retain and attract the best talent and who never cease to reach out to potential talent, whether or not they have vacancies.

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We have utilised the People First Matrix with worldwide organisations such as Omnicom in the communications category across many different leadership groups ranging from function, to region, to market, to operations. In every case, the descriptors of each of the four core components of the tool have provided just the right degree of stimulus and direction to really engage all participants to the fullest level of intellect and creativity.

The four core components of The People First Matrix are:

The understanding that environment is a fundamental management responsibility defined by the need to provide emotional security; a sense of belonging; trust; transparency and freedom to operate for all.
Environment does not mean the size of an office or the colour on the wall nor can it be considered an extra or arbitrary cost.

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A fundamental shift by companies from offering people a job to offering to participate in people's lives.
The recognition by management that that they will succeed only by enabling self-defining, spontaneous and cohesive 'webs of affiliation'.
In other words, a dramatic move - in both mindset and ingrained behaviour -from 'command and control' organisations to 'collaborative organisms'.

The acknowledgement by leaders that the ideas and creativity of the organisation's human capital are the foundation for its profitable growth.
A management commitment to 'organise for and reward creativity'.
To create the means for any individual - in any role,
at any level - to add value.

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The ruthless and sustained re-examination by management of the beliefs, systems, structures, roles, hierarchies, skills, technology, distribution of assets and environment, which individually and collectively can either, destroy or create value - for both employees and customers alike.

Typically, the output of the People First Matrix is a redefined, set of management Roles & Responsibilities. These new R&R's will incorporate genuine accountability for the development of each of the four key areas detailed above. Also, and critically, the process will have incorporated the identification of and plans to manage the implications of the revised roles.
So, whilst the overt benefit of the tool is a concerted management focus on the core elements of a best practice people focussed organisation, the covert benefit of the tool is that the CEO or leader has a far more accountable, unified, interdependent and therefore, productive team at their disposal.

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