What is the one ingredient required to unleash business innovation in a 21st century global environment? If you answered a knowledge-based, strategically focused, and globally capable workforce, then you are one of the few companies that have begun to tap into this growing paradigm shift. In the coming years, the role of HR will shift radically from one focused merely on locally grown talent retention and acquisition to a function more suited in helping organizations manage complex business issues in a radically fast paced globally hyper-mobile environment. Issues such as “People Risk Analysis”, “Predictive Analytics” and “Transformational Leadership” are placing the HR professional square and center at the heart of the enterprise and responsible for its ultimate success. People will be at the heart of a globally focused marketplace, and HR will be the only mitigating factor between an innovative workforce and an organization that misses the mark.

1. RETOOLING YOUR WORKFORCE FOR THE 21ST CENTURY:
DECODING HUMAN CAPITAL TRENDS FOR 2013 AND BEYOND

2. Helping Organizations, Individuals & Corporations
Take A Quantum Leap Into The 21st Century Global
Marketplace
TECHNOLOGY INNOVATION PEOPLE PROCESS
www.gileadsanders.com

3. MATURITY MAP
Human Capital
Breakthrough
Knowledge Technologies
Workers
Enterprise 2.0
Web-Based Transformational
Automated Innovation
Processes

4. GROWTH LEADS THE WAY

5. DRIVING FORCES
MERGERS & INNOVATION
EMERGING MARKETS
ACQUISITIONS

6. HR DRIVES GROWTH THROUGH HC
1) MANAGE TALENT WITH GROWTH IN MIND
2) GROOM LEADERS WHO CAN DRIVE GROWTH GLOBALLY
3) BECOME A COACH TO EXECUTIVE LEADERSHIP
4) TEAM UP WITH THE CEO TO DRIVE GROWTH

7. RISE OF GLOBAL MARKETS

8. 1
GLOBAL TALENT MARKETS
2 COSTS PRESSURES
HYPER CONNECTIVITY
3

9. CEO’s plan to make changes to
talent strategy in response to the
global business environment
CEO’s were confident that they
would have the talent necessary to
grow their organization in the near
future

10. THE ROLE OF HR WILL UNDERGO A
FUNDAMENTAL CHANGE
1) DESIGN GLOBAL OPERATING MODELS
2) MANAGE THE GLOBAL PIPELINE
3) LEADING CHANGE-EVERYWHERE
“For HR leaders, the shift to new global
operating models is an opportunity that
demands attention and focus”

11. LEADERSHIP TAKES CENTER STAGE
ACCELERATED
LEADERSHIP
DEVELOPMENT

12. DEVELOPING THE NEXT
GENERATION OF LEADERS TO DRIVE
FUTURE GROWTH
AGGRESSIVE NO LOYALTY LEADERSHIP GAP
GROWTH TARGETS

13. THE RISE OF THE NEW RULING
CLASS
The glass ceiling not only holds back women, it holds
back business competitiveness.

15. PEOPLE RISK IS RISKY
BUSINESS

16. DRIVING FORCES
HUMAN CAPITAL RISKS PEOPLE RISKS ARE BLACK SWANS ARE
EXPANDING HEADLINE NEWS BECOMING THE NORM

17. HR’S ROLE IN RISK MITIGATION IS FRONT &
CENTER
1) ALIGN HR FUNCTION WITH BUSINESS STRATEGY
2) USE EXISTING DATA TO MITIGATE RISKS
3) MANAGE PEOPLE RISKS ACROSS THE ENTERPRISE

18. PEOPLE + STRATEGY= HC ROI

19. THE PRODUCTIVITY CONUNDRUM
Employees costs rise for less return

21. ANALYTICS DRIVE VALUE IN HC
CHAIN

23. PLAY THE ROLE OF FUTURIST
1) FORWARD LOOKING WORKFORCE PLANNING & ANALYSIS
2) MANAGE TALENT ACQUISITION
3) TALENT POTENTIAL AND PROGRESSION
4) PROACTIVE RETENTION

25. FOCUS ON STRATEGY
1
3 2
4
5

26. @mdejean
www.gileadsanders.com
Facebook/gileadsanders
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