HR Directors Business Summit February 2015 - Oracle's Coffee Break Cut

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Oracle's Coffee Break Cut is a short presentation recapturing the highlights and inspirational quotes from the HR Directors Business Summit 2015.

Entitled, Reshaping the present, reimagining the future it includes highlights from Oracle's Andy Campbell, CMI's CEO Ann Francke, Professor of Business at the Ross School of Business, Dave Ulrich, Author and Former Senior Executive, F1, Mark Gallagher and Dame Carol Black
Expert Advisor to the Department of Health
and many many more....

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HR Directors Business Summit February 2015 - Oracle's Coffee Break Cut

  1. 1. 6 February 2015 Coffee Break Cut Reshaping the present, reimagining the future HR Directors Business Summit 2015 3 – 4 February 2015 The ICC, Birmingham, UK Oracle.com
  2. 2. 6 February 2015 Oracle.com Welcome to Coffee Break Cut, our condensed review of the thought and insights we’ve just shared and enjoyed this week at the HR Directors Business Summit 2015. These are exciting times for HR. As our focus expands beyond our businesses and out towards the world they serve, as HR practitioners we are increasingly well placed not just to anticipate the future, but to help shape it. It will be a challenge, but I, for one, can’t wait to see what we’ll create. Andy Campbell HCM Strategy Director, Oracle
  3. 3. 6 February 2015 Oracle.com We are at a crossroads in HR. New ideas will shape who we are and what we do. It’s no longer about what’s next in HR, it’s what’s next for the business. We have truly moved into a new age of HR: the age of Outside-In. Dave Ulrich Professor of Business, The Ross School of Business
  4. 4. 6 February 2015 Oracle.com Who are the customers of HR? People say the employees, but it’s your business’s customers. So, are we connecting what we do in HR to the key stakeholders of the business? Dave Ulrich Professor of Business, The Ross School of Business It’s time to think:
  5. 5. 6 February 2015 Oracle.com Look at the wider market context and ask how HR can play a role in achieving your goals… …HR professionals need to be anthropologists, not just architects. Dave Ulrich Professor of Business, The Ross School of Business Moving beyond the walls of your company
  6. 6. 6 February 2015 Oracle.com Now HR is at the top table, we need to shape: •Talent •Culture •Leadership In order to ensure they anticipate and serve the needs of the business’s customers. Dave Ulrich Professor of Business, The Ross School of Business
  7. 7. 6 February 2015 Oracle.com How come some teams succeed where others fail? It’s all about the people. Talent = competence (ability to do work) x commitment (willingness to do work) x contribution (emotional presence) Mark Gallagher Author and Former Senior Executive, F1 Dave Ulrich Professor of Business, The Ross School of Business Talent
  8. 8. 6 February 2015 Oracle.com Investment in management training leads to a 32% increase in productivity. But look beyond the obvious to find out more about individuals and discover whispering talent. Ann Francke CEO, CMI Dr Caroline Curtis Head of Talent, Succession and Development, Santander Therefore we need to provide training…
  9. 9. 6 February 2015 Oracle.com We need to find a 21st century way to help people learn and use tools to help support our need for knowledge, using both formal and informal learning environments. JoEllyn Prouty McLaren CEO of Executive Education, Cass Business School We need to continue to explore new ways to train our staff…
  10. 10. 6 February 2015 Oracle.com To know how people are different is spectacularly practical. My biggest concern when it comes to diversity is invisible difference. I worry we overlook introverts. Liz Bingham, OBE Ambassador for Diversity and Inclusiveness Earnest & Young … with programmes that support every type of individual
  11. 11. 6 February 2015 Oracle.com Wellbeing programmes should be a mandatory for all businesses – it’s clear to see the ROI. The top objective of wellbeing is improving health as an indirect driver of productivity, morale and engagement. Dame Carol Black Expert Advisor on Health and Work, Department of Health We need to ensure wellbeing…
  12. 12. 6 February 2015 Oracle.com Board-level intervention will make a difference. A board member responsible for health and wellbeing will push the agenda forward. But when you analyse the diary of CEOs, despite claiming them to be their biggest asset, they dedicate very little time to their people. Lord John Browne Former CEO, BP Which should be driven from the top of the organisation
  13. 13. 6 February 2015 Oracle.com It’s no use just providing free fruit. If someone’s unhappy, they’ll go for the Mars bar. It’s an expensive issue to ignore, with the average cost of absenteeism and presenteeism amounting to 7.84% of a company’s wage bill. Dame Carol Black Expert Advisor on Health and Work, Department of Health And have an holistic scope
  14. 14. 6 February 2015 Oracle.com If people feel like they are fulfilling some sense of personal mission they will feel a bigger affinity to the employer. For 43% of Generation Y CEOs the primary focus is their personal mission. Adam Kingl Executive Director of Learning Solutions, London Business School And we need to enable fulfilment
  15. 15. 6 February 2015 Oracle.com What is at the heart of a life well lived? • Fun Enjoying what you do every day • Social How much time you spend with people you love and who love you • Financial The stability of earnings • Physical Being able to do what you want to do, day in and day out • Community wellbeing How involved you are with something bigger than yourself Peter Flade Managing Partner, Gallup
  16. 16. 6 February 2015 Oracle.com Generation Y want: •Work-life balance They require a flexible, fluid work week •Organisational culture They feel a greater affinity to their colleagues than the organisation •Promotion opportunities They want meaningful progression Adam Kingl Executive Director of Learning Solutions, London Business School And what about the leaders of tomorrow? What matters to them?
  17. 17. 6 February 2015 Oracle.com 7 organisational principles of engaged workforces 1. Promoting involved and curious leaders 2. Having a cracking HR function 3. Getting engagement right before refining the mission 4. Never using a downturn as an excuse 5. Realising engagement is a local phenomenon 6. Managing performance and holding people to account 7. Never pursuing engagement for its own sake Peter Flade Managing Partner, Gallup
  18. 18. 6 February 2015 Oracle.com Culture becomes our identity. Will your culture reflect what customers are promised? Dave Ulrich Professor of Business, The Ross School of Business Culture
  19. 19. 6 February 2015 Oracle.com Culture is only a source of value if it matches what the customer wants. Value is defined by the receiver, not the giver. HR should now anticipate what customers want and need, and bring that into the company. Dave Ulrich Professor of Business, The Ross School of Business Make sure to connect culture to customers
  20. 20. 6 February 2015 Oracle.com Managers have the primary responsibility for talent and culture. Dave Ulrich Professor of Business, The Ross School of Business Culture starts from the top
  21. 21. 6 February 2015 Oracle.com 15% of the time talent wins, the rest of the time the team wins. If you have 1,000 really thoughtful people thinking about how to improve, you’ll make a lot more progress than if you have 100. Dave Ulrich Professor of Business, The Ross School of Business Reed Hastings CEO, Netflix But it’s not just about one person
  22. 22. 6 February 2015 Oracle.com It has been proven that 82% of the time that with the right training you can coach people to fit your culture. Mark Ellis Core Group Member, Engage for Success And with the right training more people can buy in to the culture
  23. 23. 6 February 2015 Oracle.com High-engagement organisations have 20% higher operating income than their peers. Angus Ridgway CEO and Co-Founder, Potentialife Because ultimately, engagement and culture improvements drive business change
  24. 24. 6 February 2015 Oracle.com Formula for impactful leadership = Intent x (clarity + consistency) Simon Tyler Speaker, Mentor, Author, The Impact Code Leadership
  25. 25. 6 February 2015 Oracle.com • Attraction • Allure • Advocacy • Engagement • Action Simon Tyler Speaker, Mentor, Author, The Impact Code Attributes of a leader:
  26. 26. 6 February 2015 Oracle.com Leadership is a behaviour that can be shown by anyone at any level in the organisation. Knowing what leadership is doesn’t make you a leader, change has to be behavioural. Mark Gallagher Author and Former Senior Executive, F1 Angus Ridgway CEO and Co-Founder, Potentialife But leadership doesn’t have to come from the top
  27. 27. 6 February 2015 Oracle.com The single most powerful tool for driving performance and engaging with others is an honest debrief. Leaders have to be able to acknowledge their own mistakes and employees have to be able to challenge upwards. Jas Hawker Former Commanding Officer, RAF Red Arrows And can be bottom up, as well as top down
  28. 28. 6 February 2015 Oracle.com Do you have good credit worthiness in leadership? 30% of investment decisions are based on whether your company have good leadership. Dave Ulrich Professor of Business, The Ross School of Business Good leadership = company value
  29. 29. 6 February 2015 Oracle.com 5 easy steps to a management makeover 1. Stop excluding, start including 2. Stop controlling, start coaching 3. Stop confusing, start clarifying 4. Stop resisting change, start embracing 5. Stop competing, start collaborating Ann Francke CEO, CMI
  30. 30. 6 February 2015 Oracle.com Good work and good workplaces lead to employee wellbeing and engagement leads to increased productivity and quality of produce leads to improved economic performance that’s good for society. Dame Carol Black Expert Advisor on Health and Work, Department of Health Bringing it all together is vital for the business
  31. 31. 6 February 2015 Oracle.com 6 skills for good HR people • Strategic positioning • Credible activist • Capability building • Technology proponent • HR innovator and integrator • Change champion Dave Ulrich Professor of Business, The Ross School of Business Develop the right competencies for HR
  32. 32. 6 February 2015 Oracle.com • Your business model • Your market context • Your horizons • Your business differentiators • Your global footprint • Your core beliefs Hugh Mitchell Chief Human Resouces and Corporate Officer, Shell Look at HR from the outside-in through 6 lenses
  33. 33. 6 February 2015 Oracle.com How to gather better data on your people: • Decentralise engagement • Survey frequently and link to events • Make surveys actionable, trustworthy, and fun • Make the tools you use consumer grade Tom Mardsden, CEO, Saberr Alistair Shepard Founder, Saberr Use data and analytics to bridge the gap between people and outcomes
  34. 34. 6 February 2015 Oracle.com We are drowning in solutions - we need to think harder about the cocktail we create for our organization, and not just push every pill in the pharmacy Hugh Mitchell Chief Human Resources and Corporate Officer, Shell But don’t do things piecemeal. Think of the bigger picture
  35. 35. 6 February 2015 Oracle.com 6 Ds to shaping the future of work: Dolly We’re no longer living in the age of 9-5 Diversity You will need to create common ground for 4 different generations in one workplace Dilbert Cubicles are a thing of the past. We need to re-think working spaces Distance We need to tools to ensure our workforce doesn’t fragment as we cease to share physical space Droids Inevitably, more jobs will become automated Dr No Despite the protestations of IT managers, BYOD is the future Dr Nicola Millard Customer Experience Futurologist, BT And keep looking to the future
  36. 36. 6 February 2015 Oracle.com Our responsibilities don’t stop with the people on the payroll, we need to engage with society as a whole to ensure that our values, our culture and the outcomes they lead to are relevant. Hugh Mitchell Chief Human Resources and Corporate Officer, Shell And remember
  37. 37. 6 February 2015 Oracle.com Isn’t that simple? Nev Wilshire CEO, Save Britain Money
  38. 38. 6 February 2015 Oracle.com For more from Oracle check out See things differently

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