nasscom hr summit 2015: the changing role of hr - navigating the digital highway by tamara (tammy)...
TRANSCRIPT
The Changing Role of HR:Navigating the Digital Highway
Meet Your Company’sPrimary Challenge
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The IT Industry In India Is Changing
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Past Success: scale, consistency, cost
HR Focus: hiring, standardizing,
training, measuring
Future Success: innovation,
leveraging intelligence broadly
HR Focus: access to many
different skills, processes based
on new digital tools, creating a
compelling culture, new ways to
attract the best people
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Where Should HR Focus Now . . . ?
• What is the essential challenge your company’s leaders must solve?
• What processes and practices are required for success?
• Nature of work to be done – how does it make sense to organise and manage it?
• Characteristics of the workforce –how does it make sense for people to relate to work?
• What do you need to do?
The Future Role of HR –Rocked By Four Major Changes
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• How work will be organised
• How work will be managed and integrated
• How value will be created
• How organisations will relate to those who work
How Work Will Be OrganisedTasks
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Break work
into projects
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Break Broad RolesInto Tasks or Projects
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• Transform roles by mapping the tasks currently done in each
• Divide knowledge work into discrete, assignable projects –with measurable endpoints
– Identify tasks and subtasks that could be performed with higher quality, at greater speed, or at lower cost by a specialized resource
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Task-Based Work: Enables Many Things That Must Happen
Our 100-year experiment with time and titles is coming to an end
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• Provides variety and challenge to young workers (stuck at the bottom of the diamond)
• Allows utilization of older workers
• Facilitates contingent work, flexible work
• Allows individual choice: regarding degree of learning, pace, intensity, specialization, and so on
• Enables meaningful peer review (essential for collaboration)
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Task-Based Work:Benefits the Organization
See: Erickson, “Breakthrough Ideas: Task, Not Time,” Harvard Business
Review, February 2008
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• Improves Quality – More work is done by people who are really capable
• Increases Speed – Distributes jobs among more workers
• Innovation - Enables a whole new class tasks
• Cost-effective Utilization – Workers spend more time on the higher-value tasks that only they can do
• Reduced Costs – Flexible capacity, easy access to expertise
• Access to a Broader Talent Pool – ameliorates skills mismatches, eliminates traditional job-market barriers
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• Get rid of broad, position-based roles and titles
• Develop systems that support individual choice of projects or tasks
• For team-based activities: allow teams to choose members and/or allocate rewards
• Create new performance review process: task-based, aligned with milestones, with reviews done by peers on the task team
• Develop “Simple Rules” to guide independent adults (GM: “dress appropriately”)
What Do YOU Need to Do?
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How Work Will Be Managed and IntegratedCoordination
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Re-design all processes around real-time
coordination
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Digital Changes How We Get Things Done
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Change Is Inevitable:Driven by Technology and User Habits
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• A generation of unconsciously-competent users of digital technology
. . . followed by an intuitively mobile generation
• Technology that reduces the cost of communication to near-zero
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Many Opportunities to Redesign Processes
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Look for places where you need to . . .
1. Connect previously-unrelated Ideas
2. Access untapped people or expertise
3. Distribute work or risk
4. Co-create
5. Detect emerging patterns or trends
6. Pool judgments
7. Determine group-wide preferences
8. Air and debate multiple views
9. Influence views or norms
10.Coordinate time and place
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What DO You Need to Do?
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• Redesign processes to leverage coordination
• Reevaluate schedules, meetings, physical facilities
• Identify skills that you don’t need to “own” full-time
• Identify opportunities to involve multiple people –e.g., communicating, sensing, influencing
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How Value Will Be CreatedDiscretionary Effort
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Lead through Values and Meaning
Create a Community of Adults Around
“Simple Rules”
Understand and Protect Your
Organisation’sUnique Identity
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People Have to Want to Dothe Things That Create Value Today
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• People have to want to do the things that are important – the things that count
• The reason people want to dig deep is meaning or purpose. Not money
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Discretionary effort is essential
Common Threads Among Excellent Companies – Big or Small
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• They know who they are . . . and are comfortable that it’s not all things to all people
• They live who they are – through leadership behaviours, HR processes and practices and the day-to-day work environment
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Meaning Is the New Money
Old New
Adopting best practices Crafting unique experiences
Trying to be all things to all people Attracting and retaining people who value what you have to offer
Offering a little of everything Excelling in specific areas that align with your values
For more on how to build a powerful employment brand – to differentiate
“What It Means to Work Here” – contact me for in-depth research and detailed
‘how to’ guides
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What DO You Need to Do?
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• Understand what it means to be part of your organisation? What’s unique? Why do people join you?
• Identify your own powerful set of “design principles” (values)
• Create a powerful, differentiating employee experience, orchestrating elements throughout the organisation:
– Leadership behaviours
– People practices and processes
– Day-to-day work experiences
– Corporate stories and legends
• Establish and maintain a long-term relationship with people who are likely to like you
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How Organisation Will Relate to Those Who WorkStaffing
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Offer a variety of work
arrangements
Establish and maintain long-
term relationships with
the right individuals
Manage a portfolio of individuals
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Full-time Employees Are Not
the Only Answer
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• Always look for the best person for the specific task at the specific moment in time
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Manage a Portfolio of IndividualsIn a Wide Variety of Arrangements
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• Serve as the “home base” for the workforce – a complex talent corps in a diverse array of work arrangements
• Recruit those who work, settle the terms of their contribution, facilitate matching individuals with the next challenging task, orchestrate development, and maintain the relationship long-term, even through periods of non-work
• Judge success by your ability to supply the quality of the talent the businesses needs when it needs it
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Identify Relevant Metrics
How many of our tasks are staffed by people with
the full complement of skills desired?
How close is our staffing to the ideal?
Tenure will diminish in importance overall (it will
remain important for some tasks, but not all)
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• “Badging” – A way of signifying and communicating on-the-job learning/ achievements – will grow
Compete on the Basis of the Learning Your Provide – Award Badges
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What DO You Need to Do?
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• Offer a wide variety of work arrangements
• Tap skills anywhere, anytime – match tasks with talent from all over the globe
• Understand each individual’s needs and preferences
• Facilitate development and placement
• Create a external reputation for developing specific competencies – award “badges”
• Establish and maintain a long-term relationship with the individuals who are likely to like your organisation
• Use metrics related to need/capability match
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Bottom Line:HR in India Has New Role
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• Beyond hiring, training and standardizing for scale, consistency and cost
• To leveraging intelligence flexibly and creatively– Organising work in new ways
– Redesigning processes to leverage real-time coordination
– Building a culture that encourages discretionary effort
– Managing and building relationships with a portfolio of talent in a wide variety of arrangements
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For more information . . .