If the global economic recession was an earthquake, the resulting business landscape it’s produced is certainly still feeling the aftershocks. So, as your organization rebuilds from the rubble, the time is now for HR leaders to proactively respond to a new set of global challenges the aftermath left behind. Ian Ziskin, former CHRO at Northrop Grumman, has his pulse on the future of HR and in this session shares how you can both reactively and proactively pull the HR levers under your control as you respond to the ever-changing needs of your business. Come ready for tips and tricks that will ensure you’re prepared for the next big one as HR redefines its role in worldwide organizational strategy.

1. Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
HR Strategy on a Global Scale
Presented by Ian Ziskin
May 2013
HR Strategy on
a Global Scale

2. Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
Workplace-Shifting Trends
HR Strategy on
a Global Scale

3. Globalization
Organizational Trends
Employee Trends
 Organizational complexity
 Hyper-connected
 Scalability
 Social business leadership trust gap
 Project economy
 Talent pressures
 Need for autonomy, mastery and purpose
 No longer expect employment for life
 Work-life integration
 Easy, self-serve; consumerization of IT
 Collaborative environment
Key work, workplace, and workforce trends
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
3

4. c o m p l e x i t y
o
r
g
a
n
i
z
a
t
i
o
n
a
l
Global operations and opportunities:
Complexity, Connectivity, and Scale
s
c
a
l
a
b
i
l
i
t
y
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
4

5. New structures and memes:
Social Business, Open Organization, and Flexibility
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
5

6. Higher expectations of employees:
Autonomy, Purpose, and Mastery
One of the top three reasons people leave organizations is the
lack of challenging and meaningful development opportunities.
(HCI, 2011)
Source: Gallup
8%
17%
20%
2%
31%
22%
Flexibility/sc
heduling
Management/ge
neral work
environment
Pay/benefits
Career
advancement/promot
ional opportunities
Lack of
fit to job
Job security
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
6

7. From a boss
1. Will help me navigate my career path
2. Will give me straight feedback
3. Will mentor and coach me
4. Will sponsor me for formal development programs
5. Is comfortable with flexible schedules
From their next organization
1. Will develop my skills for the future
2. Has strong values
3. Offers customizable options in my benefits and
reward package
4. Allows me to blend work with the rest of my life
5. Offers a clear career path
Millennials will be the majority of our
workforce - So what matters to them?
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
7

8. Performance Implications
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale

9. 51%
Lower Turnover
27%
Less Absenteeism
More
Productivity
18%
Higher
Profitability
12%
A Gallup study showed that improving employee engagement is
important because engaged employees have:
The $300B engagement problem
9.9%
14.3%
27.4%
0%
5%
10%
15%
20%
25%
30%
Low traditional
engagement
companies
High traditional
engagement
companies
High sustainable
engagement
companies
Same-year operating margin:
Study of 50 global companies
Source: Towers Watson normative database | Kenexa: 2012 Engagement Survey | Gallup Engagement Survey Oct. 2012
Employers
perception of
engagement
Employee
engagement
vs.
71%
of American workers
are “not engaged” or
“actively engaged” in
their work
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
9

10. “Sadly, it’s a lot easier for our employees to find and apply for jobs outside of our company than it
is to find jobs inside our company.”
~Fortune 500 HR Executive
The workforce today is…
 Socially Hyper-connected, constantly exchanging information outside of work
 Passively Job Hunting, matched for jobs with the best technology
 Easily Poachable, being recruited with little or no effort
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
10

11. Organization-Engaging Actions
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale

12. Focus on the employee
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
12

13. Employee-centric leadership
“The underlying principles on the Web—of natural
hierarchy, transparency, collaboration, and all the
rest—those characteristics are going to invade
management. The idea of a hierarchy that
fundamentally empowers the few and
disempowers the many is more or less dead.”
- Gary Hamel
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
13

14. HR Strategy on a Global Scale
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale

15. Human Capital Strategy Framework
• Do we have the
right talent?
• Can we acquire
and retain
them?
• Are they
engaged?
• Have we identified
our key leaders?
• Do they know our
expectations?
• Are we assessing and
developing them to
meet these
expectations?
• Do we know
what drives
performance in
this business?
• Do we measure
and reward key
performance
accountabilities?
• Do we have an
HR function that
is capable of
delivering on the
Human Capital
Strategy?
• Do we have the
organization design,
systems, processes
and policies that
reinforce
objectives?
Identify 2-3 actions
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
15

16. The Future of HR
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
Hero leadership Collective leadership
Fatigue Sustainability
Sameness Segmentation
Intellectual property Agile co-creativity
Persuasion Education
Employment value
proposition
Personal value
proposition
16

17. “…but, “Only 6% of HR
organizations reported being
involved in the creation of
strategic sustainability
programs.” – SHRM
“57% of respondents say
their companies have
integrated sustainability
into strategic planning.”
– McKinsey
“If Facebook users
constituted a country, they
would be the world’s 3rd
largest, behind China and
India.”
– (Source Unknown)
“65% of American adults
sleep with their cell
phones.”
– (Source Unknown)
“Netflix paid out a $1 million
prize to a team of outside
researchers who developed a
movie recommendation
algorithm.”
- (Source Unknown)
“Only 6% of employees
agreed that their
company’s human
resources practices were
highly relevant to them.”
– Accenture
“40% of profits of firms
that comprise the S&P 500
Index are from overseas”
– US News (2011)
“By 2025, 75% of the
workforce will be Gen Y,
vs. only 7% today.”
– Professors Alec Levenson and
George Benson
“By 2015, more than 60%
of organizations that
manage innovation
processes will gamify
those processes” – Gartner, Inc.
“Big Data is expected to
generate $3.7 trillion in
products and services, and
generate 4.4 million new
jobs by 2015”
– Gartner, Inc.
The Future of HR: A Deeper Dive
Open
Innovation
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
17

18. Discussion
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale

19. What one HR-related trend represents the
biggest enabler or obstacle to your
organization’s global business performance?
What one HR-related action would make the
biggest difference in improving your
organization’s global business performance?
Workplace-Shifting
Trends
Performance
Implications
Organization-Engaging
Actions
Discussion
HR Strategy on
a Global Scale
19

20. Thank you
Stay in touch
Ian Ziskin
Email: iziskin@exexgroup.com
Twitter: @IanZiskin