leadership & talent in digital era · co-leader for bcg leadership & talent enablement...
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AmediRH Conference
Leadership & Talent in Digital Era
2
Jean-Michel Caye Senior Partner BCG
Co-leader for BCG Leadership & Talent Enablement Center
(150+ Learning & Development Experts WW)
Nominated BCG fellow in 2011
Areas of intervention
• Creating a Talent advantage for global companies
• Developing Leadership (teams and individuals, from
top to front line management)
• Transforming HR function (globalization, business and
people relevance, efficiency & effectiveness)
• Enterprise transformation or post-merger
integration (Change Management architecture,
Culture change, Labor Relations /
Unions strategy)
BCG since 1998
HayGroup 1990-98
When Growth
Outstrips Talent
2012
Make Talent,
Not War
2011
Four Ways to Stop
Worrying About
Talent in China
2012
Realising the Value
of People Management
2012
Shrinking and
Growing the
Workforce
Reduce & Retain: The
New Normal
2012
Global Leadership
& Talent Index
2014
Talent Management
Nurturing the Egg
2007
World Economic Forum
Global Talent Risk
2010, 2011
Creating People Advantage
Series
2007 - 2015
3
Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
4
WWW.CREATINGPEOPLEADVANTAGE.COMUnique ongoing benchmarking capability for clients
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-2 -1 0 1 2 3
Capability self-assessment
Area of focus Strenght
Weakness Developed
WWW.CREATINGPEOPLEADVANTAGE.COMCompare your company results to the best performers and reflect on areas to focus on to increase performance
Your company falls into the Average Performing companies group.
According to observations, upgrading your L&T practices may increase
the odds of financial performance
Where to focus your efforts going
forward
0
5
10
15
20
25
5.0%
22.5%
0.5 to 0.9 1.5 to 2.00.9 to 1.5
22.5%
5.0%
-1.0 to -0.1
22.5%22.5%
-2.0 to -1.0 -0.1 to 0.5
Talent Laggards
companies
Low performers companies
Average performers companies
High potentials companies
High performers companies
Talent Magnets
companies
2.2x Revenue growth
2.2x Revenue growth
My company
Average profit margin
Average revenue growth Talent Magnet companies
Talent Laggards companies
High
Average
LowCorr
ela
tion t
o f
inancia
l perf
orm
ance
MEF
PTA
EVP
EM
MEA
BSD
MCT
CLS
TTP
6
Areas to explore
for further performance
HR Stars (top 10%)
outperform the market
• Align enterprise structure with overall digital strategy
• Digital talent management
• Anticipate other workforce key changes
• Digitalization of the HR function
Best performing companies show the following HR Digital Priorities
Ensure strong pipeline
of successors
Recognize high-
performing leaders
Plan
employee
needs
Ensure strong pipeline
of successors
Continually analyzing
HR data
Recognize high-
performing
leaders
Mexico Global results!!!
!
Source: 2017 BCG Survey Based on questions with 5 levels answers. Highlighted priorities expressed in absolute terms irrespective of industry/company specific circumstances.
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HR Stars (top 10%)
outperform the market
• Align enterprise structure with overall digital strategy
• Digital talent management
• Anticipate other workforce key changes
• Digitalization of the HR function
Best performing companies show the following HR Digital Priorities
In addition, companies report they have
advanced people analytics in the following
domains
26%1
Learning/Training
25%Performance Mgmt
24%Workforce Planning
3
2
1
1. xxxx 2. xxxx 3. xxxxNote: List footnotes in numerical order. Footnote numbers are not bracketed. Use 10pt font. Do not put a period at the end of the note or the sourceSource: Include a source for every chart that you use. Separate sources with a semicolon; BCG-related sources go at the end
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Talent Magnet companies (top 10%)
outperform the market • Use predictive analytics
• Measure employee advocacy
• Measure effectiveness of development programs
• Leaders KPI & compensation linked to talent development
Best performing companies show the following HR Digital Priorities In regards to areas to explore, certain ones
are more impactful to performance
Devote senior management time significantly for talent management
Translate L&T plan into clear and measurable initiatives
Make leaders accountable for talent development
Encourage leaders foster employee engagement
Plan T&L needs strategically on a long-term basis
1
2
3
4
5
Revenue growth
Profit margin
2.4x 1.4x
2.2x 1.7x
2.1x 1.3x
2.0x 1.2x
1.6x 1.5x
Talent Magnetcompanies
Talent Laggardscompanies
1. xxxx 2. xxxx 3. xxxxNote: List footnotes in numerical order. Footnote numbers are not bracketed. Use 10pt font. Do not put a period at the end of the note or the sourceSource: Include a source for every chart that you use. Separate sources with a semicolon; BCG-related sources go at the end
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Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
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Dig
ita
liz
atio
n
Digital Workforce• Strategic planning: current and future digital workforce &
digital talent
• Recruiting, development and retention of digitally skilled people
• Digital culture & leadership
Digital HR• Digital HR tools & analytics
• Apply big data tools to advance HR
• Development of digital interfaces to customer
What is the impact of digitalization for HR function?
11
Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
12
Entire staff can be clustered along
two dimensions … … into 5 digital workforce groups
What is digital talent?
Rudimentary Basic Advanced Expert
Digital skills
Digital business
judgment ability Digital talent
4
1
23
5
Digital latecomers
• Never learned to work digitally
• Want to advance through training
1
Digital immigrants and digital natives• Immigrated or born into the digital world • Work in jobs that require basic digital
skills
2
Digital bridge-builders• Good understanding of devices & software• Non-IT main profession, supporting
build-up of digital products
3
Digital experts• Experts across the digital value chain• Provide digital expertise to build
digital products
4
Digital leaders
• Lead and develop digital
initiatives/strategy, commercialize digital
ideas, etc.
5
Up to 20% in 2020?
Source: BCG analysis
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Digital talent is content driven and entrepreneurial
… wants to
build a cool product• Identification with products/projects, not so
much by company affiliation
• Main manifestation of a good career is the
talent's own product portfolio, not a CV
• Content driven work motivation
• Freelancer attractive career option
… wants to have
a positive impact• Want to have a positive impact on society
• Social impact projects as part of one's own
work or add-on
… wants to
work entrepreneurial• Ownership of product important1
• Flat hierarchies & adaptive/digital leadership
requested
• Flexible working habits (time & location)
• Self-determined work-life balance
• High start-up affinity
… wants to work
in a creative context • Creative workspace that facilitates team work
("venture rooms", "design space", "open kitchen")
• Creative working techniques are the status
quo, e.g., morning standup meetings
• Want surrounding by peers to exchange ideas &
be inspired
Digital talent...
University
graduates
Freelancers
Experienced
coders
Gen Y/Z
"nerds"
1. Incl. stock options as part of compensationSource: Expert interview; BCG analysis
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New profiles of digital talent
Source: BCG Analysis
Digital Transfor-
mation Manager
Scrum master
Social Media-/
Community Mgr.
Traffic acquisition
spec.
Digital branding
specialist
UX /UI specialist
Digital Product
Manager
Omni-channel
specialist
Mobile interfaces
specialists
Web analytics
specialist
Business Intelli-
gence Specialist
Data architecture
specialist
...
Virtual Manufac-
turing EngineerIT risk
Technical security...
Agile coach
QA dev. engineer
Emerging threats
specialists
... ...
Advanced
Analytics
Digital
MarketingIndustry 4.0
New ways
of working
Risk and
security
Digital
Development
……
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Digital talent management
. . .
Buy Talent Rent TalentMake Talent
Best practices on creative ways to recruit,develop and retain digital skills within organizations
Recruiting
and Sourcing
Development
Leadership
and
Organization
Attracting talents• Creative recruiting
• Subsidiaries with
start up culture
• Digital Center
On-the-job training• Employee exchange
programs
• Permanent holes
• Educative project
staffing
Training facilities• Digital
leadership program
• Digital learning
platforms
Gaps analysis• Analysis of development
needs
• Identification of
development potential
Leadership• Independent
working at low
levels
• Flat
hierarchies
Lived culture• Acceptance
of failure
• Regular and
frequent
feedback
Environment• Prime office
location
• Progressive
office design
Organization• Scaled-agile
organization
• Appointment
of a CDO
Sourcing talents• Venture Capital Arm
• Acqui-Hiring
• Compelling total offer
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Best practices on creative ways to recruit,develop and retain digital skills within organizations
Recruiting
and Sourcing
Development
Leadership
and
Organization
Attracting talents• Creative recruiting
• Subsidiaries with
start up culture
• Digital Center
On-the-job training• Employee exchange
programs
• Permanent holes
• Educative project
staffing
Training facilities• Digital
leadership program
• Digital learning
platforms
Gaps analysis• Analysis of development
needs
• Identification of
development potential
Leadership• Independent
working at low
levels
• Flat
hierarchies
Lived culture• Acceptance
of failure
• Regular and
frequent
feedback
Environment• Prime office
location
• Progressive
office design
Organization• Scaled-agile
organization
• Appointment
of a CDO
Sourcing talents• Venture Capital Arm
• Acqui-Hiring
• Compelling total offer
Source: BCG analysis
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A digital center is a cornerstone to build sustainable capability pool
Managers need to learn new ways to steer
projects following Agile methodologies
New Digital talents are externally recruited
Together with internal resources transferred from
their initial department, they form the Digital
Center...
... Digital Center resources work on digital
projects alongside other employees, who gain
maturity on digital and become "Digital
Champions"...
... All these digital-savvy resources are in contact
with other employees and diffuse a digital culture
throughout the company
Digital Center
~300 digital talents
Digital Champions
trained on the job
~2 000 people
Managers
Employees
digitally-aware company-wide
~120 000 people4
3
2
1
Example at automotive co.:
capability building of 300 scarce digital talents to
unleash € xxxM of potential
1
2
3
4
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Digital center set up in a start up incubator
Digital talents are
content driven &
entrepreneurial
They want • Cool product
• Positive impact
• Work in a creative context
(work environment, work
techniques)
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Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
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Digital leaders activation takes leaders from awareness to action...
Battle-tested assessments tools
Self-discovery logic
Customized field expeditions
• (1 to 5 days) integrating
Range of BCG digital
capabilities
• Rich network of partnerships
New competencies practiced on
real life projects for
• Sustainable change in
behaviors
• Accelerated business impact
Functional expertise on demand
Awareness building Immersion Action learning
BY BCG
DIGITAL ACCELERATION INDEX
Agile leader
Mind openersselection or relevant teasers thanks to ability to navigate in complex eco-system
(allowing leaders switch from linear thinking to disruption)
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... Tackling not only the "what" but also the "how" to strive as digital / agile leaders
Output
orientation
Customer
focus
Rapid
Experimenta-
tion
Cross-
boundary
collaboration
Adaptability
in
uncertainty
Empowering
teams
To: Course
correction
Servant
leader
Fail fast
mindset
Transparent
partnership
Working
product
(MVP)
Cooperation
From: Perfect
solution
SilosBlack box Focus on
excellenceDetailed
plans
Command
& control
Agile manifesto dimensions Based on BCG experience
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... and creating the development programs enabling them to be great 21st century leaders
FROM: 20th century
Withstand
disruption
TO: 21st century
ride disruptive
waves
Timeless
Drive to
achieve
JudgmentCourage
Integrity
Intelligence
Vision
EmpathizeWin & win
Self-correct
Navigate
Achieve through network influence and authority
• "... understands what makes a difference to people's lives day-to-day, even if their lives are completely unfamiliar"
• "... understands other stakeholders' perspectives and is authentic in his/her interest in other stakeholders"
• "... is a leader of networks, not of organizations"
Deliver sustainable successto company and stakeholders
• "... needs to deliver both shareholder and stakeholder value –company reputation will be more salient in the future"
• "... understands the international markets and macro and microeconomic risks influencing the business"
• "... is able to find solutions that strengthen all positions, without being either/or relying on superficial compromises
Unlearn outmodedsuccess models
• "... is willing to completely question and reinvent attitude and the business"
• "... has a sense of nervousness about not getting it right – an insecure perfectionist"
• "... snaps out of the last-learned behavior"
Embrace global uncertainty and chart a clear course
• "... is able to translate ambiguous signals into actionable maps"
• "... is able to set a course that has degrees of freedom as the world changes"
• "... is excellent in translating analytics, but also makes decisions based on experiences"
Source: BCG adaptive leadership model
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... and modifying the key context elements in order to sustain a digital culture
LeadershipPerformance
management
Organization
designResources
& tools
Values
& vision
People &
development
• Role modeling
• Communication
• Time
management
• Priorities
• Management
interactions w/
direct reports
• Heroes / stories
• Recognition
• Selection
• Recruiting
• Promotion
• Retention
• Career paths
• Development
• Coaching
• Training
• Structure
• Processes
• Roles
• Decision rights
• Collaboration
• Relationship to
HQ
• Office layout /
design
• Guidelines /
policies
• IT systems
• Budget
• Resources
• Ease of resource
approval (incl.
people)
• Ease of tool use
• Values
• Mission / Vision
• Goals
• Symbols
• Norms
• Performance
reviews
• Compensation /
Benefits
• Rewards
Informal
Interactions
• Networks
• Peer-to-peer
interactions
• Communities of
interest
• Gatherings/
events
• Knowledge
transfer
• Alumni relations
• Perks
Source: BCG experience
HR responsible to adapt to the context of digital culture
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Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
25
Examples of technological changes potentially impacting HR
New technology enables HR to
create value for the business in innovative and effective ways
Big Data
Real-time data analysis &
prediction
Shift to the cloud
Software-as-a-service,
flexibility
Social, local, mobile
... services and devices
Ubiquitous Connectivity
High-speed access anywhere/-
time
New device form factors
"Smarter" Objects and
Selftracking
Natural user interface
New human computer
interactions
Augmented Reality
Visual information part of
reality
Cognitive Computing
Increasing system intelligence
Deep insight into large, partly
unstructured data sets, e.g., for
recruiting, time mgmt., payroll
Reduced complexity and cost of
local IT infrastructure/systems;
fast access to innovative
functions
Employees expect to network
and access HR services, e.g.,
via mobile apps + w/ location
context
Ability to access
Internet/Intranet from
everywhere inside/outside the
organization at any time
New devices, e.g., iWatch or
implants, take over new
functions, e.g., track worker's
health
Users interact more naturally
with digital devices/services
even if novice or working with
both hands
Allow HR employees or
operators to visualize key
information in reality for safety
or efficiency
Intelligent, autonomous
assistants, e.g., for self-
driving vehicles/ trucks but also
HR routines
Source: BCG Digital Ventures
26
Agenda
Global and Mexican results of Creating People Advantage Database
Impact of digital on HR function
Sourcing & developing digital talent
Developing leaders adaptiveness/agility and digital skills
Adapting HR to digital era
What's next?
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New technologies can generate significant improvement in HR management
Training
Stand. trans.
Collaboration
Company Digital Push
Instant feedback tool
Predictive analytics
Predictive analytics
Employee self service solutions
E/M self service solutions
LinkedIn analysis for skills
Agile Playbook
E/M self service solutions
Global digital learning mgmt. system
Predictive engagement analytics
Automation of application scan
Social corporate network
Mobile g-learning courses
Management training based on
successful traits analysis
E/M self service solutions
Development of corporate products
Results
• Improved leavers forecast
• Up-to-date overview of existing employee skills
• Real-time measurement/improvement of collaborat.
• 35% retention improvement
• Standard requests reduced from 10 to almost 0 per employee p.a.
• Efficiency push towards 90% self service
• Collaboration platform and information exchange
• Improved global developer cooperation
• Efficiency push towards 90% self service / 60% FTE cut
• Increased participation, reduced training fees
• Forecast potential leavers 12 months in advance
• Improved recruiting performance and reduced cost
• Increased communication and collaboration, improved satisfaction
• Adoption of management curriculum
• Improved mainly all standard HR transactions
• Internal communicat., sharing and profiles platform
Exits /
placement
SanitizedSanitizedSanitized
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Closing remarks
No free lunch: invest in your make/buy/rent talent
strategy!
Ride the waves:
• New new ways of working: leaders to pave the way!
• HR to ride digitization of own function
Benchmark your HR, Talent and digital
practices on:
WWW.CREATINGPEOPLEADVANTAGE.COM
...
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... but Digital is only a fraction of the 12 disruptive forces that enterprises have to cope with
Change Driver 12 Disruptive Forces
Dem
and-S
ide
Supply
-Sid
e
Shifts in technology
and digital
productivity
Shifts in ways of
generating business
value
Shifts in resource
distribution
Shifts in workforce
value & culture
Automation a digital
world
Simplicity-in complexity
decoding multi-
dimensionalization
New demographic mix
labor surplus and deficits
Diversity & inclusion
inclusive growth
Analytics cuttings edge
insights
Agility & innovation
unprecedented rate of
change
Skill imbalances talents
gaps
Individualization &
entrepreneurship one size
doesn’t Fit All
Access breaking borders and barriers
The demanding consumer grasping the costumer mindset
Geo-Geo-Political
dispersion
New centers of power
Purpose & well being
Mental, physical &
emotional
A
B
C
D
bcg.com
www.creatingpeopleadvantage.com
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