SlideShare a Scribd company logo
The Future Of HR
It Will Be Dramatically Different…
So You Better Start Planning Now
© Dr John Sullivan
59www.drjohnsullivan.com
2
1. Why HR must change
2. Who are the benchmark firms
3. Strategic principles that will
direct actions in HR’s future
4. Changes that will need to be
made in key HR functions
The 4 parts of this presentation
3
If you are listening to the live webinar
Please submit questions at any time
4
Why HR must change?
Because the world of business
is dramatically changing!
Section I
What has the last decade been like?
What one simple phrase would best describe
the business environment that we’ve been
enduring over the last decade?
Perpetual crisis
6
This turbulent environment has a name… V.U.C.A.
V for Volatility – major change will be frequent
and sudden
U for Uncertainty – there will be many surprises
and change will not follow a predictable pattern
C for Complexity – problems & opportunities will
be complex… with many different elements
A for Ambiguity – confusion from contradictory
information / data will make mis-reads likely
An “adaptive” firm and HR function are needed
in a VUCA world
7
2 quotes that describe this new business world
Big is no longer an advantage
It’s no longer the big established firms that dominate
the small ones… it’s the fast, innovative and
adaptive firms that now dominate the slower firms
Speed is essential
If the speed of change outside your organization
exceeds the speed of change inside your
organization, black clouds are ahead and
unfortunately… insiders will probably be the last to
actually see the disaster coming (Kodak)
Dr John Sullivan
8
The labor market and “the work” are changing
Knowledge, tech and design work will dominate
and… most work will be done in a project format
Innovation will surpass productivity in importance
There will be a permanent skill shortage
That shortage will shift the power in the employee
/employer relationship to top talent (be talent centric)
Employee expectations are changing (loyalty,
influence, freedom, transparency)
9
The benchmark firms that
already reflect the future of HR
Section II
Benchmark firms
Some firms already have HR functions that act
similar to how all future leading functions will
Google
Apple
Facebook
Yahoo
Zappos
Amazon
11
12+ Strategic talent principles
that will guide the future of HR
Section III
12
Strategic HR Principle #1
HR must be adaptive…
to meet the VUCA world…
and the changing nature of
work
Items that HR should add to it’s planning list for 2016
13
Adaptability / agility will also be required in HR
A flexible HR approach is required – your HR
strategy/programs must be “scalable” and be able to
“shift” to meet changes in the business environment
A flexible workforce – sudden bus. shifts and
project work require a larger % of well managed
contingent labor
Be prepared to add talent capabilities – HR must
be able to add talent capabilities in one business
unit or region… while simultaneously reducing
labor costs in another
Rapid internal redeployment – you must have the
capability for rapidly and proactively moving
employees and teams to the most urgent bus. areas
• Business Impacts of HR
• Workforce productivity
• Innovation
14
Strategic HR Principle #2
A focus on increasing
Items that HR should add to it’s planning list for 2016
15
Almost everyone agrees that HR
must become more strategic
When CEO’s and board-level executives rank
business functions… which one is listed as the most
strategic?
Sales
Where was HR ranked on the list?
“the least strategic function” Source: DDI
15
16
HR must measurably increases its business impact
HR must identify/ focus on what senior managers
care about? (Strategic business goals and their bonus criteria)
HR must convert it’s results into “the language of
business”… which are $ and numbers
Prioritize revenue generation, high impact and
innovation jobs, employees, managers and SBU’s
HR must shift its budget and it’s top HR talent to
high-impact… functions and programs >
HR must identify and focuses its resources
on activities that increase revenue & profit (BCG)
17Source: BCG/WFPMA - From Capability to Profitability: Realizing the Value of People Management, 2012
Which HR functions have the highest impact on rev. /profit?
18
Workforce productivity is…
the value produced by labor minus its costs
Develop processes to increase productivity
1.ID the barriers to productivity (why can’t you produce 25% more?)
2.Hire / retainself-motivated employees
3.What motivates / excites each employee
4.How do the best employees learn
5.How to best manage me
6.Distributed ranked metrics to increase competition
7.Measure and reward managers and employees
for productivity
8.Manage the 20 factors that impact productivity >
19
To increase productivity… you must effectively
manage each of the 20 productivity factors
1. A great manager
2. Effective plans & strategies
3. Clear and prioritized goals
/activities to focus the work
4. Rapid learning / sharing
5. Right rewards&engagement
6. The right employee skills
7. 2 way communications
8. Performance metrics
9. Quality team members from
great hiring/ retention
10.Collaboration for innovation
11.“Right job” placement
12.Processes are integrated
13.Information for decisions
14.The right tools/technology
15.Quality inputs/materials
16.Enough budget/ resources
17.The work environment is
designed for productivity
18.Time devoted to the task
19.ID & removing barriers to
productivity/innovation
20.Outside of work factors
20
How HR can increase workforce innovation
1.Increase serendipitous interactions among non-
teammates to increase collaboration (physical space)
2.Fund risky approaches over sure things
3.Offer free time to experiment (i.e. 20% time)
4.Use stretch goals and frequent project rotations
5.Fast approvals for new ideas
6.Require learning after a failure (failure analysis)
7.Recognize/reward risk-taking and innovation
8.Hire and retain innovators
9.Add a meeting day “for makers”
21
Strategic HR Principle #3
HR will shift to a data-driven
model that uses predictive
metrics to become “forward
looking”
Items that HR should add to it’s planning list for 2016
22
Almost everyone agrees that HR doesn’t use many
analytics – so there is room for improvement
Where does HR rank in analytics usage compared
to other bus functions?
% of advanced users % of non-user
1.Finance 58% 7%
2.Executive team 51% 11%
3.Operations 48% 9%
4.R&D 44% 23%
5.Marketing 41% 16%
6.Sales 34% 20%
7.HR (last) 27% 23%
Source: AMA/i4cp 2013
23
An example
Google the world’s only data driven HR function
“All people decisions at Google are based on data
and analytics”
We want to… “bring the same level of rigor to
people-decisions that we do to engineering
decisions"
Their People & Innovation Lab (PiLab) runs
dozens of experiments on employees in an effort
to answer questions about the best way to manage
at a large firm (good managers, onboarding, maintaining excitement after
long tenure)
24
Strategic and predictive metrics will emerge
Deemphasize historical (yesterday) metrics
Managers must have “real time data” on their
phones, so they know what’s happening today
Forward looking predictive metrics… give mgrs.
JIT alerts… so they can mitigate upcoming issues
#1 HR metric - Ratio of ¢’s of profit generated per
dollar spent on labor (or revenue per employee)
HR must calculate the $ value of a top performer
and the costs of weak performers and managers
HR’s impact must be noted in the annual report
Predictive metrics in these areas… who will quit,
hiring factors that predict success, career trajectory etc.
25
Strategic HR Principle #4
HR must shift to a proactive
internal consulting firm
model
Items that HR should add to it’s planning list for 2016
26
Shift to a consulting model
HR begin acting like an internal consulting firm
Why shift – the transactional and compliance
focused model unfortunately produces minimal
business impacts
Executives trust external management consulting
firms to be more effective (McKenzie, BCG etc.)
Unfortunately the current consulting skill levels
within HR are unfortunately weak (Only 1/3 of the
HR team at Google has an HR background)
27
HR acts like an internal consulting firm
The people productivity consulting group must…
 Focus on increasing productivity & innovation
 Ensure that everything in people management
reinforces a performance culture
 Identify strategic people management problems
 Proactively propose opportunities
 Focus on finding and fixing weak managers
 Borrow from business functions – to increase
speed and success rates, HR must borrow best
practices from other functions and adapt them to
HR (i.e. supply chain, CRM, social media & self-service)
28
Strategic HR Principle #5
Managers will do most HR
work
Items that HR should add to it’s planning list for 2016
29
“Who” actually does HR must change
Managers will do most HR work at higher quality
HR problems must be solved locally because they
are close to the problem and “ownership” forces
them to take these problems more seriously
HR problems must be solved fast because of the
speed of business (mass personalization)
Real-time data allows managers to make their own
data-driven decisions
The mobile phone will allow them to view all HR
information and data
Predictive metrics will alert managers about
upcoming problems
Algorithms will tell managers the most effective
actions an example >
30
An example of a data-driven approach
1 email results in a 25% improvement in productivity
Each new hire’s manager is sent a JIT on-boarding
email… reminding them to do these 5 things
Have a discussion on their role and responsibilities
Match your new hire with a peer buddy
Help your new hire build a social network
Set up onboarding check-ins once a month for
their first six months on the job
Encourage an open dialogue
Result – time to minimum productive is 25% faster
31
Strategic HR Principle #6
Planned obsolescence must
be implemented in all
areas of HR
Items that HR should add to it’s planning list for 2016
32
Assume obsolescence in a fast-changing world
Hire people that see the glass as half empty & leaking
New HR approaches must include an obsolescence
date and a “next practice” replacement
Skills obsolescence – HR must forecast employee
skill obsolescence (i.e. use by date)
33
Strategic HR Principle #7
HR must match the speed
maintained by the rest of the
organization
Items that HR should add to it’s planning list for 2016
34
Ways that HR can increase organizational speed
1. Hire people that are fast – give them a process
and ask them how they would expedite it
2. Train for speed – identify, share and teach speed
techniques (i.e. nonlinear thinking)
3. Decision-making speed – increasing
collaboration and integrating processes improves
decision speed
4. Hire fast – 1 day hiring (with pre-assessment), limit
interviews, sandwich board referrals & talent pools
5. Release faster – use algorithms to forecast slowing
performers and new hires
6. 80% decisions – can increase decision speed
7. Track approvals – to see if they really help
35
Strategic HR Principle #8
Rapid learning is required
throughout the organization
Items that HR should add to it’s planning list for 2016
36
Learning ability is the #1 competency
“… learning ability is the key determiner in deciding
among candidates” (with their technical capabilities)
Laszlo Bock VP of HR
37
HR increases learning
Measure learning speed – measure firm, dept. &
individual employee learning speed
Organizational learning at all levels – not top-
down, but learning at all organizational levels
Informal learning – HR must shift to “employee
ownership” and self-directed informal learning
Sharing how the best learn – share your top
performer’s top learning approaches and sites
Spreading best practices – rapid best practice
identification and sharing has a high ROI
Make learning a criteria – learning must be a
hiring, perf. appraisal & promotion criteria
38
Strategic HR Principle #9
HR must provide a
competitive advantage
Items that HR should add to it’s planning list for 2016
39
A competitive advantage is needed
Execs expect a functional competitive advantage
ID talent competitors – identify the firms in your
region and industry that attract your target talent
Competitive analysis – monitor your talent
competitors and match their TM improvements
Goal… your HR results and processes must stay
measurably better than your talent competitors
Take advantage of competitor problems –
proactively act when talent competitors are
undergoing major problems (M&A, layoffs, hiring
freezes, scandals or turnover)
40
Strategic HR Principle #10
HR must be globalized…
with mass personalization…
so “one size fits one”
Items that HR should add to it’s planning list for 2016
41
In a global bus. world, HR must also be global
1.Global business - HR has no choice but to mirror
global business capabilities in all talent functions
2.One-size-fits-all doesn’t work – the most effective
HR approaches are “mass personalized” to fit the
region, the business unit’s goals and the local
managers and employees
3.Technology advances - will allow for more
remote work… so the talent pool will be global
and the work must shift to “where the talent is”
4.Global diversity to reflect our customers – you
must hire, retain and manage a workforce that
understands the needs of your global customers
42
Strategic HR Principle #11
The different HR functions
must become fully integrated
Items that HR should add to it’s planning list for 2016
43
Today’s HR is highly compartmentalized
HR is now compartmentalized with silos
 Managers expect one-stop answers to their
problems and an enterprise mentality (big picture)
 Unfortunately managers currently must “shop for
answers” and beforehand know exactly what
they need and which HR function has jurisdiction
 HR should measure the time from the “problem
to the solution” and identify handoff issues
 Cross-training and cross-department rotations
can improve coordination
 Shared metrics / rewards can improve integration
44
Strategic HR Principle #12
HR must recommend both
human and technology
solutions for new work
Items that HR should add to it’s planning list for 2016
45
Technology and people can both do work
Traditionally HR 100% of the time recommends
using people to do work…
 Software and hardware technologies can now
replace “work” done by people (ex. Call centers
versus IVR)
 HR must use data to analyze work and neutrally
recommend whether employees, contingent
workers, outsourcers or technology should do it
• Software
• Robotics
• Phone apps
• Drones
46
5 additional principles that define HR’s future
1.One hell of a business case will be required –
Executives will remain cynical of HR until we
convert HR results into their $’s of revenue impact
2.More strategic less transactional – HR must
focus on strategic problems and opportunities and
shift away from transactional areas and efficiency
3.More risk – HR must measure risks and accept a
higher risk profile (but with a higher payback)
4.HR relies on technology – HR must rely on tech,
the internet, Social Media and the mobile phone for
speed, low cost and global capability
5.A smaller HR – HR must learn to operate with
fewer core HR staff and reduced budget levels as a
result of technology and lower funding levels
47
I will briefly go over…
Changes that must be made in
key HR functions
Section IV
48
Recruiting must change
Individual HR functions must change
49
The future of recruiting
1. Algorithms/ bots to find top talent / innovators
2. Matching software to match a person with a job
3. Aggressiveness has become the norm
4. Direct sourcing of “not looking prospects” (80%)
5. Referrals reach 50%
6. Prioritizing jobs based on business impact
7. Direct poaching from competitors
8. Contests to attract “not looking prospects”
9. Online assessment
10.Selling prospects and candidates is critical
50
The leadership development
function must change
Individual HR functions must change
51
Leadership development
Everyone may be a leader – project-based work
will require numerous leaders
Forget predicting leaders / HiPo's – in a changing
world, focus on current performance
Develop the whole team together – the leader
must be developed together with their team
Develop them fast – accelerated leadership
development must be completed within six months
Use virtual projects – most development will be
by a series of short term virtual projects
Managers are rewarded – managers must be
measured and rewarded for developing and
eventually releasing developed talent
52
HRMS must change
Individual HR functions must change
53
HRMS key features
The cloud – so that HR information is available to
users at any time from any place, using any device
Push customized information – customized
information and data must be "pushed" just-in-time
to individual team leaders and managers
Systems that learn - many current HRMS systems
are "dumb", so feedback loops must be introduced
so that HR can learn from its previous errors
Merge with IT - over time, the need for an
autonomous HRMS unit may wane
54
The retention function
must change
Individual HR functions must change
55
Employee retention
4 retention focus areas
1.Retention efforts must be targeted – there must
be a focus on key and high impact employees and
“regrettable” turnover
2.Metric driven – metric algorithms will help to
predict who is likely to leave and what factors
would cause employees to leave or to stay
3.Customize approaches – retention plans must be
customized to job families or even individuals,
based on their reasons for wanting to leave
4.Managers must be held accountable - the cost of
turnover will be calculated and managers must be
held accountable for losing key employees
56
The compensation and
benefits function must
change
Individual HR functions must change
57
Compensation and benefits
Rewards for people management - metrics,
rewards and recognition will excite managers and
increase the time they spend on people issues
Pay for performance – bonuses for short-term and
long-term performance, as well as bus. impacts
Team motivators - motivators for the entire team
in order to increase productivity and innovation
Non-monetary motivation - nearly half of what
motivates employees is not related to money
Paying those without a fixed job - because of
project-based jobs, compensation will be difficult
58
But… But… we are different!
Mobile phones, software, supply chain, finance etc.
are not materially different around the world…
and neither will HR be
58
Any final questions ?
JohnS@sfsu.edu 59
Did I make you think?
If this projected future of HR is
equal to 100 points, how many
points would your firm get
based on where it is today?

More Related Content

What's hot

Strategic HRM & Business Partnering
Strategic HRM & Business PartneringStrategic HRM & Business Partnering
Strategic HRM & Business Partnering
Charles Cotter, PhD
 
Hr analytics
Hr analyticsHr analytics
Hr analytics
Shubham Singhal
 
The HR Business Partner
The HR Business PartnerThe HR Business Partner
The HR Business Partner
ScottMadden, Inc.
 
Hr Analytics
Hr AnalyticsHr Analytics
Hr Analytics
Atif Shaikh
 
HR 2020 - The future of HR Practices
HR 2020 - The future of HR PracticesHR 2020 - The future of HR Practices
HR 2020 - The future of HR Practices
Farhan Muhammad
 
Human Resource Management
Human Resource Management Human Resource Management
Human Resource Management
VedavyasParuchuri
 
Strategic Human Resource Management
Strategic Human Resource ManagementStrategic Human Resource Management
Strategic Human Resource Management
M S Ramaiah Institute of Management
 
Human Capital Management (HCM)
Human Capital Management (HCM)Human Capital Management (HCM)
Human Capital Management (HCM)
Naman Markan
 
Connecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People PlanConnecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People Plan
Integrated Healthcare Strategies
 
Human Resource Metrics PowerPoint Presentation Slides
Human Resource Metrics PowerPoint Presentation Slides Human Resource Metrics PowerPoint Presentation Slides
Human Resource Metrics PowerPoint Presentation Slides
SlideTeam
 
Predictive HR--Analytics
Predictive HR--AnalyticsPredictive HR--Analytics
Predictive HR--Analytics
E J Sarma
 
Strategic HR Business Partnering
Strategic HR Business PartneringStrategic HR Business Partnering
Strategic HR Business Partnering
Roy Mark
 
HRBP Presentation v4
HRBP Presentation v4HRBP Presentation v4
HRBP Presentation v4
Muhammad Usman Zafar
 
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Stuart Gow
 
Hr metrics and analytics pj
Hr metrics and analytics pjHr metrics and analytics pj
Hr metrics and analytics pj
John Ndukwe Ibebunjo
 
Define HRM? Why it is important for an organization.
Define HRM? Why it is important for an organization.Define HRM? Why it is important for an organization.
Define HRM? Why it is important for an organization.
kumail mehdi
 
HR Analytics & HR Tools
HR Analytics & HR ToolsHR Analytics & HR Tools
HR Analytics & HR Tools
NHRD Pune Chapter
 
HR PLANNING
HR PLANNINGHR PLANNING
HR PLANNING
shrinivas kulkarni
 
Human Resource Planning
Human Resource Planning Human Resource Planning
Human Resource Planning
SadiahAhmad
 
HR Planning
HR PlanningHR Planning

What's hot (20)

Strategic HRM & Business Partnering
Strategic HRM & Business PartneringStrategic HRM & Business Partnering
Strategic HRM & Business Partnering
 
Hr analytics
Hr analyticsHr analytics
Hr analytics
 
The HR Business Partner
The HR Business PartnerThe HR Business Partner
The HR Business Partner
 
Hr Analytics
Hr AnalyticsHr Analytics
Hr Analytics
 
HR 2020 - The future of HR Practices
HR 2020 - The future of HR PracticesHR 2020 - The future of HR Practices
HR 2020 - The future of HR Practices
 
Human Resource Management
Human Resource Management Human Resource Management
Human Resource Management
 
Strategic Human Resource Management
Strategic Human Resource ManagementStrategic Human Resource Management
Strategic Human Resource Management
 
Human Capital Management (HCM)
Human Capital Management (HCM)Human Capital Management (HCM)
Human Capital Management (HCM)
 
Connecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People PlanConnecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People Plan
 
Human Resource Metrics PowerPoint Presentation Slides
Human Resource Metrics PowerPoint Presentation Slides Human Resource Metrics PowerPoint Presentation Slides
Human Resource Metrics PowerPoint Presentation Slides
 
Predictive HR--Analytics
Predictive HR--AnalyticsPredictive HR--Analytics
Predictive HR--Analytics
 
Strategic HR Business Partnering
Strategic HR Business PartneringStrategic HR Business Partnering
Strategic HR Business Partnering
 
HRBP Presentation v4
HRBP Presentation v4HRBP Presentation v4
HRBP Presentation v4
 
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...
 
Hr metrics and analytics pj
Hr metrics and analytics pjHr metrics and analytics pj
Hr metrics and analytics pj
 
Define HRM? Why it is important for an organization.
Define HRM? Why it is important for an organization.Define HRM? Why it is important for an organization.
Define HRM? Why it is important for an organization.
 
HR Analytics & HR Tools
HR Analytics & HR ToolsHR Analytics & HR Tools
HR Analytics & HR Tools
 
HR PLANNING
HR PLANNINGHR PLANNING
HR PLANNING
 
Human Resource Planning
Human Resource Planning Human Resource Planning
Human Resource Planning
 
HR Planning
HR PlanningHR Planning
HR Planning
 

Viewers also liked

78 2 1 13 recruiting purple squirrels innovators for t r
  78 2 1 13 recruiting purple squirrels innovators  for t r  78 2 1 13 recruiting purple squirrels innovators  for t r
78 2 1 13 recruiting purple squirrels innovators for t r
Dr. John Sullivan
 
Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit
Dr. John Sullivan
 
Recruiting Purple Squirrels
Recruiting Purple Squirrels Recruiting Purple Squirrels
Recruiting Purple Squirrels
Dr. John Sullivan
 
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
Dr. John Sullivan
 
Metrics that your ceo cares about
Metrics that your ceo cares aboutMetrics that your ceo cares about
Metrics that your ceo cares about
Dr. John Sullivan
 
Silicon Valley Workforce Performance Secrets
Silicon Valley Workforce Performance SecretsSilicon Valley Workforce Performance Secrets
Silicon Valley Workforce Performance Secrets
Dr. John Sullivan
 
Tips to help transform your hr stories biocom hr executive breakfast sept...
Tips to help transform your hr stories  biocom  hr executive breakfast   sept...Tips to help transform your hr stories  biocom  hr executive breakfast   sept...
Tips to help transform your hr stories biocom hr executive breakfast sept...
Dr. John Sullivan
 
Leading Edge Talent Management
Leading Edge Talent Management Leading Edge Talent Management
Leading Edge Talent Management
Dr. John Sullivan
 
09 4 15 data driven hr impacts of talent management bus case slideshare
  09 4 15 data driven hr impacts of talent management bus case    slideshare  09 4 15 data driven hr impacts of talent management bus case    slideshare
09 4 15 data driven hr impacts of talent management bus case slideshare
Dr. John Sullivan
 
TOOLS FOR RETAINING YOUR TOP TALENT
TOOLS FOR RETAINING YOUR TOP TALENTTOOLS FOR RETAINING YOUR TOP TALENT
TOOLS FOR RETAINING YOUR TOP TALENT
Dr. John Sullivan
 
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONUSING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
Dr. John Sullivan
 
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
Textkernel
 
Tips on how to find a job 2016
Tips on how to find a job 2016Tips on how to find a job 2016
Tips on how to find a job 2016
Peter Cosgrove
 
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
Dr. John Sullivan
 
Generation Next - The Future of HR
Generation Next - The Future of HRGeneration Next - The Future of HR
Generation Next - The Future of HR
Emmanuel Michael, SPHRi
 
SHRM 11: THE FUTURE OF HR IS SOCIAL
SHRM 11: THE FUTURE OF HR IS SOCIALSHRM 11: THE FUTURE OF HR IS SOCIAL
SHRM 11: THE FUTURE OF HR IS SOCIAL
Laurie Ruettimann
 
Workplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent AcquisitionWorkplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent Acquisition
CorporateShiksha
 
Future of HR - Wali Zahid SHRM HR Conference v1
Future of HR - Wali Zahid SHRM HR Conference v1Future of HR - Wali Zahid SHRM HR Conference v1
Future of HR - Wali Zahid SHRM HR Conference v1
Wali Zahid
 
Hacking the future of HR by Point of HR
Hacking the future of HR by Point of HRHacking the future of HR by Point of HR
Hacking the future of HR by Point of HR
Maya Drøschler
 
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
Dr. John Sullivan
 

Viewers also liked (20)

78 2 1 13 recruiting purple squirrels innovators for t r
  78 2 1 13 recruiting purple squirrels innovators  for t r  78 2 1 13 recruiting purple squirrels innovators  for t r
78 2 1 13 recruiting purple squirrels innovators for t r
 
Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit Retention - How individual managers can idenify who might quit
Retention - How individual managers can idenify who might quit
 
Recruiting Purple Squirrels
Recruiting Purple Squirrels Recruiting Purple Squirrels
Recruiting Purple Squirrels
 
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
Don’t Be Left Behind… As HR Shifts To A Data-Driven, High Business Impact App...
 
Metrics that your ceo cares about
Metrics that your ceo cares aboutMetrics that your ceo cares about
Metrics that your ceo cares about
 
Silicon Valley Workforce Performance Secrets
Silicon Valley Workforce Performance SecretsSilicon Valley Workforce Performance Secrets
Silicon Valley Workforce Performance Secrets
 
Tips to help transform your hr stories biocom hr executive breakfast sept...
Tips to help transform your hr stories  biocom  hr executive breakfast   sept...Tips to help transform your hr stories  biocom  hr executive breakfast   sept...
Tips to help transform your hr stories biocom hr executive breakfast sept...
 
Leading Edge Talent Management
Leading Edge Talent Management Leading Edge Talent Management
Leading Edge Talent Management
 
09 4 15 data driven hr impacts of talent management bus case slideshare
  09 4 15 data driven hr impacts of talent management bus case    slideshare  09 4 15 data driven hr impacts of talent management bus case    slideshare
09 4 15 data driven hr impacts of talent management bus case slideshare
 
TOOLS FOR RETAINING YOUR TOP TALENT
TOOLS FOR RETAINING YOUR TOP TALENTTOOLS FOR RETAINING YOUR TOP TALENT
TOOLS FOR RETAINING YOUR TOP TALENT
 
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONUSING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITION
 
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
The Agile Future of HR and Talent Acquisition - Prof. Dr. Armin Trost
 
Tips on how to find a job 2016
Tips on how to find a job 2016Tips on how to find a job 2016
Tips on how to find a job 2016
 
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
15 High Value Action Steps… To Elevate Your Employee Referral Program To The ...
 
Generation Next - The Future of HR
Generation Next - The Future of HRGeneration Next - The Future of HR
Generation Next - The Future of HR
 
SHRM 11: THE FUTURE OF HR IS SOCIAL
SHRM 11: THE FUTURE OF HR IS SOCIALSHRM 11: THE FUTURE OF HR IS SOCIAL
SHRM 11: THE FUTURE OF HR IS SOCIAL
 
Workplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent AcquisitionWorkplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent Acquisition
 
Future of HR - Wali Zahid SHRM HR Conference v1
Future of HR - Wali Zahid SHRM HR Conference v1Future of HR - Wali Zahid SHRM HR Conference v1
Future of HR - Wali Zahid SHRM HR Conference v1
 
Hacking the future of HR by Point of HR
Hacking the future of HR by Point of HRHacking the future of HR by Point of HR
Hacking the future of HR by Point of HR
 
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
The Next Generation Of Employee Referral Programs Will Focus On Improving Qua...
 

Similar to The Future Of HR

Ms.Jayantika Dave
Ms.Jayantika DaveMs.Jayantika Dave
Ms.Jayantika Dave
National HRD Network
 
Mr.jayantika dave
Mr.jayantika daveMr.jayantika dave
Mr.jayantika dave
National HRD Network
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
Maheswar Marepalli, Ph.D.
 
Big needs little budget
Big needs little budgetBig needs little budget
Big needs little budget
Mike FuQua
 
HAATWORK
HAATWORKHAATWORK
HAATWORK
Daniel Lagat
 
10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides
Dr. John Sullivan
 
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmHR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
onalijayathilaka
 
What Personnel people need to know June 2011
What Personnel people need to know June 2011What Personnel people need to know June 2011
What Personnel people need to know June 2011
Timothy Holden
 
Hr metrics blr webinar - rick buchman - 4-7-2015
Hr metrics    blr webinar - rick buchman - 4-7-2015Hr metrics    blr webinar - rick buchman - 4-7-2015
Hr metrics blr webinar - rick buchman - 4-7-2015
Frederick 'Rick' Buchman
 
HR and workforce planning for the recovery
HR and workforce planning for the recovery HR and workforce planning for the recovery
HR and workforce planning for the recovery
guest960da8
 
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
Frederick 'Rick' Buchman
 
People Analytics
People AnalyticsPeople Analytics
People Analytics
Soumen Chatterjee
 
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTTRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
Jasmin Comoda
 
HR Must Deliver on TRANSFORMATION
HR Must Deliver on TRANSFORMATION HR Must Deliver on TRANSFORMATION
HR Must Deliver on TRANSFORMATION
Bhupesh Chaurasia
 
HR TRANSFORMATION: Delivery Roadmaps
HR TRANSFORMATION: Delivery Roadmaps HR TRANSFORMATION: Delivery Roadmaps
HR TRANSFORMATION: Delivery Roadmaps
Bhupesh Chaurasia
 
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
21st Century Talent Management:  The New Ways Companies Hire, Engage, and Lead21st Century Talent Management:  The New Ways Companies Hire, Engage, and Lead
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
Josh Bersin
 
Evidence-Based HR
Evidence-Based HREvidence-Based HR
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
nguyenanvuong2007
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is Now
Manish Mohan Misra
 
The top 15 strategic things that Talent Management should be doing
The top 15 strategic things that Talent Management should be doingThe top 15 strategic things that Talent Management should be doing
The top 15 strategic things that Talent Management should be doing
Dr. John Sullivan
 

Similar to The Future Of HR (20)

Ms.Jayantika Dave
Ms.Jayantika DaveMs.Jayantika Dave
Ms.Jayantika Dave
 
Mr.jayantika dave
Mr.jayantika daveMr.jayantika dave
Mr.jayantika dave
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
 
Big needs little budget
Big needs little budgetBig needs little budget
Big needs little budget
 
HAATWORK
HAATWORKHAATWORK
HAATWORK
 
10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides10.09.14 glassdoor webinar_all_slides
10.09.14 glassdoor webinar_all_slides
 
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmHR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
HR analytics mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm
 
What Personnel people need to know June 2011
What Personnel people need to know June 2011What Personnel people need to know June 2011
What Personnel people need to know June 2011
 
Hr metrics blr webinar - rick buchman - 4-7-2015
Hr metrics    blr webinar - rick buchman - 4-7-2015Hr metrics    blr webinar - rick buchman - 4-7-2015
Hr metrics blr webinar - rick buchman - 4-7-2015
 
HR and workforce planning for the recovery
HR and workforce planning for the recovery HR and workforce planning for the recovery
HR and workforce planning for the recovery
 
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015HR Metrics -  BLR Webinar - Rick Buchman - 4-7-2015
HR Metrics - BLR Webinar - Rick Buchman - 4-7-2015
 
People Analytics
People AnalyticsPeople Analytics
People Analytics
 
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENTTRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
TRENDS AND ISSUES in HUMAN RESOURCE MANAGEMENT
 
HR Must Deliver on TRANSFORMATION
HR Must Deliver on TRANSFORMATION HR Must Deliver on TRANSFORMATION
HR Must Deliver on TRANSFORMATION
 
HR TRANSFORMATION: Delivery Roadmaps
HR TRANSFORMATION: Delivery Roadmaps HR TRANSFORMATION: Delivery Roadmaps
HR TRANSFORMATION: Delivery Roadmaps
 
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
21st Century Talent Management:  The New Ways Companies Hire, Engage, and Lead21st Century Talent Management:  The New Ways Companies Hire, Engage, and Lead
21st Century Talent Management: The New Ways Companies Hire, Engage, and Lead
 
Evidence-Based HR
Evidence-Based HREvidence-Based HR
Evidence-Based HR
 
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is Now
 
The top 15 strategic things that Talent Management should be doing
The top 15 strategic things that Talent Management should be doingThe top 15 strategic things that Talent Management should be doing
The top 15 strategic things that Talent Management should be doing
 

More from Dr. John Sullivan

A Robot Or An Employee?
A Robot Or An Employee?A Robot Or An Employee?
A Robot Or An Employee?
Dr. John Sullivan
 
Ere webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategiesEre webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategies
Dr. John Sullivan
 
Metric Driven Talent Management - 21st Century Talent Management Conference T...
Metric Driven Talent Management - 21st Century Talent Management Conference T...Metric Driven Talent Management - 21st Century Talent Management Conference T...
Metric Driven Talent Management - 21st Century Talent Management Conference T...
Dr. John Sullivan
 
Strategic My A**, What Strategic Recruiting really looks like
Strategic My A**, What Strategic Recruiting really looks likeStrategic My A**, What Strategic Recruiting really looks like
Strategic My A**, What Strategic Recruiting really looks like
Dr. John Sullivan
 
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEPEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
Dr. John Sullivan
 
59 referrals why employee referral programs should be your #1 hiring sourc...
  59 referrals  why employee referral programs should be your #1 hiring sourc...  59 referrals  why employee referral programs should be your #1 hiring sourc...
59 referrals why employee referral programs should be your #1 hiring sourc...
Dr. John Sullivan
 
Employee referral program fifty percent of hires
Employee referral program   fifty percent of hiresEmployee referral program   fifty percent of hires
Employee referral program fifty percent of hires
Dr. John Sullivan
 
Talent Management Trends and Principles
Talent Management Trends and PrinciplesTalent Management Trends and Principles
Talent Management Trends and Principles
Dr. John Sullivan
 
The top 10 dumb things that recruiters do
The top 10 dumb things that recruiters do The top 10 dumb things that recruiters do
The top 10 dumb things that recruiters do
Dr. John Sullivan
 
Quality of hire metrics and why you must measure it
Quality of hire  metrics  and why you must measure itQuality of hire  metrics  and why you must measure it
Quality of hire metrics and why you must measure it
Dr. John Sullivan
 
Improving the candidate experience
Improving the  candidate experience Improving the  candidate experience
Improving the candidate experience
Dr. John Sullivan
 

More from Dr. John Sullivan (11)

A Robot Or An Employee?
A Robot Or An Employee?A Robot Or An Employee?
A Robot Or An Employee?
 
Ere webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategiesEre webinar 082615 recruiting strategies
Ere webinar 082615 recruiting strategies
 
Metric Driven Talent Management - 21st Century Talent Management Conference T...
Metric Driven Talent Management - 21st Century Talent Management Conference T...Metric Driven Talent Management - 21st Century Talent Management Conference T...
Metric Driven Talent Management - 21st Century Talent Management Conference T...
 
Strategic My A**, What Strategic Recruiting really looks like
Strategic My A**, What Strategic Recruiting really looks likeStrategic My A**, What Strategic Recruiting really looks like
Strategic My A**, What Strategic Recruiting really looks like
 
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLEPEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
PEOPLE MANAGEMENT PRACTICES FROM GOOGLE, FACEBOOK AND APPLE
 
59 referrals why employee referral programs should be your #1 hiring sourc...
  59 referrals  why employee referral programs should be your #1 hiring sourc...  59 referrals  why employee referral programs should be your #1 hiring sourc...
59 referrals why employee referral programs should be your #1 hiring sourc...
 
Employee referral program fifty percent of hires
Employee referral program   fifty percent of hiresEmployee referral program   fifty percent of hires
Employee referral program fifty percent of hires
 
Talent Management Trends and Principles
Talent Management Trends and PrinciplesTalent Management Trends and Principles
Talent Management Trends and Principles
 
The top 10 dumb things that recruiters do
The top 10 dumb things that recruiters do The top 10 dumb things that recruiters do
The top 10 dumb things that recruiters do
 
Quality of hire metrics and why you must measure it
Quality of hire  metrics  and why you must measure itQuality of hire  metrics  and why you must measure it
Quality of hire metrics and why you must measure it
 
Improving the candidate experience
Improving the  candidate experience Improving the  candidate experience
Improving the candidate experience
 

Recently uploaded

Payroll Oursourcing company in Andheri, Mumbai
Payroll Oursourcing company in Andheri, MumbaiPayroll Oursourcing company in Andheri, Mumbai
Payroll Oursourcing company in Andheri, Mumbai
Widespread HR
 
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
hanshusharma84
 
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdfThe Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
HRMantra Software Pvt. Ltd
 
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdfUnskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
Christopher Jordan
 
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
hemakumarinn
 
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
parichopra4
 
Pay Transparency Legislation Series Ep 12 Navigate Global Developments
Pay Transparency Legislation Series Ep 12 Navigate Global DevelopmentsPay Transparency Legislation Series Ep 12 Navigate Global Developments
Pay Transparency Legislation Series Ep 12 Navigate Global Developments
PayScale, Inc.
 
London South Bank University diploma
 London South Bank University diploma London South Bank University diploma
London South Bank University diploma
myndzoq
 
Market Signals – Global Job Market Trends – June 2024 summarized!
Market Signals – Global Job Market Trends – June 2024 summarized!Market Signals – Global Job Market Trends – June 2024 summarized!
Market Signals – Global Job Market Trends – June 2024 summarized!
Career Angels
 
Leeds University degree Certificate
Leeds University degree CertificateLeeds University degree Certificate
Leeds University degree Certificate
myndzoq
 
A Good Recruiter must Have that skill.pptx
A Good Recruiter must Have that skill.pptxA Good Recruiter must Have that skill.pptx
A Good Recruiter must Have that skill.pptx
hrexpressltd
 
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
44annissa
 
5 Key Questions for Your Internal Communication Audit
5 Key Questions for Your Internal Communication Audit5 Key Questions for Your Internal Communication Audit
5 Key Questions for Your Internal Communication Audit
experienceprosarah
 
267113946-SAP-HR-Time-Management-ppt.pptx
267113946-SAP-HR-Time-Management-ppt.pptx267113946-SAP-HR-Time-Management-ppt.pptx
267113946-SAP-HR-Time-Management-ppt.pptx
AnanthaJiwaji
 
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
rashmikasinghdelhiro
 
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
maigasapphire
 
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdfThe Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
HRMantra Software Pvt. Ltd
 
Liverpool University diploma
Liverpool University diplomaLiverpool University diploma
Liverpool University diploma
myndzoq
 
Prada's CEO on Staying Independent in a Consolidating ...
Prada's CEO on Staying Independent in a Consolidating ...Prada's CEO on Staying Independent in a Consolidating ...
Prada's CEO on Staying Independent in a Consolidating ...
908dutch
 
BEst Payroll Outsourcing in Mumbai - Widespread HR
BEst Payroll Outsourcing in Mumbai - Widespread HRBEst Payroll Outsourcing in Mumbai - Widespread HR
BEst Payroll Outsourcing in Mumbai - Widespread HR
Widespread HR
 

Recently uploaded (20)

Payroll Oursourcing company in Andheri, Mumbai
Payroll Oursourcing company in Andheri, MumbaiPayroll Oursourcing company in Andheri, Mumbai
Payroll Oursourcing company in Andheri, Mumbai
 
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
Lucknow Girls Call Patrakarpuram 08630512678 Provide Best And Top Girl Servic...
 
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdfThe Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
The Remote Onboarding Challenge: Creating Connection in a Virtual World.pdf
 
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdfUnskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
Unskilled Jobs In USA With Visa Sponsorship 2024 - Apply Now.pdf
 
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
Lucknow Girls Call Takrohi 08630512678 Provide Best And Top Girl Service And ...
 
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
Kanpur Girls Call Kanpur 0X0000000X Payment On Delevery Cash Hot Premium Genu...
 
Pay Transparency Legislation Series Ep 12 Navigate Global Developments
Pay Transparency Legislation Series Ep 12 Navigate Global DevelopmentsPay Transparency Legislation Series Ep 12 Navigate Global Developments
Pay Transparency Legislation Series Ep 12 Navigate Global Developments
 
London South Bank University diploma
 London South Bank University diploma London South Bank University diploma
London South Bank University diploma
 
Market Signals – Global Job Market Trends – June 2024 summarized!
Market Signals – Global Job Market Trends – June 2024 summarized!Market Signals – Global Job Market Trends – June 2024 summarized!
Market Signals – Global Job Market Trends – June 2024 summarized!
 
Leeds University degree Certificate
Leeds University degree CertificateLeeds University degree Certificate
Leeds University degree Certificate
 
A Good Recruiter must Have that skill.pptx
A Good Recruiter must Have that skill.pptxA Good Recruiter must Have that skill.pptx
A Good Recruiter must Have that skill.pptx
 
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
Top Girls Call Mumbai 9910780858 Provide Best And Top Girl Service And No1 in...
 
5 Key Questions for Your Internal Communication Audit
5 Key Questions for Your Internal Communication Audit5 Key Questions for Your Internal Communication Audit
5 Key Questions for Your Internal Communication Audit
 
267113946-SAP-HR-Time-Management-ppt.pptx
267113946-SAP-HR-Time-Management-ppt.pptx267113946-SAP-HR-Time-Management-ppt.pptx
267113946-SAP-HR-Time-Management-ppt.pptx
 
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
Dehradun Girls Call Dehradun 0X0000000X Payment On Delevery Cash Hot Premium ...
 
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
Girls Call Hiranandani Gardens 9910780858 Provide Best And Top Girl Service A...
 
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdfThe Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
The Ethical AI Dilemma: Ensuring Fairness in HR Tech Implementations.pdf
 
Liverpool University diploma
Liverpool University diplomaLiverpool University diploma
Liverpool University diploma
 
Prada's CEO on Staying Independent in a Consolidating ...
Prada's CEO on Staying Independent in a Consolidating ...Prada's CEO on Staying Independent in a Consolidating ...
Prada's CEO on Staying Independent in a Consolidating ...
 
BEst Payroll Outsourcing in Mumbai - Widespread HR
BEst Payroll Outsourcing in Mumbai - Widespread HRBEst Payroll Outsourcing in Mumbai - Widespread HR
BEst Payroll Outsourcing in Mumbai - Widespread HR
 

The Future Of HR

  • 1. The Future Of HR It Will Be Dramatically Different… So You Better Start Planning Now © Dr John Sullivan 59www.drjohnsullivan.com
  • 2. 2 1. Why HR must change 2. Who are the benchmark firms 3. Strategic principles that will direct actions in HR’s future 4. Changes that will need to be made in key HR functions The 4 parts of this presentation
  • 3. 3 If you are listening to the live webinar Please submit questions at any time
  • 4. 4 Why HR must change? Because the world of business is dramatically changing! Section I
  • 5. What has the last decade been like? What one simple phrase would best describe the business environment that we’ve been enduring over the last decade? Perpetual crisis
  • 6. 6 This turbulent environment has a name… V.U.C.A. V for Volatility – major change will be frequent and sudden U for Uncertainty – there will be many surprises and change will not follow a predictable pattern C for Complexity – problems & opportunities will be complex… with many different elements A for Ambiguity – confusion from contradictory information / data will make mis-reads likely An “adaptive” firm and HR function are needed in a VUCA world
  • 7. 7 2 quotes that describe this new business world Big is no longer an advantage It’s no longer the big established firms that dominate the small ones… it’s the fast, innovative and adaptive firms that now dominate the slower firms Speed is essential If the speed of change outside your organization exceeds the speed of change inside your organization, black clouds are ahead and unfortunately… insiders will probably be the last to actually see the disaster coming (Kodak) Dr John Sullivan
  • 8. 8 The labor market and “the work” are changing Knowledge, tech and design work will dominate and… most work will be done in a project format Innovation will surpass productivity in importance There will be a permanent skill shortage That shortage will shift the power in the employee /employer relationship to top talent (be talent centric) Employee expectations are changing (loyalty, influence, freedom, transparency)
  • 9. 9 The benchmark firms that already reflect the future of HR Section II
  • 10. Benchmark firms Some firms already have HR functions that act similar to how all future leading functions will Google Apple Facebook Yahoo Zappos Amazon
  • 11. 11 12+ Strategic talent principles that will guide the future of HR Section III
  • 12. 12 Strategic HR Principle #1 HR must be adaptive… to meet the VUCA world… and the changing nature of work Items that HR should add to it’s planning list for 2016
  • 13. 13 Adaptability / agility will also be required in HR A flexible HR approach is required – your HR strategy/programs must be “scalable” and be able to “shift” to meet changes in the business environment A flexible workforce – sudden bus. shifts and project work require a larger % of well managed contingent labor Be prepared to add talent capabilities – HR must be able to add talent capabilities in one business unit or region… while simultaneously reducing labor costs in another Rapid internal redeployment – you must have the capability for rapidly and proactively moving employees and teams to the most urgent bus. areas
  • 14. • Business Impacts of HR • Workforce productivity • Innovation 14 Strategic HR Principle #2 A focus on increasing Items that HR should add to it’s planning list for 2016
  • 15. 15 Almost everyone agrees that HR must become more strategic When CEO’s and board-level executives rank business functions… which one is listed as the most strategic? Sales Where was HR ranked on the list? “the least strategic function” Source: DDI 15
  • 16. 16 HR must measurably increases its business impact HR must identify/ focus on what senior managers care about? (Strategic business goals and their bonus criteria) HR must convert it’s results into “the language of business”… which are $ and numbers Prioritize revenue generation, high impact and innovation jobs, employees, managers and SBU’s HR must shift its budget and it’s top HR talent to high-impact… functions and programs >
  • 17. HR must identify and focuses its resources on activities that increase revenue & profit (BCG) 17Source: BCG/WFPMA - From Capability to Profitability: Realizing the Value of People Management, 2012 Which HR functions have the highest impact on rev. /profit?
  • 18. 18 Workforce productivity is… the value produced by labor minus its costs Develop processes to increase productivity 1.ID the barriers to productivity (why can’t you produce 25% more?) 2.Hire / retainself-motivated employees 3.What motivates / excites each employee 4.How do the best employees learn 5.How to best manage me 6.Distributed ranked metrics to increase competition 7.Measure and reward managers and employees for productivity 8.Manage the 20 factors that impact productivity >
  • 19. 19 To increase productivity… you must effectively manage each of the 20 productivity factors 1. A great manager 2. Effective plans & strategies 3. Clear and prioritized goals /activities to focus the work 4. Rapid learning / sharing 5. Right rewards&engagement 6. The right employee skills 7. 2 way communications 8. Performance metrics 9. Quality team members from great hiring/ retention 10.Collaboration for innovation 11.“Right job” placement 12.Processes are integrated 13.Information for decisions 14.The right tools/technology 15.Quality inputs/materials 16.Enough budget/ resources 17.The work environment is designed for productivity 18.Time devoted to the task 19.ID & removing barriers to productivity/innovation 20.Outside of work factors
  • 20. 20 How HR can increase workforce innovation 1.Increase serendipitous interactions among non- teammates to increase collaboration (physical space) 2.Fund risky approaches over sure things 3.Offer free time to experiment (i.e. 20% time) 4.Use stretch goals and frequent project rotations 5.Fast approvals for new ideas 6.Require learning after a failure (failure analysis) 7.Recognize/reward risk-taking and innovation 8.Hire and retain innovators 9.Add a meeting day “for makers”
  • 21. 21 Strategic HR Principle #3 HR will shift to a data-driven model that uses predictive metrics to become “forward looking” Items that HR should add to it’s planning list for 2016
  • 22. 22 Almost everyone agrees that HR doesn’t use many analytics – so there is room for improvement Where does HR rank in analytics usage compared to other bus functions? % of advanced users % of non-user 1.Finance 58% 7% 2.Executive team 51% 11% 3.Operations 48% 9% 4.R&D 44% 23% 5.Marketing 41% 16% 6.Sales 34% 20% 7.HR (last) 27% 23% Source: AMA/i4cp 2013
  • 23. 23 An example Google the world’s only data driven HR function “All people decisions at Google are based on data and analytics” We want to… “bring the same level of rigor to people-decisions that we do to engineering decisions" Their People & Innovation Lab (PiLab) runs dozens of experiments on employees in an effort to answer questions about the best way to manage at a large firm (good managers, onboarding, maintaining excitement after long tenure)
  • 24. 24 Strategic and predictive metrics will emerge Deemphasize historical (yesterday) metrics Managers must have “real time data” on their phones, so they know what’s happening today Forward looking predictive metrics… give mgrs. JIT alerts… so they can mitigate upcoming issues #1 HR metric - Ratio of ¢’s of profit generated per dollar spent on labor (or revenue per employee) HR must calculate the $ value of a top performer and the costs of weak performers and managers HR’s impact must be noted in the annual report Predictive metrics in these areas… who will quit, hiring factors that predict success, career trajectory etc.
  • 25. 25 Strategic HR Principle #4 HR must shift to a proactive internal consulting firm model Items that HR should add to it’s planning list for 2016
  • 26. 26 Shift to a consulting model HR begin acting like an internal consulting firm Why shift – the transactional and compliance focused model unfortunately produces minimal business impacts Executives trust external management consulting firms to be more effective (McKenzie, BCG etc.) Unfortunately the current consulting skill levels within HR are unfortunately weak (Only 1/3 of the HR team at Google has an HR background)
  • 27. 27 HR acts like an internal consulting firm The people productivity consulting group must…  Focus on increasing productivity & innovation  Ensure that everything in people management reinforces a performance culture  Identify strategic people management problems  Proactively propose opportunities  Focus on finding and fixing weak managers  Borrow from business functions – to increase speed and success rates, HR must borrow best practices from other functions and adapt them to HR (i.e. supply chain, CRM, social media & self-service)
  • 28. 28 Strategic HR Principle #5 Managers will do most HR work Items that HR should add to it’s planning list for 2016
  • 29. 29 “Who” actually does HR must change Managers will do most HR work at higher quality HR problems must be solved locally because they are close to the problem and “ownership” forces them to take these problems more seriously HR problems must be solved fast because of the speed of business (mass personalization) Real-time data allows managers to make their own data-driven decisions The mobile phone will allow them to view all HR information and data Predictive metrics will alert managers about upcoming problems Algorithms will tell managers the most effective actions an example >
  • 30. 30 An example of a data-driven approach 1 email results in a 25% improvement in productivity Each new hire’s manager is sent a JIT on-boarding email… reminding them to do these 5 things Have a discussion on their role and responsibilities Match your new hire with a peer buddy Help your new hire build a social network Set up onboarding check-ins once a month for their first six months on the job Encourage an open dialogue Result – time to minimum productive is 25% faster
  • 31. 31 Strategic HR Principle #6 Planned obsolescence must be implemented in all areas of HR Items that HR should add to it’s planning list for 2016
  • 32. 32 Assume obsolescence in a fast-changing world Hire people that see the glass as half empty & leaking New HR approaches must include an obsolescence date and a “next practice” replacement Skills obsolescence – HR must forecast employee skill obsolescence (i.e. use by date)
  • 33. 33 Strategic HR Principle #7 HR must match the speed maintained by the rest of the organization Items that HR should add to it’s planning list for 2016
  • 34. 34 Ways that HR can increase organizational speed 1. Hire people that are fast – give them a process and ask them how they would expedite it 2. Train for speed – identify, share and teach speed techniques (i.e. nonlinear thinking) 3. Decision-making speed – increasing collaboration and integrating processes improves decision speed 4. Hire fast – 1 day hiring (with pre-assessment), limit interviews, sandwich board referrals & talent pools 5. Release faster – use algorithms to forecast slowing performers and new hires 6. 80% decisions – can increase decision speed 7. Track approvals – to see if they really help
  • 35. 35 Strategic HR Principle #8 Rapid learning is required throughout the organization Items that HR should add to it’s planning list for 2016
  • 36. 36 Learning ability is the #1 competency “… learning ability is the key determiner in deciding among candidates” (with their technical capabilities) Laszlo Bock VP of HR
  • 37. 37 HR increases learning Measure learning speed – measure firm, dept. & individual employee learning speed Organizational learning at all levels – not top- down, but learning at all organizational levels Informal learning – HR must shift to “employee ownership” and self-directed informal learning Sharing how the best learn – share your top performer’s top learning approaches and sites Spreading best practices – rapid best practice identification and sharing has a high ROI Make learning a criteria – learning must be a hiring, perf. appraisal & promotion criteria
  • 38. 38 Strategic HR Principle #9 HR must provide a competitive advantage Items that HR should add to it’s planning list for 2016
  • 39. 39 A competitive advantage is needed Execs expect a functional competitive advantage ID talent competitors – identify the firms in your region and industry that attract your target talent Competitive analysis – monitor your talent competitors and match their TM improvements Goal… your HR results and processes must stay measurably better than your talent competitors Take advantage of competitor problems – proactively act when talent competitors are undergoing major problems (M&A, layoffs, hiring freezes, scandals or turnover)
  • 40. 40 Strategic HR Principle #10 HR must be globalized… with mass personalization… so “one size fits one” Items that HR should add to it’s planning list for 2016
  • 41. 41 In a global bus. world, HR must also be global 1.Global business - HR has no choice but to mirror global business capabilities in all talent functions 2.One-size-fits-all doesn’t work – the most effective HR approaches are “mass personalized” to fit the region, the business unit’s goals and the local managers and employees 3.Technology advances - will allow for more remote work… so the talent pool will be global and the work must shift to “where the talent is” 4.Global diversity to reflect our customers – you must hire, retain and manage a workforce that understands the needs of your global customers
  • 42. 42 Strategic HR Principle #11 The different HR functions must become fully integrated Items that HR should add to it’s planning list for 2016
  • 43. 43 Today’s HR is highly compartmentalized HR is now compartmentalized with silos  Managers expect one-stop answers to their problems and an enterprise mentality (big picture)  Unfortunately managers currently must “shop for answers” and beforehand know exactly what they need and which HR function has jurisdiction  HR should measure the time from the “problem to the solution” and identify handoff issues  Cross-training and cross-department rotations can improve coordination  Shared metrics / rewards can improve integration
  • 44. 44 Strategic HR Principle #12 HR must recommend both human and technology solutions for new work Items that HR should add to it’s planning list for 2016
  • 45. 45 Technology and people can both do work Traditionally HR 100% of the time recommends using people to do work…  Software and hardware technologies can now replace “work” done by people (ex. Call centers versus IVR)  HR must use data to analyze work and neutrally recommend whether employees, contingent workers, outsourcers or technology should do it • Software • Robotics • Phone apps • Drones
  • 46. 46 5 additional principles that define HR’s future 1.One hell of a business case will be required – Executives will remain cynical of HR until we convert HR results into their $’s of revenue impact 2.More strategic less transactional – HR must focus on strategic problems and opportunities and shift away from transactional areas and efficiency 3.More risk – HR must measure risks and accept a higher risk profile (but with a higher payback) 4.HR relies on technology – HR must rely on tech, the internet, Social Media and the mobile phone for speed, low cost and global capability 5.A smaller HR – HR must learn to operate with fewer core HR staff and reduced budget levels as a result of technology and lower funding levels
  • 47. 47 I will briefly go over… Changes that must be made in key HR functions Section IV
  • 48. 48 Recruiting must change Individual HR functions must change
  • 49. 49 The future of recruiting 1. Algorithms/ bots to find top talent / innovators 2. Matching software to match a person with a job 3. Aggressiveness has become the norm 4. Direct sourcing of “not looking prospects” (80%) 5. Referrals reach 50% 6. Prioritizing jobs based on business impact 7. Direct poaching from competitors 8. Contests to attract “not looking prospects” 9. Online assessment 10.Selling prospects and candidates is critical
  • 50. 50 The leadership development function must change Individual HR functions must change
  • 51. 51 Leadership development Everyone may be a leader – project-based work will require numerous leaders Forget predicting leaders / HiPo's – in a changing world, focus on current performance Develop the whole team together – the leader must be developed together with their team Develop them fast – accelerated leadership development must be completed within six months Use virtual projects – most development will be by a series of short term virtual projects Managers are rewarded – managers must be measured and rewarded for developing and eventually releasing developed talent
  • 52. 52 HRMS must change Individual HR functions must change
  • 53. 53 HRMS key features The cloud – so that HR information is available to users at any time from any place, using any device Push customized information – customized information and data must be "pushed" just-in-time to individual team leaders and managers Systems that learn - many current HRMS systems are "dumb", so feedback loops must be introduced so that HR can learn from its previous errors Merge with IT - over time, the need for an autonomous HRMS unit may wane
  • 54. 54 The retention function must change Individual HR functions must change
  • 55. 55 Employee retention 4 retention focus areas 1.Retention efforts must be targeted – there must be a focus on key and high impact employees and “regrettable” turnover 2.Metric driven – metric algorithms will help to predict who is likely to leave and what factors would cause employees to leave or to stay 3.Customize approaches – retention plans must be customized to job families or even individuals, based on their reasons for wanting to leave 4.Managers must be held accountable - the cost of turnover will be calculated and managers must be held accountable for losing key employees
  • 56. 56 The compensation and benefits function must change Individual HR functions must change
  • 57. 57 Compensation and benefits Rewards for people management - metrics, rewards and recognition will excite managers and increase the time they spend on people issues Pay for performance – bonuses for short-term and long-term performance, as well as bus. impacts Team motivators - motivators for the entire team in order to increase productivity and innovation Non-monetary motivation - nearly half of what motivates employees is not related to money Paying those without a fixed job - because of project-based jobs, compensation will be difficult
  • 58. 58 But… But… we are different! Mobile phones, software, supply chain, finance etc. are not materially different around the world… and neither will HR be 58
  • 59. Any final questions ? JohnS@sfsu.edu 59 Did I make you think? If this projected future of HR is equal to 100 points, how many points would your firm get based on where it is today?