Dr.Shirley Davis - 'Transformation Of HR'
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Dr.Shirley Davis - 'Transformation Of HR'

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Dr.Shirley Davis speaks at SHRM India Annual Conference 2013 on ''Transformation Of HR''.

Dr.Shirley Davis speaks at SHRM India Annual Conference 2013 on ''Transformation Of HR''.

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  • 1. THE DISRUPTION OF HR GLOBAL WORKFORCE TRENDS THAT ARE TRANSFORMING THE ROLE OF HR Dr. Shirley Davis Sheppard, SPHR Vice President, Global Diversity & Inclusion
  • 2. A New Global Reality—VUCA Flattened WorldChanging Global Demographics
  • 3. A New Global Reality
  • 4. 4 Workforce Trends That are Transforming HR
  • 5. The Global Workforce is Changing One-third of India’s population is now under the age of 15; 5% are over 65 Worldwide, almost half (49%) of college students are women 10% of world’s population lives with a disability Women make up 24% of Indian’s workforce; 49% of its population China will be the top economy in 2020 and India is predicted to claim that spot by 2050 World Wealth Report 2012 31% of employers worldwide find it difficult to fill positions because of talent shortages in their markets 5
  • 6. Multigenerational Workforce in India Findings from Research • Two ways to conceptualize generations in India: one in term of “historical events” and the second in term of socio economic variables leading to differences in values, attitudes and behaviours . • Identified liberalization and 1991 as a watershed historical event which impacted India, albeit differently across the states. • Generational Diversity in India is complex since socio-economic variables like first generation entrant to the workforce, rural/urban schooling, earning member status in the family and parental occupation seem to impact in simultaneity. It broadly appears that there are three generations from a socio economic categorization perspective – the silver spoon generation, the rooted in the past generation and the “gemini twins” generations with conflicting values • Regional diversity in work values significant given that different regions have witnessed the economic growth at different periods in the last two decades
  • 7. Implications for Organizations • Unlike multi-cultural societies, where there is a willingness to recognize diversity, a composite culture like India with its embedded diversity, requires organizations to surface the latent diversity through visible goals and monitoring processes • Inclusion conversations need to be facilitated by HR professionals and broad based with themes such as rural/urban diversity and regional diversity entering in to enabling conversations • Interventions like coaching, mentoring, potential assessment and development are unlikely to be effective unless the latent diversity is recognized • Organizations need to celebrate managers who foster and develop diverse teams. Managers need to be educated on diversity and inclusion
  • 8. Global Talent Shortages Sources: Forbes Insights. “Global Diversity and Inclusion: Fostering Innovation Through a Diverse Workforce” July 2011; PWC 15th Annual Global CEO Survey 2012 8 76% CEOs are making changes to their strategy for managing talent. More than 80% expect to grow operations in Asia and South America 59% say they see emerging markets as more important than developed markets to their future. 53% of CEOs see lack of key skills as a major challenge. 31% of employers worldwide find it difficult to fill positions Global Talent Shortages 8
  • 9. Globally, just 35% of workers are highly engaged Source: Towers Watson GlobalWorkforce Study on Engagement, 2012 Highly Engaged Unsupported Detached Disengaged 35% 22% 17% 26% 9
  • 10. Employee Engagement Engagement Levels Disengaged Actively engagedActively disengaged 54% 17% 29% Source: Gallup Management Journal's semi-annual Employee Engagement Index
  • 11. Priority Areas of Focus “Why it Matters” Leadership  Is effective at growing the business  Shows sincere interest in employees’ well-being  Behaves consistently with the organization’s core values  Earns employees’ trust and confidence Stress, balance and workload  Manageable stress levels at work  A healthy balance between work and personal life  Enough employees in the group to do the job right  Flexible work arrangements Goals and objectives Employees understand:  The organization’s business goals  Steps they need to take to reach those goals  How their job contributes to achieving goals Supervisors  Assign tasks suited to employees’ skills  Act in ways consistent with their words  Coach employees to improve performance  Treat employees with respect Organization’s image  Highly regarded by the general public  Displays honesty and integrity in business activities Top Five Drivers of Sustainable Engagement
  • 12. 12 50% of CEOs in developed markets, and 55% in emerging markets, said they face the greatest challenges with regard to recruitment and retention with high- potential middle managers Recruiting and Retaining High Potential Middle Managers is the Biggest Concern for CEOs Source: 2012 PWC Global CEO Survey
  • 13. Top 10 Leadership Strategies for Increasing Engagement and Retention 1. Don’t just fill jobs, build careers 2. Make retention strategies personal---not one size fits all 3. Closely examine underperformance 4. Invest in line leadership development 5. Allow more flexibility 13
  • 14. Top 10 Leadership Strategies for Increasing Engagement and Retention 6. Institute mentoring programs 7. Offer meaningful and challenging work 8. Provide frequent and balanced feedback/ coaching; respond to comments in a timely manner 9. Update technology systems 10.Conduct “stay” interviews 14
  • 15. Workflex: A Business Imperative 15
  • 16. Workflex: A Business Imperative Work-Life Fit is Complicated Key Drivers  Time Famine  Increasing eldercare responsibilities  Dual-earner families  Diverse, multigenerational, global workforce 16
  • 17. HR’s Role in Social Media
  • 18. Pop Quiz 18 B. 47% A. 28% C. 72% A recent study conducted by SHRM found that ____% of organizations do not have a clear strategy or goals for their social media activities
  • 19. Recruiting and Selection Socialization and Onboarding Training and Development Knowledge Sharing and Training Branding and Marketing Creativity and Problem Solving Influencing Organizational Culture Successful Ways Organizations Use Social Media
  • 20. The Role of HR is Changing The role of the "old style of HR" can thus be seen as on its way to becoming extinct. If HR has to prevail, its role with external and internal stakeholders of the business has to find a way of adding value to them. HR needs to force its way into the heart of strategic planning, and organizations have to look into HR as an investment. 21 More CEOs are now integrating HR with business planning at the highest levels of the company: 79% say that the CHRO, or equivalent, is one of their direct reports (PWC Global CEO Survey, 2012)
  • 21. The Role of HR is Changing Business Function • Personnel • Administration • Payroll • Benefits Business Partner • Recruiting • Learning & Development • Organization Design • Total Compensation • Communication Strategic Partner • Performance Management • Succession Planning • Talent Management • Competency Management 22
  • 22. Growth of Strategic HR Models 23
  • 23. Growth of Strategic HR Models 24
  • 24. New Skills Required for HR
  • 25. SHRM’s Competency Model MODEL DEVELOPMENT • Literature Review – 35 different competency models • Development – 111 Focus Groups 29 cities globally 1200 HR Professionals globally • Survey of 640 CHROs CONTENT VALIDATION • 2012 Competency Validation Survey – 32,000 HR Professionals globally at – all career levels (entry, mid, senior, executive) • 33 Nations represented in total 26
  • 26. 9 Primary Competencies: Elements for HR Success 1. Human Resource Technical Expertise and Practice 2. Relationship Management 3. Consultation 4. Organizational Leadership and Navigation 5. Communication 6. Global and Cultural Effectiveness 7. Ethical Practice 8. Critical Evaluation 9. Business Acumen The entire competency model can be found online at: http://www.shrm.org/HRCompetencies/Pages/default.aspx 27
  • 27. Summary • The global workforce is changing—becoming more diverse, global, hyper-connected, and virtual. • In a VUCA world, business leaders recognize that its greatest asset and differentiator from its competition is its talent. • HR professionals have a unique opportunity and mandate to evolve from a transactional to a transformational role and to enable its organizations to succeed. • This will require a new set of skills and competencies for a 21st century workforce.
  • 28. Thank you for your participation I’m Available to you at: • shirley.davis@shrm.org • Twitter: @DrShirleyDavis • LinkedIn: Shirley Davis Sheppard • To hear more on D & I, listen to Dr. Davis at http://www.youtube.com/user/IndiaHRLIVE/live 29