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Agile HR Breakfast Meeting 2019 | HR & the New World of Work

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Tel Aviv, Israel | Jan-28-2019
The revolution of work is unstoppable. This new world of work is about autonomy, self-organization, teams, networks, openness, innovation, ownership, learning, diversity and adaptability. In order to succeed in this new world, HR must rethink its people approach and align its processes and tools to these new demands. Only forward-thinking companies, with progressive HR teams, will be on the leading edge of tomorrow’s modern workplace.

Published in: Recruiting & HR
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Agile HR Breakfast Meeting 2019 | HR & the New World of Work

  1. 1. ©2019JustLeadingSolutionsLLC|AllRightsReserved Agile HR Breakfast Session | Jan-27-2019 HUMAN RESOURCES AND THE NEW WORLD OF WORK Fabiola Eyholzer
  2. 2. ©2019JustLeadingSolutionsLLC|AllRightsReserved MAY YOU LIVE IN INTERESTING TIMES Chinese Curse
  3. 3. ©2019JustLeadingSolutionsLLC|AllRightsReserved The Age of Disruption
  4. 4. ©2019JustLeadingSolutionsLLC|AllRightsReserved Since 2000, 52 percept of the names on the Fortune 500 list are gone, either as a result of mergers, acquisitions, or bankruptcies. Teresa Novellino, New York Business Journal
  5. 5. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: 25 years of apps eating the work desk by Vala Afshar | Xtend IOT Technology As Core of The Digital Age
  6. 6. ©2019JustLeadingSolutionsLLC|AllRightsReserved The Digital Revolution Das Digitale Zeitalter
  7. 7. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: adapted from Dualarity & DFKI Degree of Speed From Industry 1.0 to Industry 4.0 1800 1900 2000 10x impact of Internet Revolution Fusion of technologies that is blurring the lines between the physical, digital, and biological spheres Impact Socio-Economic Industry Government Communication Individual & Professional Life Today Scalable efficiency Doing things right Scalable adaptability Doing the right things EMPOWERING CORPORATIONS EMPOWERING PEOPLE First mechanical loom, 1784 First Industrial Revolution: Mechanical Use of water and steam power to run mechanical production facilities Second Industrial Revolution: Electrical Use of electrical power and introduction of division of labor to enable work-sharing mass production First conveyor belt, Cincinnati slaughterhouse, 1870 Third Industrial Revolution: Internet Use of electronics and IT to further automate production First programmable logic controller (PLC) Modicon084, 1969 Fourth Industrial Revolution: Digital Use of cyber-physical systems to monitor, analyze, and automate business Degree of complexity
  8. 8. ©2019JustLeadingSolutionsLLC|AllRightsReserved The Human Business
  9. 9. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: Office Vibe "13 Disturbing Facts About Employee Engagement ", Nov-2014 Disengagement % of employees worldwide are disengaged, disillusioned and dissatisfied 12345678910111213141516171819202122232425262728293031323334353637383940414243444546474849505152535455565758596061626364656667686970717273747576777879808182838485868788
  10. 10. ©2019JustLeadingSolutionsLLC|AllRightsReserved When people go to work, they shouldn’t have to leave their hearts at home. Betty Bender
  11. 11. ©2019JustLeadingSolutionsLLC|AllRightsReserved Sometimes even our best intentions need a do-over Sometimes even our best intentions need a do-over
  12. 12. ©2019JustLeadingSolutionsLLC|AllRightsReserved RealityCheckRealityCheck Our thinking and perspective on the motivation and behavior of people is still deeply rooted in the old industry Our thinking and perspective on the motivation and behavior of people is still deeply rooted in the old industry Whatever made us great in the 20st Century, will not make us successful in the Digital Age Whatever made us great in the 20st Century, will not make us successful in the Digital Age
  13. 13. ©2019JustLeadingSolutionsLLC|AllRightsReserved People decisions being dictated by hidden forces, such as Finance, Legal, Compliance, destroying innovation and empowerment People practices with little trust, such as micro- management and bureaucracy, fostering weak managers and uninspiring leaders HR instruments driven to handle poor performance/mediocracy, such as employee appraisals, dampening motivation and engagement ©2018JustLeadingSolutionsLLC–AllRightsReserved.
  14. 14. ©2019JustLeadingSolutionsLLC|AllRightsReserved The Douglas Effect
  15. 15. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  16. 16. ©2019JustLeadingSolutionsLLC|AllRightsReserved TalentSumerization (Consumerization of HR)
  17. 17. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: Global Human Capital Trends 2017, Deloitte Employee Experience 01020304050607080 9080706050403020Nearly % of executives rated employee experience important to very important Only % of companies are excellent at building a differentiated EE experience.
  18. 18. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  19. 19. ©2019JustLeadingSolutionsLLC|AllRightsReserved The New HR Mandate: Empower people and create engaging, inspiring and fun places of work • Establish strong cultural identity & anchors • Engage and cultivate talents aligned with the new talent contract • Forster engagement through shared experiences and meaningful interactions and ways of recognition • Enhance value delivery through flow and excellence • Empower people and networks and embrace HR thought leadership in work 4.0 Source: HR Agility Assessment © 2014-2019 Just Leading Solutions LLC | All Rights Reserved HR Agility Assessment
  20. 20. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: adapted from EE Employee Engagement Award Employee Engagement Model Purpose Meaning Social System Inclusion and connections Wellbeing Being comfortable, healthy or happy Advocacy Recommending or supporting others Contribution Awareness I know who you are, and I saw what you did Personal Growth Ability to realize potential Work What we do Employee Engagement Model
  21. 21. ©2019JustLeadingSolutionsLLC|AllRightsReserved The New World of Work – highly connected, dynamic & complex Autonomy & Self-organization Adaptability & Accountability Teams & Networks Openness & Transparency Innovation & Creativity Empowerment & Ownership Learning & Knowledge Sharing Diversity of Thought
  22. 22. ©2019JustLeadingSolutionsLLC|AllRightsReserved Sources: Arrk Group | The SAFe® House of Lean, Scaled Agile Framework A Combined Approach LEAN AGILEDESIGN THINKING Practices Principles Values LEAN AGILEDESIGN THINKING
  23. 23. ©2019JustLeadingSolutionsLLC|AllRightsReserved Agile Values, Principles, and Practices Source: Lean | Agile People Operations Infographic by Just Leading Solutions LLC 2014
  24. 24. ©2019JustLeadingSolutionsLLC|AllRightsReserved Source: www.agilehr.org Agile HR Manifesto Individuals and interactions over processes and tools Inspire and engage over manage and retain Adding value over administrative efficiency Collaborative networks over hierarchical structures Transparency over necessary confidentiality
  25. 25. ©2019JustLeadingSolutionsLLC|AllRightsReserved What Agile Does Differently Cost Cutting & Administrative Efficiency Project Approach & Process Thinking Prescriptive & One-Size Fits All Command & Control Micromanagement Negative, Reactive & Historical Control & Secrecy Career Path Blame Value Creation & Talent Interaction Iterative Approach & System Thinking Co-created & Personalized Empowerment & Inspiring Leadership Positive, Proactive & Forward-Looking Trust & Transparency Meaningful Growth Accountability
  26. 26. ©2019JustLeadingSolutionsLLC|AllRightsReserved Agile Mindset Respect & Trust Collaboration Positive attitude (and language) Listening and communicating Ability and readiness to embrace change Thirst for knowledge and learning and openness to diversity of thought, opinion, and ideas Keenness to go new ways and think outside the box Focus on delivering value with commitment and a ration of pragmatism Relentless and continuous improvement with a willingness to fail (fast) Pride in ownership and belonging
  27. 27. ©2019JustLeadingSolutionsLLC|AllRightsReserved HR Agile Power Duo
  28. 28. ©2019JustLeadingSolutionsLLC|AllRightsReserved The Duality of HR HR as Organization: Bring Agility to the HR Department (Agile 4 HR) HR as Function | Discipline: Empower the Agile Organization (HR 4 Agile) © Just Leading Solutions LLC
  29. 29. ©2019JustLeadingSolutionsLLC|AllRightsReserved for Agile HR
  30. 30. ©2019JustLeadingSolutionsLLC|AllRightsReserved Agile 4 HR – Bringing Agility to the HR Organization • Value Streams • Cross-Functional Teams • Agile Practices & Ways of Working • Employee-Focused Value Delivery • Creativity & Innovation, Thought-Leadership HR as organizationHR as organization
  31. 31. ©2019JustLeadingSolutionsLLC|AllRightsReserved for HR Agile
  32. 32. ©2019JustLeadingSolutionsLLC|AllRightsReserved HR 4 Agile – Bringing Agility to the HR Organization • Inspire: purpose-driven, values, diversity of thought, talent definition & discovery … • Hire: team-based hiring, onboarding … • Energize: purpose, autonomy, flow, leadership, work environment, organizational structure ... • Develop: mastery, coaching, L&D, growth plans, talent mobility … • Admire: opportunities, incentives, recognition, appreciation … HR as function | disciplineHR as function | discipline
  33. 33. ©2019JustLeadingSolutionsLLC|AllRightsReserved Agile HR Themes
  34. 34. ©2019JustLeadingSolutionsLLC|AllRightsReserved Embrace the new talent contract Needs meaning and purpose Strives to be a valued and valuable member of a winning team and organization Wants to be challenged and acknowledged Expects to be guided by mentors and coaches Demands an opportunity for growth Thrives under inspiring leadership Values a strong employer brand and corporate responsibility Craves an experience Aspires Lifeworking Is mobile and social and is used to have unlimited and immediate access to data, knowledge
  35. 35. ©2019JustLeadingSolutionsLLC|AllRightsReserved Forster continuous engagement by creating inspiring places of work Understand the reality and impact of Engagement Focus on Engagement not the outdated notion of Retention Inspire people and engage with them on a personal level Shape a strong culture, where core values are lived up to – by everyone – every day. Embed Lean | Agile values into your corporate DNA and built a winning culture Create an inspiring work environment to allow an optimal workflow Open up your organizational structure to meet the demands of a connected network Integrate people into empowered, collaborative teams Tell a strong story, create momentum, and invest in regular interactions with lean-agile leaders
  36. 36. ©2019JustLeadingSolutionsLLC|AllRightsReserved Hire for attitude & fit, and rock at onboarding to strengthen teams Build a strong employer brand Proactively attract & engage talent Replace job descriptions with Value Descriptions and hire People over paper Employ for attitude & cultural fit Inspire candidates with the larger sense of purpose Gamify the talent acquisition & make it an experience Make a solid, team-based decision Excel at onboarding
  37. 37. ©2019JustLeadingSolutionsLLC|AllRightsReserved Move to an Iterative Performance Flow and eliminate employee appraisals in favor of continuous feedback Eliminate annual performance ratings Accept handling performance issues is a leadership task Avoid performance improvement trap Align performance cycle with iterations Set inspiring goals, and clarify expectations Continuously inspect and adapt Engage in continuous feedback Embed learning and knowledge sharing into workflow Decouple from HR instruments
  38. 38. ©2019JustLeadingSolutionsLLC|AllRightsReserved Get the topic of money off the table and recognize people and teams in a meaningful way Base Salaries • Pay adequate base salaries • Decentralize salary decisions • Allow for transparency to the salary structure and data Incentives • Motivate through mastery, autonomy, purpose – not cash incentive • Avoid toxic individual bonuses • Acknowledge performance beyond individual bonuses • Combine various forms of recognition B fit
  39. 39. ©2019JustLeadingSolutionsLLC|AllRightsReserved Offer meaningful growth opportunities and move talents across the organization Create a learning organization Embed inspect and adapt into workflow and strive for continuous & relentless improvement Implement new ways of learning and sharing Provide easy access to skills, knowledge, and tools Empower employees to take the lead Understand modern jobs & career paths Illustrate prospective role-based career paths Establish individual career coaching Apply agile workforce planning and talent scouting Enhance growth through Lean | Agile leadership Create new ways for new beginnings
  40. 40. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  41. 41. ©2019JustLeadingSolutionsLLC|AllRightsReserved Think Holistically The way a company interacts with employees and the kind of consistent and immersive experience it creates is the ultimate expression of business values, identity and culture. The Playbook Apply Design Thinking HR must design with the real customer in mind and view employees as individuals and create experiences that are personalized, intuitive, and engaging. Instill Cultural Anchors Identity and authenticity are the cornerstones of building a strong workplace culture and distinguishing an organization as a great place to work. Gamify HR Take the essence of games — attributes such as fun, play, transparency, design, competition and yes, addiction— and apply is to a range of HR processes. Iterate and Co- Create Industrial age structures and practices give way to Agile values, practices & principles. Agile has evolved as the predominant business and leadership approach.
  42. 42. ©2019JustLeadingSolutionsLLC|AllRightsReserved Top 7 Transformation Mistakes
  43. 43. ©2019JustLeadingSolutionsLLC|AllRightsReserved 1. Underestimate complexity of HR Agile HR is more than bringing Scrum et. al. to HR teams (Agile4HR), it is about translating agile values & principles into HR solutions, so that they nurture the individuals and the business (HR4Agile). Top 7 Transformation Mistakes
  44. 44. ©2019JustLeadingSolutionsLLC|AllRightsReserved 2. Misjudge cultural and structural context Every organization is unique, and the success of an HR approach depends on its ability to address their specific cultural & structural context. There is no one-right-model. The blueprint for a successful HR transformation is the approach, not the solution. Top 7 Transformation Mistakes
  45. 45. ©2019JustLeadingSolutionsLLC|AllRightsReserved 3. Design for HR not Employees HR instruments are often designed for a smooth running of the HR systems. We must apply ‘Design Thinking’ to create value for the real customer – the employees. Top 7 Transformation Mistakes
  46. 46. ©2019JustLeadingSolutionsLLC|AllRightsReserved 4. Overlook cultural anchors HR solutions must align with the identity of the organization. If not, it can have devastating effects on building an authentic culture and distinguishing your organization as a great place to work. Top 7 Transformation Mistakes
  47. 47. ©2019JustLeadingSolutionsLLC|AllRightsReserved 5. Apply change management approach That is a very hierarchical way, but agile ways of working require agile ways of implementation. That means running the transformation in an iterative way with co-creation & co-delivery. Top 7 Transformation Mistakes
  48. 48. ©2019JustLeadingSolutionsLLC|AllRightsReserved 6. Ignore the new talent contract People seek purpose and a personalized employee experience. They want to be involved and empowered - not only when it comes to their own work, but along the entire HR value chain. Top 7 Transformation Mistakes
  49. 49. ©2019JustLeadingSolutionsLLC|AllRightsReserved 7. Don’t think holistically The way a company interacts with employees and the kind of consistent and immersive experience it creates is the ultimate expression of business values, identity and culture. Top 7 Transformation Mistakes
  50. 50. ©2019JustLeadingSolutionsLLC|AllRightsReserved
  51. 51. ©2019JustLeadingSolutionsLLC|AllRightsReserved To win in the marketplace you must first win in the workplace. Doug Conant, CEO of Campbell’s Soup
  52. 52. ©2019JustLeadingSolutionsLLC|AllRightsReserved Just Leading Solutions 275 Madison Avenue 14th Floor New York, NY 10016 nyc@justleadingsolutions.com www.justleadingsolutions.com Thank You! Fabiola Eyholzer fabiola.eyholzer@justleadingsolutions.com +1 908 340 8091

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