HR Strategy on a Global Scale

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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.

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HR Strategy on a Global Scale

  1. 1. Workplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsHR Strategy on a Global ScalePresented by Ian ZiskinMay 2013HR Strategy ona Global Scale
  2. 2. Workplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionWorkplace-Shifting TrendsHR Strategy ona Global Scale
  3. 3. GlobalizationOrganizational TrendsEmployee 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 environmentKey work, workplace, and workforce trendsWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale3
  4. 4. c o m p l e x i t yorganizationalGlobal operations and opportunities:Complexity, Connectivity, and ScalescalabilityWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale4
  5. 5. New structures and memes:Social Business, Open Organization, and FlexibilityWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale5
  6. 6. Higher expectations of employees:Autonomy, Purpose, and MasteryOne of the top three reasons people leave organizations is thelack of challenging and meaningful development opportunities.(HCI, 2011)Source: Gallup8%17%20%2%31%22%Flexibility/schedulingManagement/general workenvironmentPay/benefitsCareeradvancement/promotional opportunitiesLack offit to jobJob securityWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale6
  7. 7. From a boss1. Will help me navigate my career path2. Will give me straight feedback3. Will mentor and coach me4. Will sponsor me for formal development programs5. Is comfortable with flexible schedulesFrom their next organization1. Will develop my skills for the future2. Has strong values3. Offers customizable options in my benefits andreward package4. Allows me to blend work with the rest of my life5. Offers a clear career pathMillennials will be the majority of ourworkforce - So what matters to them?Workplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale7
  8. 8. Performance ImplicationsWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale
  9. 9. 51%Lower Turnover27%Less AbsenteeismMoreProductivity18%HigherProfitability12%A Gallup study showed that improving employee engagement isimportant because engaged employees have:The $300B engagement problem9.9%14.3%27.4%0%5%10%15%20%25%30%Low traditionalengagementcompaniesHigh traditionalengagementcompaniesHigh sustainableengagementcompaniesSame-year operating margin:Study of 50 global companiesSource: Towers Watson normative database | Kenexa: 2012 Engagement Survey | Gallup Engagement Survey Oct. 201271%of American workersare “not engaged” or“actively engaged” intheir workWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale9
  10. 10. “Sadly, it’s a lot easier for our employees to find and apply for jobs outside of our company than itis to find jobs inside our company.”~Fortune 500 HR ExecutiveThe 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 effortWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale10
  11. 11. Organization-Engaging ActionsWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale
  12. 12. Focus on the employeeWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale12
  13. 13. Employee-centric leadership“The underlying principles on the Web—of naturalhierarchy, transparency, collaboration, and all therest—those characteristics are going to invademanagement. The idea of a hierarchy thatfundamentally empowers the few anddisempowers the many is more or less dead.”- Gary HamelWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale13
  14. 14. HR Strategy on a Global ScaleWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale
  15. 15. Human Capital Strategy Framework• Do we have theright talent?• Can we acquireand retainthem?• Are theyengaged?• Have we identifiedour key leaders?• Do they know ourexpectations?• Are we assessing anddeveloping them tomeet theseexpectations?• Do we knowwhat drivesperformance inthis business?• Do we measureand reward keyperformanceaccountabilities?• Do we have anHR function thatis capable ofdelivering on theHuman CapitalStrategy?• Do we have theorganizationdesign, systems, processes and policiesthat reinforceobjectives?Identify 2-3 actionsWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale15
  16. 16. The Future of HRWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global ScaleHero leadership Collective leadershipFatigue SustainabilitySameness SegmentationIntellectual property Agile co-creativityPersuasion EducationEmployment valuepropositionPersonal valueproposition16
  17. 17. “…but, “Only 6% of HRorganizations reported beinginvolved in the creation ofstrategic sustainabilityprograms.” – SHRM“57% of respondents saytheir companies haveintegrated sustainabilityinto strategic planning.”– McKinsey“If Facebook usersconstituted a country, theywould be the world’s 3rdlargest, behind China andIndia.”– (Source Unknown)“65% of American adultssleep with their cellphones.”– (Source Unknown)“Netflix paid out a $1 millionprize to a team of outsideresearchers who developed amovie recommendationalgorithm.”- (Source Unknown)“Only 6% of employeesagreed that theircompany’s humanresources practices werehighly relevant to them.”– Accenture“40% of profits of firmsthat comprise the S&P 500Index are from overseas”– US News (2011)“By 2025, 75% of theworkforce will be GenY, vs. only 7% today.”– Professors Alec Levenson andGeorge Benson“By 2015, more than 60%of organizations thatmanage innovationprocesses will gamifythose processes” – Gartner, Inc.“Big Data is expected togenerate $3.7 trillion inproducts and services, andgenerate 4.4 million newjobs by 2015”– Gartner, Inc.The Future of HR: A Deeper DiveOpenInnovationWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale17
  18. 18. DiscussionWorkplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale
  19. 19. What one HR-related trend represents thebiggest enabler or obstacle to yourorganization’s global business performance?What one HR-related action would make thebiggest difference in improving yourorganization’s global business performance?Workplace-ShiftingTrendsPerformanceImplicationsOrganization-EngagingActionsDiscussionHR Strategy ona Global Scale19
  20. 20. Thank youStay in touchIan ZiskinEmail: iziskin@exexgroup.comTwitter: @IanZiskin

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