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Lecture arthur lankester cambridge university   english version
 

Lecture arthur lankester cambridge university english version

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HR Best practice report. Research conducted by CRF Institute. Talent management benchmark EU and China

HR Best practice report. Research conducted by CRF Institute. Talent management benchmark EU and China

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    Lecture arthur lankester cambridge university   english version Lecture arthur lankester cambridge university english version Presentation Transcript

    • China’s HR Best practice –Key findings of CRFs researchAugust 5, 2011
    • Biography Arthur Lankester MSc. Business Intelligence Manager CRF Institute arthur.lankester@crf.com www.linkedin.com/in/alankester twitter.com/#!/CRFinstituteArthur Lankester graduated in the field of International Management(MBA) and Organisational Psychology in the Netherlands. After workingas consultant he joined CRF Institute in 2009 as Business IntelligenceManager.The CRF Institute is the independent organisation behind the TopEmployers certification. The CRF Institute identifies top performers in HR,across 13 countries and 4 continents. Arthur is responsible for CRFsinternational research practices and develops surveys, benchmark- andbest practice reports.
    • Content1.  About the CRF Institute2.  CRF Video: HR, Get ready for the next decade3.  Business and HR priorities of China’s Top Employers4.  Share and benchmark HR research findingsPurpose of today’s session:•  Share CRFs HR insight of China’s Top Employers•  Inspire you with HR best practices
    • About the CRF InstituteThe CRF Institute is the independent organisation behind the TopEmployers projects. The CRF Institute identifies top performers inthe areas of HR.•  Mission: Inspire Top Employers to Stand out, We inspire organisations to be excellent employers by giving comparative insights to HR policy and best practices. This is beneficiary for all stakeholders, especially their current and perspective employees.•  Founded in 1992, operational in 13 countries on 4 continents: (China (since 2006), Belgium, Brazil, Denmark, France, Germany, Italy, The Netherlands, Poland, South Africa, Spain, Switzerland, United Kingdom. In 2012 start-up Turkey, Australia)•  Over the years more than 2500 organisations participated in our projects, especially market leaders and multi-nationals.
    • Selection of last years Top Employers
    • Top Employers certificationBeing certified as a Top Employer China will offerorganisations:•  Independent recognition of HR performance•  Actionable insight into your comparative strengths•  Significant visibility to stand out as an employer of choice
    • How we workResearch forms the core of the Top Employers project:•  Objective, fact based research•  Cooperation with HR experts and research partners•  Determine whether an organisation meets the requirements to be certified as a Top Employer.4 phases:1.  Shortlist2.  The HR Best Practices Survey3.  Review and Audit4.  Rating and Selection
    • CRF Video: HR; Get ready for the next decade Demographic, social-economical and techological factorsincrease the challanges to attract and retain talented people.
    • Business priorities 2011 “Please indicate your top 5 Business Priorities and rank them according to importance:” 2011 China Europe 1 Strengthening sustainability Winning and retaining customers 2 Customer satisfaction Customer satisfaction 3 Innovation People & career development 4 People & career development Innovation Developing new products or 5 Building the brand services While global economy remains in the aftermatch of the financial crise,China’s economy seems vital and organisations emphasize on their sustainability
    • Business priorities Trends “Please indicate your top 5 Business Priorities and rank them according to importance:” China 2011 2010 2009 People & career People & career1 Strengthening sustainability development development2 Customer satisfaction Innovation Building the culture3 Innovation Winning & retaining Employer branding customers4 People & career development Building the culture Building the brand5 Building the brand Building the brand Innovation
    • Resource planning China’s workforce needs and shortages are sky-high Expected development in the numberof employees over the next three years Staff number will increase EUROPE China Staff number will stay the same 11% 7% 11% Staff number will decrease23% 66% 66% 93% 2010: 96% 2009: 95% Expected shortages in human resources per job level 2010: 64% 2009: 60% BE DE NL ES FR •  CHINA EUROPE
    • HR priorities 2011 “Please indicate your top 5 HR Priorities and rank them according to importance:” 2011 China Europe 1 Talent management Talent management 2 Leadership development Learning & Development Cultural & Organisational 3 change Employee engagement Transforming HR into strategic Leadership Development 4 partner Recruitment and staffing 5 Workforce planning The extreme growth targets of Chinese organisations create a high demandfor local talents and local leaderswho can truly manage their employee force.
    • HR priorities Trend “Please indicate your top 5 HR Priorities and rank them according to importance:” China 2011 2010 20091 Talent management Leadership development Learning & development2 Leadership development Learning & development Talent management Cultural & Organisational3 change Talent management Leadership development Transforming HR into strategic4 partner Performance management Recruitment and staffing Transform HR into strategic5 Workforce planning partner Performance management
    • Talent management“Get the right people, on the right time on the right place” Talent management:* Understand the business strategy and define the talent needed to1. DEFINE deliver that strategy2. DISCOVER Consider where the talent might come from and how to attract them Ensure that employees continually acquire new skills and capabilities3. DEVELOP and link them with the organisations purpose and strategy4. DEPLOY Match and align talent where it is most needed and best suited* Book: The Talent Powered Organization (P. Cheese, R.J. Thomas, E. Craig, R.J. Thomas)
    • Define your talentYou need to look beyond simply head count. Create a clear picture about the organisation competency needs (knowledge, skills and attributes). Which insights does HR have regarding the competency levels of key employees? HR insight EUROPE in China FR Measures the competency levels of all 72% 87% key employees Medium term, strategic forecast of its 45% 77% organisational competency needs DE Prepared a GAP analysis between current 42% 63% employee competencies and the competencies Implemented action plans to foresee in the 54% 67% strategic forecast competency needs.
    • Discover your talent Communicate your recruitment message effectively through the recruitment channels.What will be the most valuable sources of talent for your organisation over the next 3-5 years? Valuable sources EUROPE in China FR #1#1 Development/training of existing personnel#2 Recruitment from top schools/universities #2 DE#3 Recruitment from competitors #3#4 Recruitment from other industries #4#5 Recruitment through professional/social networks #5#6 Off-shoring #6 (outsourcing work to talents outside organisation)
    • Discover your talent Go beyond a singe employee value proposition to all employees. Insteadcustomise the value proposition to the needs and desires of each employee. Which actions does your organisation take regarding the Employee Value Proposition (EVP)? EVP EUROPE in China Operational A formal statement about organisational 82% 97% level offerings to employees Identifying employee groups regarding 53% 77% Tactical level employee needs and organisational offerings Measuring the fit between employee 55% 57% needs/desires and organisational offerings Strategic level A three-year strategic outlook on future 35% 40% employee needs and organisational offerings
    • Discover your talent Attraction vs. Engagement of employees Relative HR priorities across Europe and China RECRUITMENT LOW HIGH PO UK ES HIGH IT BE NL ENGAGEMENT FR CH CNHR PRIORITIES LOW •  DE China 2011 HIGH priority is ranked no. 1 -3 in list of HR priorities LOW priority is ranked no. 4 – 10 in HR priorities
    • Discover your talent Menu-driven approach: allow employees to pick personal gains and working relations they seek from their work.“Are managers/professional entitled to choose specific elements within their own compensation and benefits scheme” •  Yes, we have a cafeteria model 45% 28% •  No 55% 72% CN EU
    • Discover your talentMenu-driven approach: allow employees to pick personal gains and working relations they seek from their work. Video: the cafeteria model CN EU
    • Develop your talent Organisations that talks about talent development mustemphasize every one’s role in developing others as a core value. Development COMMON DEVELOPMENT programmes PROGRAMMES – Europe in China Leadership development 83% DE 90% FR 83% Individually selected training 79% General training 87% 87% DE Industry-job-related training 85% 87% Coaching/mentoring 67% 67% Talent management 78% 77%
    • Develop your talent The notion of a talent mindset is crucial. People have to see learning as an important part of their job. Application of reviews and bonuses to encourage employee participation in development programmes 100% 50% 0% UK BE FR DE IT NL PL ES CH CNReviewing employees about their participation in development programmes isstandardEmployees’ bonuses are linked to their participation in development programmesManagers are reviewed about the participation of their staff in development programmesManagers bonuses are linked to the participation of their staff in developmentprogrammes
    • Develop your talent Beneficial learning and development investments can’t do without measuring skill acceleration and improved competiveness.Measurement of the effectiveness of MEASUREMENT OF SHORT TERM development programmes EFFECTS LOW HIGH Evaluation by participants UK CN Increase in employees’ MEASUREMENT OF 97% ES knowledge or capabilities HIGH LONG TERM Skills transferred into EFFECTS 65% performance in roles 60% NL BE DE Knowledge retention over time LOW IT 24% 26% Return on investment CH PO (increased productivity, FR etc.) LOW - HIGH scale short term: 70-100% LOW - HIGH scale long term: 20-65% Measurement of the effectiveness of development programmes at China: Evaluation by 100% Extent to which developed DE 73% participants skills are transferred into performance in roles Increase in employees’ Knowledge retention over 50% 86% knowledge or capabilities time Return on investment (increased productivity, 33% etc.)
    • Deploy your talent Give employees opportunities to move within the organisation discovering new capabilities and gaining insight in unfamiliar parts of COMMON DEVELOPMENT the business. “Do employees have access to an overview of the PROGRAMMES – Europe competences required for specific job roles?” CHINA EUROPE Yes, employees have unrestricted 13% 0% 6% access to competency profiles Yes, employees have access to competency profiles when they 32% request this from HR 87% 62% No “Which of the following aspects of Succession Planning are coordinated centrally in your organisation?”Senior positions are reviewed 87% 97% Job rotation, to prepare suitable 64% 87%periodically to identify successors employeesMentoring, to prepare suitable 65% 87% Managers need to bring on their own 21% 57%employees successor before they are promotedTraining, to prepare suitable 95% 97%employees
    • Deploy your talent Create conditions that encourage employees to engage and direct their efforts to achieving the organisational goals.COMMON DEVELOPMENTPROGRAMMES – Europe Which actions are taken regarding employee engagement?Employee survey results are communicated 73% 73%formally throughout the whole organisationAction plans for improvement are developed 80% 73%A specific budget is allocated for implementing 59% 60%the action plansThe implementation of action plans is 72% 77%monitoredAchieved results are linked to management’s 31% 40%bonusThe effectiveness of action plans is evaluated 67% 70%
    • SummaryBusiness Priority•  Organisations emphasize on their sustainability. COMMON DEVELOPMENT PROGRAMMES – EuropeHR Priority•  The extreme growth targets create a high demand for local talents and localleaders who can truly manage their employee force.Resource planning•  China’s workforce needs and shortages are sky-highTalent management•  “Get the right people, on the right time on the right place”(Define, Discover, Develop, Deploy)Define your talent•  Look beyond simply head count. Create a clear picture about theorganisation competency needs (knowledge, skills and attributes).
    • SummaryDiscover your talent•  Communicate effectively through the recruitment channels. COMMON DEVELOPMENT PROGRAMMES – Europe•  Customise the value proposition to the needs and desires of each employee.•  Menu-driven approach (cafeteria model)Develop your talent•  Organisations that talks about talent development must emphasize everyone’s role in developing others as a core value.•  Talent mindset: People have to see learning as an important part of their job.•  Measuring skill acceleration and improved competiveness.Deploy your talent•  Move people within the organisation discovering capabilities and insights•  Engage employees to direct their efforts to achieving the organisational goals.
    • QuestionsCOMMON DEVELOPMENTPROGRAMMES – Europe ?
    • COMMON DEVELOPMENTPROGRAMMES – Europe Thank you for your attendance Arthur Lankester MSc. Business Intelligence Manager CRF Institute arthur.lankester@crf.com www.linkedin.com/in/alankester twitter.com/#!/CRFinstitute