0
2
 Over 260,000 HR professional members
 Thousands more in over 600 local chapters
 Over 25% of entire profession
 SHR...
HR 2022 Poll ©SHRM 2012 3
59%
52%
36%
34%
33%
20%
15%
13%
11%
6%
51%
29%
44%
21%
41%
17%
33%
12%
24%
1%
Retaining and rewarding the best employees
D...
43%
22%
19%
14%
3%
47%
29%
11%
12%
2%
Obtaining human capital and optimizing
human capital investments
Obtaining financial...
HR 2020 © SHRM 2012 6
•
•
•
7
8
HR 2022 Poll ©SHRM 2012 9
10
0 1 2 3 4 5 6 7 8
China
India
Nigeria
Vietnam
Indonesia
Colombia
Egypt
Turkey
Brazil
Russia
South Korea
Mexico
South Af...
11Source: Economist IntelligenceUnit, 2012, Prepare for Opportunity
•
–
–
•
–
–
•
•
–
–
•
12
13
14
Compared with [previous month], have labor market conditions during [current month], made it
more or less difficult to ...
15
On average, have your new hires in [current month] received a compensation package
(wage plus benefits) that is higher,...
16
Note: Figure represents those employees who answered "somewhat satisfied" or "very satisfied."
Source: 2012 Employee Jo...
Gallup 2013 State of US Workforce Study:
Only 30% of US workforce is engaged
70% of employees are disengaged or
actively d...
• Jan, 2012, American Psychology Assn survey
41% of US workers are experiencing work stress regularly and
almost half say ...
HR teams have been hit as hard as
other departments by budget cutting
Leading a rebound within the confines
of smaller HR ...
Many MNEs lost their strong employer brands
during the global recession and have not
regained their former strength
Rebuil...
•
–
•
•
•
–
21
40%
37%
26%
26%
24%
24%
17%
17%
15%
14%
13%
11%
11%
7%
58%
47%
23%
29%
40%
21%
11%
15%
13%
14%
11%
4%
Flexible work arrang...
HR 2020 © SHRM 2012 23
24
1. Rise of smart machines
2. New computational world
3. New media ecology
4. Globally connected world
25
• Decrease in manual and rote labor
• Increase in complexity of jobs
• What are humans better at than machines?
• What ...
26
• Increasingly a numbers-based world
• Sensors in everything that count
• Data collected with our every action
• How wi...
27
• Increase in interactive media and tools
• More personalization and closer social
interaction
• What is beyond Faceboo...
28
• Increasingly a globally connected world
• Time-of-day will begin to become
irrelevant
• International business organi...
HR 2020 © SHRM 2012 29
Organizational
Structure
Challenges
30
1. Centralized vs. Decentralized
2. Change Management
3. Risk Management
4. Future Strategies
31
32
Mismatch of internal and external change is a
constant challenge for HR!!
Can outside consultants really know your
inte...
33
34
Risk needs a better definition!
Didn’t we used to say “nothing ventured, nothing
gained?”
HR now has a purely complianc...
HR 2020 © SHRM 2012 35
If you don’t do
it
first, someone
else probably
will
HR 2020 © SHRM 2012 36
Strategies are just starting to include more people elements
HR 2020 © SHRM 2012 37
Going forward HR will need both a physical and
a virtual people strategy
Pure psychology….virtual c...
#1:
Grow
from Within
#2:
Build/Rebuild
Your Brand
Build or rebuild your employer brand to retain and
engage your high-perf...
Strategic Workforce Planning (SWP)
evaluates future critical talent needs
through systematic workforce assessment
This abi...
Developing your talent begins by
creating a culture that rewards people
emotionally for their efforts and meets
their prof...
•
•
•
•
•
•
•
Goal: Create an image of your
organization as a “Great Place to Work”
among your stakeholders and the public
• Your website
• Print and TV ads
• Chat rooms/forums/blogs
• Social Media
• Employee testimonials
• Visual branding on bi...
•
•
45
46
Questions?
Dr. Jeff Pon - ''Emerging Workplace Trends''
Dr. Jeff Pon - ''Emerging Workplace Trends''
Dr. Jeff Pon - ''Emerging Workplace Trends''
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Dr. Jeff Pon - ''Emerging Workplace Trends''

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Dr. Jeff Pon speaks at SHRM India Annual Conference 2013 on ''The Future Challenges Facing the HR Profession''

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Transcript of "Dr. Jeff Pon - ''Emerging Workplace Trends''"

  1. 1. 2  Over 260,000 HR professional members  Thousands more in over 600 local chapters  Over 25% of entire profession  SHRM members represent over 100,000,000 employees or more than 70% of all workers in the United States  Mission: Advance the HR profession and advance the HR professional
  2. 2. HR 2022 Poll ©SHRM 2012 3
  3. 3. 59% 52% 36% 34% 33% 20% 15% 13% 11% 6% 51% 29% 44% 21% 41% 17% 33% 12% 24% 1% Retaining and rewarding the best employees Developing the next generation of corporate leaders Creating a corporate culture that attracts the best employees to our organization Remaining competitive in the talent marketplace Finding employees with the increasingly specialized skills we need Creating smooth and efficient HR processes that ensure a good employee experience Finding the right employees in the right markets where we do business around the… Creating an employee-centric, service- oriented HR organization Breaking down cultural barriers that make it difficult to create a truly global company Other 2012 (n = 483) 2010 (n = 465) 4 • Note: Percentages do not total 100% due to multipleresponse options. Respondents who answered “don’t know” were excluded from this analysis.
  4. 4. 43% 22% 19% 14% 3% 47% 29% 11% 12% 2% Obtaining human capital and optimizing human capital investments Obtaining financial capital and optimizing financial capital investments Obtaining technology and optimizing technological capital investments Obtaining intellectual capital and optimizing intellectual capital investments Obtaining physical capital and optimizing physical capital investments 2012 (n = 484) 2010 (n = 449) 5 • Note: n = 484. Percentages do not total 100% due to rounding.
  5. 5. HR 2020 © SHRM 2012 6
  6. 6. • • • 7
  7. 7. 8
  8. 8. HR 2022 Poll ©SHRM 2012 9
  9. 9. 10 0 1 2 3 4 5 6 7 8 China India Nigeria Vietnam Indonesia Colombia Egypt Turkey Brazil Russia South Korea Mexico South Africa US Canada Japan UK Germany France Italy Real GDP, average annual % change, 2012-2016. Source: Economist Intelligence Unit
  10. 10. 11Source: Economist IntelligenceUnit, 2012, Prepare for Opportunity
  11. 11. • – – • – – • • – – • 12
  12. 12. 13
  13. 13. 14 Compared with [previous month], have labor market conditions during [current month], made it more or less difficult to recruit highly qualified individuals to fill those positions that are of the greatest strategic importance to your firm, i.e., to put “A” candidates into your “A” jobs? -40.0 -30.0 -20.0 -10.0 0.0 10.0 20.0 30.0 40.0 Jun-05 Sep-05 Dec-05 Mar-06 Jun-06 Sep-06 Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Manufacturingrecruitingdifficulty Service sector recruitingdifficulty
  14. 14. 15 On average, have your new hires in [current month] received a compensation package (wage plus benefits) that is higher, the same, or lower than that received by individuals your firm hired into similar positions during [previous month]? -15.0 -10.0 -5.0 0.0 5.0 10.0 15.0 20.0 25.0 Jun-05 Sep-05 Dec-05 Mar-06 Jun-06 Sep-06 Dec-06 Mar-07 Jun-07 Sep-07 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09 Jun-09 Sep-09 Dec-09 Mar-10 Jun-10 Sep-10 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 Sep-12 Dec-12 Mar-13 Jun-13 Sep-13 Manufacturingnew-hire compensation Service sector new-hire compensation
  15. 15. 16 Note: Figure represents those employees who answered "somewhat satisfied" or "very satisfied." Source: 2012 Employee Job Satisfaction and Engagement: A Research Report by SHRM
  16. 16. Gallup 2013 State of US Workforce Study: Only 30% of US workforce is engaged 70% of employees are disengaged or actively disengaged 18% of these are actively disengaged, acting out their unhappiness Gallup calculates that low employee engagement costs US businesses $450 billion annually – more than the GDPs of Israel, Portugal, and Singapore
  17. 17. • Jan, 2012, American Psychology Assn survey 41% of US workers are experiencing work stress regularly and almost half say low salary has a significant impact on their stress level at work Just 54% of employees feel valued, and 32% intend to seek other employment within a year
  18. 18. HR teams have been hit as hard as other departments by budget cutting Leading a rebound within the confines of smaller HR teams will require greater creativity The bottom line for most HR professionals today is: “Do more with less.”
  19. 19. Many MNEs lost their strong employer brands during the global recession and have not regained their former strength Rebuilding their employer brand will be key to their business success and ability to convince high performers to stay with their companies
  20. 20. • – • • • – 21
  21. 21. 40% 37% 26% 26% 24% 24% 17% 17% 15% 14% 13% 11% 11% 7% 58% 47% 23% 29% 40% 21% 11% 15% 13% 14% 11% 4% Flexible work arrangements Culture of trust, open communication and fairness Opportunities for career advancement* Higher total rewards package than competitors Commitment to employee development Meaningful work with clear purpose in meeting organizations’… Stimulating and attractive organizational culture Latest tools/technology to maximize work efficiency and… Employees are encouraged to make decisions and take risks Recognition based on job performance* Developing human capital managers at all levels Better opportunities to use skills and abilities Highly inclusive culture that uses diverse perspectives Corporate social responsibility and sustainability 2012 (n = 486) 2010 (n = 449) 22 • Note: Percentages do not total 100% due to multipleresponse options. Asterisk (*) indicates option was not included on 2010 survey.
  22. 22. HR 2020 © SHRM 2012 23
  23. 23. 24 1. Rise of smart machines 2. New computational world 3. New media ecology 4. Globally connected world
  24. 24. 25 • Decrease in manual and rote labor • Increase in complexity of jobs • What are humans better at than machines? • What is humans place among machines? • What are the costs – social and monetary? • What seems impossible today that will be commonplace tomorrow? • How will HR be different based on the rise of smart machines?  Human factors and ergonomics competency
  25. 25. 26 • Increasingly a numbers-based world • Sensors in everything that count • Data collected with our every action • How will current and future jobs be impacted by data? • How will employees deal with number overload? • How will we fill the math gap? • How will HR be different in the new computational world?  Business Intelligence Competency  Computational Thinking
  26. 26. 27 • Increase in interactive media and tools • More personalization and closer social interaction • What is beyond Facebook? • What is beyond Skype? • What is beyond the smartphone and tablet? • When will virtual reality be hard to tell from reality? • How will HR be different in the new media ecology?  Media expertise  Media psychology
  27. 27. 28 • Increasingly a globally connected world • Time-of-day will begin to become irrelevant • International business organizations will continue to grow to coordinate and regulate • How will the battle for productivity impact the global and local economies? • How do we deal with the haves and have-nots? • How will HR be different in the new globally connected world?  Global Mindset  New Global HR Structures
  28. 28. HR 2020 © SHRM 2012 29 Organizational Structure Challenges
  29. 29. 30 1. Centralized vs. Decentralized 2. Change Management 3. Risk Management 4. Future Strategies
  30. 30. 31
  31. 31. 32 Mismatch of internal and external change is a constant challenge for HR!! Can outside consultants really know your internal state? Movement away from external consultants to building a team of internal change agents selected from the best internal HR professionals.
  32. 32. 33
  33. 33. 34 Risk needs a better definition! Didn’t we used to say “nothing ventured, nothing gained?” HR now has a purely compliance lens HR is in the “no” business Need to think not only about defensive risk, but also about proactive risk Ask the question…What will likely happen if I don’t take this risk?
  34. 34. HR 2020 © SHRM 2012 35 If you don’t do it first, someone else probably will
  35. 35. HR 2020 © SHRM 2012 36 Strategies are just starting to include more people elements
  36. 36. HR 2020 © SHRM 2012 37 Going forward HR will need both a physical and a virtual people strategy Pure psychology….virtual cannot fully work without true relationship building
  37. 37. #1: Grow from Within #2: Build/Rebuild Your Brand Build or rebuild your employer brand to retain and engage your high-performing employees and attract new talent from outside
  38. 38. Strategic Workforce Planning (SWP) evaluates future critical talent needs through systematic workforce assessment This ability to predict and fill future talent needs is critical as companies move from survival mode to long-term sustainability HR must make the ROI business case to top management for strategic workforce planning
  39. 39. Developing your talent begins by creating a culture that rewards people emotionally for their efforts and meets their professional expectations Most employees give top priority to interesting and challenging work and growth opportunities Career and leadership development programs can provide enriching opportunities to improve skills and knowledge
  40. 40. • • • • • • • Goal: Create an image of your organization as a “Great Place to Work” among your stakeholders and the public
  41. 41. • Your website • Print and TV ads • Chat rooms/forums/blogs • Social Media • Employee testimonials • Visual branding on billboards, etc • Best Places to Work lists • Industry magazines • Company buildings and Intranet • Job podcasting
  42. 42.
  43. 43. • 45
  44. 44. 46 Questions?
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