Rethinking HR in a Changing World

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Rethinking HR in a Changing World

  1. 1. Rethinking HRg in a Changing WorldWorld January 2013January 2013
  2. 2. Administrative • CPE regulations require that online participants take part in online questions M t d t i i f f ti 50 i t- Must respond to a minimum of four questions per 50 minutes - Polling questions will appear on your media player - Results will be reviewed in the aggregate; no responses will be tracked back to any individual or organization - Do not view the presentation on slide show mode – polling questions will not appear • To ask a question use the “Ask A Question” icon on your mediaTo ask a question, use the Ask A Question icon on your media player • Help Desk: 1-877-398-1471 or outside the United States at 1 954 969 33421-954-969-3342 © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 1
  3. 3. We will cover three topics today Overview & Approach01 Highlights & Insights02 Resources03 Resources03 © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 2
  4. 4. KPMG Overview KPMG International is a global network of professional firms that provide audit, tax, and advisory services. We offer the benefit of working with a “Big Four” international network KPMG International Countries: 152 Professionals: 145,000+ of member firms, drawing from the skills and experiences of 145,000 colleagues in 152 countries KPMG’s member firms provide services to 79 percent of the Global 1200, managing large projects with global methods and standards Partners: 8,000 Revenue: $22.7 billion ASPAC 5,000k EMEA 20,000k Americas 7,000k Global Advisory Professionals: Our worldwide presence enables us to leverage specific skill sets and industry knowledge for the benefit of our clients KPMG LLP, the US member firm, proudly provides services to many of the world’s largest entities, including 75 companies in the FORTUNE 100 ,,, g , g p Advisory KPMG Services Management Consulting KPMG LLP (US) 100+ global methods and toolkits to bring the firm’s vast knowledge to each client Tax Audit Enterprise Technology Solutions Technology Enablement Solutions* Shared Services & Outsourcing* Business Intelligence Solutions* Change Management* Financial Management Human Resources* Strategy & Operations CIO Advisory KPMG, LLP (US) Offices: 87 Professionals: 30,000+ Partners: 1,882 Revenue: $6 billion © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 3 * Includes focused HR Professionals Change Management
  5. 5. Survey sponsored by KPMG’s Global HR Center of Excellence, which provides thought leadership and expertise globally Senior practitioners Proven capability Superior execution Broad business backgrounds Deep HR domain expertise Supplement local resources Sector focus and issues driven Globally focused Consistent delivery Web presence World-class HR TransformationConsistent delivery Minimum 10 days’ training per year for all P&C practitioners Knowledge p Blogs Specialty forums Conferences Advertisements Transformation Services management and knowledge sharing Surveys White Papers Conferences Outreach © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 4 Roundtables Global delivery
  6. 6. Survey ApproachSurvey ApproachSurvey ApproachSurvey Approach
  7. 7. What will drive the value of the HR function in the future? KPMG International commissioned the Economist Intelligence Unit to investigate: The forces influencing the HR functionThe forces influencing the HR function How technology is shaping HR’s response What HR might look like in 2023 In depth interviews with American Express, Shell, Whirlpool, and National Grid executives Survey Approach: 400+ executives in 45 countries 55% respondents > 10,000 employees Additional interviews with academic leaders Dave Ulrich and Mark Huselid All major industries and geographies 32%30%28% North America Europe Asia Pacific 45 countries © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 6 10% Latin America
  8. 8. Highlights and InsightsHighlights and InsightsHighlights and InsightsHighlights and Insights
  9. 9. Four key insights to consider for your organization 1 Balancing a global, local, flexible, virtual workforce creates new challenges and opportunities 2 Attracting, retaining, and engaging top talent is crucial to business success Selecting, managing, and developing talent locally, while creating a global- minded, mobile workforce across lti l ti d hi opportunities Maintaining sustained employee engagement in the face of increased career mobility, improved economic circumstances, and increased multiple generations and geographies circumstances, and increased competition Embracing social media to access new sources of 3 Rapid changes in technology accelerates HR’s ability to transform Delivering a unique differentiated people 4 Seizing the opportunity to transform HR into a strategic player g talent, increasing access to online learning and converting to cloud based technologies is driving increased efficiencies. Introducing advanced workforce analytics to provide business-critical information to measure ‘return on human capital’ Delivering a unique, differentiated people management strategy aligned to organization’s goals and focusing relentlessly on adding value to the business © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 8
  10. 10. Four key insights to consider for your organization 1 Balancing a global, local, flexible, virtual workforce creates new challenges and opportunities 2 Attracting, retaining, and engaging top talent is crucial to business success Selecting, managing, and developing talent locally, while creating a global- minded, mobile workforce across lti l ti d hi opportunities Maintaining sustained employee engagement in the face of increased career mobility, improved economic circumstances, and increased multiple generations and geographies circumstances, and increased competition Embracing social media to access new sources of 3 Rapid changes in technology accelerates HR’s ability to transform Delivering a unique differentiated people 4 Seizing the opportunity to transform HR into a strategic player g talent, increasing access to online learning and converting to cloud based technologies is driving increased efficiencies. Introducing advanced workforce analytics to provide business-critical information to measure ‘return on human capital’ Delivering a unique, differentiated people management strategy aligned to organization’s goals and focusing relentlessly on adding value to the business © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 9
  11. 11. Four key insights to consider for your organization 1 Balancing a global, local, flexible, virtual workforce creates new challenges and opportunities 2 Attracting, retaining, and engaging top talent is crucial to business success Selecting, managing, and developing talent locally, while creating a global- minded, mobile workforce across lti l ti d hi opportunities Maintaining sustained employee engagement in the face of increased career mobility, improved economic circumstances, and increased multiple generations and geographies circumstances, and increased competition Embracing social media to access new sources of 3 Rapid changes in technology accelerates HR’s ability to transform Delivering a unique differentiated people 4 Seizing the opportunity to transform HR into a strategic player g talent, increasing access to online learning and converting to cloud based technologies is driving increased efficiencies. Introducing advanced workforce analytics to provide business-critical information to measure ‘return on human capital’ Delivering a unique, differentiated people management strategy aligned to organization’s goals and focusing relentlessly on adding value to the business © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 10
  12. 12. Four key insights to consider for your organization 1 Balancing a global, local, flexible, virtual workforce creates new challenges and opportunities 2 Attracting, retaining, and engaging top talent is crucial to business success Selecting, managing, and developing talent locally, while creating a global- minded, mobile workforce across lti l ti d hi opportunities Maintaining sustained employee engagement in the face of increased career mobility, improved economic circumstances, and increased multiple generations and geographies circumstances, and increased competition Embracing social media to access new sources of 3 Rapid changes in technology accelerates HR’s ability to transform Delivering a unique differentiated people 4 Seizing the opportunity to transform HR into a strategic player g talent, increasing access to online learning and converting to cloud based technologies is driving increased efficiencies. Introducing advanced workforce analytics to provide business-critical information to measure ‘return on human capital’ Delivering a unique, differentiated people management strategy aligned to organization’s goals and focusing relentlessly on adding value to the business © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 11
  13. 13. 1. Balancing a global, local, flexible, virtual workforce creates new challenges and opportunities Takeaways: Working across borders is more common and cross border reporting lines are becoming Takeaways: Working across borders is more common and cross border reporting lines are becoming US respondents agree that HR functions will become more globalized, centralized and uniform 50% cross-border reporting lines are becoming more common Key talent is being transferred between cross-border operations and is being sourced f id h h k cross-border reporting lines are becoming more common Key talent is being transferred between cross-border operations and is being sourced f id h h k centralized and uniform Believe their companies should increase the use 69%from outside the home market Virtual workspaces, flexible work arrangements, working remotely, hoteling, and contract workers are all increasing from outside the home market Virtual workspaces, flexible work arrangements, working remotely, hoteling, and contract workers are all increasing of both virtual and flexible workers 69% gg “There has been an idea for some time that you couldThere has been an idea for some time that you could standardize the HR function globally. Many markets today, though, are so distinct that HR needs to focus on understanding local needs.” Mike Westcott © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 12 Mike Westcott, Global HR Director at National Grid
  14. 14. Leading practices and questions to consider Some leading practices Develop policies and programs that adapt to more flexible work Some leading practices Develop policies and programs that adapt to more flexible work Integrate global mobility into their talent management practices Create an HR service delivery model that can be accessed anywhere, anytime P f l i i l diff Integrate global mobility into their talent management practices Create an HR service delivery model that can be accessed anywhere, anytime P f l i i l diffPrepare for multi-generational differences Questions to consider Prepare for multi-generational differences Questions to consider How is your organization’s global presence evolving? How is your HR team addressing these changes? How do you adapt your policies and processes for virtual and mobile employees? How is your organization’s global presence evolving? How is your HR team addressing these changes? How do you adapt your policies and processes for virtual and mobile employees?mobile employees? How does your organization prepare for successful international assignments? mobile employees? How does your organization prepare for successful international assignments? © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 13
  15. 15. CPE Question #1 To what extent is your organization becoming more global in the next three years? A Great extent B Some extent C Neutral D Little extent E Not at all © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 14
  16. 16. 2. Attracting, retaining, and engaging top talent is crucial to business success Takeaways: Talent management is one of the biggest Takeaways: Talent management is one of the biggest Believe HR’s #1 focus in the US for the next three years must be retaining crucial skills and 63% topics of conversation and needs to be a top priority among business leaders Retaining key talent is top of mind (more so than attracting talent) topics of conversation and needs to be a top priority among business leaders Retaining key talent is top of mind (more so than attracting talent) crucial skills and experience within the business US companies believe their company excels at 30%than attracting talent) Current demographic projections for the next decades point to employment shortages for most of the world’s markets than attracting talent) Current demographic projections for the next decades point to employment shortages for most of the world’s markets y retaining key talent today 30% “All companies have a strategy. Enacting it requires a set of strategic capabilitiesEnacting it requires a set of strategic capabilities and you need to have top talent in the roles that support these capabilities.” Mark Huselid, Professor of the School of Management and Labor Relations at © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 15 Professor of the School of Management and Labor Relations at Rutgers University
  17. 17. Leading practices and questions to consider Some leading practices Develop contemporary employment brand and social media Some leading practices Develop contemporary employment brand and social mediaDevelop contemporary employment brand and social media recruitment strategy Develop career paths that provide desirable developmental opportunities Develop contemporary employment brand and social media recruitment strategy Develop career paths that provide desirable developmental opportunities Conduct engagement surveys and develop detailed action plans Build programs that constantly “re-recruit” top talent Q ti t id Conduct engagement surveys and develop detailed action plans Build programs that constantly “re-recruit” top talent Q ti t idQuestions to consider How will the roles, skills and capabilities of your workforce need to change over the next five years? How does your company differentiate its talent management Questions to consider How will the roles, skills and capabilities of your workforce need to change over the next five years? How does your company differentiate its talent managementHow does your company differentiate its talent management strategies in different geographic markets? Where are you seeing the greatest retention challenges, and how are you addressing them? How does your company differentiate its talent management strategies in different geographic markets? Where are you seeing the greatest retention challenges, and how are you addressing them? © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 16
  18. 18. CPE Question #2 Do you anticipate changes in your talent retention in the next year? A Yes, across the board B Yes, but selective areas C About the same D No, less of an issue this year © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 17
  19. 19. 3. Rapid changes in technology accelerates HR’s ability to transform Takeaways: As never before, technology is a primary enabler in transforming HR Takeaways: As never before, technology is a primary enabler in transforming HR “When you arm a business partner of the future with analytics, and they can share the facts with their teams to help drive better decision Increase of web-based, mobile HR and performance management tools HR analytics will foster even more profound change Increase of web-based, mobile HR and performance management tools HR analytics will foster even more profound change to help drive better decision- making, it allows you to be much more strategic, much more insightful, and potentially, much more laser-focused on where you should change Cloud/SaaS offers potentially great benefits, but most are still not aggressively utilizing change Cloud/SaaS offers potentially great benefits, but most are still not aggressively utilizing y be spending your time.” Kate Terrell, Vice President HR at Whirlpool Web-based and mobile HR platforms 69% Technology to capture performance reviews and other workplace reports 68% Workforce data analytics used for business intelligence 57% Social media to reach alumni 54% Social network sites to recruit talent 65% Delivering business apps via the “software as a service” and Cloud models 49% © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 18 54%65% 49% Source: “Rethinking HR for a Changing World” 2012 KPMG International and the Economist Intelligence Unit Survey
  20. 20. Low satisfaction rate with HR IT systems and applications KPMG’s 2012 HR IT Pulse Survey finds low satisfaction with the current performance of their HR IT systems and applications How satisfied are your client organizations with the current performance of their HR IT systems and applications? (Please rank 1--5, 1=Not all satisfied, 5 Extremely satisfied) Satisfaction with HRIT 2.82 average rating 0 00 1 00 2 00 3 00 4 00 5 000.00 1.00 2.00 3.00 4.00 5.00 © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 19 Source: 2012 KPMG LLP HR IT Pulse Survey
  21. 21. Cloud HR While cloud, like social media (itself a cloud offering) offers potentially great benefits, most firms are still not aggressively utilizing it. Nearly one half of respondents’ client have not yet undertaken any HR cloud effortsNearly one half of respondents client have not yet undertaken any HR cloud efforts The rapid advance of cloud, the consumerization of IT, and the advance of “bring your own device” will only increase the role of IT to support business activities © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 20 Source: 2012 KPMG LLP HR IT Pulse Survey
  22. 22. HR IT biggest problems, challenges and issues Not surprising, at the top of the list is fragmentation across the organization and a disconnect across HR IT systemsand a disconnect across HR IT systems. This is a particularly acute issue when it comes to global talent management. E bli HR l t d l ti i thEnabling HR related analytics is the third most frequently cited problem Supporting social media efforts at the bottom of the list (from a limited focusbottom of the list (from a limited focus and use standpoint) © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 21 Source: 2012 KPMG LLP HR IT Pulse Survey
  23. 23. Leading practices and questions to consider Some leading practices Create Social media strategy and opportunity plan Some leading practices Create Social media strategy and opportunity planCreate Social media strategy and opportunity plan Determine innovative people measures Develop comprehensive HR technology roadmap Calculate and benchmarking total cost of ownership Create Social media strategy and opportunity plan Determine innovative people measures Develop comprehensive HR technology roadmap Calculate and benchmarking total cost of ownershipCalculate and benchmarking total cost of ownership Questions to consider Where are you investing in new HR related technology? Calculate and benchmarking total cost of ownership Questions to consider Where are you investing in new HR related technology?Where are you investing in new HR related technology? How does your technology roadmap support your organization’s strategic priorities? What types of measures do you use to anticipate people related Where are you investing in new HR related technology? How does your technology roadmap support your organization’s strategic priorities? What types of measures do you use to anticipate people relatedyp y p p p challenges? How are you leveraging social media to engage your current and future employees? yp y p p p challenges? How are you leveraging social media to engage your current and future employees? © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 22
  24. 24. CPE Question #3 The most anticipated HR related technology investments in North America are data analytics and web/mobile platforms. Is your organization planning to make similar investments next year?investments next year? A Yes B No C Unsure © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 23
  25. 25. 4. Seizing the opportunity to transform HR into a strategic player Business leaders do NOT believe that HR excels at: Providing insightful predictive Business leaders do NOT believe that HR excels at: Providing insightful predictive Collaborating with senior management on people strategy 35% Respondents feel HR excels at: workforce analytics (15%) Measurably proving the value of HR to the business (17%) Ensuring succession planning is in place workforce analytics (15%) Measurably proving the value of HR to the business (17%) Ensuring succession planning is in place strategy M i tEnsuring succession planning is in place (22%) Supporting an increasingly virtual and flexible workforce (24%) Ensuring succession planning is in place (22%) Supporting an increasingly virtual and flexible workforce (24%) Managing costs 39% Achieving operational excellence (26%)Achieving operational excellence (26%) “We are not personnel We have hired people from theWe are not personnel. We have hired people from the business like me to go into HR. We will have an opinion not just about how to implement something in HR, but really about what it should look like, the strategic direction.” Gabriella Giglio © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 24 Gabriella Giglio, EVP HR at American Express
  26. 26. Executive management’s opinion of HR Do not view HR as strategic or a business 82% of KPMG member firm HR consultants polled indicate that in many cases HR groups in their client 82% of KPMG member firm HR consultants polled indicate that in many cases HR groups in their client strategic or a business impacting asset 82%organizations are not viewed as strategic or a business impacting asset. organizations are not viewed as strategic or a business impacting asset. © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 25 Source: 2012 KPMG LLP HR IT Pulse Survey
  27. 27. Leading practices and questions to consider Some leading practices Understand how the organization makes money Some leading practices Understand how the organization makes moneyUnderstand how the organization makes money Design HR operating model to support company strategy Stabilize HR service delivery… then broaden focus Candidly assess HR talent support cross-functional moves Understand how the organization makes money Design HR operating model to support company strategy Stabilize HR service delivery… then broaden focus Candidly assess HR talent support cross-functional movesCandidly assess HR talent, support cross-functional moves Questions to consider How is HR perceived at your company? How do you know? Candidly assess HR talent, support cross-functional moves Questions to consider How is HR perceived at your company? How do you know?How is HR perceived at your company? How do you know? How do you measure and assess the value that HR drives in your company? What could HR do to be more impactful in your organization? How is HR perceived at your company? How do you know? How do you measure and assess the value that HR drives in your company? What could HR do to be more impactful in your organization?p y g How are HR goals and strategies linked to the company’s business needs? p y g How are HR goals and strategies linked to the company’s business needs? © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 26
  28. 28. CPE Question #4 To what extent do you believe that HR operates strategically in your organization? A Great extent B Some extent C Neutral D Little extent E Not at all © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 27
  29. 29. There are some important variations in priorities among industries The perception that collaborating across borders is increasing was reported by 71% of respondents The perception that collaborating across borders is increasing was reported by 71% of respondents Only 15% of respondents believe the HR function excels at providing insightful and predictive workforce analytics Only 15% of respondents believe the HR function excels at providing insightful and predictive workforce analytics It is significantly lower in the Biotechnology sector (45%) and Healthcare & Pharmaceuticals (59%) Overall 24% of respondents indicatedOverall 24% of respondents indicated There was a greater degree of confidence in HR’s ability in Biotechnology (29%) and IT & Technology sectors (28%) The intention to invest in data analytics (31%) i ti l l id t i th E This is much more prevalent in the Energy sector Overall, 24% of respondents indicated that sensitive information has been leaked via social media Overall, 24% of respondents indicated that sensitive information has been leaked via social media (31%) is particularly evident in the Energy & Natural Resources sector (46%) (42%) and less so in Healthcare and Pharmaceuticals (11%) There was an overall lack of confidence inThere was an overall lack of confidence in IT & Technology industry (43%) was more confident There was an overall lack of confidence in the HR function to support a flexible and virtual workforce (24%) There was an overall lack of confidence in the HR function to support a flexible and virtual workforce (24%) © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 28 Consumer Goods (13%) much less confident
  30. 30. Highlights of regional differences Biggest appetite for further outsourcing The “war for talent” is particularly evident E l i t d i t l d Asia PacificAsia Pacific Highest interest in virtual and flexible work arrangements North AmericaNorth America Evolving towards newer more virtual and flexible ways of working There is overwhelming support for greater flexibility in the future Investment priorities: Data Analytic tools, Very strong growth in cross border working, but less acceptance of transferring talent from emerging markets into North America Investment priorities: Data Analytic tools, Web/Mobile platforms, Cloud/SaaS technologiesp y , followed by Cloud/SaaS technologies EuropeEurope Web/Mobile platforms, Cloud/SaaS technologies Does not anticipate the HR function shrinking or becoming extensively outsourced L ti A iL ti A iEvolving towards newer more virtual and flexible ways of working, primarily through videoconferencing and virtual workspaces Strong move towards more global working, but not for transferring talent from emerging Workforce planning and increasing productivity are more prominent than in other regions Managing an increasingly flexible workforce and Latin AmericaLatin America not for transferring talent from emerging markets to home territories Investment priorities: Data Analytic tools, Web- based/Mobile HR platforms Cloud technologies are viewed less strongly g g g y expand into new markets are lower priorities Only region not forecasting growth in outsourcing Investment priorities: Web-based/Mobile platforms followed by Data Analytic tools © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 29 than elsewhere, or potentially less awareness platforms, followed by Data Analytic tools
  31. 31. CPE Question #5 Of the four major insights presented today, which do you feel has the biggest impact on your organization? A Changing workplace B Crucial talent challenges C Emerging technology D Need to transform HR © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 30
  32. 32. Resources for youResources for youResources for youResources for you
  33. 33. How KPMG can help you address these survey insights Key Theme Balancing global,Balancing global, local, flexible,local, flexible, virtual workforcevirtual workforce Balancing global,Balancing global, local, flexible,local, flexible, virtual workforcevirtual workforce TransformingTransforming HR throughHR through technology andtechnology and datadata TransformingTransforming HR throughHR through technology andtechnology and datadata Attracting, retaining, and engaging top talent Seizing the opportunity to transform HR into a strategic player Approaches to consider • Develop Workforce Planning approach • Design policies and f datadatadatadata • Design and implement technology strategy business talent • Develop leading retention and engagement strategies a strategic player • Develop people strategy to drive business objectives D l HR t tprocesses for remote, virtual, and mobile employees • Assess global compliance strategy, business case, and roadmap • Design predictive HR analytics approach f strategies • Harmonize global mobility and talent management practices • Develop HR target operating model • Assess and design HR sourcing and service delivery • Perform social media gap analysis strategy Thought Leadership available on kpmg.com • Workforce Planning tool and methodology • Social Media & HR whitepaper • HR analytics white paper [coming soon] • Talent Management methodology • Talent Management & Global Mobility white paper • Next Generation HR whitepaper and toolkit © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 32 [coming soon]
  34. 34. HR Transformation Center of Excellence Home Page hrtransformation@kpmg.com Executive summary and full report PodcastsPodcasts White papers Updated frequently ith t twith new content For more information, please contact P l tt l i @k K ki @k © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 33 Paulette pwelsing@kpmg.com or Karen kisaacson@kpmg.com
  35. 35. Placeholder for infographic © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 34
  36. 36. ThankThankThankThank youyou
  37. 37. © 2012 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. NDPPS 135962 The KPMG name logo and “cutting through complexity” are registered trademarks or trademarks of KPMGThe KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International.

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