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Art of employee happiness


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Here are the slides from our Art of employee happiness event in London

Published in: Recruiting & HR
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Art of employee happiness

  1. 1. We asked people what they love about their company. What do you love? Tweet: #bHRHappy15
  2. 2. @SiConroy
  3. 3. Who is the most creative person you know? How creative do you feel? What stops you from being more creative?
  4. 4. Creativity is close to 80% learned and acquired.
  5. 5. Creativity is not a talent. It is a way of operating. John Cleese
  6. 6. Why is it important? Source: IBM CEO Survey, 2010
  7. 7. Being creative makes me feel…
  8. 8. Creativity impacts… Work-life balance 64% Profits 71% Happiness 88% Productivity 88% Engagement 91% Motivation 97%
  9. 9. 25% Adobe, 2012 creative potential living up to their 25% creating at work time spent
  10. 10. Our Mission
  11. 11. Our Mission
  12. 12. About Creative Huddle Learn online Workshops Consultancy Events Coaching Insight
  13. 13. T-shaped people
  14. 14. The Default Network
  15. 15. The Reward Network
  16. 16. The Affect Network
  17. 17. The Control Network
  18. 18. Adobe Kickbox
  19. 19. Training & development Employee involvement practices Pay according to performance Allow flexible working hours Encourage job variety Allow autonomy Decentralised + flat hierarchy + informality Building a creative culture
  20. 20. Trust them to do their job – allow autonomy Check progress with tools like idonethis Use face-to-face tools like Skype, GoToMeeting Use collaboration tools like Google Docs, Trello Work out loud with tools like Yammer, Slack Make everything easy to find with Dropbox For remote / virtual teams
  21. 21. Give staff control over their own work area Avoid large open plan offices Have varying office areas for different purposes Position yourself for serendipity Encourage staff to take breaks from technology Give staff freedom over their start and finish times Creative workplaces
  22. 22. @thejamesallen @creative_huddle
  23. 23. Tweet: #bHRHappy15 Time for a break
  24. 24. DONAL LAVERTY 05 November 2015
  27. 27. AGENDA • HR and the organisational climate • Organisational challenges • Challenges for HR • The HR profession of the future
  28. 28. 1 million professionally qualified HR practitioners globally SOME RECENT (AND SURPRISING) FACTS • 40% of senior HR Directors operate at board level • 87% of the most senior HR Directors belong to an organisation’s executive management team BUT • 67% of HR professionals concerned their skills wont be needed in the future • 53% of CEOs identify workforce development as key differentiator in profit/growth
  30. 30. RECENT SURVEY* * Lansons and Opinium ‘Britain at Work’ July 2015 • 48% of employees proud of where they work • 20% of employees dis-satisfied with current job • 39% of all employees would leave their job tomorrow • 25% of employees do not feel valued • 40% of employees do not believe they are recognised • 45% of employees see little signs of being able to progress in current company • 34% of employees do not feel loyal to their organisation • 51% of employees would not recommend their workplace
  32. 32. • A mobile workforce • More connected • Digitalisation • End of 9-5 • Individual freedom TECHNOLOGY
  33. 33. • Labour and skilled worker shortages • Retaining older workers • Worklife balance • Healthy workforce • Adapting work patterns to older workers – the extended career option • Talent and recruitment practices AGEING WORKFORCE CHANGING DEMOGRAPHICS
  34. 34. • Diversity of culture, products and ideas • Diverse recruitment • Management across different jurisdictions • Competitiveness challenges GLOBALISATION
  35. 35. • Demanding and seeking ‘meaning in their work’ • Transparency and fairness • Flexibility • Constant feedback • Autonomy v command and control • Bespoke approach • Increased responsibility • Constant communication MILLENNIALS – THE RISE OF THE INDIVIDUAL
  37. 37. HR KEY CHALLENGES • Developing and retaining talent • Adapting to a mobile and diverse workforce • Creating organisational agility • Harnessing data to enrich the employee experience
  38. 38. THE CHALLENGE FOR HR IS THE DIFFICULTY IN TRANSLATING THE QUALITATIVE LANGUAGE OF WORKFORCE EXCELLENCE WITH THE QUANTITATIVE LANGUAGE OF GROWTH AND PROFITABILITY • Creating accountability to complete accepted work • Increasing engagement and collaboration • Increasing flow of skills and anticipation of future skills • Identifying talent that can solve complexities • Matching skills and accountability to the capability needed by the organisation to meet its vision THE CHALLENGE
  39. 39. A MODEL (CURRENT) Mode Time Key activities TRANSACTIONAL 65 -70% • Record keeping • Benefits administration • Employee services TRADITIONAL 15 - 25% • Recruitment and selection • PMS and compensation • Training and development • Employee relations and engagement STRATEGIC 5 - 10% • Strategic direction • Leadership advisory
  40. 40. PREDICTIONS • In house HR will decrease and outsourcing will increase • Strategy will become focus for retained HR function • This means there will be a swing back to specialists (reward, career development, talent, employee experience) • Analytics will underpin HR decisions and advice • Remote people management will become the normal • HR will become employee segment focused (thus adopting marketing approaches)
  41. 41. A FUTURE MODEL Past Present Future TITLE PERSONAL HUMAN RESOURCES EMPLOYEE EXPERIENCE FOCUS • Operations • Administration • Enforcement • Business partnering • Strategic / operational • Supportive • Key strategist • Organisation • Employee • Metrics PRIORITIES • Compliance • Governance • Employee services • Recruitment • Talent • Decision making • Innovation • Talent management • Demographics • Engagement SKILLS • Administrator • Processor • HR subject expert • Consultative • Change agent • Engagement effectiveness • Relationship management • Profit through values • Technology
  42. 42. HR PROFESSIONAL FUTURE COMPETENCIES • HR expert • Operational Practitioner • Business wide mover • Organisation Designer • Talent Guardian • Culture Agent • Change Manager • Credible activist • Professional partner • Strategic Influencer • Operational Fixer • Ally to all parts of the organisation
  43. 43. • Know the business (inside out) • Know the people • Utilise technology and data • Manage expectations FINAL THOUGHTS
  46. 46. FOR MORE INFORMATION CONTACT Donal Laverty Partner Head of Organisational Transformation +44 (0)7884 265996 The UK group of companies and LLPs trading as RSM is a member of the RSM network. RSM is the trading name used by the members of the RSM network. Each member of the RSM network is an independent accounting and consulting firm each of which practises in its own right. The RSM network is not itself a separate legal entity of any description in any jurisdiction. The RSM network is administered by RSM International Limited, a company registered in England and Wales (company number 4040598) whose registered office is at 11 Old Jewry, London EC2R 8DU. The brand and trademark RSM and other intellectual property rights used by members of the network are owned by RSM International Association, an association governed by article 60 et seq of the Civil Code of Switzerland whose seat is in Zug. RSM UK Consulting LLP, RSM Corporate Finance LLP, RSM Restructuring Advisory LLP, RSM Risk Assurance Services LLP, RSM Tax and Advisory Services LLP, RSM UK Audit LLP, RSM Employer Services Limited and RSM UK Tax and Accounting Limited are not authorised under the Financial Services and Markets Act 2000 but we are able in certain circumstances to offer a limited range of investment services because we are members of the Institute of Chartered Accountants in England and Wales. We can provide these investment services if they are an incidental part of the professional services we have been engaged to provide. Baker Tilly Creditor Services LLP is authorised and regulated by the Financial Conduct Authority for credit-related regulated activities. RSM & Co (UK) Limited is authorised and regulated by the Financial Conduct Authority to conduct a range of investment business activities. Whilst every effort has been made to ensure accuracy, information contained in this communication may not be comprehensive and recipients should not act upon it without seeking professional advice. © 2015 RSM UK Group LLP, all rights reserved
  47. 47. 37,500 minds, 730 offices, 110 countries, 1 network.
  48. 48. The Breathing Space: The Art of Employee Happiness
  49. 49. Why is it important? 54% | 86%Kelly - EMEA Gallup - EMEA
  50. 50. What needs fixing?
  51. 51. Giving you space to breathe reducing HR admin + building teams
  52. 52. Recent • Finance user • Company & Dept. blackouts • Bulk apply training • Bulk apply Statutory holidays Recent • Communications dashboard • Suggestions wall • Line manager dashboard • Enhanced Company Announcements • Enhanced Company Documents • Calendar updates Coming up • Google etc calendar integration • TOIL • Enhanced pending leavers • Applicant tracking - InstantATS • Review of reporting • Rota system integration • Asset Management Coming up • Kudos leaderboard & favoriting • Performance Management update • Google calendar integration • Rota system integration • Thomas Intl & Glassdoor integration • Wethrive integration Our plans reducing HR admin + building teams
  53. 53. The final word
  54. 54. The Breathing Space: Questions?