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The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
The DNA of Reinvention: Retooling Your Workforce For The 21st Century
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The DNA of Reinvention: Retooling Your Workforce For The 21st Century

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    • 1. THE DNA OF REINVENTIONRETOOLING YOUR WORKFORCE FOR THE 21ST CENTURY
    • 2. I’m the new CIO
    • 3. “HR needs to ensure it is fit forpurpose in order to be proactiveand maintain or develop itsinfluence in the future.”-Keith Murdoch, Remuneration and Benefits Manager,British American Tobacco
    • 4. CORPORATE IS KING COMPANIES CARE SMALL IS BEAUTIFUL
    • 5. BUSINESS MODELS PEOPLE MANAGEMENT THE ROLE OF HR WILL WILL WILL PRESENT ONE OF UNDERGO A CHANGE THE GREATEST FUNDAMENTAL CHANGE DRAMATICALLY CHALLENGES
    • 6. THE BLUE WORLD: CORPORATE IS KING The globalizers take center stage, consumer preferencedominates, a corporate career separates the haves from the have-nots.
    • 7. THE BLUE WORLD: CORPORATE IS KING The Chief People Officer (CPO) is a powerful and influential figure, sometimesknown as the ‘Head of People and Performance’ who sits on the leadershipboard.Metrics and data are used to drive business performance through complexstaff segmentation strategies which identify thousands of skills sets – creatingprecision around sourcing the right candidates for the right tasks as well as onthe job performance measurement and assessment.The people risk agenda is one which is taken seriously by the board – as a result,the CPO and HR business partners become more influential.Those responsible for people management increasingly need financial,analytical, marketing and risk management skills to measure the impact of thehuman capital in their organization and to attract and retain the best talent.
    • 8. THE GREEN WORLD: COMPANIES CARECompanies develop a powerful social conscience and green senseof responsibility. Consumers demand ethics and environmentalcredentials as a top priority. Society and business see their agendaalign.
    • 9. THE GREEN WORLD: COMPANIES CAREThe CEO drives the people strategy for the organization, believing that thepeople in the organization and their behaviors and role in society have a directlink to the organization’s success or failure.The CEO works closely with the Head of People and Society (HPS) who,with a team comprising a mix of HR, marketing, corporate social responsibilityand data specialists, drives the social responsibility program. Employment law drives responsible employer behavior and forces the HPS to develop innovative solutions in times of downturn – such as sending employees on secondments to other organizations where they can develop their skills and contribute to the wider society, bringing employees back in when the economic environment improves. The HPS is therefore a well- networked individual.
    • 10. THE ORANGE WORLD: SMALL IS BEAUTIFULGlobal businesses fragment, localism prevails, technology empowers alow impact, high-tech business model. Networks prosper while largecompanies fall.
    • 11. THE ORANGE WORLD: SMALL IS BEAUTIFULPeople strategy is replaced with sourcing strategy, as maintaining the optimumsupply chain of people is key to this networked world.The People Sourcing Director liaises with expertise networks and guilds toattract what they need for the best price.
    • 12. "The most important, and indeed the truly unique,contribution of management in the 20th Centurywas the fifty-fold increase in the productivity of theMANUAL WORKER in manufacturing. The mostimportant contribution management needs tomake in the 21st Century is similarly to increasethe productivity of KNOWLEDGE WORK and theKNOWLEDGE WORKER.“Drucker (1999, p135)
    • 13. knowledge workers need the following characteristics:(i) Possessing factual and theoretical knowledge(ii) Finding and accessing information(iii) Ability to apply information(iv) Communication skills(v) Motivation and(vi) Intellectual capabilities.
    • 14. Staffing for performance must become an ingrained habit. First - class people must always be assigned to major opportunities.
    • 15. Productivity improvement requires the elimination of whateveractivities do not contribute to performance. Eliminatingsidetracking activities maybe the single biggest step towardgreater productivity in both knowledge and service work.
    • 16. When employees share with each other best internal practices,the productivity of individuals increases… and, in turn,organizational productivity skyrockets.
    • 17. PEOPLE TECHNOLOGY PROCESS
    • 18. MAR VI N D EJ EANAUTHORFUTURISTKEYNOTE SPEAKER DIGITAL STRATEGISTAVAILABLE AS KEYNOTE PRESENTATIONS, TRAINING SEMINARS, AND ONE-ON-ONE COACHING www.the-prime-directive.com Slideshare.net/mdejean @mdejean 954-254-9030

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