• HR Departments are challenged to adapt to the demands of the
new world of work.
• A changed mind-set and organisation culture is needed to
prepare for the 2020+ business environment.
• A flexible model is needed for innovating HR to thrive in this
• Top companies are already on the 2020+ journey.
• We also need to adopt a long-term view (2030).
IBM: Working beyond Borders
0% 20% 40% 60% 80%
Ability to balance work
and life demands
Only 11% of global companies say they are prepared to build
organisations of the future.
• Uncertainty and Disruption.
• Don’t know what will happen next - unpredictable.
• Conventional wisdom is challenged.
• Business models overturned.
• New business models emerging.
• Disruption is planned. If disruption is better planned,
then disruption will win.
• Group of talented people – plan disruption.
• Exploit weaknesses – new business.
• Current business models uncompetitive and not
sustainable - threatened.
How innovative is your HR function?
Very innovative – driving change & innovation
Innovative - good innovation and change
Some innovation – occasional innovative projects
Lacks innovation – very little focus on innovation
Not innovative at all – maintaining the status quo
• Skills and talent gaps in organisations
• Inconsistency in practice
• A lack of commitment to sound HR and
• Poor people management skills
• Poor HR management skills - culture
• Speed & complexity of change
• Risk & compliance environment
• A lack of measurement
• Education not preparing students for new world of business.
• Unethical behaviour & practices now the norm.
• Bureaucracy & red tape, people want instant gratification &
• Labour legislation originates from previous century.
• Gap between needs of employers and employees.
• Employee benefit schemes – too traditional.
• Pension schemes: catered for 10-15 years; need is double+.
• Lost respect for leaders – huge leadership vacuum.
• Traffic – inconvenience and productivity loss.
• 0%+ economic growth.
• Cost of living rising, poor economic conditions.
• HR policies and procedures outdated/inflexible.
• Pace of change is too fast.
• Large pool of unemployed – no hope or meaning.
• Inequality – excessive remuneration.
• Inflexible work practices, not fit for future world of work.
• Diversity challenges.
• Strategy-execution gap is getting bigger.
• HR not delivering according to the needs of business.
“There are two radical changes in the HR space that are
coming from entirely different directions but are destined
to collide: HR Standards and Big Data. They are radical
because they will fundamentally change the performance
evaluation of HR, the teaching of the profession, and the
standing and credibility of practitioners.”
Neil McCormick & Chris Andrews
HR Advisory Bond University
• Education and skills development systems - will
they adapt to meet employer needs?
• Balance of power – will de-unionisation in private
sector continue and how will shifting power
relationships play out?
• Economic growth – will the NDP be implemented
and economic growth achieve targeted levels?
• Tolerance and inequality – will the status quo of
inequality provoke major social unrest externally
to organisations and internally?
2. Quality of infrastructure
3. Inclusive leadership
4. Pockets of excellence - can they be replicated?
5. Entrepreneurial revival
Flags are key trends (unfolding events).
1. Embracing the new world of work
2. Reaching an inclusive, collaborative approach to labour
• NDP implementation of “new world of work”
• Level of technological innovation by SA
• Adaptation of education system to “new world of
work” including practical, vocational training;
• Ability of informal sector businesses to transition
to the formal sector;
• Freedom of movement of employees between
formal and informal types of work.
• Resolution of centralised bargaining structures in favour
of new world of work;
• Significant programmes and results in anti-corruption and
• Agreements on industrial action rules leading to decrease
in violent strikes;
• Power of organised business, labour & government used
to reach & implement transformative agreements;
• Adoption of co-determination practices at employer level.
• Is it time to disrupt HR with new models?
• Are HR Leaders enablers or obstacles?
• Do we continue with outdated HR practices?
• Do HR professionals have the right talent?
• What difference do we make to society?
• Are we competing or collaborating for talent?
• Are we using qualifications to keep talent out?
• Have we created an environment for talent to
• Do we leverage technology?
• Do we chase fads or value?
• Why do we continue with the 8 to 5 working day?
• Why do we continue with traditional annual performance
• Why do we continue with traditional job descriptions?
• Why do we continue with outdated policies, regulations and
• Do we need a new HR-Uber model of disruption?
• Is it time for real disruptive innovation?
• Are we able to develop new leaders for the new work
• Are we able to create high performing and ethical
• Are we able to step up and create the future workplace?
HR Professionals and their organisations should
take an active role in shaping the future. Let us
start courageous conversations and commit to
real engagement and being prepared to accept
outcomes other than those which each party
prefers. A deep grasp of the socio-economic
environment and future world of work is required.
Let us build relationships and understanding to
create a new way forward. We need a new focus
on creating the 2020+ workplace.