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Corporate Communications and Trends in HR

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C² Communication community debate - Corporate Communications and Trends in HR

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Corporate Communications and Trends in HR

  1. 1. Welcome
  2. 2. THE INFLUENCE OF EMPLOYER BRANDING IN INTERNAL AND EXTERNAL COMMUNICATION, ON EMPLOYEES AND ON THE CORPORATE IDENTITY IS HUGE • Jérôme Caille Group CEO & Partner House of HR • Thierry Vierin Managing Partner, Belgium Osborne Clarke
  3. 3. Corporate Communications and Trends in HR Thierry Viérin, Partner Osborne Clarke 19 May 2017
  4. 4. osborneclarke.com 4 Index 1. What does GDPR mean for HR? I. Definition II. Consequences 2. Wellbeing at work I. Facts and Figures II. Major causes III. Employer's awareness IV. In practice ? V. Courses of action VI. Results
  5. 5. osborneclarke.com 5 1. What does GDPR mean for HR? I. Definition What is 'GDPR'? The General Data Protection Regulation (GDPR) constitutes a big change to data protection. Enters into force in May 2018. It will affect your business and your human resources. The sooner you can start working on your GDPR compliance project, the better. Consequences:  Increased rights of your employees  Stronger obligations for employers and HR service providers
  6. 6. osborneclarke.com 6 1. What does GDPR mean for HR? II. Consequences • Increased rights of your employees: ‒Right to information: employers must provide employees with more detailed information on the reasons for and methods of processing ‒Right to access data: it entails a right to receive a copy of the processed data. Right to rectify inaccurate data ‒Right to be forgotten: entitlement to have the employer delete personal data ‒Right to data portability: entitlement to receive personal data from an employer and to transfer it, e.g. to a new employer ‒Right to object to data processing: entitlement to object to data processed for certain purposes, e.g. direct marketing purposes
  7. 7. osborneclarke.com 7 1. What does GDPR mean for HR? II. Consequences • Stronger obligations for employers and HR service providers ‒Appoint a (mandatory) Data Protection Officer ‒Carry out (mandatory) privacy impact assessments ‒Draft or review your data privacy policy ‒Obligation to notify of data breaches ‒Carry out (mandatory) consultation with the Data Protection Authorities before new data processing activities commence ‒Hold key records of all your processing activities
  8. 8. osborneclarke.com 8 2. Wellbeing at work I. Facts and Figures* 7 in 1003 %29,51 % increase of the long-tem sick leaves in 2017 2 x more long- term sick leaves among 30+ than 5 years ago of the current workforce is on long-term sick leave (> 1 year) workers are, on daily basis, out of office due to an accident or illness. • Data provided by Securex, survey of 28.04.2017 "bouger davantage et rester moins longtemps assis: deux solutions pour limiter la progression des absences de longue durée"
  9. 9. osborneclarke.com 9 2. Wellbeing at work II. Major causes
  10. 10. osborneclarke.com 10 2. Wellbeing at work II. Major causes I. Brain overload  Over a 5-year period, sickness due to employee's psychosocial burden at work has increased by 27% ;  30+ are the most affected because of a mismatch of their work-life balance due to setting high standards for their career as well as for their private life ;  Stress triggers a chronic condition of physical pain, anxiety and depression.
  11. 11. osborneclarke.com 11 2. Wellbeing at work II. Major causes II. Sedentary lifestyle  Excessive sitting position : creates joints problems and muscle disorders ;  Improving activity reduces the risks of developing cardiovascular disease, diabetes type II and various forms of cancer ;  A healthy and active lifestyle is likely to increase life expectancy by 1 year.
  12. 12. osborneclarke.com 12 2. Wellbeing at work III. Employer's awareness* Half 43 % of the employers are worried about brain overload of the employers are promoting a healthier lifestyle at work *Data provided by Securex, survey of 28.04.2017 "bouger davantage et rester moins longtemps assis: deux solutions pour limiter la progression des absences de longue durée"
  13. 13. osborneclarke.com 13 2. Wellbeing at work IV. In practice ?
  14. 14. osborneclarke.com 14 2. Wellbeing at work V. Courses of action Encouraging exercise Family and work life balance Wellbeing Increasing diversity ….
  15. 15. osborneclarke.com 15 2. Wellbeing at work V. Courses of action In practice, employers can take the following actions to improve wellbeing at work:  Mental health awareness for managers ;  Group sport sessions in your offices ;  Free fruit twice per week ;  "Switch off periods" (ex. No mails from 6 to 9 pm) ;  Healthy food options at the cafeteria ;  Wellbeing month in new year ;  Social teambuilding events outside of the office…
  16. 16. osborneclarke.com 16 2. Wellbeing at work VI. Results Reduce lost time days Good Health = Improve productivity Save on sick pay/ overtime/ claims Attract talent Retain staff Improve business image Improve morale
  17. 17. osborneclarke.com 17 Core team contact 1 Thierry Viérin Partner Employment, Brussels T +32 2 515 9304 thierry.vierin@osborneclarke.com
  18. 18. THE INFLUENCE OF EMPLOYER BRANDING IN INTERNAL AND EXTERNAL COMMUNICATION, ON EMPLOYEES AND ON THE CORPORATE IDENTITY IS HUGE • Jérôme Caille Group CEO & Partner House of HR • Thierry Vierin Managing Partner, Belgium Osborne Clarke
  19. 19. 19/05/2017 19
  20. 20. Double footprint 19/05/2017 20 Country Specialized Recruitment Engineering Consulting Belgium France The Netherlands Switzerland Luxemburg Germany
  21. 21. 19/05/2017 21 10 specialized brands Where are we? 500 Offices
  22. 22. A history of growth 19/05/2017 22
  23. 23. 19/05/2017 23 Changing 35.000 people’s life every month, one job at a time. 2580 talented people in house.
  24. 24. 19/05/2017 24
  25. 25. 19/05/2017 25
  26. 26. Trend 1: Entrepreneurship doesn’t scare the younger generations 19/05/2017 26
  27. 27. Trend 2: The future is phygital 19/05/2017 27
  28. 28. Trend 3: Confidence, but coaching required 19/05/2017 28
  29. 29. Trend 4: Fun as a way of working 19/05/2017 29
  30. 30. Trend 5: Reputation and social responsibility 19/05/2017 30
  31. 31. Trend 6: Passive candidates are curious 19/05/2017 31
  32. 32. Trend 7: The importance of personal empowerment 19/05/2017 32
  33. 33. Trend 8: Heading away from home 19/05/2017 33
  34. 34. A candidate driven market 19/05/2017 34
  35. 35. Welcome to the talent jungle 19/05/2017 35
  36. 36. A stellar experience for every candidate 19/05/2017 36
  37. 37. The culture book 19/05/2017 37
  38. 38. Job offer editorialization 19/05/2017 38
  39. 39. Refused candidate referrals 19/05/2017 39
  40. 40. Refused candidate present 19/05/2017 40
  41. 41. 3000 Dollar exit 19/05/2017 41
  42. 42. Office personalisation 19/05/2017 42
  43. 43. A stellar experience for every candidate 19/05/2017 43
  44. 44. 19/05/2017 44
  45. 45. 19/05/2017 45
  46. 46. 19/05/2017 46 Choose the job you love
  47. 47. 19/05/2017 47 Jérôme Caille CEO House of HR +32 (0)471 580 004 jerome.caille@houseofhr.com www.linkedin.com/in/jeromecaille www.houseofhr.com Thank you!
  48. 48. THE INFLUENCE OF EMPLOYER BRANDING IN INTERNAL AND EXTERNAL COMMUNICATION, ON EMPLOYEES AND ON THE CORPORATE IDENTITY IS HUGE • Jérôme Caille Group CEO & Partner House of HR • Thierry Vierin Managing Partner, Belgium Osborne Clarke

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