HRCongres dag 2 Yves Van Durme en Annelies Bijdekerke

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HRCongres dag 2 Yves Van Durme en Annelies Bijdekerke

  1. 1. ‘As One in a world of differences’ ‘Osmose van verschillen’ Tom Declercq Yves Van Durme
  2. 2. © 2014 Deloitte Belgium Identity card of Deloitte 1 HR Magazine event Audit & Enterprise Risk Services Accountancy Tax & Legal Services Consulting Financial Advisory Services International network • More than 150 countries • Aggregate revenues of US$ 32.4 billion* • More than 200,000 people Deloitte Belgium • 11 locations, >50 nationalities • 359 millions of Euro revenues • More than 2,800 staff members • Vision: be the standard of excellence.
  3. 3. © 2014 Deloitte Belgium2 HR Magazine event Global shared values Integrity Commitment to each other Strength from Cultural diversity Outstanding value to clients OUR GLOBAL SHARED VALUES
  4. 4. © 2014 Deloitte Belgium Identity card of Deloitte 3 HR Magazine event Tax & Legal Services Industry-focused approach: • Consumer Business & Transportation (CB&T) • Energy & Resources (E&R) • Financial Services Industry (FSI) • Life Sciences & Healthcare (LSH) • Manufacturing (MAN) • Public Sector (PUB) • Real Estate (RE) • Technology, Media & Telecommunications (TMT) Industry-focused approach E&R FSI LSH MAN PUBRE TMT CB&T
  5. 5. © 2014 Deloitte Belgium Identity card of Deloitte 4 HR Magazine event Tax & Legal Services CEO Chief Executive Officer CFO Chief Financial Officer CIO Chief Information Officer CHRO Chief Human Resources Officer Relationship building with Executive platforms • CEO • CFO • CHRO • CIO
  6. 6. © 2014 Deloitte Belgium Global trend: From Diversity to Inclusion 5 HR Magazine event Shift from diversity to inclusion Move from compliance to diversity as a business strategy Deriving the value of diversity means uncovering all talent, and that means creating a workplace characterized by inclusion. Today’s challenges for diversity and inclusion Transform diversity programs from a compliance obligation to a business strategy Gap analyses of talent systems and processes Embed diversity and inclusion in leadership pipelines and programs
  7. 7. © 2014 Deloitte Belgium Global trend: From Diversity to Inclusion 6 HR Magazine event Many organizations promote diversity while struggling to fully leverage the business benefits of a diverse workforce. Using diversity for business advantage •33% say they are unprepared in this area •20% claim to be fully “ready” •61% of employees report they are “covering” on some personal dimension (affiliation, advocacy, association) to assimilate in their organization
  8. 8. © 2014 Deloitte Belgium Diversity & Inclusion @ Deloitte 7 HR Magazine event At Deloitte, we value our people. We recognize the strength that comes from a diversity of individuals, talents and expertise. A culture of inclusion enables all Deloitte people to achieve their full potential and transforms diverse perspectives into value for our firm, our people, our clients and the communities where we live and work.
  9. 9. © 2014 Deloitte Belgium The Deloitte Talent priorities FY13 – FY16 8 HR Magazine 2014 3. Strengthen our differentiators • Provide “the power of choice”, facilitating flexibility, customised career paths and mobility as part of establishing new ways of working 2. Distinctive employer value proposition (EVP) • Attract and retain high calibre entry-level and experienced hires through an emphasis on outstanding performance driven by a passion for client service: as individuals, as teams, as a firm • Greater leverage on social media to connect internally and externally • Top talent programmes to challenge and develop those people with the highest potential of becoming future leaders • Capitalise on Deloitte University Europe as a learning & development “USP” 1. Embed coaching culture • Define the mutual commitment between the firm and our people through open and honest two way communication, setting the tone for the Deloitte talent experience and our expectations of each other • Enable all our people to unlock their full potential, maximising individual and business performance & growth • Establish consistent coaching behaviours as the standard for working together
  10. 10. © 2014 Deloitte Belgium Deloitte Ways of Working 9 HR Magazine event Move to GatewayOur strategy Deloitte Ways of Working (DWOW) • Defining our vision of how NWOW can make us the distinctive firm to work with and for • Enhancing collaboration, innovation, operational excellence, and productivity • Delivering a roadmap (for talent, sustainability, mobility, technology, property and culture) Opportunity to review our current working culture & environment
  11. 11. © 2014 Deloitte Belgium Deloitte Ways of Working 10 HR Magazine event Visioning DWOW project - four ambition levels
  12. 12. © 2014 Deloitte Belgium Collaboration and knowledge management @ Deloitte 11 HR Magazine event Maximising the value of diversity means a workplace where inclusion, collaboration and knowledge management is key How to enable better collaboration ? First enabler: Physical workplace Second enabler: Virtual collaboration tools Third enabler: Revised processes So far we mainly worked on the last two. Our future move to Gateway will enable us to enhance further our collaboration models by also addressing the first enabler.
  13. 13. © 2014 Deloitte Belgium DWOW – Taking collaboration to the next level 12 HR Magazine event “I don’t have a work place in the office, I have several throughout the day, depending on the activities I do”
  14. 14. © 2014 Deloitte Belgium Collaboration and knowledge management @ Deloitte 13 HR Magazine event Creating an enterprise knowledge-driven culture Developing knowledge workers through senior management leadership Developing, delivering knowledge based products/services Maximising enterprise intellectual capital  In line with As One Culture – strategy  A well-established KM governance at all levels  KM Built into daily business processes  Deloitte People Network  Global knowledge repository called KX  Innovation Portal – stimulation to collaborate  Innovation campaigns with budget to implement innovative ideas  Innovation Centre & centres of excellence  Deloitte University (Europe) – leader led  Role modelling leadership via the establishment of a strong leadership coaching culture • Leadership roles for KM Cuture Leadership Innovation Intellectual Capital 1. Organisational Culture 2. Leadership 3. Innovation 4. Intellectual Capital Management BUILDING BLOCKS @ DELOITTE
  15. 15. © 2014 Deloitte Belgium Collaboration and knowledge management @ Deloitte 14 HR Magazine event BUILDING BLOCKS @ DELOITTE Delivering value based on stakeholder knowledge Creating a learning organisation Creating environment for collaborative, enterprise knowledge sharing Transforming enterprise knowledge into stakeholder value  Communities of Practice  KX  Development of internal social tools (Yammer, Twitter…)  A strong follow-up via metrics at Global and Local level  A learning organisation with a strong training & coaching culture  Learning and coaching targets  Interaction with clients with new social media (Yammer, DOL, …)  Nerve centres  Proposals  Best practice re- use Collaboration Learning Stakeholders 8. Organisational value 5. Knowledge sharing & collaboration 6. Organisational learning 7. Customer/ Stakeholder knowledge
  16. 16. © 2014 Deloitte Belgium Q&A 15 HR Magazine event
  17. 17. © 2014.Deloitte Belgium Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms. Deloitte provides audit, tax and legal, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries and territories, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s more than 200,000 professionals are committed to becoming the standard of excellence. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2014. For information, contact Deloitte Belgium
  18. 18. © 2014 Deloitte Belgium Collaboration and knowledge management @ Deloitte 17 HR Magazine event Cuture Leadership Innovation Intellectual Capital Collaboration Learning Stakeholders 8. Organisational value Delivering value based on stakeholder knowledge Creating a learning organisation Creating environment for collaborative, enterprise knowledge sharing Creating an enterprise knowledge -driven culture Developing knowledge workers through senior management leadership Developing, delivering knowledge based products/services Maximising enterprise intellectual capital 1. Organisational Culture 2. Leadership 3. Innovation 4. Intellectual Capital Management 5. Knowledge sharing & collaboration 6. Organisational learning 7. Customer/ Stakeholder knowledge Transforming enterprise knowledge into stakeholder value Deloitte has been recognised as a MAKE (Most Admired Knowledge Enterprise) winner in 2013. The MAKE Framework contains the following building blocks:

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