jump 2015_hr workshop_marc timmerman_final version+1_2015-03-02.pptx

Axiom Consul,ng Partners Europe Marc Timmerman Managing Partner

JUMP FORUM March 5th 2015

HR Seminar: One size doesn’t fit all How to manage gender differences together with inter-‐genera,onal dialogue at work

The “Employee Value Proposi>onsssssssssssssss“

We will have to be many things to many different individuals

Why change will happen

Old Boys Club Thinking

The Path to Gender Equality

Equality Regulations

Lack of Leaders

Economic Impact of Gender Balance

Female Leadership Qualities

Keep it AS IS

The Dominant Coalition

My Legacy as a Leader

New Generational Thinking

Women have Buying Power

Value Based Leadership

Attractiveness as Employer

Downsizing

New inhibitors

JUMP, HR Seminar, 2015, copyright of Marc Timmerman

One Size Doesn’t Fit All

>WHY ?


Socio-‐Economic Trends

1.  Globaliza,on 2.  Digitaliza,on 3.  Diversifica,on 4.  Individualiza,on 5.  Conscien,ousness 6.  Polariza,on 7.  Accelera,on


VUCA The new Reality

The Situa,on has many interconnected parts

and variables

Some informa,on is available, but the

volume or nature of it can be overwhelming to

process

Example : You are doing business in many countries, all with unique regulatory environments, tariffs, and cultural values. Professional : •  Working in a Matrix •  Shared Service Center •  Intergenera,onal work Private : •  Can I s,ll fill in my Tax

Sheet ?

The General Feeling

I am drowning in data Only knowledge can help me

Bring on, consult OR develop specialists Build up resources to address the complexity Complementary teams : data mining specialists

with Veteran knowledge


How does your organiza>on really func>on ?

Like this ?

CEO

CFO COO CHRO

CLO

Or like this ?

This is a view of the same two people, only now shown hierarchically.

No,ce that person 41 is probably at a level -‐5 yet has significant influence.

What would be the cost to the organiza,on of losing person 41?


VUCA The new Reality

Causal rela,ons are completely unclear.

No precedents exist; you are facing

“unknown unknowns”.

Ques,ons have no longer a single ‘straight

answer’

Example : You decide to move into immature or emerging markets or to launch products outside your core competencies. •  How long will I have to

work ? •  Effects of shale oil ? •  Effects of Global

Warming on your life

The General Feeling

“HELP, no one can help me !”

Why ME ??

Experiment. Study the Context. Understanding cause and effect requires genera>ng hypotheses and tes>ng them.

Capture the lessons learned and apply them more broadly.


We used to be sheep

Our leaders are now herding Cats !

But now we have become Cats !

Individual Development Plan Individual Reward Package Individual Performance Review Individual Mentoring Individual telephone Individual fitness coach Individual blogs My Facebook My taeoos vs “we are all equal when naked” Selfies (Try to get close to the Mona Lisa) Playing together (picture gen Z) My own food allergies Serial Monogamists 8-‐12 grandparents per child We SHOP ! We are temporary Loyal ! Serially Engaged Talents


Inter-‐Genera>onal Dialogue Source: HBR, Collabora,ng across Genera,ons, by Tamara Erickson

12

If you are What is important to Your genera,on

Communica,ng to a BabyBoomer

Communica,ng to a Gen-‐X’er

Communica,ng to a Gen-‐Y’er

Gen Y Age : 20-‐35

•  Expect to live life fully. •  Hungry to learn. •  Get things done. •  Work collabora,vely. •  Limited awareness of

protocol.

•  Ask them for mentoring.

•  Make sure your wrieen communica,on is professional.

•  Explore common grounds.

•  Respect the dues they have paid.

Gen X Age : 36-‐54

•  Self-‐reliant. •  Don’t trust ins,tu,ons to

take care of them. •  Comfortable changing

the rules. •  Keep their op,ons open. •  Close rela,onships within

their “tribe”.

•  Spell out your career goal.

•  Over-‐communicate. •  Partner with them. •  Tap into their

experience and networks.

•  Invite Boomers to teach them.

•  Clear up ambigui,es. •  Put their work into

context. •  Provide frequent

feedback.

Baby Boomer Age : 55-‐69

•  Deeply compe,,ve, “win-‐lose” percep,on.

•  Hardworking. •  Value individual

achievement. •  Differen,ate between

ideals and prac,ce. •  Want to leave a legacy.

•  Employ their innova,ve thinking.

•  Use their ability to integrate mul,ple points of view.

•  Give stretch assignments to maintain their interest.

•  Put their work into context.

•  Provide frequent feedback.


Inter-‐genera>onal differences, management responsibility Axiom Europe Survey, 2015 : ”How do men benefit from gender equality?”

Generational Differences ⇢  No significant differences in acknowledging the

advantages between 40-50 age group (81%) and 50+ age group (82%) (Gen X and BB).

⇢  40-50 age group is more active than 50+ group in directly promoting gender equality at the workplace.

⇢  Age<40 respondents acknowledge more advantages for them, due to gender equality (94%).

⇢  BUT age<40 respondents promote less openly gender equality at the workplace (Taking it for granted ?).

Do Millennials, too, expect “tradi>onal” partnerships ? Harvard Business Review, December 2014

Half of Millennial men expect their careers to take precedence over their partner’s. Only a quarter of Millennial women expect their partners’ careers to take precedence.

Two-‐thirds of Millennial men expect their partners to take primary responsibility for raising children. Fewer than half of Millennial women expect that they will take primary responsibility.

MEN 50%

CAREER PRIORITY

WOMEN 26%

MEN 66%

CHILD CARE

WOMEN 42%

Millennials or Genera,on Y : ages 20-‐35


15

Gender Equality

Human Resources Management

Diversity & Inclusion


The Complexity in HR

•  We are leading and managing conglomerates of individuals.

•  Employer aerac,veness and mul,ple Value proposi,ons are needed to differen,ate the companies.

•  Leaders have to become par,cipa,ve & inclusive Jazz Band Leaders.

•  HR data becomes essen,al to handle complexity.

•  Execu,ves will expect HR data.

•  Companies are in constant change.

16

•  HR needs to think as Marketeers.

•  HR has to master the new technology and social media.

•  HR will have to stop cloning systems & processes, and become more company-‐specific.

•  HR will have to secure and transcend its conserva,ve roots.

•  HR will need to support the transforma,ons.

•  HR needs to be about

Human Rela>ons !


The consequences The influences

We have to accept

There are no perfect answers There is no perfect model to predict There is no ‘one size fits all’ solu>on There is no certainty in business anymore Change becomes the only constant.

It is not the strongest of species that survive, nor the most intelligent, but the most responsive to change. Charles Darwin

Intelligence is the ability to adapt to change.

Stephen Hawking

One Size Doesn’t Fit All What about the current state inside Diversity & Inclusion ?

19

20

HR Leader

Diversity & Inclusion Leader

Main D&I Council with Business

Leaders

CEO or Execu>ve Sponsor

Local D&I Councils

with Business Leaders

•  Talent Acquisi,on •  Talent Development •  High Poten,al Programs •  Succession Planning •  Comp & Ben •  Performance Reviews •  HR Policies •  HR Business Partners

Comm’s Leader

•  Corporate Buy-‐In •  Leadership Alignment •  Corporate Budget ??

•  Local Buy-‐In •  Alignment •  Localiza,on

•  EVP •  Technical

alignment •  HR Budget •  Synergies •  Conflicts

CSR


Striving for Gender Equality Examples of Posi>ve & Nega>ve HR Influencers

Increase Re>rement Age versus Promo>ng Women Resistance of Men to quota/targets

Lack of Development Budget Elderly Care vs slow changing role pagerns Kiss of Death on selec>ng High Poten>als

HR decisions based on Gender KPI’s No Age limita>ons on Talent detec>on

Competency-‐based HR decisions Fact-‐based Talent Review Commigees

New Way of Working for ALL Equal Reward & Condi>ons

Formalized Mentoring Programs


22

Gender Equality

Changing Role Pagerns

Promo>ng Women

Work-‐Life Harmony

Equal Reward & Condi>ons

Focus in Best Practices

Axiom CP Europe Research : Based on the analysis of 150 best practice organizations in the European Union and 70 best practice initiatives in Belgium (2013-2014)

Risk of stereotyping without changing the role paeerns and making it available to all

•  Risk of retalia,on of the male popula,on : lower buy-‐in, taking over the network, …

•  Slowdown due to new re,rement policies

Trap of con,nued Male-‐Female Polariza,on: •  Lower Talent availability •  Disconnec,on with the

Millennial genera,on Essen,al to fundamental change

Equal opportuni,es is no guarantee for an equal outcome

High

Low


23

Gender Equality

Changing Role Pagerns

Promo>ng Women

Work-‐Life Harmony

Equal Reward & Condi>ons

Focus in Best Practices

Latest Ini>a>ves

Latest Ini>a>ves in EU •  Parental leave

systems •  Flexible work systems

for 55+

Latest Ini>a>ves in EU •  Sponsoring programs in

addi,on to Mentoring •  Leadership training in

Handling Complexity •  Target numbers

Latest Ini>a>ves in EU •  Unconscious Bias training •  But what if bias is

conscious?

Latest Ini>a>ves in EU

•  Equal salary audits & tools •  Equal variable pay

High

Low

Short Discussion Session 5 minutes in smaller groups

•  One thing that >ckled your brain ? •  One burning ques>on or remark

24 JUMP, HR Seminar, 2015, copyright of Marc Timmerman

Marc Timmerman, Managing Partner My coordinates : E-‐mail: m,[email protected] Twieer: @marc,mmerman Mobile: +32 496 291383 Website: www.axiomcp.com

jump 2015_hr workshop_marc timmerman_final version+1_2015-03-02.pptx

Documents

hr seminar

talents jump

veteran knowledge jump

partner jump forum

general feeling help

new reality causal rela

gender dierences

data mining specialists