rethinking the world rethinking hr lisbeth claus, ph.d., sphr, gphr, shrm-scp professor of global hr...
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Domestic HR=Global Global HR=Domestic HR disruptionTRANSCRIPT
Rethinking the World Rethinking HR
Lisbeth Claus, Ph.D., SPHR, GPHR, SHRM-SCPProfessor of Global HR and Organizational Behavior June 2, 2015
Purpose• Review the global trends impacting
employment and talent management • Predict the impact it will have on
HR management• Review a few 2015 HR disruptions
(West coast pulse)• Identify ‘must have’ HR
competencies required for adding value in this new environment
Domestic HR=Global
Global HR=Domestic
HR disruption
(Global) HR is what (global) HR people
are doing!
HR disruption
What will you be doing
in HR 5 years from now?
HR disruption
Sources
Global trends in talent, workforce and HR management
1. Evolution of “work” and the “worker”
2. Engaging and integrating a global workforce3. Use of talent analytics for competitive advantage
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
1. Evolution of “work” and the “worker”
Work• Changing nature of work• Growth/deceleration of emerging vs.
developed markets• Burden of labor regulations Workers• Changing profile of the talent pool• Changing nature of work relations• Changing patterns of labor sourcing and
mobility
Globalization of business, changing demographics and changing patterns of mobility will continue to change the
nature of work and the worker over the next five to 10 years.
Trend 1 forecast: (Evolution of “work” and the “worker”)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
2. Engaging and integrating a global workforce
• Talent skills gap• Bifurcation of the workforce• New educational models
Cultural integration and clashes/unrest will continue to
grow globally at both the societal and corporate level over
the next five to 10 years.
Trend 2 forecast: (Engaging and integrating a global workforce)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
3. Use of talent analytics for competitive advantage
• Existence of “big” data• Growing access to real-time media and
connectedness• Proliferation and usage of ambient and self-
reported data and evidence for decision-making
• Increased need for human capital risk management
HR analytics and evidenced-based management will drive
HR decisions
Trend 3 Forecast: (Use of talent analytics for competitive advantage)
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
HIGH LOWDATA & ANALYTIC CAPABILITIES OF ORGANIZATIONS
Global trends and forecast summarized
TRENDS1. Evolution of work
and the worker2. Engaging and
integrating a global workforce
3. Use of talent analytics as competitive advantage
FORECASTS1. Nature of work and the
worker will continue to change over the next 5-10 years
2. Cultural integration and clashes/unrest will continue to grow at the societal and corporate level over the next 5-10 years
3. HR analytics and evidence-based management will drive HR decisions
Source: Critical themes that will shape the future of HR management. Thought Leadership Retreat, San Diego, CA, September 29-30, 2013, SHRM Foundation and Economist Intelligence Unit.
The challenges of (global)HR• West coast U.S. talent management
2015 observations– 5 DOTS
• HR competencies• Concerns
●
Dot #1: Performance management
• Unconscious bias• OKRs (Objectives & Key Results)• Decoupling of PM and compensation
●
Dot #2: Work/worker
• Polarization of talent• Unbundling of jobs• Agile management• Employee cost index• On demand economy• Human-robot relations• HR apps
●
Dot #3: Talent management
• EVP and employer branding• Social media recruiting• Competencies + motivation• Background checks• Onboarding
●
Dot #4: Training & development• Teaching moments• Online bite learning• Self-and internet-generated content• Feedback and coaching• Career-driven
●
Dot #5: HR analytics
• Ambient and self-reported/disclosed data• Data mining• Analytic piloting
●
Connecting the dots
●● ●
●●Performance management
HR analyticsTraining & development
Work/WorkerTalent management
• Millennials• Short term/real time• ICT• Data/evidence-based• Instant feedback &
coaching• Transparency/visible
●
Concerns
• HR disruption• HR malaise• Where is the “H” in HR?
The challenges of (global)HR• Perceptions of our role• Strategic and tactical activities• Global HR economics and analytics• Proven competencies• Lack of awareness of the potential of
business (and HR) disruptions
(Global) HR competencies• Abstract reasoning• HR numeracy and analytics• Creativity• Interpersonal skills• Integrative skills • Global knowledge, skills and abilities• Strategy-structure-people understanding• Execution of transactional services• Global deployment capabilities
Must havesCOMPETENCIES
SMART WORKPASSION
NETWORKSAPPETITE FOR RISK
CREATIVITYINNOVATIONINTEGRITY
COMPASSIONLUCK
PLEASE…DON’T SHOOT THE MESSENGER!
2015Disruptive innovation has come to HR!
