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Innovating HR towards the 2020 workplace

Slides by Marius Meyer
CEO, SABPP
13 March 2017

Innovating HR towards the 2020 workplace

  1. 1. MARIUS MEYER CEO, SA Board for People Practices (SABPP) 13 March 2017 Innovating HR towards the 2020 workplace
  2. 2. THE2020WORKPLACE
  3. 3. • 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 new workplace. • Top companies are already on the 2020+ journey. • We also need to adopt a long-term view (2030). INTRODUCTION
  4. 4. IBM: Working beyond Borders 31% 33% 34% 37% 28% 30% 32% 34% 36% 38% Innovation Client connectivity Execution speed Leadership TOPORGANISATIONCAPABILITIES
  5. 5. IBM: Working beyond Borders 35% 52% 60% 0% 20% 40% 60% 80% Ability to balance work and life demands Integrity Creativity LEADERSHIPQUALITIES
  6. 6. Only 11% of global companies say they are prepared to build organisations of the future. Deloitte Survey READINESSFORTHEFUTURE
  7. 7. • 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. THE2020WORKPLACE
  8. 8. 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 HRINNOVATION
  9. 9. SOCIALMEDIA
  10. 10. • Skills and talent gaps in organisations • Inconsistency in practice • A lack of commitment to sound HR and people management • Poor people management skills • Poor HR management skills - culture • Speed & complexity of change • Risk & compliance environment • A lack of measurement HRCHALLENGES
  11. 11. • Education not preparing students for new world of business. • Unethical behaviour & practices now the norm. • Bureaucracy & red tape, people want instant gratification & speed. • 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. THEHRMESSWEAREIN
  12. 12. • 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. THEHRMESSWEAREIN
  13. 13. “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 TWORADICALCHANGESINHR
  14. 14. BUSINESS STRATEGY – HR BUSINESS ALIGNMENT Strategic HRM Talent Management HR Risk Manage- ment HR FUNCTIONAL ARCHITECTURE I HR VALUE & DELIVERY PLATFORM Work- force Plan- ning L&D Perfor- mance Mana- gement Reward & Recog- nition Em- ployee well- ness Employ ment Rela- tions OD HR Service Delivery HR Technology (HRIS) Prepare Imple- ment Review ImproveHR MEASUREMENT HR Audit: Standards & Metrics HRCOMPETENCIES © SABPP HR MANAGEMENT SYSTEM STANDARDSNATIONALHRSTANDARDS
  15. 15. GLOBALINTEREST
  16. 16. • Your Text Here HRCOMPETENCIES
  17. 17. Human Capital Availability •What is the match of supply and demand of economically active people (skilled and unskilled) in the country? •Where are specific under supply and over supply situations? Human Capital Contribution •How productive is the employed population? •What is the level of innovation in the country? Human Capital Wellbeing •What health and wellbeing issues impact on the general productivity potential of the economically active population? Human Capital Wealth Creation •How do different sectors of the employed population share in the wealth created in the country? •How attractive is the country to international talent? Human Capital Cost, Investment and Growth •What are we doing in terms of learning and development in the school and post-school education system? •How much are we spending on whom for what in the post- school education system? •What are we doing and how much are we spending on job creation efforts? •What health and wellbeing interventions are having positive impacts on productivity? © SABPP (2017) NATIONALHUMANCAPITALCONFIDENCE INDEX
  18. 18. FUTUREOFWORK
  19. 19. • 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? LABOURMARKETUNCERTAINTIES
  20. 20. 1. Corruption 2. Quality of infrastructure 3. Inclusive leadership 4. Pockets of excellence - can they be replicated? 5. Entrepreneurial revival SAFLAGSTOWATCH Source: IRMSA
  21. 21. Flags are key trends (unfolding events). 1. Embracing the new world of work 2. Reaching an inclusive, collaborative approach to labour market development TOP2FLAGSTOWATCH
  22. 22. • NDP implementation of “new world of work” recommendations; • Level of technological innovation by SA employers; • 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. EMBRACINGNEWWORLDOFWORK
  23. 23. • Resolution of centralised bargaining structures in favour of new world of work; • Significant programmes and results in anti-corruption and competitive practices; • 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. INCLUSIVELABOURMARKET
  24. 24. LABOURMARKETSCENARIOS2030
  25. 25. CO-DETERMINATIONMODEL
  26. 26. • 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 succeed? • Do we leverage technology? • Do we chase fads or value? CRITICALQUESTIONS
  27. 27. • Why do we continue with the 8 to 5 working day? • Why do we continue with traditional annual performance reviews? • Why do we continue with traditional job descriptions? • Why do we continue with outdated policies, regulations and rules? • 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 environment? • Are we able to create high performing and ethical organisations? • Are we able to step up and create the future workplace? CRITICALQUESTIONS
  28. 28. ITISTIMEFORCHANGE
  29. 29. 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. CONCLUSION
  30. 30. E: marius@sabpp.co.za M: +27 082 859 3593 P: +27 11 045 5400 Li: linkedin.com/in/MariusMeyer/ @ mariusSABPP

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Slides by Marius Meyer CEO, SABPP 13 March 2017

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