hr trends

HR Trends20 April , 2016

HR Strateeg

Tom Haak

My background in HR

Outline

Trends & Opportunities for HR

Dialogue: what is useful for us?

Trend Scan: how do you currently use the trends?

3

9 trendareas

Short desciption

From hierarchy to network / from closed to open

The invasion of smart tech

Globalisation/ Localisation

From X to Y to Z: more generations in the workforce

Making fun is serious business

Purpose before pecunia

Increasing speed: fast eats slow

From Big Bang change programs to small experiments

From intuitive HR to evidence/ fact based HRVersion2.0|copyrightHRTrendInstitute

From hierarchy to network

Kotter: Accelerate

6

Different talent sources

Internal talentpool

OnlineIntermediary

Alumni

Start-ups Self employed

Talent Sharing

Network Analysis

The invasion of smart tech

Example Invasion of Smart Tech: Hitachi Business Microscope

14

Joy&pride

Insight You: DNA test

21

A computer with a roof (“The Edge”)

Job crafting

24

Job Piling

25

Jimmy, Intel’s 3D printed robot

Digital Intelligent Assistants

Enterprise Behavioral Matching

Globalisation/ Localisation

From X to Y to Z: more generations in the workforce

Individualisation• Not: one size fits all

• Big Data enables individualisation

• HR using marketing techniques

Making fun is serious business

Purpose before pecunia

At AMAZON meetings start with 30 minutes silence

Zappos HQ in downtown Las Vegas

“Casual Colision”

55

Sitting is the new smoking

Visser,Rietveld&Rietveld

Impossible.com

Increasing speed: fast eats slow

Performance management trends

Process

• Faster feedback• No more annual reviews• No performance ratings

• Accenture, Deloitte, Nokia

Measurement

• How to measure performance? • How to predict top

performers?

PerformanceConsulting

Performance: not a Bell curve,but a Power Law distributionPerfo

rmance

Numberofpeople

From Big Bang change programs to small experiments

Tribes/ Chapters/ Squads

Effort x Impact matrix

Impact

Effort

High

Low

High Low

Scalability

From intuitive HR to evidence/ fact based HR

Periodical reporting e.g. FTE, KPIs and processes

Self service tools

Optimize analytical use

of HR technology

Analyze quality and efficiency of workforce programs

Forecast impact of

workforce programs

Support and enable fact based approach

Forecast workforce future

Executive wide support for workforce analytics

Identify cross functional

opportunities for analysis (e.g. Sales, SCP, QSE, GMCR

etc.)

HR OPERATIONAL HR STRATEGIC BUSINESS STRATEGIC

BU

SIN

ES

S IM

PAC

T

Help optimize processes Help Increase HR efficiency

Help Increase workforce efficiency Measure business impact of HR

Harvest cross functional synergies Enable holistic approach to business

issues

Support HR EFFICIENCY

Support business IMPACT

Support business STRATEGY

76

The Vitesse example

Accenture Sweden: Diversity

Various

Some final remarks

Human nature does not change (so fast)What are people looking for?

• Security

• A sense of belonging

• Clear goals

• Being heard

• Challenges

• Success

• Support from the top

• Attention

• ……..

• ……..

Success!

Twitter: @tomwhaak, @hrtrendinstWebsite: hrtrendinstitute.comFlipBoard: The Future of HR

The HR Trend Scan | To what extend is Perfetti van Melle adapting to the trends? Please rate your organisation on each of the 9 trend areas

Trend area More detail

From Hierachy to networkFrom closed to open organisatons; the borders of organisations become more blurry. More people in the flexible workforce. Increasing importance of communities. Information travels fast. Transparency key.

The invasion of smart techBig data. Data science. The internet of things. Robotisation. Self driving cars. Renewable energy. Artificial intelligence (machine learning). Wearables. 3D printing. Smart offices.

Globalisation/ localisationWorld more connected. Countertrend: consumers want local products. For some professions (design, software) from local to global market. Urbanisation.

From X to Y to Z: moregenerations in the workfoce

Different generations with different needs and expectations. Gen Y (millennials) will be a substantial part of the wokforce. As people work longer more generations work together. Diversity.

Making fun is serious businessWork and fun used to be separated. Today the expectaion is that work should be fun. Gamification is entering work.

Purpose before pecuniaPeople are looking for organisations that do good in the world. Just Corporate Social Responsibility is nog enough. Sustainability. Sharing economy. Diconnecting (information overload).

Increasing speed: fast eats slowTechnology/ Internet enable new business models. Big organisations do not need many people. New entrants can capture the market fast. Exponentiality.

From big bang change programs to small experiments

Also fueled by technlogy. Experimenting has become easier. Learning by doing. Moving and learning is better that standing still. A-B testing. Agility. Scrum. Traditional change management too slow.

From intuitive HR to evidence/ fact based HR

HR/ people analytics. Big data entering HR. Not all new: scientific knowledge is often poorly applied in organisations. HR can learn from marketing. HR: understand data + people.

Version2.0|copyrightHRTrendInstitute

HR with impactAspect

1.HRspeaks thelanguageofthebusiness2.HRworksmultidisplinary3.HRismoreleaderthanfollower4.HRhasclearprinciples5.HRisflexible6.HRhasasenseofhumor7.HRlikestoexperiment8.HRcanimplement9.HRdarestoinnovate10.HRhasastrongnetwork11.HRcancalculate12.HRcomeswith practicalsolutions

The HR Agenda

A. What is the strategy of the organization?

A’. Whatare the currentissues?

B. What are the capabilities need to

strengthened?• Leadership• Technical/Functional• Operational

C. What is the required culture, to avoid issues and to be successful?

D. What is the gap with the current

situation?

Clever use ofPeople

Analytics

E. What are the priorities?

What is the plan?

• Focus! • Preference for high impact/

low effort initiatives

F. What capabilities andwhat organisation are

needed in HR toimplement the plan?

• Mission/ vision• Roles & responsibilities• External partners • Program/ project mgt• Communication• Measurement

Recruitment/ Selection

Staffing/ SuccessionMgt

Training/ Development

Talent Development

Performance Man

Compensation & Benefits

Internalcommunication

HR Trend Scan