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HR transformation

Why should we transform HR? Because we work with people, with adults, not with numbers - resources - capital share. Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines. Because we know that happier people are working better, faster, with more creativity for better results. Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves. Because HR people are also entitled to be happy at work and to spread happiness around them. Let's transform HR onto #HappyHR

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why should we transform HR?
          laurence vanhee
       chief happiness officer

       amsterdam 8/11/2012
Human Resources Director




What my friends    What my mum        What the Society
  think I do        thinks I do         thinks I do




What my boss      What I think I do     What I really do
 thinks I do
"The core duties of the HR director are simple:
1. run the HR function
2. be an equal member of the management team and ask
   insightful questions
3. bringing emotional intelligence to the board
4. be a confidante to the CEO
5. simplify business complexity

They are not there to represent a single function in the
business.”

                                                                   Nick Holley
                                     director of the centre for HR Excellence
                                                      Henley Business School
                                               (http://www.hrmagazine.co.uk)
HR transformation
who feels
like a number?
any heads of personnel?
Ad

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HR transformation

  • 1. why should we transform HR? laurence vanhee chief happiness officer amsterdam 8/11/2012
  • 2. Human Resources Director What my friends What my mum What the Society think I do thinks I do thinks I do What my boss What I think I do What I really do thinks I do
  • 3. "The core duties of the HR director are simple: 1. run the HR function 2. be an equal member of the management team and ask insightful questions 3. bringing emotional intelligence to the board 4. be a confidante to the CEO 5. simplify business complexity They are not there to represent a single function in the business.” Nick Holley director of the centre for HR Excellence Henley Business School (http://www.hrmagazine.co.uk)
  • 6. any heads of personnel?
  • 7. who feels like a resource?
  • 9. who feels like a part of a human capital?
  • 10. any human capital directors?
  • 11. “HR departments concerned about transforming themselves are missing the point of focusing on people strategy. Their transformation is driven by the need of the HR department rather than the need of their organisation” Nick Holley director of the Centre for HR Excellence Henley Business School (http://www.hrmagazine.co.uk)
  • 12. what happened @mysexyworkplace? (Belgian Ministry of Social Security)
  • 13. HR management of Belgian Public sector is (suuuuper) heavy
  • 16. HR
  • 18. develop a smb spirit
  • 20. HR department’s mission LT Business partner Talent & Organisation Acting as a business partner for all Supporting the organisation in its internal stakeholders (Employees evolution in terms of culture, structure and Management, Group) in the organisation through optimising the achievement of their objectives human patrimony of the company and emphasizing the values Process People oriented oriented Administrative expert People Investment Optimising all processes, tools Being a reliable support for all FPS’s and policies guaranting the employees concerning their HR issues effeciency of the human resources through a profesionnal and empathic management approach. Translating HR stratgey into yearly plans ST (recruitemnt, training, com’, ..) inspired by Ulrich – HR champion
  • 21. HR department’s mission LT Business partner Talent & Organisation Process oriented me People oriented Administrative expert People Investment  ST inspired by Ulrich – HR champion
  • 23. Staff Good Lower Loyal+ Experts Hipo performer performer s s 5% 10% 5% 75% 5% welcome pack – induction program - mobility plan - logistics - compliance- Job description - administration– payroll- Data management – KPI – consulting –distinction – appraisal (ind : team) – e-tools – training plan – diversity – well being– staffing plan – budget monitoring – recruitment – selection – promotion –HR stratgey - Community Manager - Process Management – CSR – communication - 2.0 – values –employees events – Coaches P&O – Correspondants P&O – relationships with unions - exit interview working from home prepare to Talent mgt - Talent Avenue - Promotions – Talent+ retirement action plan Networking - Wiki’s - Vitruvius – Leadership trajects Articles- Communautés (IFA & POM) - Intervision Knowledge mgt - Junior/Senior - Mentoring
  • 24. HR = world champion to build rube goldberg machine
  • 25. burn the rube goldberg machine
  • 26. Keep it S S S exy imple Straight-2-the-. ustainable
  • 30. always focus on evidence based management (EBM)
  • 31. saas
  • 32. * * not used so far in Ministry of Social Security, used @ IBA
  • 33. 94% HR staff happy to work 90% HR staff proud to work -15% HR staff + 20% productivity 62K€ budget for 1200 employees 27k€ of global HR budget (incl. flu vaccines) 82,7% colleagues satisfied with HR services
  • 34. 2. transform the organisation
  • 35. freedom + responsibility = happiness + p€rformance
  • 36. change the work environment
  • 37. i decide where when how i live & work
  • 38. my team sets objectives ambitious aligned shared
  • 39. my leader is a facilitator quantity & quality & attitude
  • 40. 6 desks to 10 people no personal desk 92% of the staff entitled to work from home 69% working from home, up to 3 d/w 9mi€ renting costs saved / year - 50% energy & maintenance costs - 80% phone & printing costs
  • 42. 2018?
  • 46. yammer = freemium = 0 € 60% staff on Yammer 15% staff on Twitter byod taskforce 2.0 recruitment no policy (train & trust) think cloud, SaaS
  • 47. build a new generation of leaders
  • 52. don’t work. have fun.
  • 54. who wants to be happy @ work?
  • 57. happy job satisfaction surveys individual appraisal team appraisal #myenergy mindfullness talent+ 180 leadership survey
  • 59. +20% productivity with -10% staff +500% spontaneous applications -25% attrition rate 39% women in top functions 39% staff 50 to 59 year old
  • 60. 3. transform beyond the organisation
  • 61. ISO 26000 & GRI dreamteam diasbled strategic person affairs happy PO consultant social tax inspection president
  • 62. www.club35.be thanks to PeopleSphere, SD Worx, Berenschot
  • 63. www.talentavenue.be thanks to PeopleSphere, SD Worx, Berenschot, LinkedIn
  • 64. Club35 : 650+ members, 120 organisations, opinion maker Talent Avenue : worldwide pioneer, launch on 12.12.12 ISO26000 : Belgium is the 1st country worldwide to assess the concept (one out of 4 pilotes), nominated as best GRI report
  • 67. freedom + responsibility = happiness + p€rformance
  • 68. happiness at work • disengagement costs 300M$/y to USA * • unhappy employee = 2 x sick * • unhappy employee = 6 x absent ** • unhappy employee = 0,45 x creative ** • happy employee = 9 x loyal * • happy employee = 3,9 x growth of earning/ share * (sources : * gallup, **theresa amabile, )
  • 69. employees customers leaders happy shareholders stakeholders
  • 71. La charte / Die Keure – Feb 2013
  • 74. www.linkedin.com/in/laurencevanhee www.missphilomene.com @Happy_Laurence