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The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
The New HR Reality
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The New HR Reality

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  • 1. January 31st, 2011Leadership Roundtable eventVan der Togt Museum, Amstelveen www.mercer.nl
  • 2. Agenda 15.00 – 15.30 Registration 15.30 – 15.45 Welcome by chairman Arnout Korteweg, Market Leader Benelux 15.45 – 17.30 Interactive session. The session starts with a presentation, followed by a discussion. Shared Norms for the New Reality Presentation Jurgen van den Brink, Market Business Leader Human Capital Discussion, lead by Arnout Korteweg, based on the four interconnected pillars, presented at the WEF 2011 meeting in Davos, below: · Responding to the New Reality · The Economic Outlook and Defining Policies for Inclusive Growth · Supporting the G20 Agenda · Building a Risk Response Mechanism 17:30-18:15 Drinks and Tour of the MuseumMercer 1
  • 3. To start with….. “HR is still far from being a businesspartner. According to research by Mercer among five hundred HR directors, HR departments spend only 15 percent of their time on strategic interventions. Despite this, 65 percent convince themselves they indeed are a strategic partner.”“HR is nog lang geen businesspartner. HR afdelingen besteden slechts 15 procent van hun tijd aan strategische interventies. Desondanks maakt 65 procent zichzelf wijs wel degelijk een strategische partner te zijn. Dat blijkt uit onderzoek van Mercer onder vijfhonderd HR-directeuren.” Mercer 2
  • 4. This is a headline set in Arial boldSubhead set in Arial This slide illustrates a simple bulleted list – A sub bullet point Another sub bullet point - One more bulletMercer 3
  • 5. This is a headline set in Arial boldSubhead set in Arial This slide illustrates a simple bulleted list – A sub bullet point Another sub bullet point - One more bulletMercer 4
  • 6. January 31st, 2011 The New HR Reality Generations Baby Boomers, X, Y and Z at workJurgen van den Brink, Amstelveen www.mercer.nl
  • 7. Please allow me to introduce… Roos 21 years Student Communications Sciences Just finished her first internship Decided not to go working after her study, but to help in an orphanage in Latin AmericaMercer 6
  • 8. Please allow me to introduce… Pauline 43 years Logistic manager Quit her job to look after the kids Decided to re-enter the labour market, but with limited availability being a soccer mamMercer 7
  • 9. Please allow me to introduce… Jurgen 46 years Head of Human Capital Benelux Has an exciting job Speaks frequently to peers who are not that excited and would like to do something elseMercer 8
  • 10. Please allow me to introduce… Bert 57 years Former CEO of a Dutch media company Retired, pensionado Does not need the money, but would still like to contributeMercer 9
  • 11. Please allow me to introduce… PaulMercer 10
  • 12. Please allow me to introduce… Paul 14 years Student gymnasium Thinks school is just a redundant interruption between chilling Uses PS3 (a.o.) to communicate with friends all over the world Works seemlessly with PowerPoint, Word and ExcelMercer 11
  • 13. The New HR Reality: work will never be the same Four generations @ work Different needs, wishes, ideas, skills, knowledge, reach, ideals and moral Challenge: get facts, understand them and put them meaningful to contextMercer 12
  • 14. Things we all know (but act upon?) Population by age Gray Pressure 60% 20 18 50% 16 14 40% 12 80+ 65-79 10 30% 20-64 0-19 8 20% 6 4 10% 2 0 0% 2009 2020 2030 2040 2050 2060 2009 2040 Selfemployers 80% 70% 60% 50% 40% 30% 20% 10% 0% 2009 2040 Development labor force Source: CBS Source: Marc Drees, http://www.recruitmentmatters.nlMercer 13
  • 15. Things we all know (but act upon?) Population by age 20 18 16 14 12 80+ 65-79 10 20-64 0-19 8 6 4 2 0 2009 2020 2030 2040 2050 2060Source: CBS Mercer 14
  • 16. Things we all know (but act upon?) Gray Pressure 60% 50% 40% 30% 20% 10% 0% 2009 2040Source: CBS Mercer 15
  • 17. Things we all know (but act upon?)Development labor forceSource: Marc Drees, http://www.recruitmentmatters.nl Mercer 16
  • 18. Things we all know (but act upon?) Selfemployers 80% 70% 60% 50% 40% 30% 20% 10% 0% 2009 2040Source: mulptiple websites Mercer 17
  • 19. HR ready for reversed engineering? Traditional: employer claims flexibility and working hours On arrival: selfemployer decides where and when he is available (examples: graphic designers, software engineers) Upcoming: web- and social media enabled availability apps (example: homecare services) Future:Mercer 18
  • 20. HR ready for Social Media? 133 out of 480 (28%) of my Linkedin connections changed positions in 2010 Linkedin has 85.000.000+ members “Your Linkedin connections can introduce you to 5,653,800+ professionals” Facebook has 600.000.000+ active users Twitter has 190.000.000+ users Whatsapp has 15.000.000+ users What’s next…?Mercer 19
  • 21. The New HR Reality: The New Reality “The ‘new reality’ is a world with manifold power centers, characterized by a high degree of volatility and the entrance (and exit) of players in the global race for competitiveness; changing social behaviors of the millennial generation; a worldwide scarcity in commodities and natural resources; reshaped roles of governments; and new social and environmental demands on business.” (WEF 2011) The end of work-life balance: Live-work-care-life integrationMercer 20
  • 22. Mercer Scope: optimizing labour productivity and – participation Identify Workforce Analysis Present Absent/Disabled Leavers Workforce Workforce (temp and gradual) Potential workforce •Engagement •Engagement •Social engagement •Labour terms •Labour terms •Vitality (health) Risk •Vitality •Vitality •CoachingManagement •Development •Development •Knowledge transfer •Mobility/Flexibility •Mobility •(Health) Care •Employer branding Providing Optimizing Returning/Fitting Transfer •Abs/Disability costs •Income planning •Workforce costs •Absence analysis •Estate planning •ProcurementCost Management •Co-finance •Health cost planning •Insure (Optimize) •Insure •Insure •Fin Planning Funding DC savings plans/pensions Mercer 21
  • 23. www.mercer.nl

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